Kent Campus and Cecil Center Florida State College at Jackson ville

Transcription

Florida State College at Jacksonville
Florida State College
at Jacksonville
Kent Campus and
Cecil Center
Planning Process
FY13
May 23, 2012
KENT CAMPUS AND CECIL CENTER PLANNING PROCESS
2012-2013
FY13
TABLE OF CONTENTS
I. College and Campus Goals ........................................................................................................ I-1
II. Planning Model and Cycle ...................................................................................................... II-1
III. Planning Team and Units ....................................................................................................... III-1
IV. FY13 Unit Plans
Campus President‟s Office
Campus President .......................................................................................................... IV-1
Cecil Center North ...................................................................................................... IV-10
Cecil Center South ...................................................................................................... IV-35
Learning Commons (Library/Learning Center) .......................................................... IV-51
Library Technical Services ......................................................................................... IV-55
Director of Administrative Services
Business Office ........................................................................................................... IV-59
Plant Services and Facilities ....................................................................................... IV-63
Security ....................................................................................................................... IV-67
Dean of Liberal Arts, Sciences and Humanities
Division of Liberal Arts, Sciences and Humanities .................................................... IV-70
Applied and Fine Arts ................................................................................................. IV-78
Communications ......................................................................................................... IV-84
Humanities .................................................................................................................. IV-87
Languages ….. ............................................................................................................. IV-93
Social Sciences and Behavioral Sciences .................................................................... IV-98
Dual Enrollment ......................................................................................................... IV-105
Mathematics ............................................................................................................. IV-109
Natural Sciences ....................................................................................................... IV-113
Environmental Science Technology .......................................................................... IV-120
Biomedical Science BS ............................................................................................. IV-125
Dean of Career Education
Career Education Division ....................................................................................... IV-132
BAS, Supervision and Management and Business Administration .. ........................ IV-139
BS, Business Administration ..................................................................................... IV-145
Business (AS)............................................................................................................. IV-151
Computer Information Systems and Office Administration (CIS/OA) .................... IV-157
Interior Design Technology ....................................................................................... IV-160
Institute for Financial Studies ................................................................................... IV-167
Paralegal Studies ....................................................................................................... IV-171
1
Dean of Student Success
Center for Student Success (SS Dean) Recruitment, Enrollment Management ....... IV-179
Assessment and Certification .................................................................................... IV-183
Career Development Center (CDC) .......................................................................... IV-189
V. FY13 Budget ........................................................................................................................... V-1
VI. PECO R & R Project Priority Lists ........................................................................................ VI-1
VII. FY14 Goals and Strategies ....................................................................................................VII-1
VIII. FY15 Goals and Strategies .................................................................................................. VIII-1
IX. FY12 Mid-Year Review ......................................................................................................... IX-1
X. FY12 Unit Assessments of Completion . ................................................................................. X-1
2
College Mission, Values and Goals
Commitment to the Community in the New Millennium
Mission
The mission of Florida State College at Jacksonville is to provide optimal access to high
quality, affordable and relevant degree, career and community education to enhance the lives
of our students and the economic development of Northeast Florida:
Distinctive Values and Attributes
Florida State College at Jacksonville is a values-driven institution of higher education
committed to ensuring that every student has an extraordinarily positive overall experience
by providing:

Excellence in teaching

High quality courses, services and learning environments

Innovation and flexibility in the delivery of courses and services

Advanced academic technology

Significant local scholarship resources

Responsiveness to student, employer and community needs

Emphasis on community quality of life and prosperity

Encouragement and support of lifelong learning
Collegewide Goals
The mission of Florida State College at Jacksonville will be fulfilled, in significant measure,
through the continuous, responsive pursuit of academic excellence through the following
collegewide goals:
1. Prepare students for distinctive success in their academic, career and personal goals
through collaboration within the College community and individual initiative.
2. Inspire students to a lifetime commitment to continued learning, informed civic
engagement, ethical leadership, cultural appreciation, social responsibility and
multicultural awareness in an interconnected world.
3. Optimize access to College programs and services.
4. Provide to students an extraordinarily positive experience in every engagement with
the College.
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5. Contribute significantly to the ongoing economic development of the Northeast
Florida region.
The College will be innovative, resourceful, effective and accountable in the pursuit of
these goals. Student completion of degrees and certificates is a priority. Standards of
performance for employees and organizational units will be of the highest order with a
clear expectation of continuous quality improvement. Ultimate accountability shall
pertain to demonstrated outcomes and other definitive evidence of success pursuant to the
College‟s comprehensive institutional effectiveness program.
The Vision Within Our Collegewide Goals
The Collegewide goals established in 1998 envision Florida Community College as a
nationally prominent comprehensive community college of exceptional quality where
students:
Are extraordinarily well prepared for the challenges and opportunities of the emerging
knowledge-based, information-driven society and attendant new economy. Our students will
develop the ideal balance of discipline expertise and academic skills to learn quickly and
adapt to change over their lifetime. They will be skilled in the use of technology and
advanced information resources. They will be uniquely prepared for success in contemporary
organizations and a global business environment.
Access College programs and services through a broad array of personal and electronic
opportunities. They will find an excellent correlation between their lifestyle and the
College‟s locations, operating hours and well supported technology-based resources.
Virtually every eligible citizen will be able to connect with the College in a timely and
convenient manner and they will do so in continuously increasing numbers. Current and
prospective members of the College community will always be well-informed of the
College‟s programs and services.
Are treated exceptionally well by College personnel who work collaboratively in the interest
of students and the College. Employers and community members will also encounter
unsurpassed levels of service and respect.
Achieve significant career advantage as a result of the College‟s highly effective
relationships with, and responsiveness to, employers. Students will understand the relevance
of their academic work when applied in a career setting. They will take full advantage of the
College‟s outstanding assessment and career development services. Strong partnerships
between the College and employers will continuously improve curriculum and create
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opportunities for graduates.
Benefit directly from the College‟s distinctive capacity for responsiveness, innovation and
accountability. The College will be recognized for its exceptional professional development
program and high standards of performance for all personnel. The investment of College
resources will support vital strategic initiatives and the advancement of the College.
Accountability will be ensured through continuous evaluation and reporting of performance
and outcomes.
I.
5
Kent Campus and Cecil Centers
Vision, Mission, Values and Goals
2012
Mission
To serve the educational needs of our community by providing an engaging and meaningful
learning environment.
Vision
We aspire to be an engaged community of teachers and learners dedicated to providing
excellence in education and service in a collegiate setting. We strive to meet the needs of a
diverse population by attending to individual aspirations while responding to local and global
demands. We foster innovative teaching and dynamic learner-centered service to ensure that
our students achieve their goals and realize their dreams.
Values
Honoring the Past, Preparing for the Future
We value a campus culture that honors the past and embraces the future in a global
economy and knowledge-based society.
Committed to the Quest for Knowledge and Truth
We are dedicated to cultivating an environment where freedom of thought and inquiry
permeates our culture.
Emphasizing Innovation and Creativity
We seek to infuse innovative and creative practices in our work and learning
environments.
Serving Communities
We value our role in the community and respond to its needs by providing
opportunities for student engagement through service learning and volunteer service.
Engaging Students in Life-long Learning
We value life-long learning as a cornerstone of a high quality life.
Pursuing Academic Excellence
We promote rigor, integrity and collegiality in our services and programs.
Leading and Collaborating
We seek to develop leadership in our students, faculty, and staff with a collegial
team-based approach for operating responsible stewardship of our campus.
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Goals
1. Promote excellence in teaching and learning to enhance student achievement.
(College-wide Goals 1, 2, 3 and 4)
1.1.
Meet student academic needs by accommodating various levels of
achievement and learning styles.
1.2.
Maintain excellence and integrity by establishing a process of continuous
assessment and improvement of instructional and student success standards.
1.3.
Provide co-curricular programming and activities that complement the
educational mission.
1.4.
Integrate innovative practices in the teaching and learning process to stimulate
and engage students.
2. Promote innovative educational programs and curricula to prepare students for the
future. (College-wide Goals 1, 2, 3 and 4)
2.1.
Maintain the highest quality, integrity, and rigor in academic offerings.
2.2.
Offer a wide selection of courses that foster critical thinking, scholarship, and
life-long learning.
2.3.
Develop and implement educational programs and training to meet the needs
of a dynamic economy.
2.4.
Provide remedial education opportunities for students.
3. Promote the development of students, faculty and staff and the use of physical
resources so that all individuals attain their full potential. (College-wide Goals 1, 2,
3, 4 and 5)
3.1.
Increase student success by integrating and enhancing academic and student
support services.
3.2.
Recruit, develop, and retain the most highly qualified, teaching-focused
faculty to ensure that students receive extraordinary services.
3.3.
Recruit, develop, and retain the most highly qualified, student-centered staff
to ensure that students receive extraordinary services.
3.4.
Promote stewardship to ensure continued efficient, effective, responsible and
accountable use of public funds, and encourage continuous improvement by
engaging departments in a process of planning and evaluation.
3.5.
Encourage faculty, staff, and students to engage in professional dialogue and
the scholarly exchange of ideas both to share their knowledge with others and
promote their academic development.
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Kent Campus/Cecil Center
Planning, Evaluation and Budgeting Process
Mission, Goals and Objectives Development
FCCJ Mission & Values
Five Collegewide Goals
Kent Campus/Cecil Center Mission
Kent and Cecil Center Goals
(Keyed to College Goals)
Department Annual Objectives
(Keyed to Kent and Cecil Center Goals
including outcome measures)
8
Collegewide Institutional Effectiveness Structure
Mission, Vision, Values and Goals
Institutional Effectiveness Structure
The Collegewide Institutional Effectiveness Committee and its Collaboratives support ongoing, integrated and institutionwide systemic processes of planning and evaluation. These processes include a systematic review of mission, goals, and
outcomes; continuous improvement of institutional quality; and support the institution’s accreditation activities that are
specifically related to SACS institutional effectiveness standards.
Legend: I= Student Learning Outcomes; II = Operational Outcomes; III = Employee Learning Outcomes
9
Kent Campus and Cecil Center
Planning, Evaluation and Budgeting Interaction
Campus Mid-Year
Assessment
Implementation
Mid-Year Budget
Review
College Budget
Approval
College Budget
Development
Annual Unit
Objectives
Finalized
Campus Annual
Unit Objective
Revision
Campus End-ofYear Assessment
10
Annual Cycle of Planning, Evaluation and Budgeting Process
Academic Year 2012-2013 (FY 13)

May 11, 2012
End of Year Assessment (FY12)of Kent/Cecil progress and review
of proposed Annual Objectives by Campus Planning and Evaluation
Committee.

July 1, 2012
Fiscal Year begins and FY13 Plan published and linked to approved
FY13 budget.

Dec. 10, 2012
Mid –Year Assessment Report

April 11, 2013
Kent/Cecil departments develop next Annual Unit Objectives.

May 10, 2013
End of Year Assessment of Kent/Cecil progress and review of
proposed Annual Objectives by Campus Planning and Evaluation
Committee.

June 10, 2013
College Budget approved by District Board of Trustees. Kent/Cecil
budgets and Annual Unit Objectives finalized by Campus President
and Leadership Team.
11
Annual Cycle of Planning, Evaluation and Budgeting Process
Academic Year 2013-2014 (FY 14)

May 10, 2013
End of Year Assessment (FY13) of Kent/Cecil progress and review
Committee.

July 1, 2013
Fiscal Year begins and FY14 Plan published and linked to approved
FY14 budget.

Dec. 10, 2013
Mid –Year Assessment Report

April 10, 2014
Kent/Cecil departments develop next Annual Unit Objectives.

May 9, 2014
End of Year Assessment (FY14) of Kent/Cecil progress and review
Committee.

June 9, 2014
College Budget approved by District Board of Trustees. Kent/Cecil
budgets and Annual Unit Objectives finalized by Campus President
and Leadership Team.
12
Planning Teams
FY13
Dr. Margarita Cabral-Maly, Campus President
Mr. Morris Bellick, Director of Administrative Services
Ms. Sherry David, Dean of Student Success
Dr. Michael Reynolds, Dean of Liberal Arts and Sciences
Ms. Terry Sawma, Dean of Career Education
Dr. Stefanie Waschull, Dean of Liberal Arts
Mr. Paul McNamara, Director of Cecil Center North
Mr. Gene Milowicki, Director of Cecil Center South
Dr. Richard Greene, Associate Dean of Humanities & Social Sciences
Dr. Brian McDuffie, Associate Dean of Career Education
Dr. Lourdes Norman, Associate Dean of Mathematics and Natural Sciences
Ms. Christy Taylor-Pruitt, Associate Dean, Library and Learning Commons
Mr. William Barfield, Instructional Program Manager, Insurance/Real Estate/Financial Studies
Mr. Dave Dagenais, Instructional Program Manager, FAA Cert/A&P School
Dr. Nancy Sutton, Instructional Program Manager
Mr. Rich Turner, Campus Manager of Assessment & Certification
Ms. Kelly Warren, Campus Student Life and Leadership Coordinator
Ms. Pamela Williams, Campus Enrollment Leader
TBA, Campus Achievement Leader, Student Success Center
Dr. Jeff Hess, Instructional Officer
Mr. Justin Bateh, Professor of Business
Ms. Ebru Bilgili, Professor of Reading
Ms. Tracey Coughenhour (Scott), Professor of Mathematics
Mr. Jason Gibson, Professor of Humanities
Dr. Holly Masturzo, Professor of English
Mr. Robert Morris, Professor of Business
Ms. Elena Smith, Administrative Assistant II
Ms. Geri Thomas, Senior Support Specialist, Liberal Arts
13
Organizational Units
FY13
Campus President
Cecil Center
Cecil Center North
Cecil Center South (ACE)
Learning Commons (Library/Learning Center)
Library Technical Services
Director of Administrative Services
Business Office
Plant Services and Facilities
Security
Dean of Liberal Arts, Sciences and Humanities
Division of Math and Science
Applied and Fine Arts
Communications
Humanities
Languages
Social Sciences and Behavioral Sciences (SLS, Education)
Dual Enrollment
Mathematics
Natural Sciences
Environmental Science Technology
Biomedical Sciences
Dean of Career Education
Career Education Division
BAS, Supervision and Management
BS, Business Administration
Business (AS)
Computer Information Systems and Office Administration (CIS/OA)
Interior Design Technology
Institute for Financial Services
Paralegal Studies
Dean of Student Success
Center for Student Success (SS Dean) Recruitment, Enrollment Management
Assessment and Certification
Career Development Center (CDC)
14
UNIT PLAN FY2013
Organizational Program/Department:
Supporting Budget:
161151
Program/Department Mission:
Serve the campus by providing ethical and authentic leadership in collaboration with faculty,
administrators, professionals and career employees. Advocate for the Kent/Cecil initiatives and goals
through the collegewide governance process and role as a member of Senior Management.
Submitted by:
Dr. Margarita Cabral-Maly
Trends and Implications:
External Factors
Implications
National
 Reauthorization of Higher Education Bill
 Continued Economic crisis
 SACS Accountability Focus
 Federal Completion Guidelines & Tracking




Increased tension at national level by “For Profit” colleges and universities.
Unethical recruitment methods and predatory student loans.
2011 Federal Regulations for all Colleges and Universities (profit and non-profit).
Adoption of 2011 Program Integrity Regulations
New Program Integrity Accountability
Regional and State
 New Governor levels education spending
 Increased access to higher education by BAS & BS
Programs
 SUS vs. State College vs. Community College
 No PECO funding





State Budget is reduced in funding for state colleges.
State student expenditures continue to decrease.
Enrollment growth levels out.
New program growth will be limited.
No new money for facility maintenance and building.
Local
 Unemployment stable
 Economic Development increasing.
 Housing market beginning to stabilize
 Proprietary Schools expand programming
 Senate Bill 1908 requirements
 House Bill 5201
 House Bill 7135







Local foundations not offering foundation grants
Need-based scholarships will be in more demand
Social and mental health needs will increase
Crime will increase
Enrollment will increase at Florida State College to mirror unemployment statistics
Degree completion, Baccalaureate approval process, Excess Hour Surcharge
Performance, STEM, General Education and Foreign Language
Internal Factors
Implications
Campus/Center
 New BS degrees
 New Technical Certificates

College-wide
 New Faculty contract
 New BAS/BS programs approved
 GER Review and SACS Compliance Process, QEP
and Institutional Effectiveness Collaboratives .



Increased enrollment and planning for BS in Business Administration, BS in
Financial Services, and BS in Biomedical Science.
Facility, human resource and curricular efforts for BS degrees, the ASC, and
Technical Certificates.
Increased enrollment and more Ph.D. prepared faculty hired
Increased effort for assessment project and increased time expenditure for SAC
2014 Reaffirmation process.
1
STRATEGIC PLAN FY13
Department/Program: Campus President‟s Office
Goal and Strategies
1. Continue to develop and integrate policies
and programs for FSCJ, FCCT and
Pathways.
a. Align campus goals with strategic
imperatives
b. Develop new programs and
certificates
1.) Avionics and Entrepreneurship
Certificates
2.) BS in Financial Services
3.) BS in Business Administration
tracks
c. Implement BS in Bio Medical
Sciences and BS in Business
Administration
2. Evaluate the Academic Success Center
Initiative, including the redirected and
redesigned Library Commons and Tutoring
Center.
a. ASC Human Resource Reorganized
and
Staffed
Collegewide
Goal
1, 2 and 4
Campus
Goal
Timeline
2
July 1, 2012 –
June 30, 2013
Cost
Evidence of Completion

a. $0

b. $20,000


c. $100,000
2 and 3
1.4, 2.1,
2.2, 2.4,
3.1, and
3.3
July 1, 2012 June 30, 2013

a. $0

b. $0
b. Tutoring Center

2
New College Goals and
reviewed Campus
Goals
Program Approvals and
Enrollment
Enrollment in POS and
graduation rates
New course
development
Staffing pattern to
match functionality and
increased services
Staffing pattern to
match new
functionality and
increased services
Staffing pattern to
c. Faculty Resource Center
match new
functionality and
increased services
July 1, 2012 –
June 30, 2013
d. Library Commons
e. $0
(college wide)


e. Adopt New Orientation Program

July 1, 2012 –
March 30,
2013
July 1, 2012 –
June 30, 2013
No direct cost to
the campus.
3.1
July 1, 2012 –
June 30, 2013
$1,000 for
Marketing costs
3.1
July 1, 2012–
June 30, 2013
3. Participate in SACS Compliance Writers
Team.
3
2.0
4. Increase grant activity and investigate
local foundation opportunities
a. Banner Center – Aerospace Resource NGE
b. NSF-STEM
c. DOL– Environmental Grant
d. Aviation (ASEF Scholarships)
e. CDL simulation and scholarships Perkins
5. Continue to enhance the service in the
Student Success Center and integrate it
with Liberal Arts, Workforce, and Cecil
Center functional areas.
6. 2012-2013 Facilities CIP Plan adoption
and action
a. CDL Phase I
5
3.5
2 and 3
2 and 4

No cost (campus 
overhead and
cannot be
determined)

a. CDL Phase I - 
3
Success rates have
improved by 5%
Enrollment and success
statistics
Persistence rates
increase by 5%
Submission of
Certificates to SACS
Xitracs Site.
Grant Awards and
funded Foundation
Initiatives
Minutes of Student
Services, Liberal Arts,
and Career Education
meetings
Certificate of
b. CDL Phase II
c. Renovate/Remodel Buildings A, B,
C, D, E & F
7. Implement yearlong employee recognition
program through:
a. Service Awards Luncheon
b. Administrative Professional‟s Day
c. Outstanding Employee Group Award
Nominations
d. New Faculty and mentor luncheon
e. Employee of the Month
8. Enhance and celebrate the intellectual
climate of the campus/centers by
providing leadership and support for
activities such as public lectures,
demonstrations, speakers registry,
colloquial professional development.
Encourage faculty to share content,
expertise and talents outside the
classroom venue. (e.g. Earth Day,
Liberal Arts Day, and Astronomy Day)
9. Expand programming scope of the Cecil
Center to include:
a. BS in Early Childhood Education
b. BAS in Supervision and Management
c. AS in Environmental Sciences
d. Pathways Academy
e. Professional Pilot
10. Engage in curriculum development for
BS in Business Administration, Finance,
Accounting and Budget Analyst,
$2.5M
b. $2.1M
c. TBA

Occupancy
2013 CIP Plan
submission
5
3.1
July 1, 2012 –
June 30, 2013
$6,000

Completion of special
events and awardee
participation.
1 and 3
1.2, 1.3,
1.4, 2.2,
and 3.1
July 1, 2012 –
June 30, 2013
$15,000

List of events and
attendees
Programs
Creation of new events
such as Space Festival
GER outcomes and
assessment progress



1,2 and 4
2.1, 2.2,
2.3, and
2.4
July 1, 2012 –
June 30, 2013
$60,000
(new Physics
Professor)
$60,000
(new Pilot
Instructor)

Enrollment statistics,
FTE growth, and
economic development
initiatives.
1 and 2
2.1, 2.2,
2.3 and
3.3
July 1, 2012 –
June 30, 2013
Course
development
costs for 20 new

Course syllabi are
submitted and
deliverables for OPS
4
Biomedical Sciences, Avionics,
Environmental Sciences and BS in
Financial Services..
11. Expend the Center for Economic
Education
12Support Biomedical Science Lab
Expansion
courses x 2,000
= $40,000
1,2 and 4
3 and 5
2
Ongoing
July 1, 2012 –
June 30, 2013
2
5
$25,000
materials,
student worker
and faculty reassign time
$750,000
contracts complete.



Business Plan adopted
by SRW
Activities documented
Center use tracked
Project completion
STRATEGIC PLAN FY2013
DEPARTMENT/PROGRAM: CAMPUS PRESIDENT‟S OFFICE
Justification and Need
Resources
Cost, GL Code and Budget Source
Goal No. 1: Continue to develop and integrate policies and programs for FSCJ, FCCT, and Pathways.
Increased economic development and green
sustainability initiatives are paramount for the
College as it enters the next decade. New jobs,
economic sustainability and environmental
sustainability are College and campus
priorities.
The FY13 College Budget
(operational), State of Florida
appropriations, tuition and grants.
College Budget for Staffing Plan, PECO for
ASEF, ASC, and Commercial Vehicle Driving
Facility.
Goal No. 2: Evaluate the Academic Success Center Initiative, including the redirected and redesigned Library Commons and
Tutoring Center.
Over 78% of the entering students at FSCJ and Capital Improvement Budget for
College and Campus Budget
FCCT are underprepared and the College must Renovation and College Budget
implement a new student “Orientation Process” funded for remodeling. Campus
and implement a comprehensive, technology
budget for Enhanced FF&E
Campus budgets: 163328.66504
supported Student Success Center Concept.
opportunities and staffing
161153.70501
reorganization.
161153.70601
161153.70602
Goal No. 3: Participate in the SACS Compliance Writer‟s Team
Write, edit and approve assigned SACS
Office of Accreditation and
compliance standards and present final editions Institutional Effectiveness.
by October 2012.
6
Not applicable.
Goal No. 4: Increase grant activity and investigate local foundation opportunities.
Over the past three fiscal years, the recurring
 Federal Programs – NSF, Cannot be determined at this time.
and non-recurring expenditures have out
FAA, DOL
stripped the revenue sources. Kent/Cecil needs
 Florida State Budget and
to increase its competiveness in the federal,
Division Initiatives,
state and foundation grant venue. Projects,
WorkSource and WFI
programs and staffing can be supported and
 Local and State
enhanced through external funding.
Foundations as identified
by Resource Development
and Foundation
Goal No. 5 Goal: Continue to enhance the service in the Student Success Center and integrate it with Liberal Arts,
Workforce and Cecil Center functional areas.
The academic and student success sides of the
$1,000 (161151)
 VP of Student Success
house need to work cooperatively and support
 Dean of Student Success
the integrated functions.
 Campus President
Increased retention of students is the desired
 Student Success staff
output and attracting high school students.
Students have demonstrated a need and desire
to be served in the virtual environment.
Kent/Cecil will support the collegewide
implementation of the “Welcome Center”
concept and will inaugurate campus practices to
provide a seamless service environment.
Goal No. 6: 2012-2013 Facilities CIP Plan adoption and action.
7
The Cecil demographics continue to grow and
shift. Cecil FTE has increased by 100% in
FY10, so a plan to support the growth with
regard to physical plant needs to be enacted and
documented for forward funded PECO funds.
Goal No. 7



State PECO funds for
CDL Phase I
Capital Improvement
Funds for CDL – Phase II
Kent Ren/Rem
$2.5M
$2.1M
TBA
Goal: Implement yearlong employee recognition program
Increase employee morale through enhanced
recognition opportunities.


Campus Budget
CATL
$6,000 (161151/66504)
Goal No. 8: Enhance and celebrate the intellectual climate of the campus/centers by providing leadership and support for
activities such as public lectures, demonstrations, speaker‟s registry, colloquial professional development. Encourage faculty
to share content expertise and talents outside the classroom venue (e.g. Earth Day, Liberal Arts Day and Astronomy Day).
As a State College, scholarly activities and
community engagement are essential elements
of academic life.
Operational Budget
$15,000
Campus
Liberal Arts Budget and Campus President‟s.
Liberal Arts budget: 146031.65007
146031.64509
146031.66504
President‟s budget: 161151.65007
161151.64509
161151.66504
Goal No. 9: Expand programming and scope of the Cecil Center to include: BS in Early Childhood Education, BAS in
Supervision and Management, AS in Environmental Sciences, Pathways expansion.
8
The Westside has experienced growth and
increased educational opportunities must be
initiated to match growth and opportunities.
$60,000 in faculty from
operational budget.
Use LA Budget for staff positions.
Goal No. 10: Engage in curriculum development for BS in Business Administration, Finance, Accounting, Budget Analyst,
Human Services, Environmental Science, and BS in Financial Services and the respective concentrations.
The BS in Business Administration degree with Campus Budget Fund I Request
OPS contracts for faculty course development
concentrations in general business, human
for $20,000
$40,000
resources, business analyst, social
entrepreneurship and finance and accounting
will attract a large and diverse audience to
FSCJ. New courses in each of the
concentrations need to be developed.
Goal No. 11: Expend the Center for Economic Education
Financial Literacy and financial planning are
Campus budget – Liberal Arts
two critical elements in creating a “generally
educationed” student. Working with the State
of Florida, Council on Economic Education.
The college will create and staff a resource
center for Duval and Nassau Counties K-12
schools for inservice training and resources and
support FSCJ financial literacy initiatives.
Goal No. 12. Support Biomedical Science Lab Expansion
Support Biomedical Science Lab Expansion
College Capitalization Fund
9
$25,000 in re-assign time from Liberal Arts
Budget.
$750,000
10
UNIT PLAN FY2013
Supporting Budget:
Cecil Center
146033 Educational Programs; 170109 Plant Maintenance; 112645 Commercial Driving
112646 Commercial Driving Fees; 141017 Library; 113201 ABE; 113241 Pathways
Provide superior educational opportunities, excellent teaching, and outstanding customer service
leading to exceptional student learning, achievement, and success.
Paul D. McNamara, Executive Director
Submitted by:
External Factors
National
 Continued slow recovery of national economy
 Divisive national politics
 Unemployment rate and job creation
 Fuel prices continue to trend upward beyond $4.00
per gallon
Regional and State
 Recessive regional and state economy equates to
increasingly lower state revenues negatively
impacting legislative funding of higher education.
 Stagnate commercial development and slow
economic recovery continues to be reflected in the
continued unemployment rate of 8%+
Local
 Severely underprepared students seeking a college
education
 Improved employment trends - albeit low
Implications








The major implications of national economic events include continued high
unemployment rates and fewer job opportunities for college graduates.
Increasing unemployment rates have an inverse effect on college enrollment –
unemployed workers seek to improve their education and return to college to
complete degrees or change careers.
Fuel prices cause students to make campus choices to minimize commute
Construction remains slow and housing prices continue fall below pre-recession
values, prompting cautious consumer spending and low sales tax collections.
The state budget shortfall continues to negatively impact state investments in
education.
The net result is reduced state funding and low investment in education
Underprepared students place greater demands for developmental and remedial
programs resources
While the economy has stabilized the national political climate continues to
stall significant economic recovery and job creation
11
Internal Factors
Campus/Center
 Center Staff
Implications


College-wide
 Facilities
 Tuition Increases


The Cecil Center staff is well-trained, qualified, and exhibit a high degree of
customer service.
The culture of Cecil Center focuses on positive faculty and student experience
in support of teaching and learning.
Facilities continue to face the challenge of maintaining the physical plant and
grounds with reduced funding. Potential impact on overall image translating to
potential impact on enrollment decisions.
Positive impact on revenue coupled with potential negative impact on
enrollment. Students continue to struggle with the economies of the cost of
living and the expenses related to education.
12
Cecil Center Executive Director
Goal and Strategies
1. Collaborate with Liberal Arts and Sciences
and Workforce Deans to ensure courses
offered at Cecil Center meet the needs of
the students and are consistent with the
College Mission and Goals
2. Oversee the construction of the CVDF
education building – Phase II of the project
3. Recruit, hire, and training IPM for CVD
Program
4. Manage Energy Storage Systems Learning
Center project during capital fund
campaign in collaboration with College
Foundation.
5. Recruit and retain advisory committee
members for CVD Program
6. Plan dedication event for CVDF
Collegewide
Goal
1,2,3,4
Campus
Goal
1,2,3
1,2,3,4,5
1,2,3
1,2,3,4,5
1,2,3
1,2,3,4,5
1,2,3
5
1,2,3
3,4,5
1,2,3
7. Continue to influence, promote and shape
the culture of Cecil Center as a single entity
with multiple units (Academic, CE,
3,4,5
Business)
8. Represent and promote the College and
Cecil Center at community meetings and
Timeline
Ongoing and
continuous throughout
the academic year.
July 2012 through
October 2012
April 2012 – July
2012
Continuous through
completion of project
July 2012 through
FY13
October 2012 –
February 2013
Cost
N/A
$1.9M College
funded
Funded by
Program Budget
$10M
N/A
TBD
N/A
1,2,3
Continuous initiative
N/A
13



Course schedules
Team Review
Student satisfaction
surveys
Construction completion
and occupancy
IPM Candidate Hired
Successful capital fund
campaign.
Active, engaged, impactful
advisory committee.
Successful dedication event
in conjunction with DBOT
Meeting at Cecil Center
Unified, committed Cecil
Center team (faculty, staff).
Report events and
presentations delivered to
events.
1,2,3,4,5
3
Throughout FY13
14
groups.
CECIL CENTER EXECUTIVE DIRECTOR
Resources
Goal No. 1 Goal: Collaborate with Liberal Arts and Sciences and Workforce Deans to ensure courses offered at Cecil Center
meet the needs of the students and are consistent with the College Mission and Goals
Justification: Continue growth and
 Deans
development of Cecil Center is dependent
 Enrollment Reports
upon meeting the course and program
 Survey Results
needs of students who choose Cecil as
their “campus of choice.”
Need: Student surveys continue to
support this goal. As gas prices continue
to increase, students will select campuses
where their course requirements may be
met with minimal commute between
campuses.
Goal No. 2 Goal: Oversee the construction and completion of the CVDF education building – Phase II of the project
Justification: Responsibility of Executive
$1.9M College Funded
 Kent/Cecil DAS
Director to oversee construction projects.
 Cecil Center Maintenance Site Mgr.
 Facilities team
Need: Work with the project manager,
 Construction meetings
Kent DAS, architects, contractor, and the
 Contractor
Site Manager, the executive director will
ensure the project meets the vision, plans,
time lines, and expectations of the college.
15
Goal No. 3 Goal: Recruit, hire, train, and develop Instructional Program Manager for CVD Program
Justification: The program requires
regular oversight, development,
management, instructor recruitment,
training and development, vehicle
maintenance and replacement, program
expansion and development, collaboration
with advisory committee members, and
program assessment.


