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Institutional Context | Strategic Planning | Master Plan | Divisional Planning Documents | Summary
Strategic Planning
The college employs a series of documents in its strategic planning process.First, all planning is based on the college's culture statements—Vision, Values and Mission.From these, the President and his Leadership Team develop the college's Strategic Initiatives, initiatives that are monitored by a matrix, which is updated continuously.
In addition, the college has developed four key Master Plans:
Each of these plans was developed using the full component of stakeholders in the process.The Office of Institutional Effectiveness reviews each of these plans annually so that progress can be monitored, assessed and the plans updated and revised when needed.The college also currently has an additional Master Plan for Professional Improvement under development.
Finally, the college elicits annual plans from all of its divisions, developed by each of the budget managers in collaboration with the faculty and/or staff within the department based on an institutional template.The planning documents include divisional executive summaries.They also include plans from each of the forty-five college departments, and the Advisory Council to the President on Planning and Budgeting (PBC) reviews them each spring upon completion.Each plan also includes an assessment component and is the basis for the budgeting priorities established annually by the PBC during the fall semester.
The complete versions of all departmental plans may be found on the college's web site at: http://www.ocean.edu/budget.htm
Vision Statement
Ocean County College aspires to be an institution of distinction where an exceptional faculty and staff serve to awaken students to a love of learning.We foster educational innovation through effective teaching-learning strategies to develop and nurture intentional learners who are both empowered and informed.We work to be ever new, offering through education the perpetual hope and promise envisioned by the founders of our nation.We employ sophisticated technology and sound learning assessment, clearly focused on student success.We offer quality cultural events, accessible programs that advance our commitment to learning throughout life, and educational opportunities that arise from our unique seacoast and pineland environments.Our nationally recognized model for planning and resource management, our institutional effectiveness design, and our creation of strategic partnerships for college advancement signify our intention of taking a leadership position in the academic community. Our ultimate and most lasting vision—ensuring that our students have what they need to transfer well, to find meaningful career opportunities throughout their lives, and to thrive in an increasingly diverse and complex world—affirms our continuing desire to be, quite simply, the best.
Strategic Initiatives, 2005-2010
1. Educational excellence that embraces quality teaching, new presentation modes, programs to develop intentional learners, and rigorous educational assessment used to improve teaching and learning;
2. The creation of a campus culture in which students can thrive and reach their fullest potential by receiving increased access to technological support, improved advising and transfer services, the full benefits of financial aid, retention services, and a comprehensive selection of co-curricular activities;
3. Advancement, partnering, and outreach, whereby the college seeks mutually beneficial connections and associations that promote its mission, its programs, and its culture of collaboration;
4. Enhanced facilities and technology that support exceptional teaching and learning, institutional growth, and overall institutional effectiveness;
5. Planning and assessment that are linked to resource management and institutional effectiveness;
6. Human resource development through the continuation of best practices in hiring, bargaining, and conflict resolution and in the continued expansion of employee development and training programs;
7. Continued development of varied events, programs and facilities that engage students and community members in rewarding athletic, artistic, cultural and service-oriented activities.
Strategic Initiatives Assessment Matrix, Spring 2005
These initiatives are reviewed and assessed continuously, not less than monthly, with all aspects of college activity pertinent to the strategic initiatives included in the assessment matrix (see following):
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President's Strategic Initiatives, |
Strategic Indicators |
Performance Indicators |
Assessment Measure E=Exceeded goal S=Satisfied goal I=In progress N=Needs attention Data Pending=Data |
Expected Outcomes |
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1. Educational Excellence |
o Quality teaching and the use of innovative programs and pedagogies
o
Rigorous learning assessment
o Use of assessment for the improvement of planning that leads to improved teaching-learning |
o Classroom technology
o
Course Evaluation (Multiple Measures of Student Learning)
o Classroom Assessment Techniques
o Continuing program review
o
Comprehensive gen. ed outcomes measure
o
Improvement in survey results |
I: Acquisition of PEW Grant Fall 2004 to transform curriculum in Psychology; start date is Spring 05.
I: Continuing upgrades in classroom wiring and DVD digitizing
I:The Class-Assessment Project (Cross-Angelo) is under development for SP 06 implementation.
