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Strategic Plan 2015-2019
Northshore’s Strategic Plan was developed to guide the college so that it can effectively accomplish its mission and achieve the vision. The strategic plan is designed to be an integral part of the college’s planning process. The strategic plan was developed with input of the college’s major stakeholders. Stakeholders include the students, faculty, staff, administration and community leaders. The mission and vision were the basis of the plan. To create the plan, the leadership team created strategic goals which are areas of improvement that the plan will focus on. The strategic goals were created by evaluating data both internal and external. Strategic objectives were created from these goals to define where the college should be in five years. The strategic plan defines the strategies and objectives which when implemented will allow the college to achieve the stated goals of the college.
- Access the full plan here: 2015-2019 Strategic Plan
Assessing the Strategic Plan
At the conclusion of 2015-2019 Strategic Plan, NTCC successfully achieved 13 of the 19 objectives set forth in the plan. Of the six objectives not met, evidence of significant progress made towards each objective has been documented. An assessment of progress made towards each objective listed in the 2015-2019 Strategic Plan is provided below.
Goal 1: Student Access
A primary component of Northshore Technical Community College’s mission is providing quality workforce training and transfer opportunities. The strategic plan seeks to foster these opportunities.
Target: Increase Fall 14th class day headcount enrollment by 27.6% from the Fall 2014 enrollment of 3,151 to 4,021 by Fall 2019.
Final Summary: The objective to increase fall headcount enrollment by 27.6% was achieved. Over the strategic planning period, NTCC experienced significant growth in student headcount with a final 48.2% increase achieved from the 2014 baseline term. With new facilities opening in Fall 2019 at the Lacombe and Livingston campuses, the prospect of continued growth into the next strategic planning period is promising.
- 2019 Update: 4,671 headcount enrollment - Fall 2019 [+1,520 students; +48.2%]
2018 Update: 4,737 headcount enrollment - Fall 2018 [+1,586 students; +50.3%]- 2017 Update: 5,005 headcount enrollment - Fall 2017 [+1,854 students; +58.8%].
- 2016 Update: 4,101 headcount enrollment - Fall 2016 [+950 students; +30.1%].
- 2015 Update: 3,575 headcount enrollment - Fall 2015 [+424 students; +13.5%].
- Baseline: 3,151 headcount enrollment in Fall 2014.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Admissions: Orientation Model Implementation
- Sullivan Campus: Industrial Electrician and Industrial Maintenance Technology Programs
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Admissions: Implementation of Recruiter
- Hammond Campus: Install Computer Access Center
- Financial Aid: Student Loan Program Campaign
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Florida Parishes Campus: New Student Orientation Enhancements
- Lacombe Campus: New Program Additions
- Livingston Campus: Start Electrician, Welding, and Practical Nursing Programs
Target: Increase the total number of students enrolled in general education courses from 513 in 2012-2013 academic year to 800 in academic year 2018-2019.
Final Summary: The objective to increase student enrollment in general education courses to 800 was met and exceeded. The college experienced significant growth in general education course offerings and enrollment throughout the strategic planning period with a final increase of 255%.
- 2019 Update: 1,821 students enrolled - AY2018-19 [+1,308 students; +255.0%]
- 2018 Update: 1,903 students enrolled - AY2017-18 [+1,390 students; +271.0%]
- 2017 Update: 1,537 students enrolled - AY2016-17. [+1,024 students; +199.6%]
- 2016 Update: 1,155 students enrolled - AY2015-16. [+642 students; +125.1%]
- 2015 Update: 950 students enrolled - AY2014-15. [+437 students; +85.2%]
- Baseline: 513 students enrolled - AY2012-13.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Library Services: Global Databases Access
- Library Services: GATOR Library Resources Initiative
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Library Services: Information Literacy
- Library Services: Academic Integrity
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Livingston Campus: Denham Springs and Walker High Recruitment Campaign
Target: Increase the total number of students enrolled in evening courses from 125 in 2012-2013 academic year to 500 in academic year 2018-2019. [Note: evening course defined as 4PM start time or later]
Final Summary: The objective to increase the total number of students enrolled in evening courses to 500 was met and exceeded. Evening course enrollments reached a peak of 1,051 in 2017 and concluded with an 806 total enrollment in the final academic year (2018-2019). A final percentage change increase of 544.8% was achieved.