Position funded by program budget
HR
Staff support
Need: The Commercial Vehicle Driving
Program IPM position is vacant.
Goal No. 4 Goal: Manage Energy Storage Systems Learning Center project during capital fund campaign in collaboration
with College Foundation
16
Justification: The driving factor for the
center is the newly constructed Saft
battery manufacturing plant located 1 mile
north of Cecil Center. The potential and
possibilities for renewable energy
programs, research, training, and
development and the geographic location
of both Cecil Center and the Saft plant
make this project a logical fit for the
College.



Land Donor
Funding Sources
Grants
Need: As the need for renewable energy
sources and the storage of electricity
generated during peak conditions become
more evident and important, education of
students and training of the energy
workforce are needed to sustain the
industry.
Goal No. 5 Goal: Recruit and retain advisory committee members for CVD Program
17


$10M
Source: Donations and
Contributions
Justification: Compliance with College
policy and federal law dictates that
vocational programs receiving federal
funds are required to have advisory
committees.




Current Members
Instructors
Staff
Time to personally contact and
recruit new members
Need: The state of the CVD advisory
committee necessitates a concerted effort
by management, faculty, and staff to
refresh the membership with industry
members who are active stakeholders and
beneficiaries of the qualified students that
complete the program. Current, relevant
advise from members as well as the
potential for scholarships and equipment
are the mainstays of the committee.
Goal No. 6 Goal: Plan dedication event for Commercial Vehicle Driving Facility
Justification: It is customary to dedicate
newly completed facilities to celebrate
and recognize the related campus and
program.
Need: Dedication events raise awareness
within the College Community, City of
Jacksonville, Community leaders, and the
Northeast Florida region. A public event
celebrates the people and recognizes their
efforts.






College Administration Staff
Kent/Cecil Staff
Program Staff
Advisory Committee Members
Industry Representatives
State DOT Representative
18

TBD
Goal No. 7 Goal: Continue to influence, promote, and shape the culture of Cecil Center to achieve a unified, cohesive team.
Justification: Unlike a traditional
campus, the geographical dispersion, unit
cultures, and history of Cecil Center
impose a challenge to establishing the
mindset and ultimate culture of a single
campus entity with multiple sub-units.






College Leadership
Campus Leadership
Center Leadership
Marketing
Faculty
Staff
Need: There is a definitive need to shape
the culture by influencing the leadership,
faculty, staff, and the College-at-Large
that the center is comprised of
interdependent components that
collectively comprise Cecil Center.
Goal No. 8 Goal: Represent and promote the College and Cecil Center at community meetings and events
19
Justification: Promoting the College and
Cecil Center is an integral to the duties
and responsibilities of the Executive
Director position. Maintaining a
community presence as a representative of
the College facilitates awareness,
recruitment, and support.
Need: Community associations and
groups have a regular need for community
leaders to make presentations on behalf of
their organization and share important
information and facts.







Southwest Citizen‟s Planning and
Advisory Committee
Westside Business Leaders
Association
Westside Community Homeowner‟s
Association
Homeowner‟s Associations
Civic Groups
Schools
Chambers of Commerce
20



In-district travel
GL: 60501
Center Budget: 146033
STRATEGIC PLAN FY13
Cecil Center Learning & Library Commons
Goal and Strategies
Collegewide Goal
Campus
Goal
Timeline
1. Purge and update Library resources
Increase Advising and Financial Aid
programs awareness for staff through
training
2. Replace Library computer chairs
Cost
1,2,3,4
1,2,3
Throughout FY13
TBD: Funded
Evidenced by numbers
through
purged and replaced
Library Budget
1,2,3,4
1,2,3
Throughout FY13
Completion of training
1,2,3,4
1,2,3
June 2013
21
TBD
Replacement of chairs
STRATEGIC PLAN FY13
CECIL CENTER LIBRARY AND LEARNING COMMONS
Resources
Goal No. 1: Purge and update Library resources
Justification: Purge and update Library resources to
match current social economic conditions in support of
programs and classes per faculty requests.
1. Faculty
2. Staff
Need: Library resources must reflect current teaching
needs and trends in order to add value to teaching and
learning, and student achievement.
Goal No. 2: Increase Advising and Financial Aid programs awareness for staff
Justification: Student advising and financial
programs are constantly changing with regards to
rules, policies and documentation.
1. Staff
2. Training/Knowledge Source
3. Time
Need: Increase advisors knowledge and awareness
of procedures and requirements to help keep students
informed of their rights and responsibilities.
Goal No. 3: Replace Library computer chairs
22
Cost: TBD
Budget: 141017
Justification: Due to use and time the spring-loaded
computer chairs are losing the tension in the frame of
the chair. The loss of tension causes the chair
support to fail and an unsafe condition for the
students. There are 33 Chairs in the LLC with the
plan to replace 15 in FY13 and 18 in FY14.
3. Total Office Solutions
4. Staff
Need: To prevent possible injury to students, replace
the chairs with a different style of chair and still
conform to the existing library furniture scheme.
23


$5,887.90
Strategic Plan Budget
STRATEGIC PLAN FY13
Cecil Information Technology
Goal and Strategies
1. Continue IT maintenance, including
but not limited to: classrooms,
security cameras, servers, and
audio/visual systems
2. Evaluate, recommend, and implement
classroom IT equipment upgrades
Collegewide Goal
4
4
Campus
Goal
Timeline
Cost
1, 2, 3
Ongoing and
continuous
TBD as
Required
1, 2, 3
Ongoing and
continuous
TBD as
Required
 Faculty, Staff, & Student
satisfaction
 Minimal down time or
failure
 As required
STRATEGIC PLAN FY13
CECIL CENTER INFORMATION TECHNOLOGY
Resources
Goal No. 1: Continuation of routine and preventative IT maintenance
Justification: To fulfill the College‟s commitment to
 Cecil IT staff
high quality courses, services and learning
 Deerwood support as
environments
necessary
 IT Budget
Need: Continue IT maintenance, including but not
limited to: classrooms, security cameras, servers, and
audio/visual systems
Goal No. 2: Evaluate, recommend, and implement classroom IT equipment upgrades
24


As required
TBD
Justification: The college‟s commitment to advanced
academic technology
Need: Evaluate, recommend, and implement classroom
IT equipment upgrades including upgrades or repairs
to: audio/visual equipment, classroom computers,
instructor computers, and class projectors.


IT staff
Purchasing of appropriate
equipment as necessary
25


As Necessary and Required
Budget: TBD
STRATEGIC PLAN FY 13
Cecil Center Business Office
Goal and Strategies
1. Business Office staff will attend
training for professional development.
2. Assist with implementation of new
payroll process.
Collegewide Goal
Campus
Goal
3&4
3.1
Throughout FY13
3&4
3.1
Throughout FY13
Timeline
Cost
Payroll process
implemented
CECIL CENTER BUSINESS OFFICE
Resources
Goal No. 1: Professional Development Training
Justification: Be more effective in job.

Staff Training Opportunities

Payroll Department Staff
Need: Increase the effectiveness of the Business
Office.
Goal No 2: Implement New Payroll Process
Justification: New process will facilitate a more
efficient procedure that will expedite employee
leave processing.
Need: Reduce the number of man hours to complete
task.
26


Cost: TBD
In-District Travel
27
Cecil Center Maintenance
Goal and Strategies
1. Maintain pristine, clean, safe, healthy,
and functional physical plant.
2. Completion of Commercial Vehicle
Driving Educational Building (G).
3. Painting of classrooms in building H
and K
4. Work with Boy Scouts of America
and other volunteers to complete a
nature trail
5. Directional signage for Cecil Center
6. Installation of 120 volt service to the
covered structures on the CVD skills
range.
Collegewide Goal
Campus
Goal
Timeline
Cost
3&4
3
Ongoing and
Continuous
1, 3, & 4
3&4
3
3
October 2012
January 2013
Funded
Approx.
$15,000
1, 3, & 4
3
June 2013
$5,000
4
3
June 2013
3&4
3
June 2013
28
Fund 1 Budget
Student and Staff
Satisfaction of the center
Occupancy of the
building in October
Classrooms painted
Nature trail open
Directional signs
installed
$9,000
Installation of power
CECIL CENTER MAINTENANCE
Resources
Goal No. 1: Maintain pristine, clean, safe, healthy, and functional physical plant
Continue to create a culture of a clean, safe, and well
maintained learning environment for students,
faculty, staff, and visitors to Cecil Center.



Maintenance budget 17010000170109
College resources
Facilities Staff
Kent DAS
Contractor

Fully funded by the college.
College approved contractor


Estimate: $15,000
Budget request will be
submitted for 17010000170109-64509
Center maintenance staff
Annual service contracts
Goal No. 2: Completion of Commercial Vehicle Driving Educational Building G
Complete building G at Cecil Center for the
Commercial Vehicle Driving Training program.




Goal No. 3: Painting of classrooms in buildings H and K
The classrooms in Buildings H and K are overdue
for a fresh coat of paint. It has been approx. 10 years
since the classrooms were painted. This project will
brighten the rooms and provide a cleaner
environment for the students of Cecil Center.

29
Goal No. 4: Nature trail for Cecil Center
Justification and Need: The environmental program
at Cecil Center utilizes the wooded areas on FSCJ
property surrounding the Center. Currently there are
no paths for students to traverse the property in their
exploration projects. A designated path will afford
faculty and students a safe means by which to
explore the property in the course of their teaching
and learning.
The Boy Scouts of America has
communicated the idea of creating a
nature trail on Cecil Center property.
The trail construction will be a project
for a Scout working on his Eagle Scout
badge. In collaboration with Cecil
Center Facilities, Scout Leaders will
supervise the Scout and the construction
of the trail.



$2000
The majority of the cost will be
funded by the Scout as part of
his Eagle Scout badge. The
Scout is required to generate
the funds for his project.
17010000-170109-62503


TBD
Campus Budget
Goal No. 5: Directional signage for Cecil Center
Justification: Even with the small size of the main
Cecil Center Student Success and Business Offices,
students and visitors have difficulty navigating their
way to offices.

Contracted sign company
Need: Provide way-finding signage for students and
guests of Cecil Center. The signage will provide
user-friendly descriptions of the student support
services locations.
Goal No. 6: Installation of 120 volt service to the covered structures on the CVD skills range.
30
There is currently no 120 volt service to the covered
student areas on the CVD skills range. With the
addition of evening classes there is a need for lights
under the 4 pavilions located on the skills range.
With electrical service misting fans may be added to
help keep the students cool during the summer
months thereby minimizing the potential of heatrelated illness of the students.

Delivery order contractor


31
$9,000 for the electrical
upgrades
Cecil Center Security
Goal and Strategies
1) Establish a Cecil Center Security
dispatch office in Building-A and
installation of radio base station.
2) Install cameras in Building-H
(Hangar 14)
3) Purchase a golf cart for Cecil
Security
4) Install a College gate controller on
gate #33 (the vehicle drive thru gate) at
Building-H (Hangar-14).
5) Convert all two-way radios from
analog to digital
6) Establish a part time Security Officer
position at Cecil Center to cover
weekend operations
7) Install a door mounted spotlight on
the security patrol unit
Collegewide Goal
Campus
Goal
Timeline
Cost
3&4
3.1
December 2012
$1,325.00
Operational Dispatch
Center
3&4
3.1
June 2013
$10,000
Camera installation
3&4
3.1
May 2013
$3,000.00
Cart purchased
3&4
3.1
June 2013
TBD
3&4
3.1
June 2013
$5,320.00
Purchase and installation
of equipment
Purchase and
deployment of radios
3&4
3.1
June 2013
$17,000
Annually
December 2012
$200.00
3&4
3.1
32
Approval, hiring, and
assignment of officer
of spotlight
CECIL CENTER SECURITY
Resources
Goal No. 1: Establish a Cecil Center Security Dispatch Center.
Justification: Currently there are two security desks at
All resources are on hand to
Cecil Center. Establishing a dispatch center would
develop a dispatch center.
eliminate one of the desks. The dispatch center will be
manned for approximately sixteen (16) hours a day. It will
provide one central location to contact for all security
services.
Hasty‟s Communications
Install a radio base station to improve response time and
communications.
Needs:




No Cost
$1,325.00
Hasty‟s Communications quote
dated 4/9/2012. Includes
installation.
Goal No. 2: Install cameras in Building-H (Hangar-14)
Justification: Hangar 14 is the only FSCJ building at Cecil
that does not have security cameras installed. There are
millions of dollars of equipment housed in the hangar that
is not under security surveillance via cameras.


Cecil Center IT
Deerwood IT
Needs: All buildings at Cecil must be under constant
surveillance by both live security patrols and remote via
cameras.
33
 Approximately $1,000.00 each
plus installation
 Estimated number of cameras:
Eight (8)
 Source: Strategic Plan Budget
Goal No. 3: Purchase a golf cart for Cecil Security
Justification: A more rapid response time to the remote
area of the campus for example the skills pad. Quicker
and more frequent patrols of the facility. Increase security
presence.

College Vehicle Fund



$3,000.00
College Vehicle Fund or
Needs: Enhanced mobility and patrols while reducing fuel
cost of security vehicle.
Goal No. 4: Install a College owned and controlled gate opener on the vehicle gate at Building-H (Hangar-14)
Justification: By request of JAA, Cecil Airport
Needs: Tennant owned and controlled gate opener.



Facilities
JAA
Deerwood IT
Goal No. 5: Covert Center Security radios from analog to digital.
34


TBD
Justification: Digital radios are more efficient particularly
when paired with the installed digital capable repeater.
Radio communication becomes more reliable thereby
increasing security and safety for students and staff.


Digital repeater already
installed
Hasty‟s Communications


Eight (8) digital radios at a cost
of $5320.00 per Hasty‟s
communications quote dated
4/9/2012. Includes set-up.
Needs: Enhanced radio communication and more rapid
response time to calls.
Goal No. 6: Establish a Part Time Security Officer position at Cecil Center to cover weekend operations
Justification and Need:
The incidence of classes, flight training, and commercial
vehicle driving conducted on the weekends justifies the
need for FSCJ Security Officer presence and authority.



Local approval
Executive Cabinet Approval
Funding
Goal No. 7: Install a spot light on the security patrol vehicle.
35



$13.00 dollars per hour
$17,000 Annually based upon
weekend only assignment
Security personnel budget when
approved
Justification: The spot light will be used at night when
patrolling around buildings, parking lots and equipment
areas including the CVD facility and equipment.

College Automotive
Maintenance Shop
Needs: Currently security relies upon ambient light,
vehicle headlights, and personal flashlights.
36


$200.00
Security Budget
STRATEGIC PLAN FY13
Commercial Vehicle Driving Program
Goal and Strategies
1. Fleet renewal – Replacement of
aging training vehicles – 1 per
year.
Collegewide
Goal
1,4
Campus
Goal
1,2
Timeline
Jan - June
1,4
1,2
July – December
and Ongoing
3. Class „B‟ Curriculum, assessment,
development and implementation
1,4
1,2
July – December
4. Fleet preventative maintenance
schedule
1,4
1,2
July – June
2. Increase Adjunct Instructor Staff
5. Recruitment and retention of
advisory committee
Cost
$60K – From
college vehicle
replacement fund
From Program
Budget
N/A
From Program
budget – no
additional cost
expected
Vehicle purchase
Hiring and assignment of
Adjunct instructors
Completed curriculum and
Program Offering
Implementation and
application of developed
schedule
N/A
1,4
1,2
July – June
1,4
1,2
July - June
6. Procurement of a flat-bed trailer
37
$10,000
Active advisory
committee
Purchase/procurement of
flat-bed trailer
CECIL CENTER COMMERCIAL VEHICLE DRIVING PROGRAM
Resources
Goal No. 1: Fleet Renewal
Due to the age of the four trucks used in the
commercial vehicle driving program, the cost to
maintain each vehicle continues to escalate to the
point that calls for planned replacement. Each
vehicle is twelve years old with well over
850,000 miles. The engines are reaching there
usable life which is typically no more than 1
million miles. While not expected, the likely
hood of catastrophic failure is high.


Purchasing to assist with RFP
and ITB
Truck vendors


$60K
College Vehicle Replacement
Budget


HR
Qualified applicants

Program Budget
Goal No. 2: Increase Adjunct Instructor Staff
Continued growth of the program and the need
for a broader instructor pool renders the current
instructor staffing levels inadequate to meet the
training demands.
Goal No. 3: Class „B‟ curriculum assessment, development and implementation
38
There is an industry need for licensed class „B‟
drivers. A thorough analysis of the need,
collaboration with the transportation community,
and a determination of how to best meet the
training need will be accomplished in FY 2013.




Advisory Committee
Transportation Companies
Users of Class „B‟ Vehicles
Existing staff and equipment

Program Budget
IPM
Instructors
Maintenance Companies

Program Budget




$10,000
Strategic Plan Budget or
Vehicle Replacement Budget or
Possible Donation
Goal No. 4: Fleet Preventative Maintenance Schedule
A comprehensive preventative maintenance plan
for the CVD tractors and trailers will facilitate
identification and repair of potential failures
while ensuring the fleet is in the best possible
operating condition.



Goal No. 5: Recruitment and retention of advisory committee
Having an active advisory committee is not only
a requirement of the college but vital to a
programs growth and success. Retention of
current active members and recruitment of new
members ensures that the program meets the
needs of the transportation industry.




Current Advisory Committee
Members
Transportation Companies
Distribution Companies
Related businesses


Trailer vendors
Advisory Committee
Goal No. 6: Procurement of a flat-bed trailer
A flat-bed trailer will facilitate a broader scope
of training that allows for hands-on learning of
cargo securement. The acquisition also enables
instructional staff to better fulfill the intent of the
curriculum learning objectives.
39
Pathways High School Equivalency – Cecil Center
Goal and Strategies
1. Faculty development - conduct faculty
meetings bimonthly to discuss program
needs, conduct training, and address
challenges
2. Professional development for Student
Affairs Advisor and Retention Specialist
3. Implement classroom instruction based
on specific discipline/cooperative
learning model and begin developing
curriculum to prepare for release of new
GED® Test in 2014
4. Hire full time faculty member to fill
vacant position
5. Hire support staff to assist with special
projects within the Pathways HSE
program
6. Continue to manage the Pathways HSE
model to ensure student success
Collegewide
Goal
Campus
Goal
Timeline
1,2,3
Ongoing and
continuous
1,4
1,2,3
Ongoing and
continuous
1,2,3,4,5
1,2,3
Ongoing and
continuous
1,4
1,2,3
August 2012
1,4
1,4
1,4
August 2012
1,2,3
Ongoing and
continuous
40
Cost


Meetings conducted
Outcomes
Completion of courses and
workshops relevant to
position
Course schedule reflects
separation of subject areas
by specialization; new
materials/strategies
implemented as they
become available
Supported by
Program Budget
Supported by
Program Budget
Hiring process completed
Hiring process completed
HSE diplomas awarded;
Transition into FCCT/FSCJ
programs
PATHWAYS HIGH SCHOOL COMPLETION
Resources
Goal No. 1: Faculty Development - Conduct faculty meetings bimonthly to discuss program needs, conduct training, address
challenges
Justification: The College‟s commitment to the
1. Program Manager – shared
undereducated and the need to serve this population.
with North Campus
2. Student Affairs
Advisor/Retention Specialist
Need:
3.
Support Staff
 Ongoing training of faculty and staff to ensure
student success
 Maintain effective communication between
Pathways High School Equivalency district office
and Cecil Center faculty and staff to run program
effectively
Goal No. 2: Professional Development for Student Affairs Advisor and Retention Specialist
41
Justification: The College‟s commitment to serving
the needs of the undereducated in the community
1. AFPD (Academy for
Professional Development)
Need:
 Prepare for upcoming release of GED® Test in
2014
2. Pathways HSE professional
development training
opportunities

3. Region II Adult Education
Training
Increase knowledge of College and Florida Coast
Career Tech programs to assist students with
transition to postsecondary programs upon
completion of Pathways HSE program

Attend additional AFPD Orion training to be able
to advise and register students more efficiently
Goal No. 3: Implement classroom instruction based on specific discipline/cooperative learning model and begin developing
curriculum to prepare for release of new GED® Test in 2014
1. Program Manager
2. Faculty/Adjunct instructors
3. Student Affairs Advisor/Retention
Specialist
Need:
4.
Cecil Center Assessment Center
 Assist currently enrolled students with completion
of high school credential prior to introduction of
2014 test

Prepare curriculum to meet anticipated changes in
2014 GED® Test
Goal No. 4: Hire new full time faculty to fill vacant position
42
Need:
 In addition to teaching responsibilities, full time
faculty will assist with developing class schedules,
completing book orders, developing curriculum,
and mentoring of adjunct instructors
1.
2.
3.
4.
Program Manager
Screening Committee
Executive Director
Support staff
Goal No.5: Hire support staff to assist with special projects within the Pathways High School Equivalency program
Justification: To provide assistance to the Pathways
HSE program to ensure student success and to assist
with operational tasks of the Pathways HSE program

Program Manager


Budget 113241
GL 57000 TPT Career staff
Need:
To assist with departmental duties such as encoding,
registration, and budget management which are
currently completed by Cecil Center support staff
Goal No. 6: Continue to manage the Pathways High School Equivalency model to ensure student success
Need:
 High school graduation rates are less than 60%.
 Student demand
 Pathways HSE students can transition to
Florida State College at Jacksonville or Florida
Coast Career Tech programs
 Regional Workforce needs
1. Program Manager
2. Faculty/Adjunct instructors
3. Student Affairs Advisor/ Retention
Specialist
4. Cecil Center Assessment Center
5. Support Staff
43

