Amarillo College Strategic Plan

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 2020 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 outlines five goals which all focus on student completion. Our vision is to ensure a 70% Completion Rate by 2020.

Completion
Action: Comprehensive Transfer/Completion Pathways

Completion is at the heart of every initiative here at Amarillo College. Our goal is to create programs that will serve to improve persistence of our students. Further, we are committed to increasing the number of students who complete a certificate, degree, and/or transfer to a 4-year institution; while focusing on decreasing the time it takes to complete a degree.

Accountability for student success

  • Exercise a data-driven approach to improve key student success metrics
  • Systemize a team-based approach to problem-solving and enhancing key student success metrics
  • Implement a drop-rate reduction and expanded early alert initiative

A1. Create a robust, actionable Early Alert System.

  • Deadline: Fall 2016 – revised to Fall 2017
  • Committee Responsible: Completion Committee

A2. Create Campus Report Card

  • Deadline: September 2015
  • Committee Responsible: Completion Committee

A3. Create Leadership Report Card

  • Deadline: January 2016 – revised to October 2016
  • Committee Responsible: Completion Committee

A4. Establish a Drop Policy Change to Reflect Signed Removal

  • Deadline: September 2015
  • Committee Responsible: Completion Committee

 

Career/transfer focus for all advising

  • Leverage technology to simplify career and transfer pathways to completion
  • Integrate financial aid, academic advising, and career pathways
  • Optimize academic advising impact by adopting "success coach" model.

B1. Implement degree mapping technology for student use

  • Deadline: January 2016 pilot, February  2016 all-in – revised to Fall 2017
  • Committee Responsible: Completion Committee

B2. Create Learning Communities with attached support structures, including intrusive advising. 

  • Deadline: May 2016 – revised to Fall 2017
  • Committee Responsible: Completion Committee

Program for student success with more responsive and purposeful scheduling

  • Accelerate program time to degree
  • Implement block scheduling aligned with pathways
  • Increase evening, summer, and alternative course offerings and schedules
  • Stackable certificates aligned with high school offerings and credit for prior learning
  • Enhance and expand tutoring across all programs

C1. Revise credit for prior learning process

  • Revised Deadline: Dec 2017
  • Responsible Committee: VPAA Council

C2. Establish block scheduling across divisions, departments, programs

  • Revised Deadline: Oct 2015 pilot, Feb 2016 all-in - revised to all-in Fall 2017
  • Responsible Committee: Completion Committee

C3. Increase scheduling offerings, including 8-week formats

  • Revised Deadline: Spring 2016 pilot, Fall 2016 all-in - revised to all-in Fall 2017
  • Responsible Committee: Completion Committee

C4. Expand Tutoring Access

  • Revised Deadline: May 2016 – revised to May 2017
  • Responsible Committee: Tutoring Taskforce 

Revise & Contextualize Developmental Education

  • Develop contextualized learning communities in blocks with supplemental instruction and co-curricular resources
  • Centralize developmental education advising,  processes, and scheduling
  • Shorten sequencing for completion of requirements for college readiness through bridge programs and creative pedagogical approaches

D1. Centralize, accelerate, block and contextualize developmental education and its advising system

  • Deadline: D1. September 2016
  • Committee Responsible: Dev Ed Council

Align degrees and certificates with Labor Market Demand
Action: Align All HB5 Endorsements with AC Career Pathways

As the labor market changes and grows, Amarillo College is prepared to ensure the strength of the job market in the Texas Panhandle by creating students who are top performers in their field. This means that our programs are aligned to a Career Pathway which gives students a clear plan of study. Additionally, we are continually investing in our programs to guarantee their quality and saying ahead of national trends.

Intentionally Focus Programs for quality, productivity, and viability

  • Align all degrees with HB5 endorsement areas
  • Intentional and purposeful program review
  • Align programs with labor market demand and endorsement areas
  • Define employment data for students

E1. Create a functional, purposeful program review aligned with No Excuses 2020

  • Revised Deadlines: Spring 2016 – revised to Fall 2017
  • Responsible Committee: Assessment Committee

E2. Focus advising on House Bill 5 endorsements to a declared major

  • Revised Deadlines: Spring 2016 – revised to Fall 2017
  • Responsible Committee: Completion Committee

E3. Focus career center on House bill 5 endorsements to a declared major in a high demand field

  • Revised Deadlines: Spring 2016 – revised to Fall 2017
  • Responsible Committee: Completion Committee

E4. Align Advising, Career Center, Marketing Materials based on Top 20 Technical Programs based on Labor Market Demand 

  • Revised Deadlines: Fall 2017
  • Responsible Committee: Completion Committee

Cluster degree programs by endorsement

  • Catalog organization of degrees by endorsement
  • Website organization of degrees by endorsement
  • Market and recruit terminal degrees by market demand

