2015-2018 Strategic Plan

Seal of Dawson Community College-official seal

DAWSON COMMUNITY COLLEGE
2015-2018 STRATEGIC PLAN

MISSION

Dawson Community College provides affordable and open access to quality teaching and learning.

VISION

Dawson Community College will be the premier source for higher education, workforce training, personal enrichment, and community events and partnerships in Eastern Montana.

Core Theme 1 Strategy
Improve the student experience and enrich the learning environment

Table 1
CORE THEME 1: Provide programs and services that prepare learners for transition to and success in further degree programs
Strategic Objective Indicators of Achievement
1.A   Grow enrollment through recruitment and retention activities 1.A.1 Annualized FTE
1.B   Increase accessibility 1.B.1 Number of students enrolled in hybrid courses, block schedules, evening courses, or weekend courses1.B.2  Continuously improve efficiency and convenience of non-academic programs and services
1.C  Foster teaching excellence 1.C.1 Percent of  AA/AS alumni that complete a baccalaureate degree within four years of transfer1.C.2 Number of faculty members engaging in professional development1.C.3 Feedback from students and alumni collected through survey instruments
1.D Expand the number of learning opportunities offered each year 1.D.1 Variety of general education elective courses offered each year1.D.2 International, internship, and career exploration experiences available to students
1.E Grow the number of community service opportunities for students, faculty, and staff 1.E.1 Participation in community service programs
1.F Grow the opportunities for students to participate in intercollegiate athletics 1.F.1 Number of scholarship and non-scholarship athletes enrolled

Core Theme 2 Strategy
Improve the student experience and enrich the learning environment

Table 2
CORE THEME 2: Provide programs and services that prepare learners for vocational and technical career entry, transition, and advancement
Strategic Objective Indicators of Achievement
2.A   Grow enrollment through recruitment and retention activities 2.A.1 Annualized FTE
2.B   Increase accessibility & relevance 2.B.1 Number of students enrolled in hybrid courses, block schedules, evening courses, or weekend courses2.B.2 Number of new CTE programs launched2.B.3 Continuously improve efficiency and convenience of non-academic programs and services

2.B.4  Feedback from regional employers on curriculum relevance

2.C  Foster teaching excellence 2.C.1 Percent of AAS alumni employed in their fields, pursuing further education, or using knowledge and skills learned in the AAS program2.C.2 Number of faculty members engaging in professional development
2.D Increase experiential learning opportunities 2.D.1 Internship, job shadowing, and career exploration experiences available to students2.D.2 Expand career exploration and employment services 

Core Theme 3 Strategy
Develop existing and new programs and services to support student success

Table  3
 CORE THEME 3: Provide pre-college programs and services that prepare learners for successful transition to college
Strategic Objective Indicators of achievement
3.A   Collaborate with primary and secondary schools 3.A.1 Number of concurrently enrolled students3.A.2 Partnerships and shared programming with primary and secondary schools
3.B   Strengthen developmental education outcomes 3.B.1 Launch of developmental reading course(s)3.B.2 Launch of a First Year Experience course3.B.3 Fully integrate Emporium Math into development math sequence

 

Core Theme 4 Strategy
Expand workforce training and customized business services in
partnership with regional employers

Table 4
CORE THEME 4: Provide programs and services that help address the professional, social, and personal enrichment needs of the region
Strategic Objective Indicators of Achievement
4.A Improve communication with external constituencies especially regarding campus accomplishments and services 4.A.1 Number of press releases, advertisements, and human interest stories in local media outlets4.A.2 Feedback from external partners regarding the college’s brand position
4.B Grow workforce training offerings while maintaining a net positive revenue from this programming 4.B.1 Number of enrollments in workforce training4.B.2 Net revenue deriving from workforce training programs
4.C Purchase equipment necessary to provide students with rich learning experiences 4.C.1 Feedback from partners and students

Operational Strategy
Continuously improve the programs, services, and operations of the college

Table 5
The college is committed to maintaining a culture of evidence that empowers continuous improvement
Strategic Objectives Indicators of Achievement
5.A Update classroom, residence hall, and lab furniture and equipment and improve the campus appearance 5.A.1 Feedback from students, employees, and trustees
5.B Provide a safe and modern residence living experience 5.B.1 Feedback from resident students5.B.2 Annual occupancy rate in residence halls
5.C Continuously improve the efficiency and effectiveness of programs and services leading 5.C.1 Assessment and reports associated with the institutional effectiveness system5.C.2 Feedback from students and alumni
5.D Improve campus security 5.D.1 Annual campus crime and student conduct data

If you would like to print the Strategic Plan, click on this link: DCC_Strategic Plan_2015-2018