Nurture a culture of high performance, innovation, and appreciation.
Academic Affairs and Workforce Development
1.17 The library will increase student usage of course, subject, and topical library help guides.
1.19 Increase the percentage of all dual enrollment faculty who participate in a GCC-sponsored professional development activity by 5 percent.
Student Services
1.13 Provide professional development and training on diversity, equity, inclusion, and customer service to Testing Services staff.
Human Resources
1.20 Promote a diverse workforce by increasing the diversity of candidates in hiring pools.
1.21 Foster a culture of personal enrichment and job growth by fully implementing the Professional Development Guidelines and Process college-wide.
1.22 Nurture job satisfaction, seamless orientation, and communication by matching all new employees with an “Onboarding Buddy.”
Administrative Services
1.5 Provide greater and more proactive service to customers.
1.12 Improve Data Processing Efficiency.
Institutional Advancement
1.7 Engage with Active Advisory Boards.
Transform teaching and learning to Meet the needs of all students.
Academic Affairs and Workforce Development
2.15 IIT will support faculty professional development, resulting in an 85% satisfaction rate collected from the Faculty Fall Survey and Spring needs assessment.
2.18 CTL will develop diversity, equity and inclusion professional development opportunities for faculty that develop, maintain, and promote a campus climate and culture of understanding, respect, and support.
2.19 Expand the PBL culture by resulting in 90% of full-time faculty will have a PBL or problem-solving related APPDO objective.
2.20 Develop and maintain a campus culture of understanding and support for diversity through an emphasis on inclusive teaching and learning as demonstrated by 100 percent of full-time faculty.
2.28 Improve the satisfaction reported by participating students enrolled in two or more College Everywhere Courses per semester.
2.29 Increase by 3% student participation in focused Supplemental Instruction (SI) study groups targeting classes with the lowest success rates by Germanna minority students.
2.30 Market ACE to students to ensure they are aware of the availability of on-campus and online learning support programs and resources, resulting in an increase of usage by 5%.
2.31 Support the VCCS Direct Enrollment Initiative by expanding intervention to students in gateway English and Math classes, increasing their use of tutoring programs by 5%.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Institutional Advancement
2.6 Develop funding to start new College programs.
Construct an educational and career pipeline for all students from connection through completion.
Academic Affairs and Workforce Development
3.8 Students will feel their Academic Advisor is knowledgeable about their program requirements.
3.18 Increase enrollment in FastForward programs by 3% over FY20, by June 30, 2021
3.21 Plan and implement faculty competency peer groups for each of the six general education competencies to develop a profile of the general education student experience and facilitate reflective interdisc. collaboration designed for continuous improvement.
Student Services
3.19 Enhanced outreach to post-traditional and growth populations including adult learners, career switchers, military families and underserved populations.
3.23 Streamline enrollment for military-affiliated populations to increase the number of students served.
3.24 Launch Application Events by spring 2023 to increase completed applications by 2%.
3.25 Launch web-based Community Calendar of outreach events providing up-to-date and comprehensive list of all college outreach events by summer 2023.
3.26 Launch expanded campus tour opportunities by spring 2023 to increase campus tour engagement by 150%.
3.27 Develop and launch outreach request form and process by fall 2023.
3.28 Career & Transfer Services will increase student engagement in Work-Based Learning (WBL) activities by reaching at least 500 active student users in Symplicity’s Career Services Manager (CSM).
Institutional Advancement
3.29 Create a more comprehensive Foundation Business Partners Program.
Eliminate barriers to access and success for all students.
Student Services
4.38 Increase satisfaction with student activities by offering a centralized welcoming and engaging environment.
4.48 Enhance and expand outreach to key audiences through the establishment of a monthly digital newsletter and college-wide blog to launch in summer 2021.
4.50 Increase student retention by strengthening first year advising and student support.
4.51 Engage with students early and often to enhance student awareness of career options and transfer choices.
4.52 Increase enrollment and retention of IDE students.
4.53 Improve retention rates for students identified as potentially at risk of failing to achieve academic good standing including African-american males, Great Expectations participants, and student enrolled in gatekeeper courses.
4.56 Improve completion rate by increasing the total number of conferrals by 15% from AY 20/21 to AY 21/22.
4.59 Streamline onboarding process to increase enrollment, evidenced by an applicant conversion of 52% for fall and 26% for spring.
4.60 Improve applicant to registered conversion rate to 52% and 42% for Fall and Spring semesters respectively.
4.69 Working with potential, new, and current students, the Enrollment Lab and Helpdesk will work to identify and remove barriers to enrollment, retention in classes, or completion of programs.
4.73 Increase the total number of remote proctored tests to provide an alternative proctoring option for students juggling multiple priorities.