- 2019 Update: 806 students enrolled - AY2018-19 [+681 students; +544.8%]
- 2018 Update: 953 students enrolled - AY2017-18 [+828 students; +662.4%]
- 2017 Update: 1,051 students enrolled - AY2016-17. [+926 students; +740.8%]
- 2016 Update: 928 students enrolled - AY2015-16. [+803 students; +642.4%]
- 2015 Update: 957 students enrolled - AY2014-15. [+832 students; +665.6%]
- Baseline: 125 students enrolled - AY2012-2013
Unit Led Initiatives (Administrative Unit Plans):
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Sullivan Campus: HVAC Evening Program
Goal 2: Quality and Accountability
Target: Increase the percentage of first-time in college, full-time, degree-seeking students retained to the spring semester by 1.6 percentage points from the fall, 2012 cohort (to spring 2013) of 64.5% to 67.5% in 2018 (retention of fall 2018 cohort).
Final Summary: The objective of a 1.6% increase in fall to spring retention rate was achieved with an overall 7% increase from the baseline 2012 cohort.
- 2019 Update: 81% retention rate (372 of 461 students) from Fall 2018 to Spring 2019 [+7%]
- 2018 Update: 76% retention rate (296 of 389 students) from Fall 2017 to Spring 2018 [+2%]
- 2017 Update: 80% retention rate (266 of 334 students) from Fall 2016 to Spring 2017 [+6%].
- 2016 Update: 72% retention rate (179 of 249 students) from Fall 2015 to Spring 2016 [-2%].
- 2015 Update: 77% retention rate (232 of 302 students) from Fall 2014 for Spring 2015 [+3%].
- Baseline: 74% retention rate (233 students or 314 studnets) from Fall 2012 to Spring 2013.
Unit Led Initiatives (Administrative Unit Plans):
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Financial Aid: Implementation of Federal Work Study Program
- Office of the Vice Chancellor of Student Affairs: Implementation of Wellness Week
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Lacombe Campus: Student Success Center Implementation
- Office of the Provost and Vice Chancellor of Academic Affairs: Co-Requisite Remediation Model
- Southeastern ISC: Student Success Skills Workshops
Target: Increase the total number of completers for all applicable award levels from the baseline year number of 412 in 2013 academic year to 524 in academic year 2019.
Final Summary: The objective to increase the total number of completers to 524 by the 2018-2019 academic year was achieved. By the end of the strategic planning period, a total of 521 completers was reached (AY2018-19) resulting in a 26.5% increase from the baseline.
- 2019 Update: 521 completers for 2018-2019 AY [+109 completers; +26.5%].
- 2018 Update: 474 completers for 2017-2018 AY [+62 completers; +15.0%].
- 2017 Update: 391 completers for 2016-2017 AY [-21 completers; -5.1%].
- 2016 Update: 438 completers for 2015-2016 AY [+26 completers; +6.3%].
- 2015 Update: 501 completers for 2014-2015 AY [+89 completers; +21.6%].
- Baseline: 412 total completers for 2012-2013 AY.
- Note: Tracking unduplicated completers for academic year with Certificate of Technical Studeis, Technical Diploma or Associate degree
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Enrollment Services (Registrar & CTE): CAPP Degree Audit Training
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Hammond Campus: Nurse Aid Testing Center
Revised Target: Increase the degree, diploma, and certificate award productivity by automating manual processes related to the awarding and production of credentials.
Final Summary: The objective to increase productivity by automating processes related to degree and credential awarding was accomplished. During the strategic planning period, three significant projects were initiated. The launching of CAPP was a key achievement in 2016. This facilitated the ability to run "suspected completers" reports that aided the college in identifying program/credential completers through an electronic report. Efforts to launch Degree Works, an enhanced electronic degree audit platform were initiated near the end of the strategic planning period. It is anticipated that the platform will be fully implemented during the next strategic planning period.
- 2019 Update: Current curriculum degree audits and student educational planners for all programs have been created in the Degree Works platform. Technical solutions provided by Ellucian has delayed the internal launch. The LCTCS IT department expects full implementation of the new software for faculty and students by February 2020.
- 2018 Update: Electronic degree audit platform, Degree Works, secured by LCTCS. Implementation was delayed for NTCC due to multiple significant program revisions in progress. Target to resume implementation in Summer 2019.
- 2017 Update: Additional updates to CAPP delayed due to discussion at LCTCS level for the procurement of a system-wide degree audit platform.
- 2016 Update: CAPP implemented for internal use. A "suspected completers report" can now be run at the end of the term to identify potential awards for students which may have been overlooked. This report will be run after end of term process and sent to Deans and Student Affairs officers at each campus each term.
- 2015 Update: NTCC initiated efforts to implemented CAPP, a delivered product offered at no additional cost through current student information system (Banner).
NOTE: Original target was revised due to inapplicability of baseline data. Original target was the following: "Increase the award productivity in a given academic year from the baseline year benchmark of 0.252 in 2012-2013 academic year to 0.375 in academic year 2018-2019." The degree audit software used to calculate baseline was not procured which resulted in the need to revise the target.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Enrollment Services (Registrar & CTE): CAPP Degree Audit Training
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Registrar and CTE: Implementation of Degree Works
- Technical Studies: Improve Scheduling for CTC and IBC Completion
Target: Increase the percentage of eligible programs that are discipline accredited by 16.6 percentage points from the baseline date January, 2013 of 41.7% to 58.3% by June 30, 2019.
