Strategic Plan Commentary

Windward Community College Integrated Strategic Plan 2008-2015

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Download a PDF version of the Introduction and Strategic Plan

Introduction

• I. History and Description of the College (7 comments)
• II. Description of the College Planning Process (2 comments)
• III. Mission, Core Values, and Vision of the College (2 comments)
• IV. Planning Context (2 comments)
• V. Assessment of Planning (1 comment)

University of Hawai'i- Strategic Outcome # 1: Native Hawaiian Educational Attainment

To position the University of Hawai'i as one of the world's foremost indigenous-serving universities by supporting the access and success of Native Hawaiians.

Windward Community College Action Outcomes

Action Outcomes 1.1 - 1.7 concern only the Native Hawaiian Subset of the entire Windward CC population.

1.1 Design and implement an effective enrollment management and recruitment plan to increase Native Hawaiian enrollment by 3% (148 students) by 2015, especially targeting students from Kahuku and Waimanalo.
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1.2 Promote low-income Native Hawaiian success and graduation by increasing Pell Grant participation to 223 by 2015 to equal approximately $122,488.
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1.3 Increase the number of Native Hawaiians that complete developmental reading (16), writing (34), and math (60) classes to 80% by 2015.
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1.4 Increase the number of full-time Native Hawaiian students (37) who complete at least 20 credits in the first academic year with a GPA of 2.0 or higher, and the number of part-time Native Hawaiian students (18) who complete at least 10 credits in the first with academic semester with a GPA of 2.0 or higher by 5% per year.
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1.5 Increase the number of Native Hawaiian students (142) who reenroll in the Spring semester and persist until Fall by 5% per year.
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1.6 Increase the number of Native Hawaiians (80) who receive degrees or certificates in the Annual Fiscal Year by 6-9%.
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1.7 Increase the number of Native Hawaiian transfers to UH System and non-system baccalaureate institutions who achieve an average GPA of 3.14 by 5% per year compounded.
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University of Hawaii System Strategic Outcome #2:  Hawaii's Educational Capital

To increase the educational capital of the state by increasing the participation and completion of students, particularly Native Hawaiian, low-income students and those from underserved areas.  

Windward Community College Action Outcomes       

Action Outcomes 2.1 - 2.8 concern the entire Windward CC population.

2.1  Increase enrollment to 1962 students by 2015, particularly in regions and with groups who are underserved.
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2.2  Provide low-income student success by increasing PELL aid participation rate to 38% of eligible students  (1372) by 2015, increasing the total amount of PELL aid disbursed to $1,182,498, and increase the number of aid recipients  making satisfactory academic progress.
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2.3  Increase the number of Native Hawaiians that complete developmental reading (45), writing (84), and math (192) classes to 80% by 2015.
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2.4  Increase the number of full-time entering students (134)  who complete at least 20 credits in the first academic year with a GPA of 2.0 or higher, and the number of part-time entering students (69) who complete at least 10 credits in the first with academic semester with a GPA of 2.0 or higher by 5% per year.
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2.5  Increase the number of students who reenroll in the Spring semester and persist until Fall (465) by 5% per year.
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2.6  Increase the number of students (170) who receive degrees or certificates in the Annual Fiscal Year by 3-6%.
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2.7  Increase the number of transfers to UH System and non-system baccalaureate institutions who achieve an average GPA of 3.14 by 5% per year compounded.
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2.8  Increase the diversity and number of programs offered to or in underserved regions by increasing the number and types of programs offered by at least one per two-year period.
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University of Hawaii System Strategic Outcome #3:  Economic Contribution

To contribute to the state's economy and provide a solid return on its investment in higher education through research and training.          

Windward Community College Action Outcomes       

3.1  Expand and enhance WCC initiatives to secure private giving, major gifts, and extramural grants. 
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University of Hawaii System Strategic Outcome #4: Global Competitive Workforce      

Address critical workplace shortages and prepare students (undergraduate, graduate, and professional) for effective  engagement and leadership in a global environment.   

Windward Community College Action Outcomes       

4.1. Contribute to the development of a high-skilled, high-wage workforce through the establishment of at least one new specific, career-focused degree, certificate or career pathway per year that leads to employment in emerging fields (innovative, knowledge-intensive – DBEDT fields, including life sciences, health and wellness, information technology, film and digital media, alternative energy, ocean and marine science, earth and space sciences, astronomy, diversified agriculture, dual-use (military/civilian) technology.
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4.2  Establish 50 partnerships with employers to create internships and job placements, then increase 3% per year.
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4.3  Expand the curriculum that prepares students for nursing, social work, information technology, and other critical  workforce shortage areas by adding at least one course per year.
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4.4.  Create internships and service learning opportunities in the community with successful completion of 180 students per  year.
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4.5  Promote the knowledge, skills, and opportunities that support current and emerging STEM fields and careers, increasing STEM course enrollments by 3% per year.
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4.6.  Increase by 3% per year the number of degrees awarded, and/or transfers to UH baccalaureate programs that lead to occupations where there is a demonstrated state shortage of qualified workers and where the average wage is at or above the U.S. average ($38,651 YR 2006)
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4.7  Contribute to meeting the State's incumbent worker goal by increasing enrollment of 25-49 year olds in credit programs by 3% per year.
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University of Hawaii System Strategic Outcome #5: Resources and Stewardship

To acquire, allocate, and manage public and private revenue streams and exercise exemplary stewardship over all the University's resources for a sustainable future. 

Windward Community College Action Outcomes       

5.1  Increase the number of faculty and staff from under-represented demographic groups within EEO parameters.
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5.2  Develop professional development plans for all faculty and staff, at least biannually, and include professional development funding as a base budget line item equaling 1-5% of each division's personnel costs.
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5.3  Grant teaching load reductions for course development, program development, grant development, professional  development, and peer mentoring that collectively equal at least 11% of the SCH taught by faculty.
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5.4  Build and open a new Library Learning Commons and initiate the design and construction of all new facilities called for in  the College's CIP Master Plan.
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5.5  Renovate, repair, and maintain all College facilities to meet or surpass established standards for health and safety,  handicapped access, energy-efficient climate control and lighting, functionality, and aesthetics.
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5.6  Equip all personnel and college facilities with appropriate technologies and tools for effective communication, teaching, learning, and other professional work and scholarly activities.  Develop and institute lifecycle replacement schedules to sustain an up-to-date technology infrastructure.
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5.7  Establish and staff an Information Services Unit to meet College-wide needs for coordinated technology planning, infrastructure maintenance, instructional design and distance education support, and user technical assistance and training.
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5.8  Increase non-state revenues by 3-10% per year.
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5.9  Refine, document, and annually assess College governance structures, policies, and procedures to ensure appropriate participation, input, and effectiveness.
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5.10  Expand and enhance institutional research data collection and analysis for measuring student success, course and program outcomes, and institutional effectiveness.
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