4.74 Increase student satisfaction for overall quality of services with Zoom proctoring sessions.
4.79 Expand ombudsman (advocate) support
4.81 Increase awareness of CARE Team coordinate services to help students cope with non-academic responsibilities.
4.82 Promote increased enrollment and FAFSA completion by offering programs internally and externally to inform current and prospective students and families of the many options for attending Germanna and the numerous ways to pay.
Institutional Advancement
4.83 Germanna Cares Funding
4.84 Germanna Guarantee Program Funding – to provide gap funding for students needing help to avoid having classes dropped.
Build a sustainable infrastructure for mission fulfillment.
Student Services
5.23 Build a succession plan and increase efficiency by ensuring multiple staff members are trained to completed various procedures in a timely manner.
5.24 Implement peer mentoring with GPTA, matching 50% of first year GPTA students with second year GPTA peer mentors.
5.25 Implement a formal personalized transfer plan for graduating EC senior students by the end of their fall semester.
Administrative Services
5.2 Improve network system performance to enhance end-user experience.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Provide cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by surveys and evaluations in the identified Currently Enrolled Student Survey, QCAs and participant presentation evaluations.
5.7 Develop and implement a training program that includes all College owned facilities. The training will allow all facilities staff to cross-train on each facility across the service region as measured by scoring rubric.
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.13 Improve internal control to safeguard assets and insure sustainability.
5.14 Develop webpage that displays important data points and key performance indicators.
5.19 Judiciously manage Germanna resources to ensure long term financial sustainability.
Institutional Advancement
5.26 Reasonably purchase the BJF Building in Stafford. Rent to GCC to support Stafford growth initiatives while decreasing financial risk to the college based upon enrollment.
Foster an intentional culture of excellence in diversity, equity, and opportunity.
Student Services
6.4 Inform Faculty on way to support students and staff with disabilities through the lens of the Americans with Disabilities Act (ADA) and how it relates to providing accommodations and services at Germanna Community College.
6.5 Increase attendance at DEI workshops and programs by 2%
Truth and Reconciliation
6.2 Increase retention and completion rates of underrepresented populations
6.3 Provide programming, services, training and activities that foster a culture of diversity, equity and opportunity
Nurture a culture of high performance, innovation, and appreciation.
Academic Affairs and Workforce Development
1.17 The library will increase student usage of course, subject, and topical library help guides.
1.19 Increase the percentage of all dual enrollment faculty who participate in a GCC-sponsored professional development activity by 5 percent.
Student Services
1.13 Provide professional development and training on diversity, equity, inclusion, and customer service to Testing Services staff.
Human Resources
1.20 Promote a diverse workforce by increasing the diversity of candidates in hiring pools.
1.21 Foster a culture of personal enrichment and job growth by fully implementing the Professional Development Guidelines and Process college-wide.
1.22 Nurture job satisfaction, seamless orientation, and communication by matching all new employees with an “Onboarding Buddy.”
Administrative Services
1.5 Provide greater and more proactive service to customers.
1.12 Improve Data Processing Efficiency.
Institutional Advancement
1.7 Engage with Active Advisory Boards.
Transform teaching and learning to Meet the needs of all students.
Academic Affairs and Workforce Development
2.15 IIT will support faculty professional development, resulting in an 85% satisfaction rate collected from the Faculty Fall Survey and Spring needs assessment.
2.18 CTL will develop diversity, equity and inclusion professional development opportunities for faculty that develop, maintain, and promote a campus climate and culture of understanding, respect, and support.
2.19 Expand the PBL culture by resulting in 90% of full-time faculty will have a PBL or problem-solving related APPDO objective.
2.20 Develop and maintain a campus culture of understanding and support for diversity through an emphasis on inclusive teaching and learning as demonstrated by 100 percent of full-time faculty.
2.28 Improve the satisfaction reported by participating students enrolled in two or more College Everywhere Courses per semester.
2.29 Increase by 3% student participation in focused Supplemental Instruction (SI) study groups targeting classes with the lowest success rates by Germanna minority students.
2.30 Market ACE to students to ensure they are aware of the availability of on-campus and online learning support programs and resources, resulting in an increase of usage by 5%.
2.31 Support the VCCS Direct Enrollment Initiative by expanding intervention to students in gateway English and Math classes, increasing their use of tutoring programs by 5%.
Administrative Services
2.5 Provide the most state-of-the-art classroom technology available by achieving 90% replacement annually on 5 year replacement cycle.
Institutional Advancement
2.6 Develop funding to start new College programs.
Construct an educational and career pipeline for all students from connection through completion.