F1. Align catalog with a career focus

  • Revised Deadlines: Fall 2016 – revised to Fall 2017
  • Responsible Committee: Marketing & Recruiting Committee

F2. Align marketing, AC website and recruiting materials with a career focus

  • Revised Deadlines: Fall 2016 – revised to Fall 2017
  • Responsible Committee: Marketing & Recruiting Committee

Focus transfer students on a "transfer degree"

  • Align program offerings with transfer institution degree
  • Intentionally drive a holistic transfer process

G1. Create a transfer degree with an intentional, focused and intrusive advising structure

  • Revised Deadline: January 2016 – revised to Fall 2017
  • Responsible Committee: Completion Committee

Learning
Action: Infuse and Scale High Impact Practices

The classroom experience is key to a student’s performance. Research in student learning shows that a blend of learner-centered and active learning pedagogy techniques both improve student mastery of content and keeps the student engaged with course curriculum. Our faculty are committed to continual development of pedagogies to improve student learning.

Enhance the use of learner-centered pedagogy and high impact practices across the curriculum

  • Offer a series of faculty development workshops on learning centered pedagogy and high impact practices
  • Revise faculty performance review to include use of learner-centered pedagogies and high impact practices
  • Create faculty fellows to mentor other faculty in learner centered pedagogies and high impact practices
  • Develop international experiences linked to program outcomes
  • Embed research modules into key courses

H1. Create a faculty development and mentorship program for new pedagogies

  • Deadline: September 2015  – revised to Fall 2017
  • Committee Responsible: Faculty Professional Development Committee

H2. Create a faculty performance review to include new pedagogies based on the No Excuses Commitments

  • Deadline: Spring 2017
  • Committee Responsible: Faculty Evaluation Committee

H3. Develop international experiences linked to programs

  • Deadline: Fall 2018
  • Committee Responsible: Honors Committee  

Leverage program outcomes for improved learning

  • Leverage technology to simplify career and transfer pathways to completion
  • Integrate financial aid, academic advising, and career pathways
  • Optimize academic advising impact by adopting "success coach" model.

B1. Implement degree mapping technology for student use

  • Deadline: B1.January 2016 pilot, February  2016 all-in – revised to Fall 2017
  • Committee Responsible: Completion Committee

B2. Create Learning Communities with attached support structures, including intrusive advising. 

  • Deadline: B2 May 2016 – revised to Fall 2017
  • Committee Responsible: Completion Committee

Equity
Action: Build Systems for Equity Gains

At Amarillo College, we believe that everyone should have access to a quality education. To this point, we are continually strengthening our efforts to enroll, advise, and encourage completion for students of all populations. In order to accomplish this point, we are working to connect students to resources that will help in their success, establish policies to eliminate poverty barriers, and create an inclusive environment for the entire family.

Redesign courses for equity gains

  • Develop faculty to address achievement gaps
  • implement adapted learning approaches  based on individual learning profiles

J1. Create a systemic approach to utilizing student workers at each campus.

  • Deadline: Fall 2016
  • Committee Responsible: EOD Committee

J2. Develop learning profiles for every student to promote adaptive instruction and advising

  • Deadline: Fall 2018
  • Committee Responsible: Completion Committee 

Systemically remove barriers of poverty

  • Scale systemic approach to poverty through policies and practices
  • Expand ability to connect students to community services

K1. Establish policies to eliminate poverty barriers

  • Deadline: January 2017
  • Committee Responsible: No Excuses 2020 Core Team

K2. Connect student to resources

  • Deadline: September 2015
  • Committee Responsible: No Excuses Core Team

K3. Link schedules to childcare options

  • Deadline: January 2018
  • Committee Responsible: Child Care Committee

Scale NO Excuses “culture of caring” programs and training

  • Student Success certification for all employees
  • Embed student-centered service into all employee trainings and job descriptions

L1. Create a student success certification program

  • Revised Deadline: September 2015
  • Responsible Committee: EOD Committee

L2. Embed our No Excuses Commitments into all job descriptions, employee evaluations, new employee orientation, and trainings

  • Revised Deadline: September 2015 – revised to Spring 2017
  • Responsible Committee: EOD Committee

Integrate whole families into enrollment and completion

  • Intentionally include and communicate with families about  progress to completion
  • Broaden definition and intentionally collect information about first generation status

M1. Train families on financial aid, degree plans, and careers

  • Deadline: January 2017
  • Committee Responsible: No Excuses 2020 Core Team

M2. Clarify and collect first generation status on all AC students

  • Deadline: January 2016
  • Committee Responsible: No Excuses 2020 Core Team

Ensure equitable access to all college resources

  • Link block scheduling with child specific Continuing Education offerings
  • Systemically strengthen partnerships with community based programs for underserved populations
  • Provide specialized advising/registration events for key area high schools
  • Strategically increase financial aid applications and award
  • Increase employee and community participation in the AC Coach/Champion program