Final Summary: At the conclusion of the strategic planning period, five programs listed on the Louisiana Board of Regents CRIN report with a required/recommended discipline accreditation have achieved accreditation. Of those with a required status, the following have accreditation: Diesel Powered Equipment Technology, Pharmacy Technician, Veterinary Technology, Automotive Technology and Air Conditioning and Refrigeration. Only one program has not yet achieved the required discipline accreditation (EMT Basic). NTCC has engaged the BOR in a conversation about the applicability of CAAHEP accreditation as program leads do not believe the accreditation matches the composition of the EMT Basic program at NTCC. The final percentage of program accreditation is 55.5% with is just short of the benchmarked 58.3%.
- 2019 Update: No change from 2018. At this time 5 of 9 with a required/recommended discipline accreditation have achieved accreditation status.
- 2018 Update: Of the programs required/recommended to achieve discipline accreditation by BOR policy (AA 2.13), 5 of 9 programs at NTCC have done so (55.5%).
- 2017 Update: Veterinary Technology program achieved discipline accreditation through the American Veterinary Medical Association (AVMA).
- 2016 Update: Diesel Powered Equipment Technology program achieved discipline accreditation through NATEF. Pharmacy Technician program achieved discipline accreditation through the American Society of Health System-Pharmacists (ASHP).
- 2015 Update: A/C and Refrigeration (HVAC) program achieved discipline accreditation through the ESSCO Institute (HVAC Excellence).
Unit Led Initiatives (Administrative Unit Plans):
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Technical Studies: Site Accreditation Advancements
Target: Archive SACSCOC candidacy December 2015. Achieve Initial SACSCOC accreditation December 2017.
Final Summary: While this objective was not met based on the timeline originally established for achieving SACSCOC accreditation, significant progress has been made and full accreditation will be sought during the next strategic planning period. The college anticipates a candidacy site visit in Spring 2020 and to pursue an aggressive timeline for full accreditation should candidacy be awarded after the site visit.
- 2019 Update: The SACSCOC application for accreditation was approved for submission to full review by the CNR committee in October 2019. The application was reviewed by CNR and the college was authorized for a site visit in Spring 2020 for consideration of candidacy for accreditation.
- 2018 Update: SACSCOC application submitted for review. Feedback expected in early 2019. Second full assessment cycle concludes (2016-2018). The 2018-2020 assessment cycle for both the Program Assessment Plans and Administrative Unit Plans began in Fall 2018. Guiding framework and steering committee established for development of new strategic plan (2019-2025). Taskstream by Watermark platform secured and developed for tracking of assessment activities and future SACSCOC application. Associate Provost of Planning and Academic Initiatives and the Director of Accreditation and Reporting positions are established and filled to enhance the college's focus on accreditation and assessment activities. Delegation of NTCC faculty and staff attend the 2018 SACSCOC Annual Meeting. Delegation attends SACSCOC Pre-Applicant Workshop in Atlanta (April 2018).
- 2017 Update: Ongoing construction of Livingston Campus continued delay on SACSCOC application progress. Assessment efforts continue. Delegation of NTCC faculty and staff attend the 2017 SACSCOC Annual Meeting.
- 2016 Update: Opening of the Lacombe Campus (a substantive change) and construction of Livingston Campus delayed full submission of the SACSCOC application. First full assessment cycles are completed. The 2016-2018 assessment cycle for both the Program Assessment Plans and Administrative Unit Plans began in Fall 2016. Delegation of NTCC faculty and staff attend the 2016 SACSCOC Annual Meeting.
- 2015 Update: 2014-2016 Program Assessment Plan cycle began in Fall 2014 and continues. Administrative Unit Planning Cycle began in Fall 2015. The 2016-2018 assessment cycle for both the Program Assessment Plans and Administrative Unit Plans began in Fall 2016. Delegation of NTCC faculty and staff attend the 2015 SACSCOC Annual Meeting.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Human Resources: Amend Faculty Credentialing Policy
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Accreditation and Reporting: Establish Programs and Assessment Unit
- Information Technology: Installation of Respondus Monitor
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Accreditation and Reporting: Faculty Qualifications Form
- Disability Services: Improve Disability Services Inventory
- Hammond Campus: Library Engagement Space
- Library Services: Enhance Practical Nursing Library Resources
- Library Services: Revamp Class Guides
- Planning and Academic Initiatives: Taskstream Implementation
- Planning and Academic Initiatives: Develop New Strategic Plan
Goal 3: Workforce Development
Target: Review and revise all curriculums by July 1, 2016.