GED/ABE budget
44
UNIT PLAN FY2013
Cecil Center: Aviation Center of Excellence
Supporting Budgets:
112604, 112640, 112643, 112644, 146043, 247680, 247682, 247683, 247684, 247140
To serve our students with the highest quality education and training possible in their chosen career
fields within aviation and aerospace. To serve the aviation and aerospace industry in Northeast Florida
with industry-driven training and education that provides a quality pipeline of qualified aviation and
aerospace workers. To promote economic prosperity through continuous opportunities for human
capital development within the aviation and aerospace workforces in our region and throughout the
state.
Gene V. Milowicki, Director, Aviation Programs
Submitted by:
External Factors
Implications
National
1) Economic downturn in 2008 and ongoing
recession/sluggish economic recovery continue to be felt
nationally in 2012. General Aviation (GA), Business
Aviation, and Part 121 airline operations have historically
mirrored the national economy with delayed and amplified
effects in times of both prosperity and economic
slowdown. Worldwide strife, natural disasters, and
political upheaval in the Middle East and Arab world
continue to drive market uncertainty, resulting in
historically high energy prices, compounding the effects
on the air transportation and general aviation sectors.
Uncertainty is curbing entrepreneurial initiatives across all
1) Signs of a weak economic recovery are encouraging, but not yet convincing. Recent
2012 surveys show that 6 out of 10 Americans still believe we are in a recession,
despite government assurances of a recovery, however anemic it might be. Aircraft
manufacturers, in particular, and all supporting segments of the industry are still
experiencing hard times, with some, such as Hawker Beechcraft, on the verge of
bankruptcy. Recovery in the GA sector and in regional and major airline travel
generally lags the economic recovery, but can expect to be amplified in the positive
direction with increased aircraft orders, airline operations, and supporting activities.
Quality education and training will be a required component to fuel the economic
recovery, once it has decidedly begun. Florida State College‟s Aviation Center is
experiencing record enrollments, and we expect this trend to continue. There is a
predicted hiring cycle coming for airline pilots. If and when the economy recovers, we
45
sectors of the economy.
expect aviation and aerospace to rebound sharply to meet the needs of industry and
business.
2) Legislative action in the U.S. Congress, especially
Public Law 111-216, the Airline Safety and Federal
Aviation Administration Extension Act of 2010, in
response to recent high profile regional carrier accidents
has changed the GA path for aspiring professional pilots,
with a pending official change in Federal Aviation
Regulations coming in the very near future. Based on the
NPRM (Notice of Proposed Rulemaking), we can expect
that aspiring regional and major airline pilots will need a
minimum of an Airline Transport Pilot certificate and
1500 flight hours to secure an entry-level position. This is
a radical departure from the traditional pipeline to airline
pilot jobs, and will implement in August 2013.
2) Changes in laws and FAA regulations for flight training and minimum First Officer
pilot qualifications will profoundly change the typical GA paths to the regional carriers
and the airlines in favor of accredited collegiate flight training and education programs.
This will require the Aviation Center of Excellence to modify our programs and gain
aviation accreditation. Currently, the proposed new rules will only offer easement to
the 1500 hour requirement (down to 1000 hours) for those students who accomplish
their flight training commensurate with enrollment in a four-year aviation degree
program. This gives us a new sense of urgency to establish a four-year B.S. or B.A.S.
degree program for our students. Full-scale implementation of rule changes no later
than August 2013 highlights the urgency of the situation.
3) U.S. Departments of Defense (DoD) and Homeland
Security (DHS) have a steady appetite for aviation and
aerospace technologies. Support for ongoing war and
post-war reconstruction efforts in Iraq, Afghanistan,
Libya, Pakistan, other hot spots, and the needs to enhance
border security and control illicit trafficking will persist.
Unmanned Aircraft Systems (UAS) are prominent in
every theater and hot spot in which the U.S. is engaged.
The recent FAA reauthorization act has many provisions
recognizing the need to integrate UAS into the National
Airspace System (NAS) for law enforcement and other
applications. In the nascent stages of development for
domestic applications, UAS technologies are expected to
grow exponentially during the coming months and years,
enabled by advances in the NextGen Air Traffic Control
3) Technologies like Unmanned Aircraft Systems (UAS) are in high demand by both
DoD and DHS. Increasingly, other Federal law agencies are realizing the application
of these technologies to their missions. This is expanding the need for UAS education,
training, and establishment of job pathways. There is a training and education gap in
the workforce for those qualified to design, build, operate, maintain, plan missions, and
process information extracted by these systems. All projections are for UAS
technologies to continue to proliferate and to find new and innovative applications in
support of both government and commercial interests. There will be a need for tailored
training and education. While the Florida State Department of Education frameworks
and targeted occupations lists will surely lag this trend, astute institutions will get out
in front of this obvious trend to develop and resource robust training, education, and
certification programs for all aspects of UAS employment.
46
System and incorporation of Automatic Dependent
Surveillance Broadcast (ADS-B)
4) U.S. national space policy has taken a radical new
direction in favor of commercial providers of space launch
services. Government space programs such as the Space
Shuttle and developmental Constellation/Orion system are
being shutdown and canceled in favor of the
administration‟s new space policy which focuses the
commercial sector on providing launch and recovery
services from Low Earth Orbit (LEO). This is opening the
door to operators such as Elon Musk‟s SpaceX to provide
those services to the International Space Station (ISS).
The first test of the SpaceX Dragon re-supply concept to
the ISS is scheduled to occur on Monday, 30 April 2012.
Other providers are jockeying for position to capture this
market along with “Space Tourism” demand, and to look
for point-to-point cargo and passenger sub-orbital
spaceflight operations. Notably, since January 2010, Cecil
Airport has been an FAA-certified Horizontal Launch
Spaceport, one of 8 in the nation, and one of two in the
State of Florida. Cecil Airport/Spaceport is wellpositioned nationally in the competition to secure viable
horizontal-launch operators and supporting businesses,
suppliers, and infrastructure providers. A recent Cecil
Spaceport Development Summit, executed on 26 March
2012 began the processing of courting a horizontal launch
operator, and setting the stage legislatively to incentivize
this growth and development.
4) Over 17000 workers in Brevard County were displaced when the Space Shuttle
launching system was retired in July 2011. That job transition process has already
begun. Cancelation of the Constellation/Orion/Ares launching systems has left a gap
that commercial space interests will be endeavoring to fill, in accordance with the
administration‟s new space policy. The transitioning aerospace workforce and
newcomers to the industry will need specialized training and education, if we hope to
retain these workers‟ skill sets in Florida and the nation. Working with Space Florida
and the Jacksonville Aviation Authority, Florida State College at Jacksonville is wellpositioned strategically to respond to this new need to develop, train, and educate a
commercial space launch and recovery workforce. The key to success in this endeavor
will be adequate resourcing (staffing and facilities) to allow for curriculum
development and delivery of services.
5) The national Air Traffic Control (ATC) system is
5) There is a requirement for over 15,000 new Air Traffic Controllers to enter the
47
transitioning to new technologies, and an aging ATC
workforce is retiring. Recent developments and high
profile dysfunction (sleeping tower controllers, resignation
of the FAA Administrator due to DUI arrest) within the
Air Traffic Control Community may hasten retirement,
spur on new hiring, and result in other high profile
initiatives. At a recent visit to the FAA Academy in
Oklahoma City, we were informed of major changes
coming in the FAA‟s processes for acquisition of
replacement air traffic controllers, and for certification and
maintenance of certification of AT-CTI schools. One
expected change is a requirement for AT-CTI schools to
achieve AABI (Aviation Accreditation Board
International) accreditation. There will also be closer
monitoring of each school‟s results in generating Certified
Professional Controllers (CPCs). Current hiring of new
controllers is at about 1000 per year, with the AT-CTI
schools generating approximately 1200 graduates per
year.
national workforce over the next decade, with the average replacement rate expected to
be 1000 to 2000 controllers per year over 10 years. Quality Air Traffic Control
training and education programs, with the AT-CTI (Air Traffic Collegiate Training
Initiative) being the preferred pathway, will serve as the preferred pipeline to these
high-paying jobs. The long wait from completion of education and training to job
acquisition presents both opportunities and threats to the success of the AT-CTI
program, as graduates are having to endure 12-24 month waiting periods to achieve a
tentative offer letter (TOL) with the FAA. The FAA is overhauling its acquisition
processes, so this timeline is expected to improve for future graduates. In the
meantime, it is in the College‟s and students‟ best interests to develop and field a fouryear aviation-focused degree to keep our students engaged, enthusiastic, and
competitive in gaining employment with the FAA. AABI accreditation and expansion
of the program to align with Level 4 classification will require additional resources and
expertise, as the program continues to grow and mature.
6) The Post 9/11 GI Bill became available on 1 August
2009 to all active duty, retired and separated service
members with at least 90 days of active duty service since
September 10, 2001. This program has resulted in
markedly increased enrollment in our pilot program,
despite the administrative difficulties encountered in using
the benefit. Since inception of the Post 9/11 GI Bill (a.k.a.
VA Chapter 33), many of these growing pains have been
resolved, and other details are in a constant state of flux,
with the trend being better benefits and responsiveness of
the system to the veteran. State Colleges and Universities
offer Veterans the best possible scenario for use of their
6) Jacksonville has a high concentration of active duty service members, retirees, and
veterans with access to this generous funding stream for education, which should go on
perpetually, as there is no termination date on the eligibility for this benefit. Many
associated with aviation will choose to use these benefits to achieve higher education
degrees and associated certifications in the fields of aviation and aerospace, with the
ultimate goal of securing a civilian job as an Aviation Maintenance Technician,
Aviation Manager, Air Traffic Controller, or Professional Pilot. As the military
demographic is a key part of Jacksonville‟s population, Florida State College should
position itself administratively to facilitate use of the benefit at the Aviation Center and
elsewhere throughout the College. The obligation to serve the military demographic,
and the reliable funding stream that it represents, are two significant incentives to
further resource aviation and aerospace programs with facilities and staffing necessary
48
Chapter 33 benefits. As a result, we have seen a constant
influx of students into our programs, particularly the flight
program.
Regional and State
1) Northeast Florida is a hub of General Aviation (GA),
Business Aviation, Commercial Aviation, and various
aerospace activities and endeavors. Due to its climate,
Florida has a very high volume of year-round flight
training, business and commercial flight operations,
manufacturing, and major air carrier operations.
2) In the second year of the new Governor‟s
administration, there is still a lot of political churn within
the legislature and all throughout the state as budgets are
overhauled, policies and laws are passed, and
programmatic decisions are made. An anemic state tax
economy is causing all communities to make hard choices
about programs, with education being in the crosshairs at
all levels for budget cuts and close scrutiny.
Local
1) Jacksonville, Cecil Commerce Center, Cecil Airport,
and Cecil Spaceport have enormous capacity for growth.
The city and the industry are aware of Cecil Commerce
Center‟s potential as a hub for manufacturing, MRO
(Maintenance, Repair, and Overhaul) operations, and
intermodal logistics. Local businesses such as Kaman
Aerospace, Fleet Readiness Center Southeast, Northrop
Grumman, Boeing, Lockheed Martin and government
to achieve and maintain excellence across all disciplines.
1) Government and commercial aviation and aerospace industries and business
operations are firmly established in Northeast Florida and throughout the state.
Opportunities can be expected to emerge in alignment with national and state economic
recovery. The College is well positioned geographically and politically to serve the
needs of this industry sector
2) How Aviation and Aerospace will be affected is still a work in progress. JAA is
pursuing development of Cecil as a horizontal launch spaceport, with support from the
Governor‟s office and in collaboration with Space Florida. Ravaging of the state‟s
education budgets has left school districts, state colleges, and state universities
wrestling with long-term uncertainty and fewer resources expected to be available to
serve the community, which is increasingly hungry for education and training products.
This is both an opportunity and a threat for the Aviation Center, with partner high
school career academies trying to leverage our very limited resources. A recent
approval to raise tuition 5% helps to alleviate the budget crisis, but will have to be
balanced across ever increasing enrollments.
1) New activities such as Boeing‟s $70 million contract to modify F-16 aircraft into
QF-16 unmanned air vehicles (UAVs) will bring new jobs and new education and
training requirements for the aviation and aerospace workforces. Ongoing projects
such as the F/A-18 Hornet modification and overhauls being conducted by Boeing and
Northrop Grumman will provide a sustained need for qualified aerospace maintenance,
repair, and overhaul workers. JAA has updated its strategic plan for Cecil Field with
plans for expansion into the Northeast and Southeast quadrants with new hangar, ramp,
and office facilities, new and improved ground access, and modernization and repair of
49
operations such as Customs, Coast Guard, and Florida
Army and Air National Guard Units have filled all
available ramp, hangar, and office space at Cecil Airport.
As a result, JAA has been developing and building
additional hangar space, on a continuous basis. Opening
of the ASEF has brought increased attention to Cecil
Airport and Cecil Commerce center as an incubator for
innovation and as a likely source of jobs for the aviation,
aerospace, and logistics subsectors of the economy.
existing facilities. This will serve as an engine for further expansion and an attraction
for new aviation and aerospace industry concerns to choose Cecil Airport as a logical
base for their operations. The continued expansion of Cecil Airport, Cecil Spaceport,
and Cecil Commerce center presents a number of opportunities for the College,
especially when combined with Aerospace career academy support requirements, and
the College‟s strategic position on and adjacent to the airport. A number of different
initiatives and programs could leverage this position to produce economic development
opportunities for the City, and improvement for high school programs.
2) Support of high school Aerospace and Aviation
academies is a growing obligation, and an opportunity for
our Aviation and Aerospace programs, with two more
schools (Ribault and Raines) interested in setting up
programs. The Career Academies Subcommittee of the
College‟s Aviation Advisory Committee is interested in
mobilizing political and financial support to house a
satellite school facility adjacent to the Aviation Center of
Excellence to serve the Aerospace Academy students
more effectively. This concept emulates the Central
Florida Aerospace Academy, now in its second year of
operation at Lakeland Linder Regional Airport in Polk
County.
2) Establishing and energizing a pipeline of replacement workers for aviation and
aerospace industries and career tracks starts with students in the public school systems.
The College‟s commitment to aviation and aerospace dual enrollment programs
provides an opportunity to serve the industry, high school students, and prospective
College students through an expanded presence and commitment of resources at Cecil
Commerce Center and Cecil Airport. Leveraging of financial and political support
through the College‟s connections to the Chamber of Commerce, JAX USA
Partnership, and the City of Jacksonville‟s Mayor‟s Office will be necessary to get this
initiative off the ground, along with the courting of financial resources from interested
benefactors and philanthropists. A complex joint public-private partnership concept,
this initiative has real potential to start something special and enduring at Cecil.
3) Cecil Field was certified as a horizontal launch
spaceport on January 13, 2010. State and City authorities
are promoting Cecil Field in its capacity as a spaceport.
JAA is involved in writing and implementing the first ever
Spaceport Master Plan. State political support for this
initiative is strong, and resources are starting to flow in a
real way. The recent Cecil Spaceport Development
Summit executed on 26 March 2012 established some
3) In its nascent stages, Cecil Field‟s status as a Spaceport presents opportunities for
entrepreneurial space tourism, point-to-point suborbital hypersonic space
transportation, and many other spinoff possibilities. Growth and interest in potential
spaceport operations are expected to be slow but steady as the economy improves.
Clearly in the “barnstorming” and “brainstorming” phases of development, there is
significant energy and interest to find a marketable reason for space activities at Cecil,
with JAA being the primary driver at this point. There is good political support for
developing the capacity of Cecil Airport for spaceflight initiatives, in conjunction with
50
momentum and began the necessary processes of
networking and politicking to realize the potential of Cecil
as a viable horizontal launch spaceport.
Space Florida. We expect momentum to continue to build. A recent grant from the
State Department of Transportation will help fuel this effort, as new access roads are
built into the airport property. Recent state legislation officially establishing Cecil
Airport/Spaceport as a “Space Territory” also opens the doors to additional
commitment of scarce resources.
Internal Factors
Campus/Center
1) The ATC-CTI program is established, has acquired a
good reputation, and is experiencing national and
international interest. This is the Aviation Center‟s
biggest program, in terms of enrollment. Leanly
resourced, it lacks dedicated administrative assistant
support, following termination of the grant-funded
positions. With a dual-hatted Aviation Programs
manager, and two full-time faculty, it is as lean as it could
possibly be. More commitment of College resources, in
terms of staffing, and potentially faculty members is
necessary. Changes coming from the FAA will also
stipulate AABI accreditation of programs as a
requirement; timeline to be determined. This provides
additional justification for greater commitment of College
resources (staffing) to the program.
2) The ASEF was completed in November 2010, opened
for classes in January 2011, and had a ribbon cutting
ceremony in February. The first class of nine (9) Aircraft
Coatings Technicians (ACT) completed on 5 May 2011.
Since then two additional very small classes (5 and 3
students respectively) have completed and granted their
completion certificates. The current class has 6 enrolled,
and expected to complete. We do not expect to offer a
Implications
1) Demand for seats in the program is steady. With faculty credentialing issues
apparently solved, the program is adequately staffed with full-time and adjunct faculty
members to meet current obligations and commitments. Dedicated administrative
assistant support should be provided as soon as College resources permit. With AABI
accreditation expected to be a requirement for AT-CTI schools, this program will likely
be the first to go through that rigorous process. This, again, highlights the need to
resource appropriately for the longer term. With emphasis on Air Traffic Control,
traditional Aviation Operations students, which are now very few in number, are not as
adequately served, and program offerings have stagnated or atrophied. We have noted
this as a significant focus area targeted for renovation and overhaul.
2) The ASEF represents an unprecedented collaborative effort between the city through
JAA, the College, and industry (Flightstar). Opportunities for job placements for FSCJ
students and for CWE offerings should be abundant. Continued nurturing of this
initiative should yield positive results in terms of real job placements and economic
growth. The success rate for students exiting the Aircraft Coatings Technician
program, in terms of job placements, has been good, but the numbers are small. In
order to yield longer-term benefits from the ASEF, additional programs and offerings
are needed. These initiatives can be outside the bounds of Florida Coast Career Tech
51
summer term class for the Aircraft Coatings Technician
(5950) program, with the hopes of building a more
substantive class for the fall term through ongoing
marketing and recruiting efforts, primarily through Florida
Coast Career Tech enrollment development processes.
This program is not self-sustaining, and has been resistant
to all marketing and recruiting initiatives to date. Lack of
adequate marketing emphasis and resources, coupled with
very limited interest within the Jacksonville demographic
has limited enrollment. Max capacity is 24 students, and
is our target for the fall 2012 term. Further low
enrollments will place the long term viability of the ACT
program in question.
programs, and more aligned with industry-driven workforce training. Courting of
national and international customers through the Aerospace Resource Center NGE
(Non-Government Enterprise) might be a good pathway to increase utilization of the
ASEF classrooms and facilities. We should keep this in mind as we conceptualize new
possible course offerings at the ASEF.
3) The ACE acquired four (4) new Redbird Advanced
Aviation Training Devices (AATDs) via Perkins Funds to
support its Professional Pilot Technology program in June
2010. April 2011 approval of curriculum modification
incorporated these devices in mandatory flight simulator,
College credit laboratory classes in the August 2011
timeframe. We are in our second term of offering these
courses, and with utilizing the simulators in the conduct of
the students‟ actual flight training. The simulators re
receiving extensive use, and have proven to be durable
and reliable under the steady load. We recently received
approval to allocate $195,000 in Perkins funds to overhaul
our Frasca 242T King Air flight training device (FTD).
This will provide us with an additional resource to
enhance our Professional Pilot program.
3) As a result of bringing on Sunrise Aviation as our new flight training provider,
integration of scenario-based flight simulation with ground training and flight training
has taken place, and has measurably improved the quality of education and training to
FSCJ pilot students while lowering their overall costs through realized efficiencies. In
order for the program to grow and serve the students, efficiency, effectiveness, and
perceived overall value by the students are critical targets for overhauling the
Professional Pilot Technology (2258) A.S. degree program. Acquisition of additional
Redbird flight simulator modules via Perkins funds allocation, and overhaul of our
Frasca 242T simulator will further enhance our program.
4) Expiration of our flight training contract on 6/30/2011
with Sterling required issuance of an ITN for flight
4) With the probationary period complete, and Sunrise well-established, our focus
shifts towards longer-term internal resource implications for the program. A full-time
pilot faculty member is needed, along with a Professional Pilot Technology Program
52
training in March of 2011. Sunrise was the winner of a
three-year contract. During the first two terms with
Sunrise resident in Building J, results have exceeded
expectations. Sunrise has proven to be a quality provider,
producing excellent results, and hiring our students on as
both flight instructors and dispatchers. In every way, they
have been a good and reliable partner. Through this
relationship, we have achieved true integration of ground,
simulator, and flight instruction, all to the benefit of the
students, and with measurable improved performance, as
evidenced by ratings achieved and markedly increased
(quadrupled) enrollments.
Coordinator. Administrative Assistant support for the program is also needed to handle
the significant administrative requirements for record keeping and flight training
invoice processing. This program is operating well, but is fragile due to very poor
(non-existent) full-time faculty resourcing, with both of my Aviation Program
managers picking up significant amounts of the teaching loads as adjuncts. This is
unsustainable in the mid to long term, and needs priority attention from the
administration. In addition to staffing needs, we are quickly outgrowing the capacity
of our administrative spaces to support flight student briefing and debriefing
requirement, aircraft maintenance requirements, and flight school operations
requirements. Sunrise has recognized and responded to the need by leasing additional
administration and operation spaces adjacent to Building K and the tennis courts. They
are currently in the process of finding or building maintenance support spaces for their
growing footprint of aircraft which are serving our students. As PECO funds become
available in the future, the College should factor in new construction at the ACE for
maintenance and administrative spaces to accommodate increases in pilot student
enrollment.
5) The ARC is evolving from an Employ Florida Banner
5) While we have produced adequate documentation to show ARC sustainability, the
Center to a College Non-Government Enterprise (NGE).
path from grant-funded Aviation and Aerospace Banner Center to ARC NGE is
With the WFI grant money running out, and with our
uncertain. Once that pathway and the College business rules are determined, we will,
authority to operate beyond 30 June 2012 not certain,
hopefully, be able to operate the ARC as an autonomous operation which will serve as
transition to the NGE concept is a priority to attain prior to a revenue generation stream for our programs, and as an engine for curricula
1 July 2012. Gaps in funding of the three existing ARC
development for credit and certificate courses, and for tailored workforce training.
positions may result in loss of existing personnel and
Future relationships will likely be driven by funding streams. Once free from WFI
disruption of the corporate knowledge and networking
stipulated contract obligations and deliverables, the ARC will be able to spend more
work accomplished over the last six years.
time responding to industry, developing curricula, and engaging in meaningful
marketing and outreach in Florida, the U.S., and internationally. The emergence of the
ARC as a self-sustaining NGE represents significant external opportunities and threats.
The ARC‟s future as Banner Center is also undecided at this point, and will depend on
various factors such as Banner Center business rules, licensing terms, and perceived
political benefit to the College.
6) Commitment to Career Academies is growing; as a
6) Support to Career Academies is necessary to generate pathways into aviation and
53
result of those institutions own internal needs. The
College is currently endeavoring to serve Frank H.
Peterson, Saint Augustine High School, Oakleaf High
School, Nassau County dual enrollment, and Central
Florida Aerospace Academy in Polk County. As
previously mentioned Raines and Ribault are also standing
up Aerospace Academies and looking to FSCJ to support.
aerospace careers. From the May 2011aviation/aerospace design charette, we received
recommendations that we need to reach down into the elementary schools and middle
schools to generate the early interest and passion for careers in aviation and aerospace.
Aerospace Adventures Summer Youth programs and previous ATC summer camps
support this concept. Further development of youth programs and human resources to
support are warranted. Recent loss of our Aviation Programs Coordinator, who had
considerable expertise in this field, has exacerbated our need to identify additional
resources to support Aviation and Aerospace Summer Youth Programs.
7) The ACE continues to be critically short-staffed, with
no full-time pilot faculty members, no dedicated and
appropriately qualified Pilot Program Coordinator, no
flight simulator instructional laboratory assistant, only two
full-time AMT faculty members, only two full-time ATC
faculty members, only one full-time Aircraft Coatings
Technologies Instructor, and no administrative support
positions for the pilot or ATC programs. Director,
administrative support staff, program managers, full-time
faculty, and adjunct faculty are covering the load and
bridging the gaps and covering all obligations as well as
possible. This effort is as good as it can be, but remains
spotty and inefficient in some areas, with some students
and stakeholders not being served well or at all. Program
quality, depth, and oversight are all suffering due to
demands on available manpower.
7) Human resources are the Aviation Center‟s most critical shortfall. Current trajectory
for human resources is not sustainable in the long term, with several members
experiencing chronic health problems, approaching retirement, and aging out of the
educational workforce. Without building depth and limited backup in faculty and staff,
the goal of achieving “. . . an extraordinarily positive overall experience” for the
students will be elusive. In order to achieve the following distinctive values and
attributes recently articulated and approved by the DBOT, we must see continued
College commitment to growing the Aviation Center‟s staff and faculty to meet the
need:
 Excellence in teaching
 High quality courses, services, and learning environments
 Innovation and flexibility in the delivery of courses and services
 Advanced academic technology
 Significant local scholarship resources
 Responsiveness to student, employer, and community needs
 Emphasis on community quality of life and prosperity
 Encouragement and support of lifelong learning
College-wide
1) Transition to State College status in August 2009
encourages development of more robust offerings leading
to baccalaureate programs in existing and new disciplines.
Without a 4-year aviation offering, many prospective
1) We are involved in a consortium effort to develop a 4-year B.S. or B.A.S. degree in
Aerospace Science. The FSCJ vision for this degree is to provide a ready matriculation
pathway into which our existing three A.S. degrees can feed. With the delays in FAA
hiring of Air Traffic Controllers, and the new importance placed on 4-year degrees for
54
students, particularly pilot students, once the new FAA
rules take effect, will likely look elsewhere to pursue their
education and training.
aspiring professional pilots, this is an important initiative that will need appropriate
resourcing for curriculum development, retention of faculty, and administration of the
programs.
2) The Florida Coast Career Tech construct has resulted in 2) Industry recommendations are for qualified Aviation Maintenance Technicians with
de-emphasis of the Aviation Maintenance Management
a degree. We will work to streamline the process of enrolling high quality students
(2150) pathway to FAA certification, in favor of the
into the program, with a goal towards degree completion.
PSAV approach through programs 5712 (Airframe
Mechanic) and 5734 (Powerplant Mechanic). However,
both of these programs will now count as resident credit
towards the A.S. degree. Implementation details
regarding this shift are needed from the College Provost in
order to streamline this change, and memorialize this
agreement. This should result in many more A.S. degrees
in Aviation Maintenance Management being awarded.
55
STRATEGIC PLAN FY13
CollegeGoal and Strategies
wide
Goal
1) Begin process of AABI Accreditation 1-5
via application for two or three
programs. Targets are, in order of
priority from highest to lowest:
 Aviation Operations, Air Traffic
Control
 Aviation Maintenance
Management
 Professional Pilot Technology
2) Successfully implement, maintain,
1-5
and modify Aircraft Services
Educational Facility (ASEF) curricula
offerings. Market and advertise
programs, recruit more faculty, recruit
students, and establish job pipelines for
graduates of Aircraft Coatings curricula.
Work to establish additional curricula
offerings, outside the normal
FSCJ/FCCT model in conjunction with
launch of Aerospace Resource Center
Non-Government Enterprise.
3) Continued improvement of
1-5
Professional Pilot Technology (2258)
A.S. degree program with scenariobased flight simulator laboratory
Campus
Goal
1-3
Timeline
Submit application
late 2012 to early
2013 timeframe.
Cost
Application Fee:
Approximately
$4000.00
Application received and
approved. Candidate
status granted. Self-study
initiated.
Credentialing of
additional adjunct faculty,
enrollment of students,
successful completion and
graduation from
programs, job placements
for graduates.
Development of
additional customer bases
nationally and
internationally for MRO
curricula offerings
Increased enrollment in
program 2258, increased
completers in A.S. degree,
numbers and types of
Achieve candidate
status and begin
self-study: Early
2013.
1-3
Ongoing and
continuous.
Marketing,
recruiting,
faculty hiring
and associated
administrative
costs: TBD.
1-3
Ongoing and
continuous.
Marketing,
outreach, travel,
facilities
modifications,
56
courses, enhanced partnership and
oversight of contracted flight training
courses, targeted marketing and
outreach, and miscellaneous initiatives
to enhance professionalism and create
job pipelines for graduates. Expansion
of facilities and augmented staffing to
accommodate increased enrollments.
and
salaries/benefits
for new staff:
TBD
4) Increase access to ACE Flight
1-5
Simulator CWE course offerings for the
use of our pilot and ATC students, local
area pilots, flight instructors, and flight
schools. Devise streamlined (preferably
web-based) process for enrollment,
payment, and tracking of billable hours.
1-3
Ongoing and
continuous.
5) Transition Aerospace Resource
Center from grant-funded Employ
Florida Banner Center model to College
“Non-Government Enterprise” (NGE).
1-3
Need decisions
ASAP, as WFI
grant contract
expires 30 June
1-5
57
pilot certificates awarded,
numbers of students
enrolled in the various
stages of flight training
with flight training
provider. Job placements
of students as flight
instructors and
commercial pilots.
Commitment of resources
to facilities expansion and
staff and faculty
augmentation.
Marketing,
FSCJ flight simulator
outreach, travel, offerings are known.
associated
Flight instructors and
administrative
Ground Instructors are
costs,
using flight simulators on
salary/benefit for a regular basis for
new position:
currency, instrument
TBD
proficiency checks, and in
support of initial pilot
ratings. Traffic through
room will require
dedicated
attendant/maintenance
technician.
Resourcing of
full-time
positions with
salaries/benefits:
NGE in place, generating
revenue, and making a
profit. Profit to sustain
NGE and grow other
Develop partners and training/education
customers throughout Florida, the U.S.,
and internationally. Capture revenue
stream to grow NGE and improve
Aviation/Aerospace program offerings.
2012.
Possible gapping of
positions
commensurate with
NGE transition.
Approx.: $150K
per year College
commitment for
a minimum of
three positions.
aviation/aerospace-related
enterprises and existing
College programs.
Internal
administrative
costs: TBD
Courses approved through
curriculum review
committee process, web
sites updated, courses
being offered for
enrollment. Flight
training contract for rotary
wing training negotiated.
Need College NGE
business rules, a
budget, and staffing
decisions ASAP.
6) Develop rotary wing (helicopter)
ground school and flight training
courses and a helicopter track for
Professional Pilot Technology
curriculum (2258) and make part of
College catalog.
1-5
1-3
RFI issuance in
September 2012
timeframe.
Curriculum
development in
parallel.
Target for
implementation is
Fall 2014
58
CECIL CENTER: AVIATION CENTER OF EXCELLENCE
Resources
Goal No. 1: Begin process of AABI Accreditation via application for two or three programs. Targets are, in order of priority
from highest to lowest: Aviation Operations (Air Traffic Control), Aviation Maintenance Management, Professional Pilot
Technology.
AABI accreditation will likely be required Existing manpower in terms of program
Direct Costs: Approximately $4000.00 for
by the FAA for the AT-CTI school. While managers, faculty, and staff.
application fees. $1050 annual member
perhaps not required, AABI accreditation
fees until accreditation
for all of our programs will be in the best
Additional manpower, as required to
interests of our students, and will likely be justify AABI accreditation.
Budget sources:
decision criteria for prospective students.
146043
Additional resources for things like Library
materials, equipment, and record keeping,
GL Codes: Various
as required by AABI criteria.
Goal No. 2: Successfully implement, maintain, and modify Aircraft Services Educational Facility (ASEF) curricula offerings.
Market and advertise programs, recruit more faculty, recruit students, and establish job pipelines for graduates of Aircraft
Coatings curricula. Work to establish additional curricula offerings, outside the normal FSCJ/FCCT model in conjunction
with launch of Aerospace Resource Center Non-Government Enterprise.
59
This unprecedented collaborative initiative
between the Jacksonville Aviation
Authority, the Jacksonville Economic
Development Council, Florida State
College at Jacksonville, and Flightstar
Aircraft Services presents extraordinary
opportunities, but also high risk in terms of
capital outlay, dedication of human
resources, and outcomes for students.
Course offerings, course content, quality
faculty, targeted market for students, and
creation of viable job pipelines will be
critical to demonstrating the College‟s
commitment to the success of this
initiative.
Kent Campus President, Cecil Center
Executive Director, and Director, Aviation
Programs executive planning, monitoring,
and implementation oversight. Dedicated
full-time faculty member. Identify at least
two dedicated adjuncts to augment fulltime faculty member. Many other College
executive level, AP, and career personnel
contributing to this effort.
Over $10 million initial outlay, and
ongoing dedication of manpower,
maintenance, and supplies.
ACE-specific budget sources:
112640, 112643, 146043
GL Codes:
Various within above budgets.
Goal No. 3: Continued improvement of Professional Pilot Technology (2258) A.S. degree program with scenario-based flight simulator
laboratory courses, enhanced partnership and oversight of contracted flight training courses, targeted marketing and outreach, and
miscellaneous initiatives to enhance professionalism and create job pipelines for graduates. Expansion of facilities and augmented
staffing to accommodate increased enrollments.
The Professional Pilot Technology program
Existing manpower for curriculum
Internal costs absorbed within existing
has shown dramatic improvement since we
development process work and writing of
manpower architecture and program funding.
brought in a resident flight training provider.
simulator laboratory scenarios.
Continued nurturing, process improvements,
Full-time faculty member, preferably with
Additional full-time faculty member estimated
facilities expansion and modification, and
Certificated Flight Instructor-Instrument (CFI- at $45,000 initial salary. Program Coordinator
additional staff and faculty are needed as the
I) and Multi-Engine Instructor (MEI)
position estimated at $45,000 initial salary.
program grows and evolves.
qualifications.
Administrative Assistant estimated at $35,000
Full-time Professional Pilot Technology
initial salary.
Program Coordinator.
Full-time Administrative Assistant to serve the 112604, 146043
Aviation Programs Manager.
Additional facilities and modification of
GL Codes:
existing facilities to serve growing
enrollments.
60
Goal No. 4: Increase access to ACE Flight Simulator CWE course offerings for the use of our pilot and ATC students, local area pilots,
flight instructors, and flight schools. Devise streamlined (preferably web-based) process for enrollment, payment, and tracking of billable
hours
The ACE has an impressive set of Flight
Training Devices (FTDs) and 5 total
Advanced Aviation Training Devices
(AATDs) with its current Elite G1000
glass cockpit Cessna 172 simulator and the
June 2010 acquisition of four Redbird LD
AATD simulators. To date, inability to
dedicate necessary manpower to simulator
attendant and maintenance needs has
meant only minimal use of these valuable
assets by the local pilot population, flight
instructors, and local area Part 61 and Part
141 Flight schools. The Redbirds, in
particular, have been getting good use by
our degree-seeking pilot students. The
intent is to make these available on a notto-interfere basis with the resident flight
school and College credit flight simulator
laboratory course.
Staff manpower to market our offerings.
Full-time and/or adjunct faculty flight
instructors and ground instructors to
administer the courses, endorse pilot
logbooks, and provide instruction.
Instructional Laboratory Assistant to
manage, schedule, and maintain flight
simulators.
manpower architecture and funding.
112604, 112643, 146043
GL Codes:
Goal No. 5: Transition Aerospace Resource Center from grant-funded Employ Florida Banner Center model to College “NonGovernment Enterprise” (NGE). Develop partners and training/education customers throughout Florida, the U.S., and internationally.
Capture revenue stream to grow NGE and improve Aviation/Aerospace program offerings.
61
The Aerospace Resource Center, fueled by
Director, Aviation Programs executive
Some internal costs absorbed within existing
Department of Labor grant money
oversight and support.
manpower and facilities architecture and
administered by WFI, has provided the ACE
funding. Support for ARC crosses all funding
with statewide access and networking through ARC Program Manager, Aviation Programs
sources due to its housing and support in ACE
its mission of developing industry-driven
Coordinator, and Administrative Assistant.
facilities.
aviation and aerospace training needs and
attempting to partner with educational
Support with ACE full-time and adjunct
Direct Staffing Costs: Approx. $150,000institutions to deliver that training statewide.
aviation faculty to deliver training.
$200,000 for existing three positions salaries
The College desires to transition the ARC to
and benefits.
the NGE model and away from WFI oversight. Support with ACE classroom and laboratory
Future vision for the ARC is to be a source of
facilities.
manpower for needed curricula development
146043, 247680, 247682, 247683, 247684 and
efforts across all disciplines, fielding of
College will need to institutionalize the three
others TBD as we transition to the NGE
training throughout the state, nationally, and
positions no later than July 2012 after the grant model.
internationally, and as an independent revenue funding is exhausted.
generator to help support our aviation and
GL Codes:
aerospace programs.
Goal No. 6: Develop rotary wing (helicopter) ground school and flight training courses and a helicopter track for Professional Pilot
Technology curriculum (2258) and make part of College catalog.
While the economic downturn has hurt the
Manpower to assemble curriculum,
helicopter industry and prospects for
negotiate curriculum approval process.
manpower architecture and funding.
helicopter pilot jobs in a similar manner to
fixed-wing opportunities, there are still more Acquisition of training materials.
helicopter pilot jobs nationwide and entry
112604, 112643, 146043
level salaries are up to three times higher for Adjunct faculty (preferably helicopter CFIGeneral Aviation-trained helicopter pilots
I qualified) to deliver ground school
who have acquired 1000 hours total time as
courses.
GL Codes:
helicopter flight instructors or commercial
pilots. A retiring helicopter pilot workforce Acquisition of a contracted helicopter
means that more jobs are expected to
Flight Training Provider to deliver flight
become available when the economy
training on site at Cecil Airport.
rebounds. The ACE is looking to establish a
relationship with an established local or
regional helicopter flight training provider
62
for interested students.
63
UNIT PLAN FY2013
Kent Campus Library & Learning Commons
Supporting Budget:
141011 Library
140201 Learning Center
113101 Developmental Learning Labs (ASC)
The mission of the Library & Learning Commons is to offer academic support services within an
optimal learning environment by providing a variety of learning, research, and teaching resources –
both physical and virtual – to students, faculty, and staff of the College. Our focus is to provide library
services and resources, discipline-specific instruction, academic tutoring, student-centered facilities,
and innovative technology. LLC team members are committed to facilitating positive, accessible
student experiences which lead to distinctive success in the global knowledge economy.
Christy Taylor-Pruitt, Associate Dean
Submitted by:
External Factors
National
1. Sluggish economy, strained job and housing markets.
2. Trend toward assessing learning outcomes and the
increased need for educational support services.
3. Students known as “digital natives” are much more
sophisticated in the area and expectations of technology.
Regional and State
1. State budget crisis.
2. Colleges and universities may have more students and
less money.
3. Universities at capacity, students turning to
Implications
1. Economic issues may mean more students enrolling in community/state colleges but
who have less money to spend.
2. As students and their needs change, so must colleges change to include services that
are common among libraries and learning centers.
3. Library & Learning Commons must utilize resources and space to accommodate the
needs of tech-savvy students, faculty, and staff.
1. When the state has less money, colleges have fewer resources to carry out their
missions.
2. Despite financial issues, colleges are still at capacity, putting greater strain on
educational support services.
64
community/traditional state colleges.
Local
1. Secondary public schools are failing.
2. The need for baccalaureate programs increase as
students search for lower-cost higher education.
3. As fewer students are able to attend universities for financial or academic reasons,
more students are coming to state colleges.
1. As secondary schools are failing, students in greater numbers are registering for
classes but are not prepared for college-level work.
2. With the addition of baccalaureate programs, educational support services such as
information literacy, academic tutoring, and developmental education become even
more critical to student success.
Internal Factors
Campus/Center
1. Students in greater numbers are enrolling in the
BS/BAS degree programs.
2. There is a greater need for technology and the
appropriate training for students, faculty, and staff.
College-wide
1. Budget constraints
2. Staffing issues
Implications
1. We must continue to build a library collection to support the new four-year degree
programs. Books and A/V materials need to be updated. A greater focus will be placed
on eResources, such as eBooks and subscriptions to databases.
2. We need better methods to train students, faculty and staff in the use of technology
as more courses become hybrid and online and the use of multimedia is required by
faculty.
1. Fewer financial resources make it difficult to operate in a dynamic environment.
2. While enrollment has increased, staffing levels have remained stagnant or decreased.
Additional staff is needed in library services, academic tutoring, and the Academic
Success Center.
65
STRATEGIC PLAN FY13
Kent Campus Library & Learning Commons
Goal and Strategies
Provide adequate reference and library services staff
to meet the research needs of students, faculty, and
staff and the collection development needs of the
department and to assist with SACS accreditation.
Provide adequate academic tutoring staff to meet the
need of students.
College
Campus
-wide
Timeline
Goal
Goal
1, 3
1.4
July 1, 2012-June
30, 2013
Cost
40 hours/week of PT
Librarians.
$12,000 additional
funds.
50 hours/week of
Academic Tutors.
$36,600 additional
funds.
TBD
Additional funds will be
available. Reference
librarian will be on staff for
all open hours.
Additional academic tutors
will be hired in science and
foreign languages.
1, 3
1.4
July 1, 2012-June
30, 2013
1, 2, 3
1.1, 1.3
July 1, 2012-June
30, 2013
1
3
July 1, 2012-June
30, 2013
$0
Plan, promote and implement a program to showcase 1
student multimedia projects.
1. Establish annual opportunity for students to
showcase multimedia projects.
2. Establish a Campus President‟s Award for
Excellence in Multimedia.
Each full-time employee will attend at least one
3
external or college-sponsored seminar, workshop or
training activity related to professional development
3
Spring 2013
$0
3.1
July 1, 2012-June
30, 2013
$1,000 in/out of
district travel
Provide adequate staff and resources within the
Academic Success Center. Additional funding for
master students is critical.
Provide opportunities for students to engage in
gaming through organized competitions. Recent
research shows that gaming increases problem
solving and critical thinking skills.
66
Additional funding will be
available for master
students.
Work with NEFLIN and
Student Life and Leadership
to promote organized
competitions such as Rock
Band and Wii Fit.
Annual showcase and award
given to the best student
multimedia presentation.
Professional development
completed.
or technology skills.
67
STRATEGIC PLAN FY13
KENT CAMPUS LIBRARY & LEARNING COMMONS
Resources
Goal No. 1-4
Provide adequate reference and library services
staff to meet the research needs of students,
faculty, and staff and the collection development
needs of the department and to assist with SACS
accreditation.
Provide adequate academic tutoring staff to meet
the need of students.
Library Services Staff
40 hours/week of PT Librarians.
$12,000 additional funds.
141011/56002
Learning Center Staff
Provide adequate staff and resources within the
Academic Success Center. Additional funding for
master students is critical.
Provide opportunities for students to engage in
gaming through organized competitions. Recent
research shows that gaming increases problem
solving and critical thinking skills.
Plan, promote and implement a program to
showcase student multimedia projects.
1. Establish annual opportunity for students to
showcase multimedia projects.
2. Establish a Campus President‟s Award for
Excellence in Multimedia.
external or college-sponsored seminar, workshop
or training activity related to professional
Academic Success Center Staff
Administrative Offices
50 hours/week of Academic Tutors (science
and foreign languages)
$36,600 additional funds.
140201/54500
TBD
LLC Staff
Student Life and Leadership
NEFLIN
$0
Multimedia Specialist
$0
$1,000 in-district travel
141011/140201/113101
60501
68
development or technology skills.
69
UNIT PLAN FY13
Kent Campus Library Technical Services
Supporting Budget:
141020 Library Technical Services Office
Receive, catalog, and process library materials for all campus and center libraries in a timely and cost
effective manner.
Submitted by:
Christy Taylor-Pruitt
External Factors
National
1. Increased purchase and use of online library resources.
2. Increased price of books.
3. Increased price for subscriptions to online library
databases.
4. Use of outsourcing vendors to provide cataloging services.
Regional and State
3. The College Center for Library Automation (CCLA)
will no longer exist after June 30, 2012, and will be
replaced by the Unified Library Services division of the
Florida Virtual Campus.
Local
3. Increase in the number of baccalaureate programs.
Implications
1. A higher percentage of library budgets are allocated to online resources.
2. Unless library budgets are systematically increased annually, this necessitates
reducing number of monographic titles purchased.
3. Online databases are becoming even more necessary as students attend classes
virtually and at several locations locally.
3. Services that have been traditionally provided by CCLA to the Florida College
System are undergoing a transition. As the infrastructure of the Florida Virtual Campus
is currently being discussed, services to students will need to remain the upmost
priority.
3. Adding baccalaureate program requires a different level of resources that must be
available to students in four-year degrees than has been allocated previously for two-year
70
degree students.
Internal Factors
Campus/Center
1. The college is experiencing budget reductions and
downsizing efforts.
2. New baccalaureate programs being offered at each
campus.
College-wide
1. The college is experiencing budget reductions and
downsizing efforts.
2. New baccalaureate programs being offered at each
campus.
Implications
1. The need to examine the cost effectiveness of every college process.
2. New processes, materials, and services are anticipated to support new baccalaureate
programs.
1. The need to examine the cost effectiveness of every college process.
2. New processes, materials, and services are anticipated to support new programs.
71
STRATEGIC PLAN FY13
Kent Campus Library Technical Services
Goal and Strategies
Goal 1: Perform cataloging services for
each campus and center LLC.
Goal 2: Provide technical assistance and
staff training for acquisitions and
processing to each campus and center
LLC.
Goal 3: Continue the outsourcing of book
cataloging from Baker and Taylor and
evaluate other vendors of similar services.
Goal 4: Process/monitor database
contracts college-wide by working with
members of the LLC Executive Council.
Goal 5: Attend at least one external or
college sponsored seminar, workshop or
training activity related to professional
development.
Goal 6: Evaluate, develop, and
successfully implement a succession plan
for Library Technical Services Manager,
who will be retiring possibly June 30,
2013.
Goal 7: Coordinate library services at the
state level with the Unified Library
CollegeCampus
wide Goal Goal
5
3.1
Timeline
Cost
July 1, 2012June 30, 2013
July 1, 2012June 30, 2013
$0
Library materials will be processed
in a timely and efficient manner.
Training and technical assistance
will be provided.
5
3.1
5
3.1
July 1, 2012June 30, 2013
$4 per item
ordered
5
3.1
July 1, 2012June 30, 2013
$0
3
3.1
July 1, 2012June 30, 2013
3
3.1
July 1, 2012June 30, 2013
TBD
3
3.1
July 1, 2012June 30, 2013
$2,000
72
$500 indistrict
travel
Contract from Baker & Taylor in
force college-wide.
Database contracts are evaluated,
implemented and monitored
annually.
$300 in/out Provide administrative leave and
of district
funding to attend training.
travel
As the LTS Manager is currently
the sole employee of the
department, a transition team must
be in place before her retirement to
ensure that delivery of services and
materials remains streamlined and
uninterrupted.
The Administrative Contact for the
Florida Virtual Campus will meet
Services division of the Florida Virtual
Campus.
several times annually with
members of the Advisory Boards
and staff of the Unified Library
Services division.
73
STRATEGIC PLAN FY13
KENT CAMPUS LIBRARY TECHNICAL SERVICES
staff training for acquisitions and
processing to each campus and center
LLC.
Goal 4: Process/monitor database
contracts college-wide by working with
members of the LLC Executive Council.
development.
Goal 6: Evaluate, develop, and
successfully implement a succession plan
for Library Technical Services Manager,
who will be retiring possibly June 30,
2013.
Resources
LTS Staff
LLC Staff College-wide
LTS Staff
LLC Staff College-wide
LTS Budget
141020
$500
141020/60501, 60502
LTS Staff
$4 per item ordered from B&T.
Campus and Center budgets used.
LTS Staff
Administrative Contact for Florida Virtual
Campus
LLC Executive Council Members
LTS Staff
NEFLIN
Florida Virtual Campus
LTS Budget
141020/54500
LTS Evaluation conducted by CCLA (April
2012)
LTS Manager
LLC Executive Council
Campus
TBD
74
$300
141020/60501, 60502
state level with the Unified Library
Services division of the Florida Virtual
Campus.
Campus
75
$2,000
141020/60501, 60502
UNIT PLAN 13
Kent Campus Business Office
Supporting Budget:
162231
Provide superb quality business service to the Kent Campus and Cecil Center community with a welltrained, efficient, and customer focused team.
Submitted by:
Morris Bellick and Rebecca Bouchard
External Factors
National –
a. Increased automation of financial services.
b. Students are increasingly computer literate and internet
savvy.
c. Students are often impatient with automated systems
that are slow or do not respond as expected.
Regional and State –
a. Increased automation of financial services.
savvy.
Local
a. Increased automation of financial services
savvy.
Implications
a. Students expect instantaneous service available 24/7.
b. Some students are more able to access services independently, but some also need
more individual attention. As face to face transactions diminish, telephone calls
for assistance are increasing.
c. Move focus of BAO staff from cashiering to customer service.
c. Move focus of BAO from cashiering to customer service.
c. Move focus of BAO from cashiering to customer service.
d. New processes and services are anticipated to support new programs.
76
d. Transition to State College.
Internal Factors
Campus/Center
a. Budget reduction and downsizing efforts of the college.
Last year of federal stimulus money.
b. Business/Financial Operations Efficiency Study to be
conducted.
College-wide
a. Greater emphasis on web payments automation of
functions.
b. Potential fee increase.
c. Increased enrollment due to economy and BAS
Implications
a. We need to examine practices and organization for efficiencies.
b. We need to examine practices and organization for efficiencies.
a. Our office will be responsible to assist students and staff with questions about
the new technology and help ease the transition.
b. Students will need to be aware of increases in tuition and fees.
c. Increase customer service skills.
77
STRATEGIC PLAN FY13
Kent Campus Business Office
Goal and Strategies
Goal 1: Take advantage of new
technology to provide more efficient
and cost effective services
Goal 2: Upgrade hardware in business
office to newer ecommerce technology
Goal 3: Improve 3rd party payment
process. (Multi-year project)
Goal 4: Improve appearance of college
business documents.
Goal 5: Assist with planning for
implementation of new payroll process
Goal 6: Support Cecil Center Business
Office with supplies and travel through
the Kent Campus Budget
Goal 7: Each employee will attend at
least one external or college sponsored
seminar, workshop, or training activity
related to professional development or
technology skills.
CollegeCampus
wide
Goal
Goal
5
3.1
ongoing
$0
New technology in place
and utilized.
5
3.1
July 2013
$0
5
3.1
June 2013
$0
5
3.1
June 2013
$0
5
3.1
June 2013
$0
2
3.5
Throughout the year Comprehended
in budget
3
3.3
June 2013
New hardware installed
and new technology
used.
3rd party payment
process improved.
College business
documents improved.
Payroll process
implemented
Cecil Business Office
will have needed
equipment and services.
Staff will be trained.
Timeline
78
Cost
$800
STRATEGIC PLAN FY13
KENT CAMPUS BUSINESS OFFICE
Goal 1: Automate Business Office
processes to maintain globally
competitiveness and increase student
satisfaction.
Goal 2 & 3: Increase efficiency of
Business Office procedures and increase
student satisfaction.
Goal 4: Increase customer satisfaction
thru continued cross training of all
Business Office personnel. In all Business
Office Functions.
Goal 5: Assist Administration
Updating and maintaining student
Employment forms and procedures.
Goal 6: The Cecil Center provides an
education to students who live or work on
the Westside of Jacksonville. The center
has a business office to provide
convenience for students to pay on campus.
The business office needs supplies, travel
money and armored car services.
Goal 7: There are constant changes
regarding student accounts and financial
aid. Ongoing training is important so that
our office can give accurate information to
students and co-workers. Training keeps
our office informed and helps us keep the
Resources
DAS, Business Office Coordinator and
AO finance staff time
Costs are incurred by the AO.
AO finance staff time.
Costs are incurred by the AO.
AO finance staff time.
No additional cost.
AO finance and HR staff time.
No additional cost.
Funding for the Business Office.
Comprehended in budget
Money to attend training and workshops.
Comprehended in budget
79
reputation of providing excellent customer
service.
80
UNIT PLAN 13
Supporting Budget:
Kent Campus Plant Services and Facilities
170101 – Plant Maintenance
161153 – KC Equipment
PECO Funds
To provide state of the art facilities and a healthy, clean and safe environment conducive to a world
class education for the Kent Campus and Cecil Center community.
Morris Bellick and Dale Cason
Submitted by:
External Factors
National –
a. Increased security needs due to terrorism threats.
Regional and State
a. State budget reductions.
b. Changing facility requirements (SREF, ADA
compliance and building code requirements).
Local
a. Changing technology.
Implications
a. Need to increase security and safety measures – lighting, cameras, motion
detectors, exterior room locking hardware.
a. Expand outsourcing.
b. Constant upgrading of facilities.
a.
Internal Factors
Campus/Center –
c. Budget reductions. No federal stimulus money.
d. Transition to State College Status.
College-wide –
a. Increased class size allotments.
b. Increased enrollment due to economy and BAS
programs.
Upgrade facilities to accommodate new technology.
Implications
a. We have a need to examine practices and organization for efficiencies.
b. Facilities changes to accommodate program changes.
a. Renovation of classrooms to accommodate new size requirements.
b. Expand number of classrooms.
c. Campus funding needed to supplement budget for Biomedical Science Lab
81
c. Academic Success Center initiative.
projects.
82
Department/Program: Kent Campus Plant Services and Facilities
Goal 1: Renovate E229 Chemistry Lab
CollegeCampus
wide
Timeline
Goal
Goal
1, 2 & 5 1 & 3
June 30, 2013
$600,000
Goal 2: F215/217 consolidation.
1, 2 & 5
1&3
June 30, 2013
$45,000
Goal 3: Faculty Offices Upgrades
1, 2 & 5
1&3
Ongoing
$20,000
Goal 4: Smart Classrooms (TBD)
renovate.
Goal 5: Complete fence project.
1, 2 & 5
1&3
June 30, 2013
$60,000
1, 2 & 5
1&3
June 30, 2013
$45,000
Goal 6: C207/205 Remodel for 40 Seat
Classroom
Goal 7: On-Going Roof Upgrades
1, 2 & 5
1&3
June 30, 2013
$40,000
1, 2 & 5
1&3
June 30, 2013
$10,000
Goal 8: Renovate Classrooms C219 and
C222
Goal 9: E-268 Classroom Renovation
1, 2 & 5
1&3
June 30, 2013
180,000
1, 2 & 5
1&3
June 30, 2013
$45,000
Goal 10: Design C204B Renovation
1, 2 & 5
1&3
June 30, 2013
$20,000
Design is completed
Goal 11: Telepresence Room Equipment
1, 2 & 5
1&3
June 30, 2013
$80,000
Installation of equipment
Goal and Strategies
83
Cost
Renovations will be
completed.
Consolidation will be
completed.
Renovations will be
completed.
Renovations will be
completed.
Installation of fencing
Is completed.
Renovations will be
completed.
Renovations will be
completed.
Renovations for C219 and
C222 will be completed
Renovations will be
Completed.
Goal 12: ACE surveillance system
1, 2 & 5
installed
Hangar 14
Goal 13: Re-caulk Building Control Joints 1, 2 & 5
1&3
June 30, 2013
$40,000
1&3
June 30, 2013
$60,000
Goal 14: Second floor walkway canopy
replacements Phase I
Goal 15: Student Achievement Center
1, 2 & 5
1&3
June 30, 2013
$150,000
1, 2 & 5
1&5
June 30, 2013
$320,000
Goal 16: CCS Hangar 905 Lean-to
Enclosure
1, 2 & 5
1&5
June 30, 2013
$180,000
Renovations will be
Completed.
Goal 17: HVAC – Up Grades CCS “H”
1, 2 & 5
1&5
June 30, 2013
$30,000
New equipment installed.
Goal 18: Building “G” Repairs
1, 2 & 5
1&5
June 30,2013
$1,500,000
Repairs will be
Completed.
seminar, workshop or training activity
related to professional development or
technology skills.
5
3.5
June 30, 2013
$500
Employees will have
documented attendance
84
Installation for ACE
surveillance system will be
completed.
Renovations will be
completed.
Replacement will be
completed.
Renovations will be
Completed.
DEPARTMENT/PROGRAM PLANT SERVICES AND FACILITIES
Resources
All Goals - Facility renovation and remodel projects.
All Goals: All facility renovation and
College wide facility department
remodel projects are necessary to create the participation, staff time.
best learning and working environment for
students, faculty and staff. Facility
changes are required to support program
changes for the transition to State College
status.
85
170101, 161153
770821 770921 (See 3 –year PECO plan)
UNIT PLAN FY 13
Kent Campus Security
Supporting Budget:
172001 – Security
Provide a safe and secure environment for students, faculty, staff and visitors; protect campus facilities
and property; mitigate, prepare, respond to and recover from natural disasters that may threaten the
campus; provide crime prevention training and awareness to the campus community.
Morris Bellick and Brian Picard
Submitted by:
External Factors
Implications
National:
a. War on Terror and other campus violence; unknown threats
in and around Jacksonville area.
Regional and State:
a. See above.
b. High unemployment rate.
c. Poor economy.
Local:
a. Violent crimes continue in the Jacksonville area.
b. High unemployment rate.
c. Poor economy.
Internal Factors
Campus/Center:
a. Budget reduction and downsizing efforts of the College. No
federal stimulus money.
b. Students are increasingly nervous about crime on campus.
c. State budget deficit.
d. Increase in enrollment.
a. Campus Security Department should interact with Homeland Security and the
Jacksonville Sheriff‟s department, and monitor websites that indicate violent
trends and how to prepare for or counter them.
a.
b.
c.
a.
See above.
See above.
See above.
Increase campus technology for security, e.g. blue lights, motion detectors,
cameras, etc.
b. Increased enrollment requires more visibility of security staff on campus.
c. Increased enrollment requires more visibility of security staff on campus.
Implications
a. Evaluate each department for staff, organization and efficiency.
b. Crime awareness programs should be continued and enhanced.
c. Evaluate each department for staff, organization and efficiency.
d. Increased enrollment requires more visibility of security staff on campus.
86
College-wide:
a. Budget reduction and downsizing efforts of the College.
b. Increased enrollment due to economy and BAS
a. Each department must be evaluated for staff, organization and efficiency of
operation.
b. Possible schedule/staff changes to meet College and campus needs.
87
Kent Campus Security
College- Campus
Timeline
wide Goal
Goal
3
3.1, 3.5 June 2013
$0
3
3.1, 3.5
June 2013
$300
Goal 3: Monitor additional security
cameras and equipment on campus.
3
3.1, 3.5
June 2013
$0
Goal 4: Continue use of outsourcing.
3
3.1, 3.5
June 2013
Comprehended
in budget.
Goal 5: Hire a 32 hour FSCJ security
officer for increased weekend flight
training classes.
seminar, workshop or training activity
related to professional development.
3
3.1, 3.5
June 2013
Comprehended
in budget.
3
3.1, 3.5
June 2013
$100
Goal and Strategies
Goal 1: Continue communication with
appropriate JSO departments and College
Director of Risk Management.
Goal 2: Continue crime awareness and
safety education sessions on campus.
88
Cost
Campus Officers will be
better informed of local
and College activities.
Sessions will be
documented, attendance
recorded, and surveys
distributed.
Security officers will
monitor campus from
security office.
Contract officers will
monitor midnight and
evening weekend shifts.
Security officer will be
hired.
All Kent and Cecil FSCJ
security officers will
receive documented
training.
KENT CAMPUS SECURITY
Goal 1: This is necessary in order for
security officers to be more informed of
crime trends and terrorist activities in the
vicinity of the campus.
Goal 2: Safety education is important for
staff, faculty and students. At least one
session per term should be conducted with
documented attendance and survey
feedback from participants. This will help
to create a better informed Kent Campus
community.
Goal 3: Additional security equipment
and cameras provide enhanced ability to
monitor vulnerable campus site from the
security office. Campus will be better
protected.
Goal 4: Outsourcing enables campus to
staff more FSCJ officers during hours of
greatest occupancy, thus achieving higher
department efficiency.
Goal 5: Hire a 32 hour FSCJ security
officer for increased weekend flight
training classes.
Goal 6: Training for security officers is
necessary in order to provide them with the
necessary tools to protect students, faculty,
staff and visitors.
Resources
FSCJ officers staff time.
$0
FSCJ officers staff time, room availability,
training material.
$300 for paper and printing
Budget 172001 – 65501
Cameras, equipment and staff time spent
in learning to use them.
Cost for equipment borne by the campus
equipment budget.
Staff time to manage the contract.
Comprehended in budget.
Staff time to advertise.
Comprehended in budget.
Staff time.
Overtime expenses to bring officers in for
scheduled training. Budget 172001
89
90
UNIT PLAN FY 13
Division of Liberal Arts & Sciences – Mathematics and Natural Sciences
Supporting Budget:
146031
The Kent Campus – Cecil Center Division of Liberal Arts and Sciences supports the College‟s mission
by providing attentive, visionary, dedicated leadership and service to the students and faculty
delivering courses, prep and other instructional services to the students of Kent Campus, Cecil Center,
and the Dual Enrollment / Early College High School sites in the service area.
Submitted by:
Mike D. Reynolds, Ph.D.
Dean of Liberal Arts & Sciences – Mathematics and Natural Sciences
External Factors
National
Underprepared high school graduates and minority /
underrepresented students are more likely to initiate their
higher education plans at a community college.
A national focus on STEM – Science, Technology,
Engineering, Mathematics.
Regional and State
Reduced funding to community colleges and enrollment
caps at state universities.
More students attending college due to loss of jobs.
Implications
Demand for remedial education persists. Community and state colleges will continue to
experience high demand in a variety of instructional programs but especially university
parallel curricula.
More involvement at the College and Campus level in National STEM efforts and
programs, grant opportunities, course alignment, faculty / staff training, and properly
equipping classes and laboratories.
Maintaining access to general education courses without sufficient funding for new
personnel. Making certain all staff are fully engaged; guarding against staff burn-out
due to overload. Less ability to attract the best and brightest due to the State‟s
restructuring of retirement benefits, tenure (continuing contract), etc., making Florida
Colleges less attractive to candidates
Increases in class size, number of classes being offered. We are seeing some tapering-
91
off of enrollment numbers as people return to work and/or we reach a saturation point.
Local
The proportion of under-prepared FTIC students
transitioning from local schools.
The need for additional upper level (baccalaureate)
programs and degrees.
An increasing and persistent need for college developmental (remedial) courses in
English, mathematics and reading and best instructional methodology.
With the state university enrollment/program cap, job and training needs in the state
and nationally, and the recent move by the College as a level 2 institution,
opportunities abound for additional, well-thought out and planned baccalaureate degree
programs. There are rich opportunities to develop and implement such new programs
and associated courses.
Internal Factors
Campus/Center
Continued growth of specific courses and academic areas,
both at Kent Campus and Cecil Center.
Implications
Careful course management by administration, both short-term and long term. This
includes not only what courses to offer and when, but effective use of faculty and
classrooms. Staff being stretched, which can result in ineffective work and results.
Classroom availability and usage.
Careful facility / room utilization planning is a must. Additional hybrid course
offerings where feasible and beneficial (for the student) will help ease classroom
shortages to a degree. Science Labs are another issue; where lab hybrid is neither
necessarily feasible nor desirable.
The introduction of baccalaureate degree programs at the
College, Kent Campus.
College-wide
Associate and Baccalaureates degree/program growth.
Additional / reassigned faculty, required SACS faculty degrees, properly-equipped
laboratories for the sciences (financial implications).
Institutional Effectiveness, General Education Assessment
and evolving SACS requirements.
Faculty attention to service to Institutional Effectiveness; ten year SACS review.
Additional courses / classes needed to be planned, encoded to maintain growth in
addition to management of the numbers of specific sections.
92
Budget reductions.
Effect upon the culture and quality of service, both to students and faculty; others.
93
Kent Campus – Cecil Center Division of Liberal Arts and Sciences (DLAS) – Mathematics & Natural Sciences
Goal and Strategies
1. Kent-Cecil DLAS Service:
A. Continue to provide high-quality service and
experience for our student customers
B. Providing a high-quality service and
experience for our full time and adjunct
faculty
C. Service and support to Kent and Cecil
Administration, Student Services,
Workforce, Distance Learning, Library and
Learning Commons
D. Representing the Campus and College in
specific academic areas (e.g. Reynolds: FSCJ
science “dean” and Norman-McKay: BS
Biomedical sciences facilitator) and College
efforts (ALC, GEA Tasks Force, Academic
Leadership Council (ALC), developmental
coursework, etc.)
Collegewide Goal
TBD
Campus
Goal
TBD
Timeline
Ongoing, with focus
on the week prior/first
week of each new
semester
Cost
$0
LAS office days/hours
to match Student
Success each new
semester
Open door policy – always
accessible to our faculty
ALC: two times a
month
GEA Task Force: once a
month, along with
Collegewide meetings
Classes /
added,
canceled
as needed
Low
enrollment
and detail
why the
class ran
3. Continue to develop, evaluate, and enhance
Kent – Cecil DLAS Academic Programs:
A. Hybrid course and faculty development
B. Establishing/developing of new degrees,
TBD
TBD
A growth of 3% over
the previous year‟s
semester (e.g. 20131
over 20121)
Ongoing
Specific timelines to
be determined by the
94
Customer (student, faculty –
full time and adjunct, other
departments) satisfaction with
the service received as
evidenced by no complaints
received by Campus
administration
1-2 times/semester “Dean
Fireside Chats,” meeting
needs of faculty
Quarterly team
training sessions
2. Continue strong and effective Course
Management.
Involvement, recognized
leadership
$0
Reports – course management
Faculty teaching DE, training
Writing new degree proposals
w/ new courses, successful
implementation of new
programs such as an BS in Environmental
Sciences, new BAE/BS/BAS degrees
C. Evaluations of current course offerings for
effective teaching, student success, and
retention; learning from others
D. ASC Developmental Math courses to
improve student success, and retention
E. Review current teaching assignments,
determine future subject and area needs
based on course enrollment numbers
F. Continued development of technology in
teaching
G. Development of additional classroom and
laboratory space
4. Kent Campus DLAS Conference Room –
F112a –SMART room for more-productive use.
5. Continue to develop an effective and
transparent Kent DLAS Leadership team.
6. Kent DLAS faculty and administrators
involvement in College-wide Institutional
Effectiveness, GEA Task Force, SACS 10-year
review.
7. Kent DLAS Kent Science-Math Scholars
Seminars – presentations by faculty and one
special speaker for students and the public as a
part of the state college expectations
--Astronomy Day (October 2012)
--Natural Sciences Day (new for FY2013; spring
2013))
--Natural Sciences Faculty Colloquia
8. Grant development, writing, implementation
TBD
TBD
College…
programs
Ongoing
Improvements in student
success and retention
Manage assignments, report to
Campus President
Manage assignments, report to
Campus President
Continued faculty workshop
development with faculty
Funding for classroom
renovations, additional
laboratories (F118)
Spring 2013
$5,000 –
Upgrade completed
exact amount
TBD
TBD
TBD
Ongoing
$0
TBD
TBD
$0
TBD
TBD
Meetings as scheduled
by the IE, GEA Task
Force, College‟s LAS
SACS 10-year review
One each semester
TBD
TBD
95
Kent DLAS staff are
promoted
Attendance at meetings,
involvement in document
preps
$4,000
(program,
special
speaker )
Implementation and solid
attendance
$0
Writing, submission, and
--continue to explore potential grant
opportunities specific to Kent Campus – Cecil
Center needs in the Liberal Arts & Sciences.
success in obtaining grants
96
KENT CAMPUS DIVISION OF LIBERAL ARTS & SCIENCES – MATHEMATICS & NATURAL SCIENCES
Resources
Cost, GL Code and Budget
Source
Goal No. 1: Kent-Cecil DLAS Service:
A. Continue to provide high-quality service and experience for our student customers
B. Providing a high-quality service and experience for our full time and adjunct faculty
C. Service and support to Kent and Cecil Administration, Student Services, Workforce, Distance Learning, Library and Learning
Commons
Representing the Campus and College in specific academic areas (e.g. Reynolds: FSCJ science “dean” and Norman-McKay: BS
Biomedical sciences facilitator) and College efforts (ALC, GEA Tasks Force, Academic Leadership Council (ALC), developmental
coursework, etc.)
The College continues to place a high priority on
Kent-Cecil DLAS Staff:
service to students. In addition Kent DLAS also
 Administration and Career Staff
places a high priority on faculty, other
Permanent Part-time (32 hours/week)
divisions/offices, and representation throughout the
New position in the budget.
Lab Staff at Cecil Center is needed, due
College itself.
to the increase in science courses being
taught at Cecil Center and the
Faculty must feel like they have a welcoming place
need/requirements for supporting these
and one that supports them, their needs, and
classes, especially the laboratory
concerns. This is one of the highest goals for the
sections. Safety is also an issue as a part
Kent-Cecil DLAS.
of this request.
Goal No. 2: Continue strong and effective Course Management.
97
To effectively manage course assignments versus
Kent-Cecil DLAS Staff:
student needs, a strong course management system is
 Administration and Career Staff
required. Kent-Cecil DLAS has seen solid increases
A Program Manager is needed for the
in enrollment over the past five years, due to the
New position in the budget.
rapidly-growing new BS in Biomedical
Division‟s leadership to “stay up on” enrollment and Sciences to assist in overall program
enrollment trends.
administration. This individual would
With continued strong course management, an
also assist with the AS in Environmental
FY2013 3% student FTE increase - is the Kent-Cecil Studies, just transferred from the Kent
DLAS Mathematics & Natural Sciences enrollment
Career Education Division to the Kent
goal.
Liberal Arts & Sciences. This position
Additional course management “tools” to be added
was also outlined and included in the
this Academic Year will include a proactive reporting proposal to various agencies when the
of low number classes that were not cancelled and
new BS in Biomedical Sciences was
why these classes were not cancelled.
presented.
Goal No.3: Continue to develop, evaluate, and enhance Kent – Cecil DLAS Academic Programs:
A. Hybrid course and faculty development
B. Establishing/developing of new degrees, programs such as an BS in Environmental Sciences, new BAE/BS/BAS degrees
C. Evaluations of current course offerings for effective teaching, student success, and retention; learning from others
D. ASC Developmental Math courses to improve student success, and retention
E. Review current teaching assignments, determine future subject and area needs based on course enrollment numbers
F. Continued development of technology in teaching
G. Development of additional classroom and laboratory space
98
With the level of expectations as a state college, a
goal of developing, evaluating, and enhancing
academic programs is a more-than reasonable KentCecil DLAS goal. Many of the areas outlined above
are necessary to continue to move the college and its
students ahead as well as the faculty.