S:Planned Academic Program Review is underway on schedule.
I:Gen Ed pilot for goal 1 completed; pilot use of Academic Profile (May 05) scheduled.
IP:Survey schedule (CCSSE, PACE, Noel-Levitz, SSAS) established; next series scheduled to begin winter 2005 was delayed due to lack of funding. |
To develop a new delivery mode that maintains or increases student success while reducing cost per student.
To extend career program offerings that respond to employment needs in the community and the region.
To make recommendations for improvement at the program level.
To assess data gained from this standardized instrument to help select a permanent measure for Gen Ed assessment.
To develop a longitudinal study of campus attitudes to enable improvement in targeted areas. |
| 2. A campus culture in which all students can reach their potential |
o
Student participation
o Improved student support services in advising and financial aid
o Technological access to student services
o Student Success
o Student satisfaction |
o Reasonable participation in scheduled student activities.
o Measurable improvements in financial aid
o
Measurable improvements in advising
o Improved technological assistance for student support
o
Improvement in survey results |
S: AY 03-04 shows 2510 students (ca. 31%) engaged in sponsored activities, the highest totals in the movie ticket and day trip categories.
Data Pending
E:Since Fall 03, students can now register and pay online; on-campus computer stops (Web Advisor) available for advising, scheduling, registration, grade acquisition, and transfer (via NJ Transfer).
IP:Survey Schedule established; next survey
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To collect longitudinal data to analyze the efficacy of the student activity schedule.
To increase the numbers of students served, dollars delivered, and increased efficiency in turn-around and reporting time.
To transfer as many routine tasks as possible to web-based technology in order to give students the speed and efficiency they expect.
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3.Advancement, Partnering and Outreach |
o Linkages with community service agencies, business, and government
o Collaborative partnerships with colleges, universities and area schools
o Commitment to accessible credit courses
o Enrichment opportunities for the senior population
o Continuing education opportunities for professional development, advancement, retraining and personal growth
o Accessible cultural programs for the community and area schools
o Revenue enhancement for the college |
o Business and government
o
Educational partnering
o Off-campus classes and satellite campus
o
Senior programs and events
o Diverse educational programming
o
Wide-ranging cultural opportunities
o
Grants
o Other revenue |
S: Entrepreneur Certificate Program; Monmouth-Ocean SBDC serves about 600 new clients annually and assists in obtaining about $6 million in loans; CBET training for municipalities; partnership with Barnegat Bay Estuary Program; Ocean County Library partnership under development
E:In AY2003-04, 5,878 students took classes off the main campus.
S: The Academy for Lifelong Learning (ALL) has approximately 700 members and offers 50+ classes each semester; CPE runs Senior Ventures, Senior Scholars, Senior Citizen Art Festival.
E:OSR teacher professional development; CPE 60+ programs leading to local, state, national certification or re-certification; a vocational, recreational children's programs
E:Over 1,000 planetarium shows 30-04; successful theater, orchestra, chorus and gallery offerings; partnership with Garden State Philharmonic
IP:In excess of $1 million grants funded for 04-05; reorganization under development.
S:A.L.L-- Sovereign Bank $25,000 corporate sponsorship; Rotary and Deborah sponsorships; revenue from FDU, NPTNJ, off-campus auxiliary enterprises, increased CPE FTE.; Data Pending: OCC Foundation and Office of College Advancement are other sources for non-tuition revenue.
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To fulfill the college's mission to be responsive to county workforce training needs
To expand the college's educational offerings through partnerships with other educational institutions
In a large county, to provide geographical proximity to OCC to all parts of the county's population
To provide integrated programs for a large, homogeneous segment of the county's population
To provide teacher training and professional development for the needs of county educators
To continue to serve as a mediating cultural resource for all segments of the county's population (as we are 60 miles distant from two large urban centers).
To expand college offerings with grant funding. |
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4. State of the Art Facilities and Technological Support |
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Facilities Maintenance
o New/Improved Facilities
o Campus Technology Design; computer replacement plan
o Outsourcing
o Strategic partnerships |
o Facilities Master Plan Outcomes
o Technologies Master Plan Outcomes
o OCIN Support, Collegis, Sungard
o Pitney Bowes/Office Services, Food Management Services, Custodial Services
o New Partners in Facilities
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IP:Many 04 initiatives are still unfounded while several are still in progress (mall enhancements, added parking, road repair); E: New Receiving Bldg. opened; new Tech Bldg. opened on schedule (October 04); TV studio construction on time, due to open FA 05. E:Ongoing maintenance on or near schedule.
