2025 Strategic Plan
The Amarillo College Mission Statement:
"Transforming our community and economy through learning, innovation, and achievement."
No Excuses 2025 is our commitment to every one of our students. From the time that they begin their educational journey, students will experience an equitable and affordable environment where they can develop skills to meet labor market demands or prepare for a smooth transfer to a 4-year institution.
The strategic plan 2025 outlines five goals which all focus on student completion. Our vision is to ensure a 80% Completion Rate by 2025.
Completion
Action: Comprehensive Transfer/Completion Pathways
Increase Completion by improving persistence, decreasing time-to-completion, and creating a comprehensive transfer/completion pathway.
A1. Retention Case Management for All Students
A2. Accelerate program time to degree (Self-Paced)
A3. Increase evening, summer, and alternative course offerings and schedules
A4. Credit for prior learning
A5. Seamless transition from AEL to college completion
B1. Simplify and align program requirements with student and workforce needs
B2. Align transfer programs into an efficient, clear, and flexible transfer degree
B3. Evaluate and reduce the course inventory to align with transfer universities
B4. Focus transfer students on a transfer pathway, including a holistic transfer process
Align degrees and certificates with Labor Market Demand
Action: Create Economic Diversification in Texas Panhandle
Align Degrees and Certificates with Current and New Labor Market Demand by creating structured Amarillo College career pathways.
C1. Create new programs in AC communities that expand the regional labor market
C2. Use regional employment data to advise students
C3. Use regional employment data to improve program curriculum and outcomes
C4. Connect students to careers
C5. Integrate future proofing skills into community outcomes
D1. Integrate Earn and Learn OR work-based based learning into every AC community
D2. Build soft skills through work-based learning
D3. Empower employer driven advisory boards to future proof each program
D4. Develop technology innovation campus to create new industries and improve and extend current labor market
Learning
Action: Infuse and Scale High Impact Practices
Increase Student Learning by infusing and scaling high impact teaching practices designed to align programs and courses based on competencies; improve student engagement; and, strengthen performance of student learning outcomes.
E1. Meaningful and sustained cohort-based faculty professional development
E2. Centralize and scale tutoring through multiple modalities
E3. Strengthen co-requisite delivery through multiple modalities
E4. Expand online capabilities and extend online degrees
F1. Effectively deliver co-curricular programming through multiple modalities
F2. Leverage Coding as a foundational requirement for all students
F3. Develop enriching experiences in honors, travel, and competition
G1. Ensure engagement with data dash boards to improve employee and division performance
G2. Utilize data dash boards for informed decision-making on services, curriculum, programs and budgets
Love Your Neighbor
Action: Build Systems to Love Students to Success
Loving and caring systems are reflected in our hiring practices, enrollment, and completion.
H1. Ensure the lived experiences of our neighbors are reflected in our recruiting, training, and evaluating
H2. Implement love Your neighbor training for all employees to ensure everyone has the same opportunity for success
H3. Build culturally responsive teaching strategies and resources
I1. Develop a college-wide culture where Love Your Neighbor is the paradigm
I2. Build recruiting and hiring practices to ensure candidates have the same opportunity for employment
I3. Evaluate and improve policies, procedures, and best practices to ensure employees have the same opportunity for success
I4. Deliver programs whose student outcomes are consistent with our Love Your Neighbor commitment
I5. Build engagement opportunities to enrich our students lived experiences
J1. Connect all campuses to all student success opportunities
J2. Build family-friendly support services and structures
J3. Leverage co-requisite education to ensure students who are identified as not being college ready are able to achieve their educational goals on time
J4. Build adult learner focused degree pathways
Financial Effectiveness
Action: Build Systems for Financial Viability and Fund Raising
Build Systems for Financial Effectiveness by creating innovative procedures supporting financial responsibility and fund-raising approaches.
K1. Improve service delivery by streamlining bureaucracy (business processes and procedures)
K2. Annually evaluate cost to educate per student
L1. Alignment of fund-raising strategy to college goals and initiatives
L2. Alignment of grants to college goals, initiatives and fundraising strategy
L3. Implement a comprehensive fund-raising campaign
M1. Redesign compensation model that is market driven by position
M2. Workplace and digital transformation and utilization