Kent-Cecil DLAS Faculty,
Administrators, and Career Staff
Workshops for math instructors
Technology workshops for faculty,
including adjuncts
Technology textbook alternatives,
including the Amazon Kindle,
Apple iPAD, and Livescribe
technology.
Priorities will include continued work on the student
retention and success issues. Primary focus during
FY2013 will be the Kent Campus and Cecil Center‟s
ASCs.
Budget Source TBD
Additional classroom and especially laboratory space
is needed to serve the growing number of students,
especially in the sciences
State PECO funding
Goal No. 4: Kent Campus DLAS Conference Room – F112a –SMART room for more-productive use.
The Kent Campus DLAS Conference Room – F112a
–SMART room with the number of meetings and
need for online support and resources at these
meetings.

Kent-Cecil DLAS,
Goal No. 5: Continue to develop an effective and transparent Kent DLAS Leadership team.
99
$5,000 – exact amount TBD
The sign of good leadership is leadership within a
team that is promoted! Effective leadership is
transparent, that is, leadership that is not out
micromanaging projects, but guiding and providing
advice and experience.

Kent-Cecil DLAS Faculty,
Leadership and training
workshops, Budget Source TBD
Professional Development
State CIA
Kent DLAS team building
The Kent Campus – Cecil Center DLAS Deans will
exercises/events; Budget Source
continue to provide solid leadership and guidance.
TBD
Goal No. 6: Kent DLAS faculty and administrators involvement in College-wide Institutional Effectiveness, GEA Task Force,
SACS 10-year review.
The Kent DLAS staff and faculty have always been
Budget Source TBD
 Kent-Cecil DLAS Faculty,
integrally involved in and leaders of not only
Campus but Collegewide initiatives and programs.
Recent service and leadership has included WEAVE,
College Prep Council, Math Council, Natural
Sciences Council. and Institutional Effectiveness /
GEA / GER Task Force.
Kent-Cecil will continue to be a leader in the ASC,
providing a campus forum as well as leadership
Collegewide.
Kent-Cecil DLAS faculty and staff will continue this
role of service and leadership to the Kent Campus,
Cecil Center, and the College
Goal No. 7: Kent DLAS Kent Science-Math Scholars Seminars – presentations by faculty and one special speaker for students
and the public as a part of the state college expectations.
--Astronomy Day (October 2012)
--Natural Sciences Day (new for FY2013; spring 2013)
--Natural Sciences Faculty Colloquia
100
As a part of a new, state college, special program and
seminar offerings should be a part of our state college
and campus. Popularity and support of past programs
and seminars has been strong in most instances.
The Kent Campus DLAS would propose expanding
the already-successful Scholars “days” to a quarterly
seminar series that varies from topic to topic, but
always contemporary and in the news. For example
Hubble‟s Greatest could be one seminar.
Environmental Sciences another, etc.







