Amarillo College is committed to the future of Amarillo and the Texas Panhandle... As an institution our mission is to enrich the lives of our students and community by helping learners identify an educational pathway that will ultimately lead to success in life. Amarillo and the surrounding communities will thrive through this commitment to student success as we develop and educate the future workforce.

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

Equity
Action: Build Systems for Equity Gains

Equitable Degree and Certificate Attainment by building inclusive systems to increase minority hiring, enrollment, and completion.

H1. Prioritize diversity, equity, and inclusion in recruiting, training, evaluating, and developing employees

H2. Implement diversity, equity, inclusion and implicit bias training for all employees

H3. Build culturally responsive teaching strategies and resources

I1. Develop a college-wide definition of equity and inclusion

I2. Recruit and hire faculty that better reflects our students and community

I3. Evaluate and change policies and procedures to promote equity and inclusion

I4. Identify programs with equity gaps for data analysis, training, recruiting, and hiring

I5. Build student engagement for inclusivity through diverse student organizations

J1. Connect all campuses to all student success opportunities

J2. Build “student-parent support” services and structures

J3. Leverage co-requisite education to close remaining equity gaps

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