Academic Affairs and Workforce Development
3.8 Students will feel their Academic Advisor is knowledgeable about their program requirements.
3.18 Increase enrollment in FastForward programs by 3% over FY20, by June 30, 2021
3.21 Plan and implement faculty competency peer groups for each of the six general education competencies to develop a profile of the general education student experience and facilitate reflective interdisc. collaboration designed for continuous improvement.
Student Services
3.19 Enhanced outreach to post-traditional and growth populations including adult learners, career switchers, military families and underserved populations.
3.23 Streamline enrollment for military-affiliated populations to increase the number of students served.
3.24 Launch Application Events by spring 2023 to increase completed applications by 2%.
3.25 Launch web-based Community Calendar of outreach events providing up-to-date and comprehensive list of all college outreach events by summer 2023.
3.26 Launch expanded campus tour opportunities by spring 2023 to increase campus tour engagement by 150%.
3.27 Develop and launch outreach request form and process by fall 2023.
3.28 Career & Transfer Services will increase student engagement in Work-Based Learning (WBL) activities by reaching at least 500 active student users in Symplicity’s Career Services Manager (CSM).
Institutional Advancement
3.29 Create a more comprehensive Foundation Business Partners Program.
Eliminate barriers to access and success for all students.
Student Services
4.38 Increase satisfaction with student activities by offering a centralized welcoming and engaging environment.
4.48 Enhance and expand outreach to key audiences through the establishment of a monthly digital newsletter and college-wide blog to launch in summer 2021.
4.50 Increase student retention by strengthening first year advising and student support.
4.51 Engage with students early and often to enhance student awareness of career options and transfer choices.
4.52 Increase enrollment and retention of IDE students.
4.53 Improve retention rates for students identified as potentially at risk of failing to achieve academic good standing including African-american males, Great Expectations participants, and student enrolled in gatekeeper courses.
4.56 Improve completion rate by increasing the total number of conferrals by 15% from AY 20/21 to AY 21/22.
4.59 Streamline onboarding process to increase enrollment, evidenced by an applicant conversion of 52% for fall and 26% for spring.
4.60 Improve applicant to registered conversion rate to 52% and 42% for Fall and Spring semesters respectively.
4.69 Working with potential, new, and current students, the Enrollment Lab and Helpdesk will work to identify and remove barriers to enrollment, retention in classes, or completion of programs.
4.73 Increase the total number of remote proctored tests to provide an alternative proctoring option for students juggling multiple priorities.
4.74 Increase student satisfaction for overall quality of services with Zoom proctoring sessions.
4.79 Expand ombudsman (advocate) support
4.81 Increase awareness of CARE Team coordinate services to help students cope with non-academic responsibilities.
4.82 Promote increased enrollment and FAFSA completion by offering programs internally and externally to inform current and prospective students and families of the many options for attending Germanna and the numerous ways to pay.
Institutional Advancement
4.83 Germanna Cares Funding
4.84 Germanna Guarantee Program Funding – to provide gap funding for students needing help to avoid having classes dropped.
Build a sustainable infrastructure for mission fulfillment.
Student Services
5.23 Build a succession plan and increase efficiency by ensuring multiple staff members are trained to completed various procedures in a timely manner.
5.24 Implement peer mentoring with GPTA, matching 50% of first year GPTA students with second year GPTA peer mentors.
5.25 Implement a formal personalized transfer plan for graduating EC senior students by the end of their fall semester.
Administrative Services
5.2 Improve network system performance to enhance end-user experience.
5.3 Enhance continuity and emergency/crisis preparedness planning to ensure College readiness.
5.4 Provide cultural perception of safety awareness and crime prevention that will improve the quality of campus life as measured by surveys and evaluations in the identified Currently Enrolled Student Survey, QCAs and participant presentation evaluations.
5.7 Develop and implement a training program that includes all College owned facilities. The training will allow all facilities staff to cross-train on each facility across the service region as measured by scoring rubric.
5.9 Leverage data to develop institutional dashboard, for improved institutional decision-making.
5.13 Improve internal control to safeguard assets and insure sustainability.
5.14 Develop webpage that displays important data points and key performance indicators.
5.19 Judiciously manage Germanna resources to ensure long term financial sustainability.
Institutional Advancement
5.26 Reasonably purchase the BJF Building in Stafford. Rent to GCC to support Stafford growth initiatives while decreasing financial risk to the college based upon enrollment.
Foster an intentional culture of excellence in diversity, equity, and opportunity.
Student Services
6.4 Inform Faculty on way to support students and staff with disabilities through the lens of the Americans with Disabilities Act (ADA) and how it relates to providing accommodations and services at Germanna Community College.
6.5 Increase attendance at DEI workshops and programs by 2%
Truth and Reconciliation
6.2 Increase retention and completion rates of underrepresented populations
6.3 Provide programming, services, training and activities that foster a culture of diversity, equity and opportunity