Deans
Faculty (for speakers)
Outside-the College speakers and
resources
F128 Auditorium
Students
Michael Corby for marketing
Other marketing
$4,000
Budget Source TBD
A minimum of four (4) Kent-Cecil faculty would be
highlighted, each year, along with out-of-town
highly-recognized speakers.
In addition, twice a semester lunch seminars would
be started to allow faculty and students to hear of
some current research and development.
$500
Possibly a Student Life and
Leadership student event
The College‟s mechanisms for event marketing
would be utilized.
Goal No. 8: 8. Grant development, writing, implementation
--continue to explore potential grant opportunities specific to Kent Campus – Cecil Center needs in the Liberal Arts & Sciences.
The College encourages development of grant
Meet with NSF Program Officers,
 Dr. Phyl Renninger and the
proposals which support the College‟s mission.
Washington DC; $1,000
College‟s RDO office
Grants awarded bring in funding as well as
 Other experienced grant writers:
awareness of the College‟s programs and missions.
Participate in other institutions‟
Dr. Maggie Cabral-Maly, Dr.
grant development opportunities
Mike Reynolds, Dr. Lourdes
when beneficial; travel/per diem
Norman-McKay; others as
and line of duty leave
appropriate
101
TAA DOL National STEM
Consortium grant (awarded
October 2011); FSCJ is the lead
for Environmental Sciences and a
participant in Cybertechnology
and Mechatronics.
102
UNIT PLAN FY 13
Supporting Budget:
111221
The Art Program at Kent is dedicated to meaningful learning and excellent teaching, enabling
individuals to achieve their hopes, dreams, and full potential, and to being a leading partner in creating
a dynamic, prosperous community of enlightened leaders and thoughtful, effective, global citizens.
Submitted by:
Richard Greene
External Factors
Implications
National
According to the 2008 Survey of Public Participation in the Arts, there
has been a decline in the percentage of adults who participate in the
arts (NEA, 2009). During this same period, educators have continued
to stress the value of the arts in promoting critical thinking skills,
teaching an appreciation of diversity, etc. (NAEA, 2012). Against this
backdrop, there is the concern that funding for the arts might be
affected as policy makers deal with using limited resources. At the
same time, there is an increase of interest in specific areas of the arts.
Many people, for instance, own digital cameras and can benefit from
instruction on how to use their cameras as “artistic” tools.
Regional and State
Faced with a budget deficit, Florida lawmakers continue to look at
ways of reducing cost and are considering the reduction of state
funding for art programs. The Duval County School Board is looking
at the option of reducing its arts offerings. There was in 2010 a budget
shortfall of $95 million. However, policy makers continue to see the
103
Thought resources may be reduced, opportunities continue to exist and
new ones will continue to emerge. Faculty at the Kent Campus and Cecil
Center must prepare to deal with these emerging needs.
Because of reduced access at the state and regional levels, students will be
looking for opportunities to participate in the arts.
need for quality education in the arts (Florida Division of Cultural
Affairs, 2012).
Local
The Western side of Duval County, Five Points, Riverside, Avondale,
etc. has become a major center of the visual arts in Jacksonville.
Visual arts are increasingly including digital, multi-media approaches
to create works of art and marketing artwork. Kent Campus is the
logical educational center for this activity. Our professors are at the
forefront of this evolution in teaching, and are enthused about using all
aspects of pedagogy to enhance the experiences of their students. The
campus is located in close proximity to activities such as the Riverside
Art Market and the Jacksonville Fine Arts Festival.
Internal Factors
Kent Campus is the logical place for students to come to because of our
location, our programs, and our professors. We currently teach a variety of
courses but are restricted in our offerings by the limitations of physical
space. We continue to explore options such as offering classes using hybrid
modes of delivery.
Implications
Campus/Center
At the campus level, we are able to explore options to meet the emerging
needs of our students.
Campus executives have been willing to provide support when
justification is provided for additional programs and resources.
College-wide
Our professors should continue to explore using alternate ways to deliver
courses to students.
College-wide, an awareness exists that trends dictate that options such
as delivery via hybrid modes are viable alternatives to face-to- face
delivery and should be explored.
104
Goal and Strategies
The Applied and Fine Arts
Departments will continue to offer
a variety of courses.
Look for emerging trends or
programs that will determine the
need for additional courses.
Faculty will continue to participate
in activities on campus and at the
college-wide level.
Faculty and students will continue
to participate in learning
communities/service learning.
Faculty will identify a number of
learning communities or service
learning projects that the art
department will participate in.
B108 and B110 will be upgraded to
smart classrooms.
Given the potential growth of the
photography program, we should
look at moving the photography
studio into a larger space.
In order to accomplish this goal, we
should convert B112 into a
College- Campus
Timeline
wide Goal
Goal
1, 2, 3, 4
1, 2, and 2012 - 2013
3
Cost
$3,000 per
year
A variety of courses, representative of the
discipline, will be offered each term.
1, 2, 3, 4
1, 2, and
3
2012 - 2013
None
1, 2, 3, 4
1, 2, and
3
2012 - 2013
None
Faculty will provide a list of activities at
the college level in which they have
participated.
Faculty will provide a list of activities in
which they have participated.
1, 2, 3, 4
1, 2, and
3
1, 2, and
3
2012 - 2013
TBD
2012 - 2013
TBD
1, 2, 3, 4
105
B108 and B110 will be smart classrooms
with projectors, control panel, etc.
During 2012, we identified B112 as a
possible space for the photography studio.
During this academic year, we would like
to get approval to proceed with the
conversion. If all goes well, B112 will be
converted into a photography studio by the
photography studio.
Infuse the arts into every aspect of
the Kent Campus/Cecil Center.
Form a committee to strategize and
encourage faculty/students/staff to
generate ideas.
Faculty in the art department will
interact with personnel in the
library/learning commons to infuse
the arts into that area of the college.
Form a committee to strategize and
encourage faculty/students/staff to
generate ideas.
Acquire a person (staff or talent
grant student) to provide technical
expertise and support in the
auditorium.
end of this academic year.
1, 2, 3, 4
1, 2, and
3
2012 - 2013
None
Professors in the art department will
interact with colleagues to explore ways to
meet this goal.
1, 2, 3, 4
1, 2, and
3
2012 - 2013
None
Professors in the art department will
interact with colleagues to explore ways to
meet this goal.
1, 2, 3,
and 4
1, 2, 3
2012 - 2013
TBD
We will have a person in place by Nov
2012.
Present a proposal that explains this
need.
106
DEPARTMENT/PROGRAM APPLIED AND FINE ARTS
Goal 1: Faculty will continue to offer a variety of
courses.
Goal 2: Faculty will continue to participate in
activities on campus and at the college-wide level.
Resources
We have the resources in place at
Kent.
We have the resources in place at
Kent.
Need: Kent Campus art department must continue to
promote the work of its faculty and students, and must
continue to contribute to the college‟s mission in a
meaningful way.
Goal 3: Faculty and students will continue to
We have the resources here at Kent.
participate in learning communities and service
learning projects.
$3,000 per year regular operating cost.
111221
None
None
Need: These projects are quite meaningful to students,
faculty, and the community.
Goal 4: B108 and B110 will be upgraded to smart
classrooms.
B108 and B110 are our art studios.
Need: Professors currently use a cart and project
images onto the walls.
107
$24,000
Goal 5: Given the potential growth of digital
photography, we should look at moving the
photography studio into a larger space.
We have identified B112 as a
suitable space.
$12,000
We will use existing resources.
None
We will use existing resources.
None
We already have the basic
equipment. We are in need of
someone to maximize the use of the
equipment.
$6,000 (part time staff) or $0 (talent
grant student)
Need: In order for the program to grow, we need to
expand our physical facilities.
Goal 6: We need to infuse the arts into every aspect
of the Kent Campus/Cecil Center.
Need: We need to do this in order to make the arts
more accessible to our students.
Goal 7: We need to infuse the arts into the Learning
Commons.
Need: We need to do this in order to make the arts
more accessible to our students.
Goal 8: Acquire a person (staff or talent grant
student) to provide technical expertise and support to
the auditorium.
Need: As faculty continue to pursue performancebased teaching, there will be a need for someone with
the expertise to assist with the sets and lights in order
to provide a quality experience.
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UNIT PLAN FY 13
Communications
Supporting Budget:
111331
The Communications Department‟s mission is to teach students with cutting-edge technology and the most
current pedagogy enhancing their reading, writing, and speaking skills in preparation for their transition
into higher education and/or into the workforce.
Submitted by:
Richard Greene
External Factors
National: Students continue to look for options when taking courses in
the communications department.
Regional and State: Students are looking for flexibility in programs and
instruction. There is a call for K-20 alignment, and the state is attempting
to implement a seamless transition from high school into institutions of
higher education.
Local: Face-to-face students are now accustomed to using technology
when writing, reading, and speaking, and instruction would be greatly
enhanced by incorporating the use of technology when teaching. Students
are also looking for different modes of delivery of instruction.
Internal Factors
Campus/Center
SACS is demanding greater accountability in learning outcomes, and
campus executives are willing to assist as needed. The faculty teaching at
Kent/Cecil continue to explore practices to enhance the performance of
their students and are enthused about the selected Quality Enhancement
Plan that stresses student success and completion.
College-wide
College-wide, there is a major initiative to review the GER standards and
to meet the revised SACS guidelines. Additionally, the college has
reorganized its developmental program using the Academic Success
109
Implications
We must continue to train our faculty to respond to the needs of
students and the community at large.
We must continue to explore options that promote flexibility (e.g.
hybrid instruction, variety of courses, variety of term length, etc.). Our
faculty must continue to participate in the alignment activities.
In order to meet students‟ needs, we must continue to offer classes
using different modes of delivery. We must also continue to
incorporate the use of technology in our teaching.
Implications
We are committed to offering quality courses in the Communication
Department at both the Kent Campus and at the Cecil Center, and our
faculty participate in creating learning outcomes and assessment
instruments. Doing so provides them with an opportunity to strengthen
our programs and to make them even more responsive to students‟
needs.
The faculty in the Communications Department at Kent supports all
college initiatives and sees participating in the processes as an opportunity
to enhance the quality of its courses. The communications department has
been very supportive of the ASC model and will continue to collaborate
with colleagues in the Learning Commons to implement strategies that
will ensure the success of our students.
Center (ASC) concept. A new placement test is being used.
Goal and Strategies
Offer workshops, training opportunities, and support to
prepare faculty to teach courses using diverse methods of
delivery and diverse teaching techniques. In addition,
offer excellent technical assistance to faculty teaching in
different modalities.
Strategy: Continue to offer mentoring, workshops, and
one-on-one training to assist faculty. Explore the
possibility of providing a stipend to a qualified faculty
mentor who will provide assistance to faculty as they
develop and teach courses in different modalities.
Faculty and students will continue to participate in
learning communities/service learning.
Strategy: Work closely with Student Services to build
effective learning communities/service learning projects.
Support the Academic Success Center.
Strategy: Faculty in the ASC will continue to work very
closely with other faculty members.
Communications
College- Campus
Timeline
wide Goal
Goal
1, 2, 3,
1, 2, and 2012 and 4
3
2013
Fiscal
Year
1, 2, 3,
and 4
1, 2, and
3
1, 2, 3,
and 4
1, 2, and
3
Support the Learning Commons
Strategy: Work very closely with staff in the Learning
Commons.
1, 2, 3, 4
1, 2, 3
Promote faculty leadership within the department.
Strategy: Continue to offer workshops on faculty
leadership and look for leadership abilities and qualities
during the hiring process.
1, 2, 3, 4
1, 2, 3
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2012 2013
Fiscal
Year.
2012 2013
Fiscal
Year.
2012 2013
Fiscal
Year.
2012 2013
Fiscal
Year.
Cost
3 WLU
($approxi
mately
$2,000)
Faculty will be able to teach classes in a
variety of formats using a number of
different strategies.
None
Faculty will identify a number of learning
communities that the department has
participated in that promotes interaction
across the disciplines.
A number of strategies will be in place to
ensure that the ASC will continue to be
successful in meeting the needs of students
and faculty.
A number of strategies will be in place to
ensure that the Learning Commons will
continue to be successful in meeting the
needs of students and faculty.
Faculty members will develop initiatives to
promote students success and establish a
culture of learning.
None
None
None
Acquire a FT professor of English who will be assigned to 1, 2, 3, 4
the Cecil Center.
Strategy: Present a strong case for the need of this
position.
1, 2, 3
2012 2013
Fiscal
Year.
TBD
We will have a FT professor of English
dedicated to the Cecil Center.
COMMUNICATIONS
Resources
Source
None
Goal 1: Offer workshops, training opportunities, and support to
prepare faculty to teach courses using diverse methods of delivery and
diverse teaching techniques.
Need: Kent Campus must respond to our students‟ desire for additional
modes of delivery.
We have the resources in
place at Kent.
Goal 2: Faculty and students will continue to participate in learning
communities and service learning projects.
Need: Participating in learning communities and service learning
projects enriches students‟ educational experiences and promotes
success.
Goal 3: Support the Academic Success Center.
Need: The Kent Campus Communications Department supports all
college initiatives. We need to continue to train the staff, assist with
program development and assessment, etc.
Goal 4: Support the Learning Commons
Need: Our goal is to work very closely with the Learning Commons to
enhance the learning experiences of students.
We have the resources here
at Kent/Cecil.
None
Academic Success Center
instructors.
None
at Kent/Cecil.
None
Goal 5: Promote faculty leadership within the department.
Need: Faculty are the professionals who are most aware of advances in at Kent/Cecil.
their discipline and how those advances can be used to impact student‟s
success.
None
111
Goal 6: Acquire a FT Professor of English who will be assigned to the
Cecil Center.
Need: A FT Professor of English can offer five classes and establish a
communication “program” at Cecil.
112
TBD
TBD
UNIT PLAN FY 13
Humanities
Supporting Budget:
111841
The mission of Humanities is to educate students about human culture by providing knowledge and
access to literature, philosophy, religion and visual and performing arts concepts and principles.
Submitted by:
This will be accomplished through exposure to and analysis of diverse cultural trends and artifacts,
with particular emphasis on critical thinking and written communication."
Rachelle, Wadsworth, Jeff Knapp, Jason Gibson, Jenny Ohayon, Andreia Thaxton,
Stefanie Waschull, Holly Masturzo
External Factors
Implications
National
On the national level, the budget of the National Endowment for the Humanities
(NEH) has been cut to pre 1996 levels leaving a significant void in support for the
humanities education. Several national initiatives and organizations emphasizing
the importance of the Humanities curriculum have emerged to return national
attention to the significance of Humanities education. For example, the LEAP
(Liberal Education for America‟s Promise promoted by the AACU) initiative has
outlined how liberal education and study of the Humanities is vital for the
development of enlightened citizens capable of carrying America forward as a
world leader and innovator in these rapidly changing times. The American
Association of Universities (AAU) has also called on members institutions to
reinvigorate the humanities both on campus and beyond, into the community
Regional and State
The Florida Humanities Council is seeking to “create opportunities for all
Floridians to engage in the humanities in their daily lives.” At the same time,
Faculty at the Kent Campus and Cecil Center have an
opportunity to respond to these challenges and assist in meeting
these goals by promoting the humanities and highlighting the
importance of humanities education for the development of
rational, humanitarian citizens who will strengthen our country
and community.
113
Faculty can assist in meeting the charge of the FHC by the
instruction of high quality courses, the extension of humanities
activities into the community, and the development rational
accrediting bodies such as SACS are demanding that institutions adopt more
specific outcomes and have greater accountability.
Furthermore, the although discussion about general education curriculum at the
state level State College System is ongoing and active, Humanities courses are
used by senior institutions around the state for admission and general education
requirements.
Local
Local industry requires students with good written and oral communication skills
(the top two skills sought by employers). Our diverse community requires
individuals who are able to understand and relate to those of different cultures.
Finally our immediate Riverside community embraces the arts
Internal Factors
humanitarian citizens.
The faculty can participate in creating specific outcomes and
setting standards of accountability.
Finally, the faculty can ensure that students and senior
institutions in Florida are well served through the instruction of
high quality courses.
The humanities faculty has an important role in meeting these
local needs. Humanities courses develop student‟s written and
oral communications and improve critical thinking and global
social cultural responsibility. Furthermore, through the
extension of humanities activities into the community, the
faculty can support the local community‟s emphasis on the arts.
Implications
Campus/Center
Campus administrators support faculty as they participate in setting academic
standards to ensure quality and to meet the SACS requirements.
College-wide
College-wide, there are many major initiatives underway including SACS
reaccreditation, the QEP and IE activities. Furthermore, the new student life
model identifies cultural awareness as one of the “value added” features we hope
to provide students
114
We are committed to offering quality courses in the Humanities
Department at both the Kent Campus and at the Cecil Center,
and this presents our faculty the opportunity to respond to
emerging trends.
The Humanities Department at Kent supports all of these
initiatives and the faculty members have made outstanding
contributions in all of these areas. Furthermore, through the
humanities curriculum, students develop the cultural awareness
that will allow then to step forth as outstanding graduates.
Humanities
Goal and Strategies
Offer instructional choices and training to
support instruction in various modalities.
Offer excellent technical assistance for
faculty teaching in different modalities.
Explore the possibility of identifying a
stipended faculty mentor to provide
excellent timely assistance as faculty
develop courses in different modalities.
Consult with SLS faculty to determine
how hybrid methodology is presented to
students in SLS classes. Improve SLS
curriculum on hybrid courses if needed.
Offer Hybrid Workshops to interested
SLS students who want to learn more
about hybrid courses.
Maintain offerings of the 5 HUM courses
taught each term. Achieve variety in
offerings by having a varied selection of
2020s each term.
College- Campus
Timeline
wide Goal
Goal
1, 2, 3,
1, 2, and Ongoing throughout
and 4
3
the 2012- 2013
Fiscal Year
Cost
Faculty stipend
for 3 WLU
(Approx.
2,000.00)
Faculty will be able to
confidently teach classes
in all formats.
1, 2, 3,
and 4
1, 2, and
3
Ongoing throughout
the 2012 – 2013
Fiscal Year
None
More students will take
hybrid courses.
1, 2, 3,
and 4
1, 2, and
3
Ongoing throughout
the 2012 - 2013
Fiscal Year
None
Students will have access
to the courses that will
likely be the five “core”
general ed courses for
Humanities and access to
a variety of course
choices through the
variety of 2020s offered.
115
Continue to pursue mini grant
opportunities.
1, 2, 3,
and 4
1, 2, and
3
Faculty and students will continue to
participate in learning communities.
1, 2, 3,
and 4
1, 2, and
3
Ongoing –
None
However, the
committee will meet
deadlines as
indicated in the
planning
documents.
2012 - 2013 Fiscal
None
Year.
Upgrade classrooms as needed; ensure
that adapters are available so that I pads
can be connected in all classrooms
pursue participation in service learning
and community activities.
1 and 3
1 and 2
Aug 1, 2013
TBD
1, 2, 3,
and 4
1, 2, and
3
2012 - 2013 Fiscal
Year.
None
Identify digital and library resources
needed to enhance teaching
1 and 3
1 and 2
Aug 1, 2013
TBD
Prepare for hosting of the traveling
Lincoln exhibit in January 2014
1, 2, 4
and 5
1, 2, and
3
2012-2013 Fiscal
year
None
Faculty will begin discussion of a Florida
Studies learning community for history
and humanities students.
116
Receipt of mini grant
funding.
Faculty will identify a
number of learning
communities that the
department has
participated in.
Faculty will outline plans
for Florida Studies
learning community.
use I pads in all
classrooms.
number of service
learning projects and
community projects the
department has
participated in.
Lists of digital media
will be compiled and
shared; faculty will
request library materials
needed for the discipline.
Faculty will identify
activities that they wish
to hold in conjunction
with the Lincoln exhibit
Discuss study abroad opportunities for
Humanities classes
1, 2, and
4
1, 2, and
3
2012-2013 Fiscal
year
117
None
Faculty will develop a
plan for a study abroad
option.
DEPARTMENT/PROGRAM HUMANITIES
Resources
Goal No.1: Excellent instructional support
Faculty need excellent training and
instructional support in teaching
modalities, particularly for those teaching
hybrid courses.
Faculty Hybrid Mentors to provide
pedagogical and technical training and
support.
Recommendation made to ALC for college
wide funding.
Goal No.2: Integration of hybrid modality information in SLS courses
Students need adequate information about
hybrid modality before they will sign up
for hybrid courses.
Faculty Hybrid Mentors communicate this
information to SLS students.
Recommendation made to ALC for college
wide funding.
Goal No.3: Offer a variety of HUM2020s
The State is reducing the number of
general education credits students need to
graduate. This may result in fewer courses Existing faculty members.
offered in HUM.
None.
Goal No.4: Pursue mini grants
Mini-grant funding is needed to support
some of the activities the HUM faculty
plan to pursue.
Existing Mini-grant process.
Goal No.5: Participate in learning communities
118
$750.00 allotments from the campus minigrant budget.
Learning communities are needed to help
the faculty achieve all the instructional
outcomes they intend.
Existing learning community processes.
None.
I pad adapters and other funds TBD.
146011 and EOY 2012 monies.
Goal No.6: Upgrade classes for I pods
Classes need to be upgraded and adapters
for I Pads are needed.
Goal No.7: Pursue service learning and community service
Faculty utilize service learning and other
community service opportunities to
achieve instructional outcomes.
Existing service learning and student
volunteer procedures.
None.
Goal No.8: Identify digital/library resources
Current library and digital media are
needed to ensure the faculty can achieve
all instructional outcomes.
Library
Library budget.
Meetings between existing faculty and
library staff to plan events.
None.
Goal No.9: Prepare for Lincoln exhibit
The traveling Lincoln exhibit will be
hosted at Kent Campus in 2014.
Goal No.10: Discuss study abroad opportunities
The faculty intend to offer a high quality
for-credit study and travel opportunity
Meetings between existing faculty
members and college study abroad
administrators.
119
None.
UNIT PLAN FY 13
Languages
Supporting Budget:
111321
The Department of Languages‟ mission is to teach students with the most current pedagogy to enhance
their reading, writing, and speaking skills
Submitted by:
Stefanie Waschull, Claire Reetz
External Factors
Implications
National
Our students and citizens need to function in the rapidly changing
global economy. American students can no longer assume that other
will speak English or that American culture is the dominant culture.
For these reasons it is vital that students be exposed to different
languages and cultures.
Regional and State
Students in all AA/AS and BA/BS programs in Florida will soon be
required to complete two semesters of college-level language.
Although many Florida High school students take language in high
school, they often begin their college level language at the 1120 level,
even if they have some proficiency in the language. This requires
colleges to offer many 1120 level courses and fewer higher level
language courses ultimately reducing the language attainment of
students throughout their education.
120
Kent Campus is committed to the college wide goal of preparing our
students for success in the global knowledge economy.
Kent Campus and Cecil Center can provide the foreign language courses
our students need. Our Foreign Languages Faculty member and the Foreign
Languages Discipline committee can work to bring changes at the state
level that will requires students with high school language credit to either
take placement test or exempt 1120. This will raise the overall level of
language attainment of students.
Students in all AA/AS and BA/BS programs in Florida will soon be
required to complete two semesters of language.
Internal Factors
This should lead to increased enrollment in language classes.
Implications
Campus/Center
We currently offer Spanish, French and Chinese at Kent Campus.
We wish to build enrollment in Spanish at Ceil and to develop
LAT1120 and 1121 at Kent to attract biomedical science students.
College-wide
College wide an increase in enrollment in languages can be expected
due to the change in State law. However, improving economic
conditions and other factors will likely suppress enrollment.
121
We hope to attract additional students with variety and new offerings.
We must schedule carefully and coordinate with colleagues around the
campus to maintain efficiency in Language courses.
Languages
Goal and Strategies
Faculty and students will participate in
learning communities. Lead foreign
language faculty member will identify
events and opportunities and share with
other faculty.
participate in volunteer service projects.
Lead faculty member will develop a
strategy to capitalize on the changed state
requirement for foreign languages in order
to increase enrollment, languages offered
and student motivation.
Increase enrollment in foreign languages
by adding to the adjunct faculty as
appropriate in the Spanish and French
departments.
Increase language opportunities by
submitting a curriculum committee
proposal to ad Latin 1120 and 1121
Increase student motivation by publicizing
available language courses and informing
students of benefits of selecting each of
the languages for study
Publicize and encourage participation in
College- Campus
Timeline
wide Goal
Goal
1, 2, 3,
1, 2, and 2012 - 2013 Fiscal
and 4
3
year.
Cost
None
Faculty and staff will identify a number
of learning communities that the
department has participated in.
Faculty and staff will identify a number
of service learning projects the
Development of marketing materials,
increased enrollment in languages,
addition of Latin.
1, 2, 3,
and 4
1, 2, and
3
2012 - 2013 Fiscal
Year.
None
1, 2, 3,
and 4
3
2012-2013 Fiscal
Year
Approx.
$1400.00 for
two faculty
WLU stipends
1, 2, 3,
and 4
1, 2, and
3
When needed
1, 2, 3,
and 4
1, 2, and
3
Spring 20132
Regularly
The enrollment and the number of
budgeted
classes offered will increase.
adjunct faculty
salary.
None
LAT 1120 and 1121 will be offered.
1, 2, 3, 4
and 5
1, 2, and
3
2012-2013
Fiscal Year
$200.00 –
printing costs
Students will be more committed to
their choice of a foreign language and
thus more motivated.
1, 2, 3,
1, 2, and
ongoing
None
Students will be able to participate in a
122
foreign languages cultural events on
and 4
campus in all three fields, French, Chinese
as well as Spanish.
Identify and provide access to online and
1, 2, 3,
digital cultural materials and resources.
and 4
3
number of cultural events.
1, 2, and
3
ongoing
123
None
Lists of audio-visual materials in the
Learning Commons will be publicized.
Compilations of digital resources will
be provided by lead faculty members in
each area.
FOREIGN LANGUAGES
Resources
Source
Goal 1: Learning Communities
Learning communities are needed to help the faculty achieve all the
instructional outcomes they intend
Existing learning
community processes
None
Existing service learning
and student volunteer
procedures
None
Stipend.
Two WLUs – approx. $ 1400
– college wide stipend funds.
Apollo
None
Latin 1120 and 1121 should be developed as foreign language options
for biomedical science students.
Existing faculty resources.
None
Goal 6: Marketing Languages
Students need information about the usefulness of various language
options to help them select a good choice. Lead faculty member will
develop market materials for this purpose.
Goal 7: Cultural Events
Faculty stipend mentioned
above.
Two WLUs – approx. $ 1400
– college wide stipend funds.
Goal 2: Service learning and community serves
Faculty utilize service learning and other community service
opportunities to achieve instructional outcomes
Goal 3: New State Language requirements
Lead faculty member need to develop a strategy to capitalize on
changing state requirements for foreign languages.
Goal 4: Adjunct Faculty
Quality pool of adjunct faculty for needs to be cultivated.
Goal 5: Latin
Students need to be exposed to cultural events within the language they
Existing faculty resources.
study. Faculty members will identify and publicize these opportunities
124
None.
Goal 8: Identify digital/library resources
Current library and digital media are needed to ensure the faculty can
achieve all instructional outcomes.
Library
Library budget.
UNIT PLAN FY 13
Social and Behavioral Sciences
Supporting Budget:
111741 Social Sciences
117731 Psychology
115003 EPI Teacher Education
113131 Student Life Skills
The discipline of the Social and Behavioral Sciences incorporates the fields of history, economics,
psychology, sociology, geography, anthropology and political science. Students who take courses in
the Social and Behavioral Sciences will learn responsible local and global citizenship, acquire and
apply critical thinking skills, and will be prepared for future study at the baccalaureate level. Social and
Behavioral Science courses will enhance students‟ knowledge and skill by examining the cultural,
social, political, historical, geographic, and economic conditions that shape our world and community
leaving students more prepared to influence the development of Northeast Florida.
Submitted by:
Dana Logan, Rachelle Wadsworth, Penny Devine, Laura Moses, Vince
Jackson, Carl Colavito, Shannon Groff, Robert Greene, JR Woodward,
Lindsey Webster, Jeff Hess, and Stefanie Waschull
External Factors
Implications
National
A tremendous interest exists in the social and behavioral sciences. Many
students are interested in psychology, education, history, sociology, and
political science. As a result, students are looking for a variety of courses
taught in different ways. Several national initiatives and organizations
emphasizing the importance of the Liberal Arts curriculum have emerged to
125
We must continue to encourage our faculty to respond to the needs
of students and the community at large. Faculty at the Kent Campus
and Cecil Center have an opportunity to assist in meeting these goals
by promoting the liberal arts and highlighting the importance of
Social and Behavioral Sciences for the development of rational,
humanitarian citizens who will strengthen our country and
return national attention to the significance of liberal education. For
community.
example, the LEAP (Liberal Education for America‟s Promise promoted by
the AACU) initiative has outlined how liberal education and study of Social
and Behavioral Sciences is vital for the development of enlightened citizens
capable of carrying America forward as a world leader and innovator in these
rapidly changing times.
We must ensure that our Education courses align with national core
In the discipline of Education there is a nationwide move to establish core
standards
standards.
Regional and State
Faculty must respond to this increase in demand for quality courses.
Students are looking for high- quality courses offered in flexible ways.
At the same time, educators have an opportunity to offer
Students are also interested in seeing how the courses “fit” together.
combinations of courses and to create programs that respond to this
factor.
The state of Florida has changed the general education course requirement
Faculty must be active at the State level in the selection of the core
from 36 hours to 30 hours for the Associate‟s Degree. This will lead to a
course for Social and Behavioral Sciences. On campus, courses
reduction in the number of general ed required courses taken by students and must be offered and scheduled in a manner to maximize enrollment
will likely impact course offerings and enrollment in Social and Behavioral
so that faculty teaching loads are not impacted.
Sciences.
A statewide revision of courses and standards in the discipline of Education
is underway.
We must ensure that our Education courses align with state courses
and standards.
Statewide hiring of teachers is down.
This has reduced enrollment in education somewhat but has
substantially reduced graduates‟ transition to the work force. We
must be sure Education graduates are aware of the difficulty
transitioning and provide as much support as possible.
In order to meet students‟ needs, we must continue to incorporate
technology in our courses. Educators can, for instance, use YouTube
clips, blogs, etc. to enrich their courses. Faculty have successfully
proposed, marketed and offered a number of electives such as
Human Sexuality and Special Topics in History to give students
access to diverse courses.
Local
Students are now accustomed to using technology, and instruction would be
greatly enhanced by incorporating technology in courses. Students have
expressed interest in taking a diversity of courses which are not part of the
GER or regularly taught.
126
The BS in Human Services will soon be offered.
As a community, Jacksonville suffers from significant social problems such
as violence, poverty, and illiteracy.
Local industry requires students with good written and oral communication
skills (the top two skills sought by employers). Our diverse community
requires individuals who are able to understand and relate to those of
different cultures.
Duval County School Board has adopted some new policies that will limit
Education student‟s placement in in-service positions.
Internal Factors
Faculty will have the opportunity to teach more courses and upper
level courses if the desire.
Students who take courses in Social and Behavioral Sciences will
have the skills needed to recognize, address, and improve the social
environment in Jacksonville.
The Social and Behavioral Science faculty has an important role in
meeting these local needs. SBS courses develop student‟s written
and oral communications and improve critical thinking and global
social cultural responsibility.
This will impact enrollment in BS of Education program courses
that require in-service.
Implications
Campus/Center
Campus administrators are willing to provide leadership and support as the
institution engages in initiatives such as the SACS review, IE, QEP, and
creation of new bachelor‟s program, etc.
College-wide
The college is preparing for SACS review, the QEP and ongoing IE
activities.
The college must prepare a plan to transition to reduced general education
hours
127
We have an excellent opportunity to offer quality courses in the
Social and Behavioral Sciences Department at both the Kent
Campus and at the Cecil Center that respond to students‟ needs , and
our faculty can take on leadership roles as faculty engage in
activities such as the SACS, IE, QEP, and creation of new
bachelor‟s programs, etc.
The Social and Behavioral Sciences Faculty at Kent support all of
these initiatives and the faculty members have made outstanding
contributions in all of these areas. Furthermore, through the SBS
curriculum, students develop the cultural awareness that will allow
then to step forth as outstanding graduates.
Faculty must be active at the State level in the selection of the core
course for Social and Behavioral Sciences. On campus, courses
must be offered and scheduled in a manner to maximize enrollment
so that faculty teaching loads are not impacted.
The college will pilot a 3 step orientation program to include SLS1101
Students will be better oriented to academic work and have an
increased understanding of college expectations. This should allow
them to achieve at higher levels.
128
Goal and Strategies
Offer workshops, training opportunities,
and support to faculty to teach hybrid
courses. Offer excellent technical
assistance for faculty teaching in
different modalities. Explore the
possibility of identifying a stipended
faculty mentor to provide excellent
timely assistance as faculty develop
courses in different modalities.
Consult with SLS faculty to determine
how hybrid methodology is presented to
students in SLS classes. Improve SLS
curriculum on hybrid courses if needed.
Offer Hybrid Workshops to interested
SLS students who want to learn more
about hybrid courses.
Identify and pursue mini-grant
opportunities.
Faculty will begin discussion of a Florida
Studies learning community for history
and humanities students.
College- Campus
Timeline
wide Goal
Goal
1, 2, 3,
1, 2, and Ongoing
and 4
3
throughout the
2012 – 2013
Fiscal Year
Cost
Faculty stipend
for 3 WLU
(Approx.
2,000.00)
confidently teach classes
in all formats.
1, 2, 3,
and 4
1, 2, and
3
Ongoing
throughout the
2012 – 2013
Fiscal Year
None
hybrid courses.
1, 2, 3,
and 4
1, 2, 3,
and 4
1, 2, and
3
1, 2, and
3
2012-2013 Fiscal
Year
Ongoing
throughout the
2012 – 2013
Fiscal Year
None
Receipt of mini-grant
funding.
Faculty and staff will
identify a number of
learning communities that
the department has
participated in.
129
None
participate in service learning and
community activities.
1, 2, 3,
and 4
1, 2, and
3
Ongoing
throughout the
2012 – 2013
Fiscal Year
None
Upgrade classrooms as needed; ensure
that adapters are available so that I pads
can be connected in all classrooms
Identify digital and library resources
needed to enhance teaching
1 and 3
1 and 2
Aug 1, 2013
TBD
1 and 3
1 and 2
Aug 1, 2013
TBD
Prepare for hosting of the traveling
Lincoln exhibit in January 2014
1, 2, 4
and 5
1, 2, and
3
2012-2013Fiscal
year
None
Hire FT Professor of Psychology
1, 2, 3,
and 5.
1, 2, and
3,
2012-2013 Fiscal
Year
Increase Kent Campus face to face
offerings of BS Education courses.
1,3, and 4
1 and 2
2012-2013 Fiscal
Year
Regularly
budgeted
faculty salary.
None
Faculty will discuss opportunities for
team teaching some courses
1, 2, 3,
and 4
1, 2, and
3
2012-2013 Fiscal
Year
130
Faculty and staff will
identify a number of
service learning projects
and community projects
the department has
participated in.
use I pads in all
classrooms.
Lists of digital media will
be compiled and shared;
faculty will request
library materials needed
for the discipline.
Faculty will identify
activities that they wish
to hold in conjunction
with the Lincoln exhibit
We will have an
additional professor on
staff.
Faculty will have the
opportunity to teach a
greater variety and more
upper level courses on
campus as opposed to online.
Faculty will develop a
plan to offer a Social and
Behavioral Sciences that
is team taught.
Improve integration of SLS classes with
the Academic Success Centers
1, 2, and
4.
1, 2, and
3.
Fall 2012 – meet
with ASC council
Spring 2013materials
disseminated
Encumbered
through regular
budgeted items.
Pilot the SLS1101 program at Kent
1, 2, and
4
1, 2, and
3.
May 2012 –
curriculum
committee approval
June 2012 Encode
courses.
Encumbered
through regular
budgeted items.
131
Complete a discussion
with Kent/Cecil ASC
council.
Develop materials for
distribution to SLS
faculty about ASC
features.
Faculty will complete
SLS1101 training.
SLS1101 pilot course
offered at Kent.
SOCIAL AND BEHAVIORAL SCIENCES
Resources
Source
Faculty Hybrid Mentors to
provide pedagogical and
technical training and support.
Recommendation made to
ALC for college wide funding.
Goal 1: Excellent instructional support
Faculty need excellent training and instructional support in
teaching modalities, particularly for those teaching hybrid courses.
Goal 2: Integration of hybrid modality information in SLS courses
Students need adequate information about hybrid modality before
they will sign up for hybrid courses.
Faculty Hybrid Mentors
communicate this information
to SLS students.
Recommendation made to
ALC for college wide funding.
Existing Mini-grant process.
$750.00 allotments from the
campus mini-grant budget.
Existing learning community
processes.
None.
Existing service learning and
student volunteer procedures.
None.
I pad adapters and other funds
