WCJC Strategic Plan

Institutional Goals

The Wharton County Junior College Strategic Plan is founded upon four overarching institutional goals:

  1. Ensure Student Success: Provide community outreach, support services, and pathways to completion that promote student success.
  2. Align Educational Programs: Provide high quality, comprehensive educational programs, delivered face-to-face and online, by highly qualified faculty.
  3. Invest in Facilities and Organizational Development: Ensure the institution's facilities and operations align with its mission and promote stability and sustainability.
  4. Increase Enrollment and Retention: Increase credit and non-credit enrollment to address the educational needs of a rapidly growing service area.

The WCJC Strategic Plan can be reviewed in its entirety here.

Key Performance Indicators of Student Success

A comprehensive set of Key Performance Indicators (KPIs) have been identified to help monitor progress toward the achievement of the goals associated with the WCJC Strategic Plan and evaluate student performance and success.  An annual summary of KPI results is provided to the campus community to promote awareness of outcomes and facilitate discussions regarding future actions.

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.

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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.

Institutional Analysis

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.

Environmental Analysis

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
  • Equity
  • 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. 

SWOT Analyses

Following the review and presentation of institutional data, a comprehensive analysis of the institution’s Strengths, Weaknesses, Opportunities, and Threats (SWOT) will be conducted .  Several sessions will be offered across all campus locations to ensure broad-based participation and inclusive representation of the issues facing each campus and the institution as a whole.  Faculty, staff, and administration from across the institution will be asked to participate in the analyses to ensure the development of an accurate representation of the institution. The VPPIE will provide information regarding the scheduling of analyses when it becomes available.

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