Final Summary: Over the strategic planning period, significant efforts have been made to revise curriculums based on alignment to industry requirements, however, the specific objective to revise all curriculums by 2016 was not fully achieved. This objective was, admittedly, quite aggressive both in timeframe and with focus on all curriculums. While completion of the objective fell a bit short, several key accomplishments were made during the period, including several full program redesigns, implementation of CTC credentials (Career and Technical Certificate) and the elimination of development education requirements in technical programming.
- 2019 Update: In the 2018-2019 academic year, several programs were updated to better align with industry needs, including Drafting and Design, Information Technology, Practical Nursing, Pharmacy Tech, Medical Assistant, and Patient Care Tech. New sites were added to existing programs to better support industry needs, including Welding at both the Lacombe and Livingston Campuses and Information Technology, HVAC, Electrician at the Lacombe Campus.
- 2018 Update: Multiple programs were updated in 2018. Beginning in Fall 2018, and per BOR Policy Revision, all Technical Competency Area (TCA) awards were sunsetted for the conclusion of Spring 2019. In place, the Career and Technical Certificate (CTC) emerged as a BOR recognized credential which must be tied to an industry based certification (IBC). NTCC reviewed industry certification requirements and created 26 CTC credentials. The Oschner MA-LPN Program was created in response to industry demand. In response to recommendations from the Student Success Task Force, NTCC removed all high school diploma and developmental education requirements from technical programs.
- 2017 Update: In response to industry feedback, the Journeyman Industrial (Electrician and Pipe Trades) program was converted from credit to non-credit and the Industrial Maintenance Technology program was discontinued.
- 2016 Update: Relocated Drafting and Design program to Lacombe Campus to support student demand. In response to industry support and need, the Maritime Technology program was created.
- 2015 Update: Information related to curriculum alignment being collected as part of Occupational Advisory Committee meetings for each program at each campus.
Unit Led Initiatives (Administrative Unit Plans):
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Academic Studies: Update Information Technology Curriculum
- Academic Studies: Update Drafting and Design Technology Curriculum
- Health Sciences and Nursing: Update Health Science Program Curriculum
- Office of the Provost and Vice Chancellor of Academic Affairs: TCA to CTC Conversion
Target: The college will quadruple the number of formal partnerships with the businesses by June 30, 2019. (Note: Baseline from 2014 of 20 partnerships).
Final Summary: The objective to quadruple the number of formal B&I partnerships was met and significantly exceeded. Partnerships increased each year during the strategic planning period, from 20 (2015) to 273 in the final year, which was 13.7 times the baseline.
- 2019 Update: 273 formal B&I partnerships [+253 partnerships; 13.7 times baseline].
- 2018 Update: 191 formal B&I partnerships [+171 partnerships; 9.6 times baseline].
- 2017 Update: 131 formal B&I partnerships [+111 partnerships; 5.6 times baseline].
- 2016 Update: 46 formal B&I partnerships [+26 partnerships; 2.3 times baseline].
- 2015 Update: 20 estimated B&I partnerships
Unit Led Initiatives (Administrative Unit Plans):
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Career Services: Symplicity Marketing Campaign to Business Partners
- Health Sciences and Nursing: Health Science Industry Partnership Initiative
- Office of the Chancellor: DXC Industry Partnership
Revised Target: Double total of workforce training courses and enrollment from 2014-2015 baseline year (edited due to error in original plan).
Final Summary: The objective to both double the courses and enrollment in workforce training courses as met and exceeded. Total workforce training courses increased from 29 in the baseline year to 204 in the final year (7 times the baseline). Enrollment increased from 514 in the baseline year to 1,198 in the final year (2.3 times the baseline). A decrease in the 2018-2019 year is related, in part, to a focus on increasing the number of paid enrollments.
- 2019 Update: AY2018-2019 - 1,198 students enrolled [+684 students; +133.1%], 204 total classes offered [+175 courses; +603.4%]
- 2018 Update: AY2017-2018 - 1,689 students enrolled [+1,175 students; +228.6%], 227 total classes offered [+198 courses; +682.7%]
- 2017 Update: AY2016-2017 - 1,717 students enrolled [+1,203 students; +234.1%], 164 total classes offered [+135 courses; +465.5%]
- 2016 Update: AY2015-2016 - 1,267 students enrolled [+7,53 students; +146.5%], 102 total classes offered [+73 courses; +251.7%]
- 2015 Update [Serves as Baseline Year]: AY2014-2015 - 514 students enrolled, 29 total classes offered
Note: Original target contained an error which related the target to evening and weekend courses. Target was revised to align with objective.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Adult Education: Success in Literacy Initiative
- Adult Education: Extending Integrated Education and Training Initiative
- Business and Industry Solutions: Medical Coding Prep
- Business and Industry Solutions: Notary Prep Course
- Florida Parishes Campus: Establish Industrial Scaffolding Course
- STEM Initiatives: Mechatronics Course
- Testing Services: Evening PRAXIS Initiative
Goal 4: Fiscal and Physical Resource
Target: Expand facilities in accordance with the Facilities Master Plan. By June 30, 2019 fully equip and staff the new facilities.