TBD
146011 and EOY 2012 monies
Goal 3: Pursue mini grants
Mini-grant funding is needed to support some of the activities the
HUM faculty plan to pursue.
Goal 4: Participate in learning communities
Learning communities are needed to help the faculty achieve all the
instructional outcomes they intend.
Goal 5: Pursue service learning and community service
Faculty utilize service learning and other community service
opportunities to achieve instructional outcomes
Goal 6: Upgrade classes for I pods
Classes need to be upgraded and adapters for I Pads are needed.
Goal 7: Identify digital/library resources
132
Current library and digital media are needed to ensure the faculty
can achieve all instructional outcomes.
Library
Library budget.
Meetings between existing
faculty and library staff to plan
events.
None.
Faculty hiring committee.
Funding has been requested.
Meetings between education
faculty and new Dean of
Education.
None.
Meetings and curriculum
development by faculty
members.
None.
Meetings between SLS
administrators and faculty and
ASC administrators and
faculty.
None.
Existing faculty members and
SLS administrator.
None.
Goal 8: Prepare for Lincoln exhibit
The traveling Lincoln exhibit will be hosted at Kent Campus in
2014.
Goal 9: FT Psychology faculty
As older adjunct faculty members are retiring, a new FT faculty
member is needed in Psychology.
Goal 10: BS Education courses
Education Faculty would like to teach more BS level courses in a
face to face format.
Goal 11: Team teaching
Faculty members would like to team teach courses.
Goal 12: SLS and ASC
SLS pr5ogram manager would like to improve the integration of
SLS in the ASC.
Goal 13: SLS1101
SLS program manager wants to pilot SLS1101 on Kent Campus
133
134
UNIT PLAN FY 13
Dual Enrollment
Supporting Budget:
Dual enrollment offers community high school students the opportunity to earn college credit
simultaneously with high school credit, thereby promoting educational acceleration, rigor and college
readiness.
Submitted by:
Stefanie Waschull, Naita Guine
External Factors
Implications
National: Dual enrollment is offered in nearly every state;
however few states offer the free tuition and textbooks
provided in Florida.
Regional and State: In 2011 the State changed the public
high school accountability formula from being based
100% on FCAT to being based 50% on the FCAT and
50% on college readiness programs. This included DE,
AP, IB and AICE.
District, private, and home school dual enrollments continue to rise.
State legislation in 2012 has greatly increased the
college‟s oversight of DE classes.
The tenets of the legislation, if signed by the governor, provide colleges with legal
authorization to enact measures to ensure high quality college standards at the high
schools. Although FSCJ policy already includes most of these measures, having the
detail of the legislation will strengthen our position in enforcing our standards. The
legislation also will enable us to limit the size of our program as needed.
Local school districts seeking to improve their school grades were eager to offer more
accelerated course work. They found DE particularly attractive because DE classes
have higher success rates than other acceleration mechanisms that utilize
comprehensive exams. The resulting almost overnight dramatic increase in dual
enrollment numbers statewide has caused concern at the FLDOE and in the legislature
about the integrity of the delivery of the college curricula on the high school sites.
135
Local: Duval and Nassau County wish to increase their
DE offerings but must comply with new requirements
such as limited waiver of the GPA requirement and the
ban on stacked classes.
The college is including the tenets of the new legislation in our draft of the Dual
Enrollment Articulation Agreement that we are currently formulating with the Duval
and Nassau school districts, private schools, and home schools.
Internal Factors
Campus/Center: Our local/Kent high schools are seeking
higher school grades via DE.
College-wide: The college must collaborate with high
schools to offer DE while ensuring they comply with new
requirements such as limited waiver of the GPA
requirement and the ban on stacked classes.
Implications
Kent area high schools are offering DE classes which are closely monitored by the
Department of Liberal Arts on Kent Campus. Liberal Arts will continue to closely
monitor the courses offered, instructor credentials, syllabi, final exams, instructional
quality.
Greater oversight and control over DE offerings at the high school will be
implemented. This may lead to a reduction of DE offerings, should the governor sign
HB 7059, which is expected.
136
Department/Program: Dual Enrollment
CollegeCampus
wide
Goal
Goal
1,3,4
1, 2, 3
2012-13
Mileage
Ensure collegiate quality of dual
enrollment students experience when
taking on campus classes.
Effectively integrate DE students into
college environment.
1,3,4
1, 2, 3
2012-13
N/A
1,2,3,4
1, 2, 3
Fall 2012
N/A
Promote DE student transitions to
baccalaureate program through
Transitions Workshops..
Attend the 13th annual NACEP
National conference in 2012 that
showcases the critical role dual
enrollment programs play in launching
students into post-secondary education
and in-demand careers. Submit
Presenter Workshop Proposals each
year.
1,2,3,4,5 1, 2, 3
Fall 2012
$200
1,2,3
2012
$2500
Goal and Strategies
Monitor and maintain quality of dual
enrollment class at Kent/Cecil service
area high schools.
1, 3
Timeline
137
Cost
Completed instructor credential
packets, syllabi, final exams
and DE instructor evaluations.
Adherence to the articulation
agreement.
No more than (5) DE students
allowed to enroll in a section.
Start DE club on campus to
promote DE student integration
into campus life.
Transitions workshops offered
on campus.
Presentation of
findings/documented
presentations
Assist ECHS high school and college
faculty in the development of strategies
to increase student success and
persistence and expand student tracking
measures.
1,2,3, 4
1, 2, 3
2012-13
138
Mileage/
Total $600
annually
Meeting minutes &
presentations
DEPARTMENT/PROGRAM DUAL ENROLLMENT
Resources
Goal No.1: Monitor and Maintain quality
Dual enrollment faculty, course materials and
instruction needs to be comparable to college
level faculty, course materials and instruction.
Observations, conferences with Dean
and mentors.
Mileage-DLAS subject area budgets
Goal No.2: Ensure quality of student experience
High numbers of DE students in one class can
reduce the maturity and instructional level of
the class.
Orion encoding to limit the number of
None.
DE students to 5.
Goal No.3: Integrate DE students
DE students need to feel that they are part of
the college in order to adopt college cultural
values.
Start DE club to help students
enculturate.
None.
Host Transition Workshops for DE
students.
None.
Attend NACEP in 2012 and submit
workshop proposal
Campus Professional Development/travel
budget.
Goal No.4: Promote DR transitions
DE enrollment students need information and
support to facilitate their transfer into
baccalaureate programs
Goal No.5: Attend NACEP
Campus DE coordinator needs remain up to
date on developments in DE and to develop her
resume through presenting at conferences.
139
Goal No.6: Assist faculty
ECHS, DE and college faculty need assistance
developing strategies to enhance student
support and persistence.
Meetings and presentation for faculty
140
Mileage – DLAS subject area budgets.
UNIT PLAN FY 13
Mathematics
Supporting Budget:
111611
To prepare our students mathematically for the challenges, both in college and in the professional
world, by providing exemplary programs and classes in mathematics.
Submitted by:
Mike Reynolds and Lourdes Norman-McKay
External Factors
National
 Mathematics is one of the subject gatekeepers that
many students struggle to pass.
Regional and State
 Funding reduction
 Improved K-12 mathematics education
Local
1. More students attending Community and State
Colleges.
2. Changes in high school requirements, testing and
placement requirements.
Internal Factors
Campus/Center
Successful ASC Developmental Mathematics courses –
finding the right ASC Math combination
College-wide
Successful ASC Developmental Mathematics courses –
finding the right ASC Math combination
Implications
Student success and retention in mathematics is a national issue. The need for
successful programs has brought various interventions.
1. Reduction in funding support
2. The need to improve K-12 mathematics; course topics and what is being taught
1. Will need additional math classes, thus faculty
2. Require better student placement in correct course levels as well as higher student
success and retention rates
Implications
Successful ASC programming results in student academic success and retention
Successful ASC programming results in student academic success and retention
141
142
Department/Program: Mathematics
Goal and Strategies
1. Continued development of
Developmental Mathematics ASC
courses. This includes determining the
best methodology for delivery assuring
the highest student retention and success.
2. Continue to develop and implement
strategies to improve student success and
retention rates.
3. Continue to develop and offer
Mathematics Hybrid classes.
College- Campus
Timeline
wide Goal
Goal
1, 2, 3
1, 2, 3.4 Ongoing
1, 2, 3
1, 2
Ongoing
2, 3
1.1, 1.2,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.2,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.2,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
4. STARBOARDS for teaching in ASC
K-Bar, B-214, B-204 and B-216
1, 2, 3
5. Class set (35) of TI Scientific
Graphing Calculators for use in classes
1, 2, 3
Cost
Improvements in student
retention and success.
Ongoing
Professional
Development
funding
$0
Workshops to train
faculty in specific prep
math course strategies
Hybrid class offerings
Fall 2012 (20131)
$2,000
of STARBOARDS
Fall 2012 (20131)
$2,970
TI-83 Calculators
purchased
143
DEPARTMENT/PROGRAM MATHEMATICS
Resources
Goal 1: Continued development of Developmental Mathematics ASC courses. This includes determining the best methodology
for delivery assuring the highest student retention and success.
The ASC is moving into its third year of
ASC Math Faculty, Deans
Faculty ASC Professional Development
operation. Continued monitoring,
Collegewide ASC Committee
funds – to allow faculty to attend
evaluation of student retention and success
appropriate conferences, glean ideas, and
data, and other ASC parameters will allow
share with their peers.
modifications to improve student retention
and success rates.
Goal 2: Continue to develop and implement strategies to improve student success and retention rates.
With mathematics as the gatekeeper for
student success, new and effective
strategies for student retention and success
must be explored and implemented. First is
an understanding of the data: what does
“student success” mean? If a student passes
basic math, what are the chances they will
pass introduction to college algebra? How
can the College evolve to improve the
student retention and success rates?
Math Faculty and Deans; continued
Collegewide SIRIUS course development
(MAT0018) and testing; collegewide
procurement of software and resources
Collegewide expense; ASC Professional
Development funding
Goal 3: Continue to develop and offer Mathematics Hybrid classes
Due to the physical plant constraints of
classroom inventories as well as the needs
of the students, continued hybrid course
development in Mathematics is important.
Deans and Math Faculty
Attendance at Collegewide Hybrid
workshops
Professional development funding
144
Goal 4: STARBOARDS for teaching in ASC K-Bar, B-214, B-204 and B-216.
ASC and College Math faculty use the
STARBOARD in their lectures.
STARBOARD teaching allows the faculty
to save their board work and make it
available to students in their course
Blackboard shells.
$2,000
Goal 5: Class set (35) of TI Scientific Graphing Calculators for use in classes.
In many college mathematics classes,
students need to know how to use the TI
Scientific graphing calculator, for course
success. These are often too expensive for
students to purchase.
145
$2,790
UNIT PLAN FY 13
Natural Sciences; Biological and Physical Sciences
Supporting Budget:
111106, 111111
To prepare our students in the biological and physical sciences for the challenges, both in college and
in the professional world, by providing exemplary programs, classes, and lab experiences in the
sciences.
Submitted by:
Mike Reynolds and Lourdes Norman-McKay
External Factors
National
Evolution, Cosmology; natural processes.
Implications
Students not accepting anything taught by science professors that appear to go against
their personal (philosophical) belief systems. Not understanding the processes of how
science is conducted.
Poorly-prepared students; US rankings internationally.
US students do poorly when compared to other students around the world, ranked 25th
in the world.
A national focus on STEM – Science, Technology,
Engineering, Mathematics.
More involvement at the College and Campus level in National STEM efforts and
programs, grant opportunities, course alignment, faculty / staff training, and properly
equipping classes and laboratories.
Regional and State
Funding reductions, both federal and state.
Focus on ready-to-work student certificates.
Reduction in funding support; lab and classroom
The need to develop and implement specific certificate programs; requirements include
instructor training, program/certificate development, and funding for required supplies
(Example: environmental technicians).
146
Local
1. More students attending community and state college.
2. Student interest in nursing, pharmaceutical programs,
physicians‟ assistant; other sciences.
1. Will need additional science classes, faculty, laboratory facilities.
2. Need to continue with solid science course offerings for nursing, pharmaceutical,
pre-professional students.
Internal Factors
Implications
Campus/Center
The Kent Campus need for additional science classes,
equipment, labs; physical space.
Would ease the pressure on science classrooms and labs, allowing for more lab science
classes. Additional lab support for the Lab manager.
Additional science offerings being requested by students.
Needed lab spaces, faculty, support.
Implementation of the NSC Environmental Studies grant.
Collegewide
BS in Biomedical Sciences.
Time implication for facilitator, faculty.
Equipment requirements, laboratory space, properly-designed and equipped labs.
147
Department/Program: Natural Sciences; Biological & Physical Sciences
Goal and Strategies
Collegewide Goal
Campus
Goal
Timeline
Cost
Evidence of
Completion
Hiring Program
manager
1. BS in Biomedical Sciences.
1, 3, 5
1.3, 2.2,
2.3, 3.1,
3.4, 3.5
Fall 2012 (20131)
2. Continue to develop and offer
additional Natural Sciences Hybrid
classes.
2, 3
Ongoing
3. Offer additional, new Natural Sciences
courses such as Biochemistry, Botany,
Environmental Sciences, Astrobiology,
Genetics, etc.
4. Continue to develop new/additional
Natural Sciences classes at the Cecil
Center.
2, 3
1.1, 1.2,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.2,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
Ongoing
$5,000 (new lab
supplies)
Additional course
offerings in these areas
Ongoing
TBD
Addition of new classes
5. Work within College's/Kent Campus
Master Plan procedures for Phase II Cecil
North to include Environmental EarthSpace Science Facility.
1, 2, 3, 5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.2,
1.3, 1.4,
2.1, 2.2,
2.3, 3.1,
3.4, 3.5
Work with Kent
Campus President
to determine best
strategies to move
to funding status,
including outside
fundraising and
cultivation of
potential donors
Fall 2012 (20131)
TBD
Seek outside funding
source from cultivated
donor(s)
Planning includes:
1. Budget allocation
2. Lighting standards
3. Program elements
6. Anatomy & Physiology: Models
(example: spinal cord cross-section
1, 2, 3
1, 2, 3
1.1, 1.3,
1.4, 2.1,
148
Staffing;
Program
Manager
$0
Hybrid class offerings
Move item to funding
status
$2,500
Used by students
models).
7. Biology: General lab dissection
specimens for BSC2011C.
1, 2, 3
8. Biology: Digital Inverted Microscope.
1, 2, 3
9. Biology: Microscope repair / service.
1, 2, 3
10. Chemistry: NMR Spectroscope.
1, 2, 3
11. Earth & Space/Physics/Astronomy:
miscellaneous equipment such as light
benches, electricity and magnetism
equipment for Physics labs, etc.
12. Natural Sciences classes at for Cecil:
lab supplies and materials – required to
teach lab classes at Cecil.
1, 2, 3
13. Funding for additional lab supplies as
required by additional courses being
offered.
1, 2, 3
1, 2, 3
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
1.1, 1.3,
1.4, 2.1,
2.2, 3.1,
3.4, 3.5
Fall 2012 (20131)
$2,500 –
beyond current
budget
Used by students
Fall 2012 (20131)
$12,750
Used by students
Fall 2012 (20112)
to Spring 2012
(20122
Service
Contract:
$3,000
Service contract in
place.
Fall 2012 (20131)
$25,000
Used by students
Fall 2012 (20131)
$7,500
Used by students
Fall 2012 (20131)
$5,000
Purchase of supplies
32 hours/week
lab support staff
Spring 2013
(20132)
TBD
149
Increase in Biology and
Physical Sciences
supplies budgets and
purchase of supplies
and use in classes.
NATURAL SCIENCES
Resources
Goal 1: BS in Biomedical Sciences
With the state and SACS approval of the
new degree, implementation began in Fall
2012.
Deans and Natural Sciences Faculty
Dr. Lourdes Norman-McKay; program
facilitator
Program manager hired per the
degree/program prospectus submitted for
new degree approval.
Workshops and other professional
development opportunities.
Goal 2: Continue to develop and offer additional Natural Sciences Hybrid classes
Due to the physical plant constraints of
Attendance at College Hybrid workshops
classroom inventories as well as the needs
of the students, continued hybrid course
Professional development opportunities
development in Natural Sciences is
important.
Goal 3: Offer additional, new Natural Sciences courses such as Biochemistry, Botany, Environmental Sciences, Astrobiology,
Genetics, etc.
As the State College grows, additional
$5,000 for new course/class lab supplies
needs in course diversity at all levels will
increase due to demand.
Goal 4: Continue to develop new/additional Natural Sciences classes at the Cecil Center.
As student enrollment at Cecil increase,
demand for additional science course will
150
Additional lab equipment and supplies
also increase.
Goal 5: Work within College's/Kent Campus Master Plan procedures for Phase II Cecil North to include Environmental
Earth-Space Science Facility.
Planning includes:
3. Telescope and equipment donations
4. Program elements
Need for Environmental Earth-Space
Sciences facility to support expanded
science programs at Cecil Center North.
Kent Campus President and Kent DLAS
Dean of Mathematics and Natural
Sciences
Goal 6: Anatomy & Physiology: Models (example: spinal cord cross-section models).
Models needed for Anatomy & Physiology
at the Cecil Center and replacements at
Kent Campus
Deans, Faculty and Lab Manager
$2,500
Goal 7: Biology: General lab dissection specimens for BSC2011C.
Need additional dissection supplies,
dissection equipment; and replacements
due to increased student numbers
$2,500 – beyond current budget
Goal 8l: Biology: Digital Inverted Microscope
Digital inverted microscope will allow for
more active learning opportunities in all
biology classes
151
$12,750
Goal 9: Microscope repair / service
A microscopes maintenance contract to
service microscopes.
Deans and Lab Manager
$3,000 – service contract
$25,000
Goal 10: Chemistry: NMR Spectroscope.
Nuclear magnetic resonance spectroscopy,
or NMR, will allow students to investigate
the properties of specific molecules. NMRs
are standard equipment in many colleges,
allowing students to have a deeper
understanding of molecular chemistry.
Goal 11: Earth & Space/Physics/Astronomy: miscellaneous equipment such as light benches, electronics for Physics labs, etc.
Equipment old/outdated; needs to be
$7,500
replaced. Equipment for additional classes
(physics); light benches, electricity and
magnets labs, etc.
Goal 12: Natural Sciences classes at for Cecil: lab supplies and materials – required to teach these classes at Cecil
As new classes/courses are being offered,
supplies and materials are required. Cecil
has not been sufficiently budgeted for by
AO.
$5,000
Cecil Lab Associate Staff
32 hours/week staffer needed to support
labs, faculty
Goal 13: Funding for additional lab supplies as required by additional courses being offered.
152
supplies and materials are required. Cecil
has not been sufficiently budgeted for by
AO.
Amount TBD – based on enrollment
trends, college funding of the sciences.
Goal 14: Funding for additional lab supplies as required by additional courses being offered
supplies and materials are required.
153
To Be Determined Fall 2011 (20121);
dependent on student enrollment numbers
and lab supplies demands based on
increases
UNIT PLAN FY 13
Environmental Science
Supporting Budget:
11260100-112631
The Environmental Science Department will support Kent Campus‟s mission by educating students for
entry level jobs, retraining workers, and preparing all for the global marketplace.
Submitted by:
Brian K. McDuffie
External Factors
Implications
National
 High interest in the environment, conservation, and sustainability
 Growth in Homeland Security will increase need for individuals with
HAZMAT training
Regional and State
 Limited number of educational programs at the two year level
 Increased emphasis on the St. Johns River management and increased need
for field employees
 Increased focus on the aquifer and water conservation
Local
 Veterans returning to school with Smart Credits in hazardous materials
 New baccalaureate and masters programs in Environmental Science at JU
and UNF
Internal Factors
Campus/Center
 Development of a new track in the program
 Increased interest in educational programs in
Environmental Science
 Potential to serve a larger population of student
 Increased potential for enrollment
 Interest in completing a degree; potential enrollment
increase
 Increase need for lower level coursework/prerequisites;
potential for articulation agreements
Implications
 Increase in enrollment
154
College-wide
 College goal to optimize student access
 Offer course online where applicable
155
Workforce/Environmental Science Technology
Collegewide Goal
Campus
Goal
Develop Environmental Science Student Club
1,2&4
2
Meet Core College Program Review Standards:
The program will have a minimum of 25 Program
Concentrators during the academic year
The program will have a program assessment plan approved
by the AVP Workforce Office and all elements are evaluated
at the “working” level.
The program will have a minimum of 2 Advisory Committee
meetings, documented with minutes, which occur during the
academic year.
The program will have a minimum of 16 industry/government
representatives that are members of an advisory committee as
reported to the AVP Workforce Office during an academic
year.
The program will have at least 25% of its Program
Concentrators reach the 50% completion benchmark during
the academic year.
the academic year.
3&5
1
1&4
Goal and Strategies
Timeline
Cost
2013120133
2013120133
None
Approved club charter
$0
College Program Review report
and/or MIS data report
1&2
2013120133
$0
1&4
1&2
2013120133
$0
1&4
1&2
2013120133
$0
and/or MIS data report or meeting
minutes
1, 4 & 5
1&2
2013120133
$0
1, 4 & 5
1&2
2013120133
$0
156
Concentrators complete program requirements during the
academic year.
The program will have at least 65% of its graduates placed in
a job within one month of graduating.
Continue to explore opportunities for a bachelor‟s degree
1, 4, & 5
1&2
2013120133
$0
1&5
1&2
2013120133
$0
1, 2, 3 &
5
1&2
2013120133
$0
Meeting minutes
157
WORKFORCE DEVELOPMENT/ENVIRONMENTAL SCIENCE TECHNOLOGY
Resources
Goal No. 1 - The Environmental Science program will have at least 25 Program Concentrators
“Core CPR Criteria”: The Environmental Science program will have at least 25
Staff
Program Concentrators* - Meeting this criteria ensures continued growth of the
program.
Source
None
Goal No. 2 - The number of program concentrators increased from the previous year
“Program Excellence Criteria”: The number of program concentrators increased
Staff
None
from the previous year - Meeting this criteria ensures continued growth of the
program.
Goal No. 3 - Program has an assessment plan approved by the AVP Workforce Office and all elements are evaluated at the
“working” level
“Core CPR Criteria”: Program has an assessment plan approved by the AVP
Staff
None
Workforce Office and all elements are evaluated at the “working” level. – Meeting
this criteria ensures a continuous process of improvement is maintained.
Goal No. 4 - The program has more than two Advisory Committee meetings documented with meetings during an academic
year
“Program Excellence Criteria”: The program has more than two Advisory
Staff
$150.00 ($50 per meeting
Committee meetings documented with meetings during an academic year. - Meeting
x 3), Campus Budget
this criteria ensures that the program continues to engage the business community
and maintain a program that is responsive to the needs of the community.
Goal No. 5 - A minimum of 16 industry/government representatives are members of an advisory committee
“Core CPR Criteria”: A minimum of 16 industry/government representatives are
Staff
None
members of an advisory committee as reported to the AVP Workforce Office during
an academic year. - Meeting this criteria ensures that the program continues to
engage the business community and maintain a program that is responsive to the
needs of the community.
158
Goal No. 6 - A minimum of 25% of the Program Concentrators will have completed at least half (50%) of their degree
program
“Core CPR Criteria”: A minimum of 25% of the Program Concentrators will have
Staff
None
completed at least half (50%) of their degree program requirements during the
academic year. – Meeting this criteria ensures that students are progressing through
the program at an acceptable rate.
Goal No. 7 - A minimum of 5% of the Program Concentrators will have completed at least three quarters (75%) of their
program
“Core CPR Criteria”: A minimum of 5% of the Program Concentrators will have
Staff
None
completed at least three quarters (75%) of their program requirements during the
academic year. - Meeting this criteria ensures that students are progressing through
the program at an acceptable rate.
Goal No. 8 - A minimum of 21% of Program Concentrators will have graduated from their program
“Core CPR Criteria”: A minimum of 21% of Program Concentrators will have
Staff
None
graduated from their program during the academic year. - Meeting this criteria
ensures that students are progressing through the program at an acceptable rate.
Goal No. 9 - A minimum of 65% of Program Concentrators will be placed in a job within one month of graduating
“Core CPR Criteria”: A minimum of 65% of Program Concentrators will be placed
Staff
None
in a job within one month of graduating. – Meeting this criteria ensures that the
program is meeting the needs of the business community and provides a basis for
accessing demand in the labor market.
Goal No. 10 - Continue to explore opportunities for a baccalaureate program in environmental science
159
Continue to explore opportunities for a baccalaureate program in environmental
science. – To serve the needs of the community and achieve the college goals for
economic development, access, and preparing students for success. This is a
growing field and no other area college / university offers a specific baccalaureate
degree in Environmental Science.
Goal No. 11 -Hire part-time Program Facilitator II
Add a part-time Program Facilitator. – The Environmental Science program has
experienced significant growth during the last academic year. Additional program
support is needed to properly handle to continued growth of this program, especially
with the transfer of the program to the Liberal Arts & Sciences Division at Kent.
Staff
None
College/Campus
$17,500 (20 hours per
week), Campus
*A “Program Concentrator” is a student that has completed 33% of the program‟s requirements.
160
UNIT PLAN FY 13
Biomedical Sciences
Supporting Budget:
111131 and 211826
The Biomedical Sciences B.S. program prepares students to enter high skill careers in science and
health related industries or pursue graduate training in science related fields. Our students are engaged
in a rigorous laboratory based science curriculum that links theory and practice, enhances critical
thinking skills, and emphasizes the application of laboratory methods to solve problems in the
biomedical sciences. This program is accessible to students who require evening courses or need to go
to college on a part-time basis.
Submitted by:
Lourdes Norman-McKay, Ph.D.
External Factors
Implications
National
There is a growing need for US residents and citizens to be trained in
high skill STEM fields. The U.S. has fallen behind globally in STEM
graduates. According to the National Science Foundation, “The number
of workers in S&E occupations grew from about 182,000 in 1950 to 5.5
million in 2007. This represents an average annual growth rate of 6.2
percent, nearly 4 times the 1.6 percent growth rate for the total workforce
older than age 18 during this period”. After healthcare, STEM industries
represent the fastest growing division of the economy; the U.S.
Department of labor projects that by 2018 there will be 1.2 million
STEM based job openings and a significant shortfall of qualified people
to fill these jobs. Simply put, the number of STEM graduates in the U.S.
is not keeping pace with this growth.
Federal funds are being generously allocated to colleges/universities in
support of STEM education. Institutions that serve minorities and nontraditional students and institutions that have a track record of student
success and retention as well as a history of follow-through on federal
grant initiatives and active outreach to the K-12 system will be favored
in competitive funding opportunities. The K-12 connection is important
for STEM growth since about 4 in 5 students majoring in STEM in
college say that they decided to study STEM in high school or earlier. *
161
*From National Survey Findings on How to Inspire the Next Generation of Doctors,
Scientists, Software Developers and Engineers
Sept. 07, 2011
Regional and State
Florida (along with other states in the Southeast) are working to diversify
the regional economy. Specifically, many states in the region have
launched development plans that aggressively aim to recruit STEM
industries to their regions. This is a smart endeavor considering the
National Science foundation projects that between 2006-2016
employment in STEM based occupations will increase at more than
double the overall growth rate for all other occupations.
http://www.nsf.gov/nsb/sei/edTool/edTool.html
Local
Jacksonville is a large city that has the potential to attract STEM industries.
However, to compete with other cities in the region we must have a pipeline
of highly qualified employees. Based on data from the NSF, aside from their
first 4 years out of school, individuals who earn science and engineering
bachelor's degrees earn more than those with non-S&E degrees every year
after their degree. While STEM credentials would open doors for
Jacksonville residents many are “place bound”; they cannot leave the area to
obtain the necessary credentials to open doors to high skill/high wage
positions. As a key institution of higher education in the area, we are well
positioned to meet this local need for accessible and affordable STEM
education. http://www.nsf.gov/nsb/sei/edTool/edTool.html
Internal Factors
Campus/Center:
The Cecil center, with its location and availability of land represents a
potential location for continued STEM expansion.
College-wide
Our college has invested significant man-hours and funds into developing
STEM programs these past 3 years. Our goals are in alignment with state
and federal initiatives, which will hopefully serve us well.
162
State funding tends to follow national funding trends. In order for
Florida to attract STEM industries our state must do a better job of
providing a pipeline of educated employees. As such, major funding
initiatives in Florida have evolved to encourage STEM education in K12 as well as at the college/university levels.
The 2011 eFlorida (Enterprise Florida) progress report clearly states that
STEM industries are ripe for development in Florida, but unfortunately the
report is glaringly devoid of considering any area north of Gainesville as a
potential star in this development. Our city needs to aggressively position
ourselves to be a part of the STEM tide and in order for us to get a part of
the spotlight we need to show we are a potential epicenter of a high quality
STEM educated workforce.
Implications
Kent campus has the highest concentration of STEM expertise in
administration at the college; from Career Education to the division of
Liberal Arts and Sciences we have scientist-leaders available to drive
STEM initiatives. This puts us in a great position to lead the College in
STEM endeavors.
We educate more people in Jacksonville than any other institution of
higher education and we are well respected in the community. This puts us
in a great position to lead STEM development for our region. We are well
positioned to develop a Northeast Florida Center for Undergraduate
Research that could then be expanded to serve as an incubator site and a
national model for STEM education.
163
Department/Program: Biomedical Sciences BS Degree Program
Goal and Strategies
Continue to recruit students into the
college wide biomedical sciences
program
Collegewide
Goal
3,4, and 5
Continue to track the retention and
success of students in the program to
make informed decisions that will
promote program development and long
term success
1,2,3,4
and 5
Review the assessment data collected in
Spring 20122 regarding the program.
Develop an entry and exit assessment
tool to determine growth of students in
the program. Exit tool can be
administered in the capstone course
starting Spring 20132.
1 and 4
Finalize roll out of biomed lab based
course CHM 3130C Chemistry
Instrumentation (Spring 20132)
1 and 3
Campus
Goal
Timeline
Continuous
(Applications due 1st
of February, June,
and October for each
respective term
cohort)
Continuous.
However, we expect
to have some
graduates in Spring
20132 that should be
tracked
Map out entry and
exit tool goals in
summer 20123. By
mid 20131 a first
draft exam should be
available. Aim for
final draft of the
assessment tool by
late 20131.
Purchase all
equipment and
consumables to
support the CHM
164
Cost
TBD
(marketing
costs)
Enrollment will continue
to meet goals
promulgated in SACS
accreditation substantive
change document
TBD
Establish a record of
enrollment, retention,
and graduation for the
program by the end of
20133.
No cost
expected
By mid April 20132
faculty will have
administered the
assessment tool in
selected courses.
~$57,000.00
(from the
second
allocation of
Equipment and
consumables are
purchased and in pace
for Spring term launch.
Finalize roll out of biomed lab based
course PCB 3713C General Physiology
(Summer 20133).
1 and 3
Offer Capstone Course IDS 4936 in
Spring 20132
1, 2 and
3
Offer lecture based course MCB 4503
(Virology) Fall 20131
1 and 3
Offer BCH4024 (Introductory
Biochemistry) course at Kent Spring
20132 term
1 and 3
3130C curriculum by $75,000 that
middle of Fall 20131 was included in
term
last year‟s
request to
Bowers)
Purchase all
~$15,000.00
equipment and
(from the
consumables to
second
support the
allocation of
curriculum by
$75,000 that
middle of Spring
was included in
20132 term
last year‟s
request to
Bowers)
Meet regarding
~$3,000.00
implementation in
(from the
summer 20123.
second
Have course encoded allocation of
by August 2012.
$75,000 that
was included in
last year‟s
request to
Bowers)
This course is
$1,500.00
already encoded and already paid as
on schedule for Prof. course
Cipriano to teach it
development
this fall.
stipend
Faculty assigned to
teach section.
Identify faculty
member to teach the
course in summer
Course runs Spring
20132
165
No stipend
expected, this
course has
Equipment and
consumables are
purchased and in pace
for Summer term launch.
Faculty assigned to
teach section.
Course runs Spring
20132
Course runs Fall term
20131.
20123 term.
Encoded in August
2012.
Offer CHM 4253 (Selected Topics)
Spring 20132
1 and 3
Identify faculty
member to teach the
course in summer
20123 term.
Encoded in August
2012.
Offer MCB4404 (Microbial Physiology
and Genetics) Summer 20132
1 and 3
Develop Undergraduate Research
Experience (REU) for Biomedical
Sciences students
1,2,4 and
5
Hire Program Manger
4 and 5
Hire Baccalaureate Advisor
4 and 5
Identify faculty
member to teach the
course in Fall 20131
term. Encoded in
February 2013.
Submit grant to NSF
(REU grant) August
2012 (Fall 20131
term)
Secure a position
allocation and
commence search by
Fall 20131
Secure a position
allocation and
commence search by
Fall 20131
Collegewide Goals
166
already been
offered at the
downtown
campus
$1,500 course
development
stipend
$1,500 course
development
stipend
No cost
expected
Course runs Spring
20132
Course runs Summer
20133
(TBD)
Obtain feedback on
status of application for
NSF funds by February
of 2013.
New hire in place
(TBD)
New hire in place
The mission of Florida State College at Jacksonville will be fulfilled, in significant measure, through the continuous, responsive pursuit of academic excellence
through the following collegewide goals:
1.
2.
3.
4.
5.
Prepare students for distinctive success in their academic, career and personal goals through collaboration within the College community and individual
initiative.
Inspire students to a lifetime commitment to continued learning, informed civic engagement, ethical leadership, cultural appreciation, social
responsibility and multicultural awareness in an interconnected world.
Optimize access to College programs and services.
Provide to students an extraordinarily positive experience in every engagement with the College.
Contribute significantly to the ongoing economic development of the Northeast Florida region.
167
BIOMEDICAL SCIENCES
Resources
Goal 1: Continue to recruit students into the college wide biomedical sciences program
Continue to build program and increase
baccalaureate enrollments
Marketing department,
TBD (marketing costs)
baccalaureate council and
coordinated publicity initiatives
Goal 2: Continue to track the retention and success of students in the program to make informed decisions that will promote
program development and long term success
Necessary for program accreditation and building
Office of Analytics, student
TBD
program reputation
surveys, graduate tracking
resources
Goal 3: Review the assessment data collected in Spring 20122 regarding the program. Develop an entry and exit assessment
tool to determine growth of students in the program. Exit tool can be administered in the capstone course starting Spring
20132.
Necessary for accreditation and cycle of
Reassign time for a faculty
3 WLU reassign for faculty coordinator OR
improvement
member to conduct assessment
if we get a program manager they would
process and coordinate collection coordinate this
of artifacts/grading/data analysis,
etc.
Goal 4: Finalize roll out of biomed lab based course CHM 3130C Chemistry Instrumentation (Spring 20132).
This is a required core course of the program and
Lab manager and program faculty ~$57,000.00 (from the second allocation of
needs to be offered
$75,000 that was included in last year‟s
request to Bowers). Budget 211826
(various GL codes)
Goal 5: Finalize roll out of biomed lab based course PCB 3713C General Physiology (Summer 20133).
This is a course within the biological science
Lab manager and program faculty
~$15,000.00
concentration of the Biomedical Sciences degree
(from the second allocation of $75,000 that
program.
was included in last year‟s request to
Bowers). Budget 211826 (various GL codes)
168
Goal 6: Offer Capstone Course IDS 4936 in Spring 20132
This is a required core course of the program and
Need to identify program faculty
needs to be offered
interested in teaching/developing
this course
~$3,000.00 (from the second allocation of
$75,000 that was included in last year‟s
request to Bowers). Budget 211826 (various
GL codes)
Goal 7: Offer lecture based course MCB 4503 (Virology) Fall 20131.
program.
No additional resources
$1,500.00 already paid as course
development stipend. Budget 211826
Goal 8: Offer BCH4024 (Introductory Biochemistry) course at Kent Spring 20132 term
This is a course within the biochemistry
program.
Identify faculty member to teach
the course in summer 20123 term.
No stipend expected, this course has already
been offered at the downtown campus
Goal 9: Offer CHM 4253 (Selected Topics) Spring 20132
This is a course within the biochemistry
program.
the course in summer 20123 term.
$1,500 course development stipend. Budget
211826
Goal 10: Offer MCB4404 (Microbial Physiology and Genetics) Summer 20132.
program.
the course in Fall 20131 term.
$1,500 course development stipend. Budget
211826
Goal 11: Develop Undergraduate Research Experience (REU) for Biomedical Sciences students.
An undergraduate research experience adds
NSF (REU grant); administrative
~$250,000.00 (soliciting NSF funds)
significant prestige to an institution and it STEM
support, curriculum committee
programs. Also, it is a great way to engage student in support of selected topics course
authentic learning experiences that are attractive to
prospective employers. Lastly, students who
participate in REU programs are more likely to
remain in STEM programs and successfully graduate
169
in a timely manner.
Goal 12: Hire Program Manger
Stated in SACS document and FLDOE proposal that
we would hire a program manager to help administer
the program. This is needed as the program grows.
Goal 13: Hire Baccalaureate Advisor
This is needed as the program grows.
Secure a position allocation and
commence search by Fall 20131
(TBD)
Secure a position allocation and
commence search by Fall 20131
(TBD)
170
UNIT PLAN FY 13
Career Education
Supporting Budget:
112221, 112211, 112418, 112531, 112541, 112561, 112631, 146041, 111530, 111531
The Career Education Division will support the Kent Campus mission by providing the
education/training opportunities necessary to prepare students for employment, job enhancement, or
career change/re-employment in the global marketplace.
Submitted by:
Dr. Terry Sawma
External Factors
National
 Increased need for higher education degree in
career education
 Shift in ways business is being conducted due to
economy
 DOE Integrity Rules
Regional and State
 State budget shortfalls
 Decrease in Perkins funds
 Unemployment rates
Local
 Continued competition from proprietary schools
 Increased interest in distance education
 Local unemployment rates and need for higher
degree among the employed and unemployed
Implications