N1. Link block scheduling with child specific Continuing Education offerings

  • Deadline: September 2015 – revised to Fall 2016
  • Committee Responsible: Child Care Committee

N2. Systemically strengthen partnerships with community based programs for underserved populations

  • Deadline: January 2016 – revised to Fall 2017
  • Committee Responsible: No Excuses 2020 Core Team

N3. Provide specialized advising/registration events for key area high schools

  • Deadline: April 2016
  • Committee Responsible: Marketing & Recruiting Committee

N4. Strategically increase financial aid applications and award

  • Deadline: Fall 2016 – revised to Fall 2017
  • Committee Responsible: Marketing & Recruiting Committee

N5. Increase employee and community participation in the AC Coach/Champion program

  • Deadline: Fall 2016
  • Committee Responsible: Completion Committee

Financial Effectiveness
Action: Build Systems for Financial Viability and Fund Raising

As a community funded institution, Amarillo College strives to be responsible with community funds and commits to being entrepreneurial and innovative in identifying new ways of funding programs.

Build smaller and more responsive budgets by leveraging technology and strategic alignments

  • Align budgets, tuition and fees, assessment/outcomes, and institutional goal through program review
  • Establish 5-year budget models
  • Study and explore “Bring Your Own Device” systems
  • Streamline organizational structure to optimize employee base
  • Simplify and streamline the student enrollment and recruitment policies and processes

O1. Align budgets, tuition and fees, assessment/outcomes, and institutional goal through program review

  • Deadline: September 2015 – revised to Spring 2017
  • Committee Responsible: Office of Business Affairs

O2. Establish 5-year budget models

  • Deadline: September 2015 – revised to Spring 2017
  • Committee Responsible: Office of Business Affairs

O3. Study and explore “Bring Your Own Device” systems – DELETED 9/2016

  • Deadline: Fall 2019
  • Committee Responsible: 

O4. Evaluate flex options for budget savings

  • Deadline: January 2016– revised to Spring 2017
  • Committee Responsible: Office of Business Affairs

O5. Evaluate and rewrite the board policy manual to reflect new budget and goal realities

  • Deadline: January 2017– revised to Spring 2017
  • Committee Responsible: EOD and Board Policy Committees

O6. Commit to becoming a paperless campus that improves efficiency with online forms

  • Deadline: May 2016 – revised to Summer 2017
  • Committee Responsible: EOD Committee

O7. Streamline AC human resources policies to support employee improved productivity

  • Deadline: Fall 2016– revised to Summer 2017
  • Committee Responsible: EOD Committee

O8. Develop a risk management and safety plan

  • Deadline: May 2016– revised to Spring 2017
  • Committee Responsible: EOD Committee and AC Safety Committees

O9. Simplify student enrollment and recruitment policies and processes

  • Deadline: February 2016– revised to Spring 2017
  • Committee Responsible: Marketing & Recruiting Committee

O10. Utilize secret shoppers to evaluate simplification of our enrollment policies and processes

  • Deadline: May 2016
  • Committee Responsible: Marketing & Recruiting Committee

O11. Incentivize student completion (car, tuition discounts, etc.)

  • Deadline: July 2016 – revised to Spring 2017
  • Committee Responsible: Office of Business Affairs

Construct an organizational structure for fund raising

  • Increase donations through on-line targets by program
  • Define policies and processes for fund raising

P1. Increase donations through on-line targets by program

  • Deadline: June 2016 - – revised to Fall 2017
  • Committee Responsible: President’s Cabinet

P2. Define policies and processes for fund raising

  • Deadline: June 2016 – revised to Fall 2017
  • Committee Responsible: President’s Cabinet

Ensure grants support and extend institutional goals

  • Conduct cost-benefit analysis for every grant
  • Maximize grants for cost sharing within the institution

Q1. Conduct cost-benefit analysis for every grant

  • Revised Deadline: January 2016 – revised to Fall 2017
  • Responsible Committee: President’s Cabinet

Q2. Maximize grants for cost sharing within the institution

  • Revised Deadline: January 2016 – revised to Fall 2017
  • Responsible Committee: President’s Cabinet

Define and build equitability for employees

  • Industry specific stipends for high demand fields
  • Competitive employee compensation
  • Develop systems for robust employee development

R1. Develop industry specific stipends for high demand fields

  • Deadline: Fall 2016 – revised to Fall 2017
  • Committee Responsible: EOD Committee

R2. Create a competitive employee compensation structure

  • Deadline: Fall 2019
  • Committee Responsible: EOD Committee

R3. Build intentional AC leadership program

  • Deadline: Fall 2016 – revised to Spring 2016
  • Committee Responsible: Office of the President