Final Summary: The objective to expand facilities located in population centers was achieved. During the strategic planning period, the college successfully constructed and opened three buildings: The STEM building at the Lacombe Campus, the ATC building at the Lacombe Campus and the New Main and Technical Building at the Livingston Campus. Each building is adequately staffed and fully equipped.
- 2019 Update: Both the Advanced Technology Center at the Lacombe Campus and the New Main and Technology Building at the Livingston Campus successfully opened, as projected, for the Fall 2019 semester. Interim Dean of Campus Administration positions were approved for both locations, along with additional staff (including student services and faculty positions).
- 2018 Update: Construction bid opening for the Advanced Technology Center at the Lacombe Campus (January 2018). Notice to Proceed sent from FP&C to Ragusa Construction for the Advanced Technology Center (February 2018). RFQ for General Contractor submitted for the New Main Building and Technical Building at Livingston Campus (February 2018). Groundbreaking ceremony for the New main Building and Technical Building at the Livingston Campus (September 2018). Construction of the Advanced Technology Center continues in progress (December 2018).
- 2017 Update: Obtained occupancy notification for the STEM Building at the Lacombe Campus (January 2017). Certification of matching funds obtained for the Livingston Campus expansion per Act 360 of the Regular Legislative Session (August 2017).
- 2016 Update: Facility Planning & Control (FP&C) requests a time extension for improved project PW 20963 for Advanced Technology Center at the Lacombe Campus, as the design continues (January 2016). Construction for the STEM Building at the Lacombe Campus approaching completion; power water and sewer provided to building (December 2016).
- 2015 Update: Groundbreaking ceremony for the STEM building at the Lacombe Campus (April 2015). Notice to Proceed provided to Gasaway, Gasaway, Bankston Architects (GGBA) for Advanced Technology Center at the Lacombe Campus (June 2015).
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Facilities and Maintenance: Define Parking Lots and Areas
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Facilities and Maintenance: Establish Lacombe Main Campus Facility
- Florida Parishes Campus: Improved Campus Lighting
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Grants and Resources: CTE Program Funding Expansion Initiative
- Office of the Chancellor: Staffing Plan for Lacombe and Livingston Campuses
- Office of the Vice Chancellor of Finance and Administration: Construction of the Advanced Technology Center at Lacombe Campus
- Office of the Vice Chancellor of Finance and Administration: Construction of the Academic and Technical Building at the Livingston Campus
Target: Develop a renovation plan by December 30, 2015. Complete renovation by June 30, 2019.
Final Summary: Several campus renovations were completed during the strategic planning period, however, a formal renovation plan was neither developed nor executed, therefore the objective is considered to have not been met. Significant improvements were completed at the Sullivan Campus, including a full roof replacement in 2014, energy/lighting efficiencies in 2018 and new tile flooring throughout the main hallways in 2019. A recommitment to formally enhance the Sullivan Campus has been made in the next strategic plan.
- 2019 Update: ADA Voluntary Compliance completed (April 2019), PSC Energy Grant upgrades completed (May 2019), tile flooring installation in main hallways (August 2019)
- 2018 Update: PSC Engery Grant, HVAC upgrades, lighting upgrades
- 2017 Update: ADA Voluntary Compliance implementation started (April, 2017)
- 2016 Update: ADA Voluntary Compliance Review (November, 2016)
- 2015 Update: Full roof replacement completed (October, 2014)
Unit Led Initiatives (Administrative Unit Plans):
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Sullivan Campus: Update Campus Signage
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Facilities and Maintenance: Energy Efficiencies at Sullivan Campus
- Grants and Resources: Redirect Funding for Sullivan Campus Initiative
- Information Technology Classroom Remodel
Target: To double the foundation’s assets by June 30, 2019. (Note: Baseline - $98,798 - 2014 year-end balance).
Final Summary: The objective to double the foundations assets from the baseline year was met and significantly exceeded. During the strategic planning period, foundation assets grew from $98,798 to $1,183,011.
- 2019 Update: $1,183,011 - June 30, 2019 balance
- 2018 Update: $1,018,181 - 2018 year-end balance
- 2017 Update: $517,411 - 2017 year-end balance
- 2016 Update: $162,565 - 2016 year-end balance
- 2015 Update: $140,698 - 2015 year-end balance
Unit Led Initiatives (Administrative Unit Plans):
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Advancement: Gator Tail 5K Trail at Tamanend
- Advancement: Gator Gear Store
Target: By July 1, 2016 create a program to recognize and promote faculty achievement and development opportunities.