Increase in enrollment
Opportunities for new/modified curriculum
Time and efforts required for additional reporting to assure compliance



Decreased dollars for funding higher education making it more difficult to
effectively accommodate increasing enrollments
Less funds for career education laboratory equipment and software costs.
Potential enrollment increase; increased competition for job openings yielding
opportunities for more Bachelors programs




Potential for decline in market share
Increased enrollment in distance education
Increased enrollment in PSAV and credit technical certificates
Increased enrollment in associate and bachelor degree programs and
171

Increased tuition

opportunity for new bachelor degrees
Opportunity to continue to increase needs based scholarships
Internal Factors
Campus/Center
 New bachelor degrees
 Continued growth at Cecil Center
 Growth in existing bachelor degrees
College-wide
 Tightening budgets
 Growth in the number of baccalaureate degrees
offered
 Program Assessment
 Faculty salaries
 SACS 2014 Reaffirmation
Implications



Planning for B.S. in Accounting
Evaluate need for more career education courses at Cecil Center
Evaluate need for additional faculty and staff

Potential staffing challenges; challenges in providing quality student
experiences with increased enrollments
Opportunities for increased enrollment college-wide; careful coordination in
scheduling overlap courses to avoid excess sections
Need for more accountability and coordination in collecting assessment
artifacts for programs offered college-wide
Difficult to attract a quality pool of candidates
Increase in readiness efforts.




