Bunker Hill Community College

Bunker Hill Community College Office of the President

President’s Three-Year Goals, 2013-2016 Board of Trustees Approved: January 27, 2014

CONTEXT FOR PRESIDENTIAL GOAL-SETTING

The President’s Three-Year Goals are informed by and aligned with the College Long-Range Planning Goals identified in the Long-Range Planning process conducted in 2010.

To ensure that the Goals of the College and, by extension, those of the President, are also aligned with the Key Outcomes of the Vision Project established by the Commissioner of Higher Education, full reference to the College and Vision Project goals are noted in the appendix of this document.

GOALS OF THE COLLEGE PRESIDENT, 2013-2016

A. Student Success

Ensure the establishment of Student Development Learning Outcomes as a key effectiveness measure. Ensure these effectiveness measures are integrated into the implementation of the current Title III SIP grant through Life Map and the Student Portal. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG4 Expand Technology) . (LRPG5 Foster Wellness, Growth and Lifelong Learning) . (LRPG7 Culture of Evidence and Accountability) . (VO1 College Participation) . (VO2 College Completion) . (V03 Student Learning) . (V05 Preparing Citizens)

Promote and support the next stage in the work of the SLOP initiative. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG4 Expand Technology) . (LRPG7 Culture of Evidence and Accountability) . (VO3 Student Learning) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens)

Call for timely and periodic Program Review, and support thoughtful advancement of the Learning Communities initiative into the next phase, focusing on the long-range goal of fostering pedagogical innovation and improvement in instructional modalities beyond seminars and clusters. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG7 Culture of Evidence and Accountability) . (VO2 College Completion) . (VO3 Student Learning) . (VO6 Closing Achievement Gap)

BHCC Presidential Goals 2013-2016, page 1 of 6 Evaluate and improve the Learn and Earn program in the next two years. In partnership with MACP (Massachusetts Competitive Partnership), develop a program identity package, and complete a project template for state and regional replication. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG6 Close Workforce Gap) . (VO2 College Completion) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens)

Align key initiatives of the College to the goals of the Vision Grants, particularly in the area of college entry, early college participation and credits, preparedness, and completion. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (VO1 College Participation) . (VO2 College Completion) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens) . (VO6 Closing Achievement Gap)

B. External Relations and Regional/National Leadership

Step up advocacy and initiate pathway and workforce projects in key sectors of the community, including K-16, governmental and non-profit agencies, civic and cultural institutions, grant funders, and alumni and friends groups via the College Foundation. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG2 Strength through Diversity) . (LRPG6 Close Workforce Gap) . (VO1 College Participation) . (VO2 College Completion) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens) . (VO6 Closing Achievement Gap)

Anticipate and prepare the College for possible policy changes with the election of a new mayor of Boston, and a new governor shortly thereafter. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (LRPG6 Close Workforce Gap) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens) . (VO6 Closing Achievement Gap)

Continue to grow the reputation of Bunker Hill Community College as a leader in teaching and learning innovation regionally and nationally. Actively seek out alliances with like-minded colleges in knowledge exchange and grant-making.  (LRPG1 Creating Pathways and Partnerships to Promote Student Success)  (LRPG6 Close Workforce Gap) C. Organizational Efficiency and Effectiveness

Assess strengths, weaknesses, and the efficacy of succession planning in the organization, and review management leadership within the major functional areas.  (LRPG5 Foster Wellness, Growth and Lifelong Learning)  (LRPG7 Culture of Evidence and Accountability)

As appropriate, propose revised organizational structure and set time-table for implementation

Complete the search for Vice President of Administration and Finance by spring 2014.

D. Fiscal Stewardship

Create the conditions for a balanced budget, and implement practices to reduce deficit spending over the next two fiscal years.

Review and monitor grant-funded activities and positions to ensure that “step-downs” or institutionalization of positions and functions are accomplished on a timely basis. . (LRPG7 Culture of Evidence and Accountability)

In collaboration with the Chair of the BHCC Foundation, and with direction to the permanent Executive Director of the Foundation, reinvigorate the work of the Foundation to establish and meet stated fund- and friend-raising goals.

E. Organization and Governance

Continue to champion the culture of achievement and innovation in teaching and learning. . (LRPG1 Creating Pathways and Partnerships to Promote Student Success) . (VO1 College Participation) . (VO2 College Completion) . (VO4 Workforce Alignment) . (VO5 Preparing Citizens) . (VO6 Closing Achievement Gap)

Increase the frequency and richness of College-wide dialogue in:

the linkage of planning to budget,  (LRPG7 Culture of Evidence and Accountability)

participatory governance, including faculty, staff and students  (V05 Preparing Citizens)

student learning outcomes and accountability, and  (LRPG7 Culture of Evidence and Accountability)  (VO2 College Completion)

BHCC Presidential Goals 2013-2016, page 3 of 6  (VO3 Student Learning)  (VO6 Closing Achievement Gap)

institutional effectiveness and program improvement.  (LRPG7 Culture of Evidence and Accountability)

Review current committee structure in governance with Forum leadership. To enhance executive decision-making, actively support proposals that will further dialogue and participation in the deliberation and recommendation process. . (LRPG7 Culture of Evidence and Accountability)

Provide deliberate internal talent development and succession planning to ensure stability within the organization over time.