Final Summary: The objective to develop funding opportunities for faculty development was met. A key target for this objective was to develop a faculty rank and promotion policy. This policy was implemented in 2017 and has been in action each year since. Other significant investments were made including grants available through the Internal Giving Campaign, OER grants, Payscale implementation, and establishment of the Faculty Professional Development training days.
- 2019 Update: Enactment of the Rank and Promotion Policy continued through the 2018-2019 academic year. The Rapid Response Fund (#225389) provided $10K in funds for implementing college-wide Faculty Professional Development training days (2 per year), the first of which was held on August 13, 2019. Efforts to support faculty with developing capacity for implementation of Open Educational Resources (OERs) continued throughout the strategic planning period. Since Fall 2016, multiple state and system-wide faculty grant opportunities (ranging from $200 to $2,500) have granted to faculty related to OERs.
- 2018 Update: Professional development grant funded through Internal Giving Campaign ($500). Payscale implementation (Phase 2)
- 2017 Update: Rank and Promotion Policy formally approved and implemented. Payscale implementation. Professional development grant funded through Internal Giving Campaign ($500).
- 2016 Update: Professional development grant funded through Internal Giving Campaign ($500).
- 2015 Update: Planning for Rank and Promotion Policy and Payscale implementation underway.
Unit Led Initiatives (Administrative Unit Plans):
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Southeastern ISC: Faculty Development Series
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Office of the Vice Chancellor of Strategic Initiatives: Establish Endowed Professorship
- Southeastern ISC: POD Program Enhancement
- STEM Initatives: AWS Faculty Certification
Goal 5: Communications
In response to the input of Northshore’s stakeholders and in keeping with the vision which seeks optimum utilization of the system and the college’s human, intellectual and fiscal resources; to subscribe to proactive, consistent, sound decision-making practices and to maintain relevance and accountability in all processes and procedures thus building and sustaining public confidence, the strategic plan will enhance the colleges communication systems.
Target: Create a comprehensive Public Relations/Marketing plan by January 1, 2016.
Final Summary: Significant progress was made towards enhancing public relations and marketing efforts during the strategic planning period, however, a formal marketing/public relations plan was not developed. A major goal related to this objective was to establish a Communications Director position and, at this time, the position has not yet been established. This objective will be carried over to the new strategic plan with a heightened focus on tying together major initiatives into a formal plan.
- 2019 Update: Several initiatives and activities enhanced public relations and marketing of the college during the year. The second issue of the NaviGator Magazine was released in Fall 2019. The college is currently developing rack card centers that will feature NTCC programs and will be placed at 36 high schools within the service area, in addition to each college campus. The college also launched the mobile STEM laboratory to promote training opportunities and awareness across the Northshore region.
- 2018 Update: Significant progress was made related to public relations and marketing in 2018, however, a formal and comprehensive plan has not yet been executed. One major accomplishment, however, was the publication of NTCC's first collegiate magazine, the NaviGATOR. This magazine was published both in electronic and print formats with the aim of reaching targeted audiences and improving public relations/awareness. The third annual Chancellor's Sunrise Breakfast was hosted and the event continues to be significant public relations success. The Love Your Community College event was expanded to include participation from each campus across the college.
- 2017 Update: A major goal within this objective was to establish a Communications Director position within the Strategic Initiatives Division. This year, the position was posted but, ultimately, a decision was made to not fill the position due to competing priorities with budgetary impact. The Strategic Initiatives Division will continue to work towards fulfilling this objective moving forward. As it relates to this object, the first Love Your Community College event was hosted with a goal of increasing community awareness and public relations. The college hosted the second annual Chancellor's Sunrise Breakfast.
- 2016 Update: A media campaign/management platform, Constant Contact, was secured by the Strategic Initiatives Division to increase effectiveness and efficiency of social media postings and targeted emails. The first Chancellor's Sunrise Breakfast was held as a significant public relations initiative.
- 2015 Update: The Strategic Initiatives Division was established within NTCC and included the creation of the Vice Chancellor of Strategic Initiatives position and a coordinator. This division will take a lead role on public relations and external communications.
Target: Create a comprehensive Graphic Identity and Branding Policy by January 1, 2016.
Final Summary: Significant progress was made towards enhancing branding of the college, however, a formal Graphic Identity and Branding Policy was not developed. A draft of the policy has been completed but it has yet to move forward through the approval process. A key goal related to this objective was establishing a Communications Director position, however, that has yet to be accomplished. The Strategic Initiatives Division remains committed to moving the draft policy through the appropriate committees for approval and will aim to do so by the next academic year.
