The WCJC Strategic Plan Refresh 2016-2020 serves as the overarching guide through which the mission, vision, and goals of the institution may be accomplished. Developed through broad-based collaboration among faculty, staff, administration, Trustees, and community stakeholders, the Strategic Plan Refresh provides a set of institutional goals which represent WCJC's key priorities:
- Ensuring Student Success
- Alignment of Educational Programs
- Investment in Facilities and Organization
- Increasing Enrollment and Retention
In addition, a set of actionable strategies and key performance indicators were developed to allow for the institution to monitor progress toward these overarching goals and ensure the alignment of institutional efforts toward the fulfillment of the WCJC mission. A key tenet of the development of the plan was the recognition that it serves as a "living" document which can be modified, as needed, based on the review of institutional results related to each of the strategies.
The college is in the process of developing a new, comprehensive Strategic Plan to carry the institution through academic year 2025. This new plan will be data-driven and involve input and feedback from a variety of campus constituents. As the planning process continues to progress, updates will be regularly posted to the WCJC Strategic Plan webpage in an effort to keep the campus community informed and engaged in the process.
Institutional Effectiveness Guide
The Office of the Vice President of Planning and Institutional Effectiveness (VPPIE) has developed a set of IE Guidelines that delineate the purpose and process associated with planning at WCJC. The guidelines include a detailed overview of the steps that will be taken to develop the new WCJC Strategic Plan.
In addition, a comprehensive timeline for the development of the WCJC Strategic Plan has been developed to help monitor progress toward completion.
A comprehensive institutional analysis was conducted by the VPPIE to serve as the basis for all planning efforts. Data reviewed by the VPPIE included:
- Current Strategic Plan Key Performance Indicators
- IPEDS Data Feedback Reports
- THECB Accountability Reports
- LBB Indictors
- CCSSE, SENSE, and Noel Levitz Student Surveys
Program Demand Gap Analysis
The college has also conducted a comprehensive Program Demand Gap Analysis (PDGA) through Emsi, Inc. This analysis explores all current programs offered at WCJC, comparing the supply of students with the regional job demand. In addition, the PDGA outlines current programs which may be at-risk for closure, current programs in need of expansion, and potential future programs that may be worth considering based on market needs.
In order to fully consider influencers external to the college, the VPPIE conducted a comprehensive environmental scan to provide foundational data from which to make informed decisions regarding the future of the institution. The analysis is framed using the STEP methodology, which includes data and research related to four core external influencing factors, namely:
- Socio-cultural changes, including demographic shifts and educational attainment;
- Technological trends, including pervasiveness of technology and impact on future job markets;
- Economic fluctuations, including job demand and salary changes; and
- Political developments, including changes in legislation and reporting requirements.
In addition to current conditions in the environment, the analysis includes projections, where possible, related to impacts of these environmental changes on the future of the college.
Institutional Capacity Assessment Tool
Additional data related to the institution’s current state will be provided through the Institutional Capacity Assessment Tool (ICAT). Developed and administered by Achieving the Dream, the ICAT gathers faculty and staff feedback regarding institutional strengths and weaknesses within each of seven key areas, namely:
- Leadership and Vision
- Data and Technology
- Teaching and Learning
- Engagement and Communication
- Strategy and Planning
- Policies and Practices
The Office of Institutional Effectiveness recently asked for input from faculty, staff, and administration via the Achieving the Dream Institutional Capacity Assessment Tool (ICAT) and your response was fantastic! A total of 105 WCJC employees participated in the survey, including 27 administrators, 38 faculty, 35 support staff, and 5 “others” responding to the call. Thank you to all who took the time to complete the survey; your feedback will serve as a catalyst for future discussions.
The ICAT Summary revealed general consensus across all groups that the college is between a Level 2 (moderate capacity) and Level 3 (strong capacity) in all areas, with “Data and Technology” identified as the area in need of greatest improvement. Staff indicated the highest average capacity rating across all seven areas when compared to disaggregated scores within the various employee groups.
A comprehensive analysis of the institution’s Strengths, Weaknesses, Opportunities, and Threats (SWOT) was conducted during the week of January 28, 2019. Sessions were offered at both the Wharton and Sugar Land campuses to provide opportunities for broad-based participation and inclusive representation of the issues facing each campus and the institution as a whole. A total of 70 faculty and staff from across the institution participated in the analyses and provided important feedback regarding the future direction of the institution. Results from the SWOT Analysis have been posted on the Institutional Effectiveness Intranet page for review by the institutional community.