Division of Strategic Initiatives and Community Engagement Goals
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Mission
The Division of Strategic Initiatives and Community Engagement (SICE) is committed to furthering the strategic directions of the College by designing and offering specialized educational and support programs and services that benefit the City’s residents and students. In service to the internal and external community, and dedicated to fostering innovation and partnerships to ensure access, equity, and success for all, the work of SICE directly supports the mission and vision of the College.
Goal 1: Improve communication, inside the College and beyond, to enhance institutional effectiveness.
Supports: Internal/External Relations Pillar; Student Experience Pillar; Diversity, Equity and Inclusion Pillar
Objective 1: Increase awareness of division data and other information
Strategy 1: Create a dashboard to make metrics visible
Strategy 2: Create multiple access points for key information (e.g. online, email, on campus)
Objective 2: Increase sharing of information to inform decisions
Strategy 1: Develop interdepartmental/interdivisional projects
Strategy 2: Expand meetings with faculty, staff and administrators across College units
Objective 3: Expand connections, inside and outside of the institution
Strategy 1: Professional presentations/papers shared with the outside community
Strategy 2: Create information based on College data about particular College populations to inform community partners
Strategy 3: Develop new or increased utilization of existing professional, networking or peer relationships
Strategy 4: Create a service learning academy
Strategy 5: Expand work with internal offices and external workforce, academic and social service partners to create effective bridges for adult literacy students to credit programs and/or career/workforce opportunities
Goal 2: Support positive and creative “disruption” of the status quo to identify new ways to accomplish institutional priorities.
Supports: The Student Experience Pillar; Internal/External Relations Pillar; World-class Facilities Pillar; Fiscal Stability/Sustainability Pillar
Objective 1: Develop new mechanisms to enhance exploration, investigation, creative thinking and action
Strategy 1: Add innovation to position responsibilities and annual goals
Strategy 2: Create opportunities for teams to brainstorm ideas (e.g. competition)
Strategy 3: Create a process to review and investigate innovative ideas
Strategy 4: Coordinate an innovation week to showcase innovations
Objective 2: Increase innovations that explore new ways to accomplish institutional priorities
Strategy 1: Increase experiential and service learning opportunities for dually-enrolled high school students
Strategy 2: Increase distance and hybrid course experiences for dually-enrolled high school students (i.e., cyber middle college)
Strategy 3: Participate in Institutes/Workshops/Webinars with new approaches
Strategy 4: Develop signature programs to engage community members
Strategy 5: Launch Spring Garden Records and create CCP Press as new and innovative avenues of expression
Strategy 6: Explore development of mobile, augmented and virtual reality opportunities for K-12 students as bridges into the College.
Strategy 7: Increase online opportunities for adult literacy non-credit students
Strategy 8: Offer targeted professional development sessions and resources to support faculty and administrators in the effective engagement of dually-enrolled high school students
Goal 3: Create and support partnerships and alliances that provide mutual benefit
Supports: Internal/External Relations Pillar
Objective 1: Increase opportunities for new and expanded relationships
Strategy 1: Create definitions and categories for relationships, including benefits for all parties
Strategy 2: Create a local dual enrollment/early-middle college promising practices think tank
Objective 2: Document/expand unique, successful relationships
Strategy 1: Create a master list of “successful” professional or peer relationships
Strategy 2: Require all senior leaders in the division to serve on at least one College team
Strategy 3: Use the Institute to guide partner engagement and assess mutual benefit