- 2019 Update: A draft policy was constructed based on similar examples at other institutions within LCTCS. Plans were made to forward the draft to the Leadership Committee for approval, however, organizational reshuffling limited the ability to follow-through with a heightened focus being placed on opening the new building at the Livingston Campus.
- 2018 Update: While a formal Graphic Identity and Branding Policy was not executed this year, progress was made related to this objective. With the growing usage of social media on behalf of the College, a Social Media Policy was drafted. The policy addresses appropriate usage and significantly relates to branding of the college on social media platforms. This policy was sent forward for approval by the leadership team.
- 2017 Update: A major goal within this objective was to establish a Communications Director position within the Strategic Initiatives Division. This year, the position was posted but, ultimately, a decision was made to not fill the position due to competing priorities with budgetary impact. The Strategic Initiatives Division will continue to work towards fulfilling this objective moving forward. Progress was made related to the objective during this year with initiation of the trademark process for official NTCC logo.
- 2016 Update: Competing priorities of a newly formed division (Strategic Initiatives) limited the College's ability to accomplish a comprehensive graphic identity and branding policy by the set deadline of January 1, 2016. However, significant progress has been made as it relates to the consistent usage of the "Building Futures" slogan and the newly updated NTCC logo.
- 2015 Update: The Strategic Initiatives Division was established within NTCC and included the creation of the Vice Chancellor of Strategic Initiatives position and a coordinator. This division will take a lead role on addressing graphic and branding policies.
Target: Redesign the college’s Website by January 1, 2015.
Final Summary: The key target of this objective was to redesign the college website. Throughout the strategic planning period, the college website has been redesigned twice. The initial design was through the Manaprimalis platform in 2015 and then was moved to the Campus Suite platform in 2018. In addition to a website redesign, the college has also made significant progress on improving external communications with an enhanced social media reach, use of a communication management platform (Constant Contact) and a wide array of public relations initiatives.
- 2019 Update: Several initiatives and activities enhanced external communications during this period. The second issue of the NaviGator Magazine was released in Fall 2019. The college is currently developing rack card centers that will feature NTCC programs and will be placed at 36 high schools within the service area, in addition to each college campus. The college also launched the mobile STEM laboratory to promote training opportunities and awareness across the Northshore region.
- 2018 Update: Since the execution of this strategic plan, NTCC has now completed two separate and complete website redesigns. This year, NTCC completed the transition to a website through a new vendor, Campus Suite. This website brings added functionality related to accessibility and smart phone/tablet adaptiveness. The look and feel of the website, specifically the homepage, was modernized. Significant improvements and efficiencies were made to the navigation.
- 2017 Update: With a heightened focus on accessibility of collegiate websites, NTCC as initiated plans to redesign the college website. A vendor will be secured which can offer a more efficient web management process and also add functionality related to managing accessibility. The website redesign should be completed in 2018.
- 2016 Update: Continued maintenance of new website. Navigation experience has been greatly improved from previous website.
- 2015 Update: Launch new website with Manaprimalis. The new website will have several new features that will make navigation more efficient. Short cut links will be present at the top of the homepage. The navigation links on the left will now include drop down menus. College pictures will rotate on the homepage with Twitter and Facebook live feeds to give a refreshing look to our website.
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Accreditation and Reporting: Program Health Index Reports
- Florida Parishes Campus: Install Visitor Alert System
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Office of the Provost and Vice Chancellor of Academic Affairs: Publish Dynamic Catalog
- Enrollment Services (Registrar & CTE): Cross-Enrolled Data-Sharing Process
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Admissions: Program Information Flyers (Rack Cards)
- Office of the Vice Chancellor of Strategic Initiatives: NaviGATOR Magazine
Target: Create systems of communication to keep faculty and staff informed and involved in the governance of the college.
Final Summary: The objective of improving internal communications was achieved during the strategic planning period. Several significant advancements were made to internal communications, including establishing an "intranet" portal for faculty and staff, migration to Microsoft 365, development of the Online Center of Faculty and Staff Excellence, implementation of Canvas as an LMS, and launching a Gators on the Geaux electronic newsletter. Improving internal communications will continue to be a focal point for the college into the new strategic planning period.
- 2019 Update: Several initiatives related to improved internal communications were completed this year. Expansion of the Voice-Over Internet Protocol (VOIP) System has improved the ability to communicate by phone across the college with each campus now on the same phone system. Multiple Administrative Unit Plans related to this goal were initiated and continued including the implementation of Chrome River in the Finance Division, implementation of an ORM Safety Training platform, a Financial Aid Seminar Series, and others. As part of the Microsoft 365 implementation, faculty and staff have the ability to collaborate on projects through Microsoft Office documents via OneDrive.