S: Plan reviewed SP05 I:Computer Replacement Plan is currently in progress for Academic Affairs, to be completed by May 05.
E:New contract arrangements provide additional support, educational specialist available f/t on campus; I: Development of an assessment matrix to assess OIT services is under development.
S:Experience ratings indicate general satisfaction; I:Internal assessment modalities are under study to see if outsourced services need additional evaluation.
E:New alliances with county for road and parking lot improvements; MATES program for new construction of a shared facility at the SEC; corporate support for Tech. Bldg. equipment; possible alliance with a Toms River boat yard in order to establish a permanent location for the Citta Marine Studies Center. |
To be guided by the college's Facilities Master Plan to attempt to balance the need for ongoing maintenance and new facilities within budget restraints to provide facilities that support the mission of the college
To be guided by the college's technology plan in the development of academic and administrative technological networks
To provide for the college at reasonable cost IT management and support services
To provide for the college at reasonable cost such services as appropriate.
To seek partnerships with public and private agencies where there is either support for the college or cost-sharing for mutual advantage |
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5. Planning and Assessment |
o Open Institutional Planning and Budgeting Process
o Resource Management
o Institutional Effectiveness Model |
o Departmental plans to Planning and Budgeting Council (PBC)
o Planning and Budgeting Council process, report to President
o
Allocations of set-aside monies
o
Resource analyses reports
o Maintenance of IE Website
o Maintenance of Electronic Library
o Management of Process Improvement Teams
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S: All 06 Plans submitted on time and reviewed by PBC; plans used as basis for 06 New Requirements Requests; FY 07 Planning Cycle begins April 11, 2005.
S:PBC Report to President made on 12/1/04; PLT makes final adjustments; President reports to PBC January 31, 05 on the final budget.
E:Set-aside monies (05) prioritized and allocated summer 04 so that purchase orders could be written in time for AY 04-05 arrival. Set-asides for 06 tba.
S:Continuing scrutiny of operational items—mailing, color copying, supply ordering and purchase—has led to altered policies and savings for the college; facilities inventory used for allocation of depreciation funding for furniture replacement.; alteration in travel services and travel procedures result in savings for the college
S/IP:Web site authored and posted; culture statements revised, approved by BOT (12/15/04) and posted; SI Matrix initiated; electronic library in progress, many documents available. Strategic plan completed and posted, SP 05. |
To link assessment to planning and planning to budgeting in order to achieve implementation of the college's strategic planning process as well as equitable distribution of new monies annually.
To create an environment of continuing cost assessment and resource analysis in order to develop cost-effective fiscal policies
To create an environment of assessment in which awareness is developed within every college division of the value of the assessment-planning-improvement paradigm. |
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6. Human Resource Development
NOTE:The re-organization of the HR Division, due to be completed during summer 05, will impact on many aspects of this section of the matrix.Because of that impact, this section will not be updated again until FA 05. |
o
Assessment of Hiring Needs
o
Bargaining Agreements
o Grievance Resolution
o
Employee Development and Training |
o Review of open positions
o Negotiations Status
o Grievance history
o Employee development offerings, attendance |
IP:Revenue shortfall, SP 05, has required postponement for six months of the filling of several new positions.
S:All contracts currently in force until 2006.
E:90% continue to be satisfactorily resolved at the informal (lowest) level.
E:New Management Institute has offered a wide range of seminars to many college employees.Data pending. |
See note in left column. |
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7. Co-Curricular Programs and Events designed for students and community
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o Commitment to Student Needs and Development
o Commitment to Community Needs and Enrichment |
o
Outreach Programs
o Outreach Events |
Data and commentary for this objective are embedded in initiatives #2 and #3 above. |
Institutional Context | Strategic Planning | Master Plan | Divisional Planning Documents | Summary
Copies of the Strategic Plan are available by request to Janet Hubbs, Assistant to the President for Institutional Effectiveness .