Pursue the goals of inclusion and diversity in all aspects of the college’s operation through recruitment, retention and professional development. . (LRPG2 Strength through Diversity) . (VO1 College Participation) . (VO2 College Completion) . (VO5 Preparing Citizens) . (VO6 Closing Achievement Gap)

Model and encourage the culture of civic participation, openness, civility and kindness. . (VO5 Preparing Citizens)

F. Planning and Evaluation

Propose, widely discuss, and implement improved annual, mid-range, and long-range strategic planning and assessment processes; ensure that resource allocation is linked to planning. . (LRPG7 Culture of Evidence and Accountability)

Undertake Facilities Master Planning in anticipation of the new building project slated by DCAMM (Division of Capital Asset Maintenance and Management). . (LRPG3 College-wide Sustainable Initiatives) . (LRPG7 Culture of Evidence and Accountability)

Undertake Technology Master Planning. . (LRPG4 Expand Technology) . (LRPG7 Culture of Evidence and Accountability)

Undertake Educational Master Planning, including sub-plans in Enrollment Management and Integrated Marketing and Communications. . (LRPG7 Culture of Evidence and Accountability)

Initiate a cycle of goal-setting and evaluation for administrators. . (LRPG5 Foster Wellness, Growth and Lifelong Learning) . (LRPG7 Culture of Evidence and Accountability) Appendix

COLLEGE LONG-RANGE PLANNING GOALS

The College Long-Range Planning Goals remain in effect for a cycle of 6 years, and are further defined by two consecutive sets of mid-range 3-Year Strategic Objectives.

The 3-Year Strategic Plan sets the parameters for Annual Unit Planning in academics, student affairs, and administration and finance. The Annual Unit Plans operationalize the College planning, and anchors implementation in each of the College’s functional area.

The 6-Year Long-Range Plan, the 3-Year Strategic Objectives Plan, and the Annual Unit Plans comprise the three levels of planning that guides the work of the College.

The College Long-Range Planning Goals are as follows:

(LRG1) - College Long-Range Planning Goal 1: Create Pathways and Partnerships to Promote Student Success BHCC will strengthen and coordinate public and private sector pathways and partnerships leading to college readiness; student internships; dual enrollment; mentoring; career opportunities; practica, civic engagement and learning communities.

(LRG2) - College Long-Range Planning Goal 2: Demonstrate Strength through Diversity (LRG2) BHCC will demonstrate the value of diversity by modeling successful College initiatives; collaborating with public and private sectors to expand diversity interests; strengthening College hiring, promotion and retention practices; and closing achievement gaps among all student populations.

(LRG3) - College Long-Range Planning Goal 3: Develop and Cultivate College-wide Sustainable Initiatives BHCC will raise institutional and individual awareness of and commitment to the responsible use of natural resources.

(LRG4) – College Long-Range Planning Goal 4: Expand Technology throughout the College BHCC will provide software, hardware, infrastructure, social networking, internet, multimedia, repository, and other extended technology resources required to maintain institutional excellence and increase student success.

(LRG5) – College Long-Range Planning Goal 5: Foster Wellness, Growth and Lifelong Learning BHCC will address the holistic needs of the college community by expanding student support interventions and strategies, and increasing faculty and staff professional development.

(LRG6) – College Long-Range Planning Goal 6: Identify and Close Workforce Gaps BHCC will design and align curricula to meet current and future high demand employer needs.

(LRG7) - College Long-Range Planning Goal 6: Institute a Culture of Evidence and Accountability BHCC will collect, analyze and use data for assessment of academic programs, non-academic departments, and college-wide decision making.

BHCC Presidential Goals 2013-2016, page 5 of 6 STRATEGIC ALIGNMENT WITH THE VISION PROJECT GOALS OF THE DEPARTMENT OF HIGHER EDUCATION

The College’s Long-Range Goals are strategically aligned with the Goals of the DHE Vision Project. A Crosswalk is provided from the goals of the College President to the Vision Project Key Outcomes.

The Vision Project Key Outcomes are as follows:

(VO1) - College Participation: Increasing the percentage of high school graduates who are going to college – and the readiness of these students for college-level work.

(VO2) - College Completion: Increasing the percentage of students who earn certificates and degrees to meet the state’s need for a highly educated citizenry and workforce.

(VO3) - Student Learning: Improving teaching and learning through better assessment, plus documenting our results for the public.

(VO4) - Workforce Alignment: Aligning occupationally oriented certificate and degree programs with the needs of statewide, regional and local employers.

(VO5) - Preparing Citizens: Providing students with the knowledge and skills to be engaged, informed citizens.

(VO6) - Closing Achievement Gap: Closing achievement gaps among students from different ethnic, racial and income groups in all areas of educational progress

(VO7) - Research: Conducting research that drives economic development.