- 2018 Update: There were multiple new improvements to internal communication this year. As part of the new website via Campus Suite, an "intranet" was established which serves as a common space for faculty and staff to post internal documents, information, and communications. The Strategic Initiatives Division implemented a "Gators on the Geaux" internal electronic newsletter which highlights accomplishments of faculty and staff members. An internal newsletter was also created by the Faculty Senate to share updates with faculty and internal college community about meetings of the faculty senate and accomplishments. The "Student Spotlight" newsletter transitioned to the Strategic Initiatives Division. Implemented New Helpdesk system to allow user to easily submit support requests and check their status online. Launch of new Emergency Notification System with Campus Suite that will allow the College to send immediate updates during emergencies through Email, Social Media, College Website, College Mobile App, Text Messages, and Voice Messages all within the same portal. Release College mobile app for Apple and Android devices.
- 2017 Update: Significant progress was made towards this objective in 2017. Chief among the progress was the transition from Google Mail to Microsoft 365. This transition brings added functionality and connectivity with Microsoft Office, including Outlook. It also added access to OneDrive, where faculty and staff can collaborate via shared documents. The Academic Studies Division implemented an internal newsletter titled "Student Spotlight" which seeks to highlight a student's success story each month. Email Disclaimer Message added to all outgoing email outside the college. Transition to SmartNotice solution which is a part of ECN. This new system incorporates the use of a mobile app to broadcast emergency alerts to our students. Implemented new network security services called “OpenDNS Umbrella” is a Cisco web-based service that will increase safeguards against malware, spyware, and viruses, along with phishing sites and sites containing inappropriate material.
- 2016 Update: Preparations began this year to transition the college from Google Mail to Microsoft 365. This transition is expected to significantly improve internal communications and should be completed in 2017. The Strategic Initiatives Division implemented an newsletter for the internal college community which highlights activities and accomplishments within the division. Implemented the “Online Center of Faculty & Staff Excellence” Canvas course for faculty/staff to access over 4,000 high-quality online professional development resources provided by Lynda.com (LinkedIn). Developed a new registration page so students could register online through their mobile devices. Implemented an helpdesk ticketing system on our website to enable our faculty, staff, and students to submit a for help with e-learning, financial aid, IT support, and student affairs issues.
- 2015 Update: Implemented the Canvas LMS that will allow NTCC campuses to share resources, collaborate, and engage with students. Launch Emergency Notification System with ECN (Emergency Communications Network).
Unit Led Initiatives (Administrative Unit Plans):
- 2015-2016 Administrative Unit Plan Assessment Cycle:
- Accreditation and Reporting: Program-Specific Enrollment Reports
- Finance: Electronic Fee Bill Process
- Financial Aid: Communication Process
- Hammond Campus: Establish Campus Leadership Team
- Information Technology: Windows XP Upgrade
- Office of the Chancellor: Mental Health Symposium
- Office of the Provost and Vice Chancellor of Academic Affairs: Official Student Email Policy and Provider
- Office of the Vice Chancellor of Finance and Administration: Financial Responsibility Statement
- Office of the Vice Chancellor of Strategic Initiatives: Strategic Communication Initiative
- Office of the Vice Chancellor of Student Affairs: Student Organization Management Policy
- Office of the Vice Chancellor of Student Affairs: Implement Sexual Assault Training
- 2016-2018 Administrative Unit Plan Assessment Cycle:
- Enrollment Services (Registrar & CTE): Dual Enrollment Data-Sharing Process
- Finance: Professional Development Initiative
- Human Resources: Enhanced Compensation Strategy
- Office of the Chancellor: Security Response Trainings
- Office of the Provost and Vice Chancellor of Academic Affairs: Publish Dynamic Catalog
- Office of the Vice Chancellor of Finance and Administration: Streamlined Financial Aid Portal Access
- Office of the Vice Chancellor of Student Affairs: Student Organization Leadership Training
- 2018-2020 Administrative Unit Plan Assessment Cycle:
- Accreditation and Reporting: Online Data Request Form
- Admissions: Orientation Communications Campaign
- Career Services: Implementation of Career Coach
- Disability Services: Information Session Initiative
- Facilities and Maintenance: ORM Safety Training Electronic Platform
- Finance: Implementation of Chrome River
- Finance: Implementatin of Electronic Requisitions
- Financial Aid: Financial Aid Seminar Series
- Financial Aid: Expansion of Work Study Program
- Information Technology: Voice-Over Internet Protocol (VOIP) System
- Information Technology: Active Directory Federation Services (ADFS) Software
- Office of the Vice Chancellor of Student Affairs: Executive SGA Mentorship Program
- Registrar and CTE: Implementation of Banner Document Management System for External Transcripts
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