172
Career Education
Collegewide Goal
1,3
Campus
Goal
2
Goal No. 2: Continue facility software
and equipment upgrades
1, 3
Goal No. 3: Provide Extraordinary
Level of Service.
1, 3, 4
Goal and Strategies
Goal No. 1: Continue to provide strong
and effective course management
Timeline
Cost
July 2012-June
2013
$0
1, 2, 3
July 2012-June
2013
Carl D.
Perkins
funds
1, 3
July 2012 - June
2013
$2,000 +
173
Comparison of 2011-12 and 2012-13
enrollment data as Year-over-Year data to
include:
 Diversity of course schedules for
modality, location, times, terms.
 Course cancellation rates
 Enrollments per section
 Student progression rates to program
completion.
 Student needs
Seek and obtain Perkins funding for
equipment and software to support
certificates and AS programs
 Instructional Equipment received and in
use
 Equipment and software
received/installed and in use.
 Data collected on the number of
workforce students impacted and using
the equipment and software purchased.
 Recognize faculty, staff and students for
their achievements.
 Fund and Implement a Division Wall of
Fame.
Goal No. 4: Increase Student
Persistence
1, 2, 3, 5
1, 2, 3
July 2012-June
2013
TBD
Goal No. 5: Continue to explore
opportunities for new programs.
1, 2, 3, 5
2, 3
July 2012-June
2013
$0
Goal No. 6: Prepare ACBSP Self-Study
for reaffirmation and prepare ACBSP
Initial Application for Accreditation of
the BAS and BS Business Programs.
1, 3, 5
2, 3
July 2012-February
2012
$4,000
Goal No. 7: Contract with Urlich
Research to conduct graduate surveys
for the following programs:
AS Business Administration
AS Accounting
BAS Supervision and Management
AS Interior Design
Goal No. 8: Post links on the program
home pages to provide program success
data to our communities.
1, 2, 3 & 4
1, 2, & 3 July 2012-June
2013
$4000
1, 3, 5
1, 2
No cost
July 2012-June
2013
174
 Implement an internal interdisciplinary
faculty scholarly exchange program.
Establish baseline data of student
persistence by program and term-over-term.
Measure any impact of initiatives on student
persistence as term to term data.
Determine strategic initiatives that may
improve student persistence, implement and
measure any change in persistence.
Measure the impact of technical certificate
completion and persistence to degree
completion.
Explore the labor market demand for
emerging and evolving technologies
including AS and Bachelor‟s programs.
Prepare the ACBSP Self Study for the AS in
Business Administration.
Prepare the ACBSP Initial Self Study for
accreditation of the BAS and BS Business
programs.
Completed graduate surveys.
Conduct and analysis of the survey data to
identify strategies to improve programs
with low graduation rates
Collect program success data to include
graduation rates, number of graduates by
year, time to completion rates, employment
rates, employer satisfaction, etc., and post
these data on the program home page.
175
CAREER EDUCATION
Resources
Goal No. 1: Continue to provide strong and effective course management
To effectively manage course assignments
and develop a diverse course schedule each
term a strong management system is
necessary. Diversity of scheduling includes
modality, location, times and days of the
week to meet a variety of student needs.
Data on course cancellations, make-rates,
faculty assignments, credentialing, low
enrollments and student progression rates
to program completion is required.
Career Education Deans, AO
Administration, AD/IPMs, Directors,
Faculty, Instructional Officer, Campus and
AO Support Staff.
No cost.
Goal No. 2: Continue facility software and equipment upgrades
To provide the equipment, software, and
Career Education Dean, AD/IPMs,
facilities necessary to meet program
Directors, Instructional Officer, Professors,
outcomes and provide students with the
Support Staff, Maintenance Staff, and IT
necessary skill sets for entry-level
Staff.
employment.
Goal No. 3: Provide Extraordinary Level of Service
Campus President, Career Education Dean,
 Continue to provide a high level of
AD/IPMs, Bachelor Program Advisors,
service to our student customers.
Support Staff, and faculty, Program
 Continue to improve and provide a
Advisory Committee
high level of service to our full time
faculty, adjunct faculty and support
staff.
Perkins funding
Campus facilities budget TBD.
Costs to be determined to support strategic
activities:
Recognition events to honor high
performing faculty and adjuncts.
Recognition of student achievements.
176
 Service and support Kent and Cecil
Administration, and all areas of student
support services.
Implement a Division “wall of fame”:
$2,000.
Highest priorities are placed on service to
students and faculty. Students and faculty
must feel welcomed, be recognized for
their achievements and academic progress,
and perform at the highest levels. High
trust and low control supports creativity
and achievement.
Continue to serve the needs of the
community, achieve the college goals for
economic development, access, prepare
students for success and provide an
extraordinary learning experience.
Goal No. 4: Increase Student Persistence
In order to measure improved student
persistence, we must establish a baseline
measure of student persistence by program
by term. Only then will we be able to
measure the impact a strategic initiative
has on persistence rates as year-over-year
data. This must become an ongoing goal
and metric for each program.
Campus President, AO IT staff, Career
Education Dean, AD/IPMs , Directors,
Support Staff, and Faculty.
Goal No. 5: Continue to explore opportunities for new programs.
177
$0
To serve the needs of the community and
achieve the college goals for economic
development, access, preparing students
for success and providing an extraordinary
learning experience.
College and Campus Leadership, Career
Education Dean, AD/IPMs
$0
Goal No. 6: Prepare ACBSP Self-Study for reaffirmation and prepare ACBSP Initial Application for Accreditation of the BAS
and BS Business Programs.
To maintain discipline specific
Career Education Dean, AD, Instructional
Cost to be determined.
accreditation for the AS Business
Officer, Faculty and Support Staff..
Administration and AS Accounting
Technology degrees.
Obtain discipline specific accreditation for
BAS Supervision and Management degree.
Goal No. 7: Contract with Urlich Research to conduct graduate surveys for the following programs
To improve graduate response and data
Urlich Research
$5000 annually ($1000 for each program).
analysis of graduate surveys; results are
required for ABA approval and ACBSP
accreditation; results will be used as an
indirect measure for program assessment.
Goal No. 8: Post links on the program home pages to provide program success data to our communities
ACBSP requires that the College inform it
communities of program success rates
using data such as number of graduates,
rate of employment of graduates, time to
Web Master, Career Education Deans,
IPMs, AD, IO, IE.
178
To be determined.
completion data, employer satisfaction,
involvement of advisory committee
members in program assessment, etc.
179
UNIT PLAN FY 13
Bachelor of Applied Science Supervision and Management
Supporting Budget:
111530
The mission for the Bachelor of Applied Science (B.A.S.) in Supervision and Management is to
provide students with the opportunity to attain a degree that will enhance their placement in higherlevel management and supervisory positions within the business community. This program, designed
to layer on top of any Associate in Science (A.S.) degree or an Associate in Arts (A.A.) degree will
provide students with the skill and knowledge required to become successful managers and leaders
within public, private and non-profit organizations. The curriculum emphasizes a practical hands-on
application approach to understanding Supervision and Management. We are dedicated to meaningful
learning and excellent teaching to aid and develop the potential of our students in the global business
environment
Submitted by:
Dr. Terry Sawma
External Factors
Implications
National
Increased need for a higher education degree in workforce programs
Economic, policy, and political factors due to unemployment and
underemployment makes training necessary to put people to work
Regional and State
Competition from other institutions, especially private proprietary
schools. They are able to market and provide individualized services
such as advising and small class size.
A decrease in state funding will impact the ability to hire additional staff
180
Opportunities for increasing enrollment
to best serve students.
Increased ratios of student to faculty/staff
Local
Increased demand for educated employees in the community we serve
due to aging population and economic changes.
Opportunities for increasing enrollment and younger demographics
Local economy experiences an increase in competition for employment
opportunities.
Opportunity to graduate students whose skills and competencies match
the local job market
Increased interest in Distance Education
Decreases number of sections and/or efficiency in seated classes.
However, overall enrollment increases.
Internal Factors
Implications
Campus/Center
Limited Resources
Increased enrollment exacerbates limited resources stretching the
demands for professional development, program marketing, materials
and human resources, also impacts quality of student services.
Addition of a BS in Business Administration
College-wide
Inconsistent quality standards of instruction.
Loss of enrollment to new BS Business Administration program.
Competition from other Baccalaureate degrees to be offered
Loss of enrollment to other BAS/BS programs.
Lessens the rigor of some courses and threatens the possibility of
articulation to the capstone course, employment and graduate programs
if students are not properly prepared.
181
Bachelor of Applied Science Supervision and Management 111530
Collegewide Goal
Campus
Goal
Goal No. 1: Continue to provide
strong and effective course
management for the BAS
Supervision and Management
program
1,3
2
July 2012June 2013
$TBD
Goal No. 2: Develop and
Implement an on-line Bachelor‟s
Orientation
Goal No. 3: Continue to improve
college courses and develop new
courses.
Goal No. 4: Continue to assess
and improve the program
1,2, 3, 4
1,2,3
July 2012August
2012
July 2012June 2013
$0
July 2012June 2013
$1,000
Goal and Strategies
1, 2, 3,
Timeline
182
Cost
$22,50
0
Comparison of 2011-12 and 2012-13 enrollment data as Yearover-Year data to include:
 Diversity of course schedules for modality, location, times,
terms.
 Student progression rates to program completion.
 Student needs
Implement an optional on-line Bachelor‟s Degree Orientation
Program.
New and improved courses developed and implemented.
 Review and improve the Bachelor Degree application
processes.
 Continue to assess specific course learning outcomes as
determined by fulltime faculty in the department.
 Collect program success data and make it available off the
program home page.
 Maintain a minimum of 25% of upper division credit hours
taught by terminally degreed faculty.
 Continue to engage all program advisory committee members
input and recommendations for program improvement.
 Develop an alumni survey to measure graduate satisfaction of
the program.
Goal No. 5: Encourage
Interdepartmental Classroom
Observation
July 2012June 2013
$500
Number of full-time faculty participating in peer classroom
observation and survey of effectiveness and impact on faculty.
Goal No. 6: Seek ACBSP Initial
Accreditation
July 2012June 2013
$TBD
ACBSP Initial application for accreditation completed and
submitted for review.
183
BACHELOR OF APPLIED SCIENCE SUPERVISION AND MANAGEMENT 111530
Resources
Source
Goal No. 1: Continue to provide strong and effective course management for the BAS Supervision and Management program
To effectively manage course assignments and develop a diverse
course schedule each term, a strong management system is
essential. Diversity of scheduling includes modality, location,
times and days of the week to meet a variety of student needs.
Data on course cancellations, make-rates, faculty assignments,
credentialing, low enrollments and student progression rates to
program completion is required.
Career Education Dean,
AD/IPMs, Directors, Faculty,
Instructional Officer, Campus
and AO Support Staff.
To be determined.
Goal No. 2: Develop and Implement an on-line Bachelor‟s Orientation
To provide this option for distance students. Since the BAS
program can be completed entirely on-line the development and
implementation of an on-line orientation program is appropriate.
Career Education Dean, IO,
Bachelor Program Advisors,
Faculty, Multimedia Specialist,
and staff.
No cost
Goal No. 3: Continue to improve college courses and develop new courses.
To provide consistency in quality throughout all sections of a
course..
BAS Faculty and adjuncts,
Open Campus.
184
$22,500
Goal No. 4: Continue to assess and improve the program
To serve the needs of the community and achieve the college
goals for economic development, access, preparing students for
success and providing an extraordinary learning experience.
Career Education Dean,
Faculty, Instructional Officer,
Bachelor Advisors and Support
Staff.
$1000
Review and improve the Bachelor Degree application processes.
Continue to assess specific course learning outcomes as
determined by fulltime faculty in the department.
Collect program success data and make it available off the
program home page.
Maintain a minimum of 25% of upper division credit hours
taught by terminally degreed faculty.
Continue to engage all program advisory committee members
input and recommendations for program improvement.
Develop an alumni survey to measure graduate satisfaction of the
program.
Goal No. 5: Encourage Interdepartmental Classroom Observation
To recognize a variety of effective pedagogy across the
department.
Faculty
Goal No. 6: Seek ACBSP Initial Accreditation
185
$500
To enhance program credibility.
Career Education Dean and
Instructional Officer.
186
$TBD
UNIT PLAN FY 13
Bachelor of Science in Business Administration
Supporting Budget:
111531
The mission for the Bachelor of Science (B.S.) in Business Administration is to provide students with a
culturally diverse foundation on which to build a successful career through advancement in the
workplace or furthering their education at the graduate level. The program focuses upon advanced
technical, administrative and management skills. Critical thinking skills, as well as skills in
communication, quantitative and organizational/systems applications are also emphasized.
Submitted by:
Dr. Terry Sawma
External Factors
Implications
National
 Increased need for higher education degree in career
education
 Shift in ways business is being conducted due to economy
 DOE Integrity Rules
Regional and State
 State budget shortfalls
 Decrease in Perkins funds
 Unemployment rates



Opportunities for new/modified curriculum
Time and efforts required for additional reporting to assure compliance

Decreased dollars for funding higher education making it more difficult
to effectively accommodate increasing enrollments
Less funds for career education laboratory equipment and software
costs.
Potential enrollment increase; increased competition for job openings
yielding opportunities for more Bachelors programs and concentrations.


Local
 Continued competition from proprietary schools
 Increased interest in distance education
 Local unemployment rates and need for higher degree among
the employed and unemployed
187



Increased enrollment in distance education
Increased enrollment in AS Business Administration and credit technical
certificates


Increased tuition
Internal Factors
Increased enrollment in bachelor degree programs and opportunity for
new bachelor degrees
Implications
Campus/Center
 New bachelor degrees
 Continued growth at Cecil Center
College-wide
 Tightening budgets
 Growth in the number of baccalaureate degrees offered
 Faculty salaries
 SACSCOC 2014 Reaffirmation



Planning for B.S. in Accounting
Evaluate need for more career education courses at Cecil Center
Evaluate need for additional faculty and staff

Potential staffing challenges; challenges in providing quality student
experiences with increased enrollments
Opportunities for increased enrollment college-wide; careful
coordination in scheduling overlap courses to avoid excess sections
Need for more accountability and coordination in collecting assessment
artifacts for programs offered college-wide
Difficult to attract a quality pool of candidates
Increase in readiness efforts.




188
Department/Program: Bachelor of Science in Business Administration 111531
Collegewide Goal
1,3,4 ,5
Campus
Goal
1,2
Goal No.2:
Hire a Business Instructional Officer.
1,2,3,4,5
Goal No.3:
Establish a process to collect program success
data and post these data to the program home
page.
Goal and Strategies
Timeline
Cost
July 2012June 2013
No Cost
Develop the roll-out schedule,
implement.
1,2,3
July 2012June 2013
$49,704 -$59,376
Approval of appointment Board of
Trustees.
1, 3,4
1,2,3
July 2012June 2013
No Cost
Data posted to program web site and
continuous updating of these data by
term or academic year.
Goal No.4:
Develop and Implement an On-line Orientation
Program
1,2,3,4,5
1,2,3
July 2012August
2012
No Cost
Implementation
Goal No.5:
Explore the possibility of developing student
cohorts and a guaranteed course schedule for
cohort groups.
1,3,4
1,2,3
July 2012June 2013
No Cost
Develop suggested cohorts
Goal No.6:
Improve course scheduling to meet the needs of
1,3,4
1,2,3
July 2012June 2013
No Cost
Publish improved course scheduling.
Goal No.1:
Implement the fifteen unique upper division
courses for the Business Analyst and Accounting
and Finance concentrations in the Business
Administration program.
189
all students.
Goal No.7:
Work with Accelerated College to offer the
required courses in the degree plan each term.
Goal No.8:
Work with Open Campus to develop all courses
in an on-line modality.
1,2,3,4,5
1,2,3
July 2012June 2013
No Cost
On-going
1,2,3,4,5
1,2,3
July 2012June 2013
No Cost
On-going
Goal No.9:
Deactivate the Social Entrepreneurship
Concentration and Implement the
Entrepreneurship Concentration.
1,3,4
1,2,3
July 2012June 2013
No Cost
Approval of Curriculum Committee,
Provost and BOT.
190
BACHELOR OF SCIENCE IN BUSINESS ADMINISTRATION
Resources
Source
Goal No.1: Implement the fifteen unique upper division courses for the Business Analyst and Accounting and Finance
concentrations in the Business Administration program.
The two new concentrations being developed are Business
Career Education Dean, Faculty, Subject
No cost
Analyst and Accounting and Finance. All courses in these
Matter Experts (SME‟s), Business
two concentrations have been developed and will need to be Instructional Officer, Bachelor‟s Degree
“rolled out” as students matriculate into these concentrations Advisors, Encoder
and progress through the program.
Goal No.2: Hire a Business Instructional Officer.
The Business Programs are growing at a very fast rate and
Campus President Career Education Dean, $49,704 -$59,376
are amongst the largest programs at the College with over
Search Committee Members and Human
1700 students enrolled in the AS, BS, and BAS programs.
Resources.
The position has been approved and is posted through
Human Resources. A search committee will be established
to review applicants, interview and recommend hires to the
Campus President. A major responsibility of the BIO will be
to coordinate the ACSBP self-study and site visit. The
vacancy posting is attached
Goal No.3: Establish a process to collect program success data and post these data to the program home page.
As required by ACBSP, program success data by
Career Education Dean, AO
No cost
concentration must be collected and shared with our
Administration and Data Staff, AD/IPM‟s,
“communities” and prospective students. Program success
Instructional Officer, Campus Staff, Web
data such as number of graduates, progression to completion Officer
rates, employment rates, withdrawal rates, make rates,
course cancellation rates, faculty credentialing, etc.
Goal No.4: Develop and Implement an On-line Orientation Program
Since the full program can be completed on-line, a
Career Education Dean, Faculty, Advisory
191
No cost
mandatory Orientation program must also be available online as an option.
Goal No.5:
Explore the possibility of developing student cohorts and a guaranteed course schedule for cohort groups.
With two Baccalaureate degree programs, a third to be
implemented in fall 2013 and an AS in Accounting and
Business Administration operating as open entry/open exit
(OE/OE), the challenge is to find enough adjunct faculty to
teach the many sections offered every term. By developing
student cohorts with a guaranteed course schedule may help
by identifying Fall only, Spring only and Fall and Spring
term courses
Goal No.6:
No cost
Career Education Dean, Instructional
Officer, AD/IPM, Faculty, and Staff
No Cost
Work with Accelerated College to offer the required courses in the degree plan each term.
Offer all courses required of accelerated college.
Goal No.8:
Officer, AD/IPM, Faculty, and Staff
Improve course scheduling to meet the needs of all students.
The program cannot offer every course, every term. If fall
only, spring only, and all term course offerings can be
determined, effective course scheduling can be
accomplished that meet all student needs. The course
schedule should be available for all students so that they can
plan their schedules through to completion at the time of
admission into the BS program.
Goal No.7:
Committee Members, Advisors, IT,
Multimedia Specialist, Instructional
Officer, Graduates and current students.
Officer, AD/IPM, Faculty, and Staff and
Accelerated College Staff
No Cost
Work with Open Campus to develop all courses in an on-line modality.
Assist Open Campus to develop all on-line courses. Provide
the subject matter experts to work with Instructional
Designers for course development.
Career Education Dean, Dean of
Instruction, Instructional Officer, AD/IPM,
Faculty, and Staff, Web Designers,
192
None to Kent Campus
Adjunct Faculty, SMEs.
Goal No.9:
Deactivate the Social Entrepreneurship Concentration and Implement the Entrepreneurship Concentration.
By modifying the current Social Entrepreneurship
concentration to Entrepreneurship graduates will have a
much broader job market.
Career Education Dean, AD/IPM, Faculty,
and Staff, Advisory Committee Members,
Career Education Staff at AO.
193
No Cost
UNIT PLAN FY 13
Business Programs (A.S.) – Accounting and Business
Supporting Budget:
112211,112531
Provide outstanding educational opportunities for students in business education to enter the workforce
or a four year degree program.
The specific mission of the Associate of Science (A.S.) in Business Administration degree is to
educate, train, and develop students to manage the ever-increasing complexities of business. The
program is a balance between theory and practice that enhances the educational experiences and
employment potential for students. The program emphasizes advanced business technical skills,
administrative and management skills, and critical skills in communications, quantitative and
organizational/systems understanding.
The specific mission of the A.S. in Accounting Technology is to provide a program of professional
accounting education that prepares students for entry-level opportunities and to provide them with a
foundation for continued long-term career success. The program emphasizes analyzing, recording, and
reporting of financial information.
Brian K. McDuffie
Submitted by:
External Factors
National
Increase interest in an educated workforce
Economic challenges
Regional and State
Continued competition from other institutions
Expansion and development of BS degrees in business related
fields
Implications
Increase enrollments will cause increased maximum class size that will lead to
less personal attention for students
Need to stay focused on core competencies in order to remain competitive
194
Local
Increased demand for trained employees in the community we
serve due to aging population and economic changes
Internal Factors
Campus/Center
Addition of the BS Business Administration
Increased interest in the bachelor degrees
College-wide
Quality standards of instruction
Increased demand for online sections
Implications
Opportunity for increasing enrollment as students will have two bachelor
programs to select from
Opportunity to improve retention of two-year students to four-year students
Lessens the rigor of some courses and threatens the possibility of articulation if
students are not properly prepared
Maintain quality – feedback, balancing time and quality, grading
195
A.S. – Business Programs 112531, 112211
Goal and Strategies
1. Strengthen teaching strategies for
online and hybrid classes offered
in these modalities

CollegeCampus
wide
Goal
Goal
#1
#1, #2
Cost
20131-20133
$0
During observation and
evaluation process, faculty will
demonstrate their strategies
20131-20133
$0
Advisory Committee
Membership list
During monthly meetings faculty
will share best practices and
develop recommended standards
2. Continue to develop business
partners to enhance program
 Expand advisory board
 Hire adjuncts that have real world
experiences
#1, #4 & #1 & #3
#5
3. Continue to support the Business
Club to increase student
engagement
#1 &#4

Timeline
#2
20131-20133
Improve communication with
business department and students,
explain updates and changes
clearly and timely to students
196
$0
As adjuncts are hired, their
teaching assignments are
matched to their expertise and
experience.
Report
4. Continue Program Assessment
plans for Business and
Accounting Programs
#1 & #4
#1
20131-20133
$0
Program assessment action
plan for 2013-2014
5. Continue to support faculty
business coordination meetings
with faculty at other campuses
#1
#1 & #3
20131-20133
$0
Meeting minutes
#1
#1 & #3
20131-20133
$0
Survey
7. Submit ACBSP Self-Study and
prepare for ACBSP Site Visit
#1 & #4
#1, #2, &
#3
July 2012February 2013
$4,000
Completed Self-Study
8. Conduct graduate survey
#1& #4
May 2013
$2000
Survey results
20131-20133
$0
CPR Results Report

Improve coordination between
business faculty from all
campuses leading to an improved
relationship between all faculty
6. Conduct adjunct appreciation
events where adjuncts and
mentors will attend

Improve collegiality, strengthen
the collaboration between full
time faculty and adjunct faculty
9. Achieve “Excellence Award”
level for CPR measures for
Accounting and Business
#1, #2 &
#3
#1, #4 & #1, #2 &
#5
#3
197
DEPARTMENT/PROGRAM: A.S. – BUSINESS AND ACCOUNTING 112531, 112211
Goal No. 1.
WFD Dean, WFD Associate Dean, Faculty
WFD Dean, WFD Associate Dean,
Business Club, Advisory Committee,
Faculty
$0
Continue Program Assessment plans for Business and Accounting Programs
To promote continuous program
improvement
Goal No. 5.
$0
Continue to support the Business Club to increase student engagement
To provide students opportunities to
explore a variety of career paths in
business and expand networking
opportunities between students and
practicing business professionals
Goal No. 4.
$0
Continue to develop business partners to enhance program
To ensure curriculum needs of the business WFD Dean, WFD Associate Dean,
community and expand networking
Advisory Committee, Faculty
opportunities between students and
practicing business professionals
Goal No. 3.
Strengthen teaching strategies for online and hybrid classes offered in these modalities
To ensure program quality and integrity
Goal No. 2.
Resources
$0
Faculty, AVP of CTE Office, Support Staff
Continue to support faculty business coordination meetings with faculty at other campuses
To ensure consistent course quality across
the college
Business Faculty College wide
198
$0
Goal No. 6.
Conduct adjunct appreciation events where adjuncts and mentors will attend
Recognize adjuncts for their commitment
to the college and provide more
opportunities for interaction between
fulltime faculty and adjuncts to build a
stronger sense of community
Goal No. 7.
$0
Prepare ACBSP Self-Study for reaffirmation
To maintain discipline specific program
accreditation for the AS Accounting
Technology and AS Business
Administration programs
Goal No. 8.
Fulltime Faculty, Adjunct Faculty, Support
Staff
Business Faculty Collegewide, Support
Staff, Library and Learning Commons,
Student Success Office, Finance Office,
HR, Registrar‟s Office, Collegewide
Business Program Managers/AD‟s,
Campus President
$0
Urlich Research
$2000 ($1000 for the AS Business
Administration, $1000 for the AS
Accounting Technology)
Conduct graduate survey
To determine program strengths and
weaknesses, new employment
opportunities, career advancement
opportunities and current salaries
Goal No. 9. Achieve “Excellence Award” level for CPR measures for Accounting and Business
To maintain program strength and to
ensure a high level of program retention,
persistence and completion
WFD Dean, WFD Associate Dean, Faculty
199
$0
UNIT PLAN FY 13
Computer Information Systems and Office Administration
Supporting Budget:
112541, 112631
The Computer Information Systems and Office Administration Department will support Kent
Campus‟s mission by educating students for entry level jobs, retraining those returning from the
workforce, and preparing all for the global marketplace.
Submitted by:
Brian K. McDuffie
External Factors
Implications
National
 Information Technology changes rapidly, superseding some
existing IT skills and creating new demand for others
Regional and State
 Increased credentialing requirement for some course
 Employers preferring baccalaureate graduates because open
position require more depth IT knowledge
Local
 Increased competition from proprietary schools
 Need for frequent curriculum updating and reacting to trends
 Difficulty in finding properly credentialed adjuncts
 Potential opportunity for increased enrollment in Baccalaureate level
programs
 Potential enrollment decrease
Internal Factors
Implications
Campus/Center
 Campus offers limited course due to not having credentialed
faculty
 Lower enrollments for Kent Campus
200
College-wide
 BAS in IT Management is increasing the enrollment in AS
courses
 Increased demand for credentialed faculty
201
Computer Information Systems/Office Administration
Goal and Strategies
1. Provide professional development
opportunities for faculty to increase
breadth of courses they are able to teach to
meet current and future demands
 Attend conferences
 Attend workshops
2. Increase course offerings in the AS IT
program and Computer Programming
Specialist Certificate program
 Hire a FT IT Faculty to replace retiring IT
Faculty
3. Increase student retention and persistence.
(Note: a baseline will be determined in this
fiscal year. Specific goals will be
determined that meet or exceed national
averages for retention and persistence).
 Classroom visits by the Achievement
Coach
 Program Assessment activities
4. Continue to provide the computer science
courses necessary to support AA students
for transfer to science, engineering and
information technology majors
5. Enhance the quality of instruction in IT and
OA courses
#1
Collegewide Goal
#1,# 3
Campus
Timeline
Goal
20131-20132 TBD
Cost
Report to campus and
increase in courses
faculty can teach
#1, #3
#1, #3
20131-20133
TBD by
Collective
Bargaining
Contract
Number of courses
scheduled; employment
of faculty member
#2, #4
#1, #3
20131-20133
$0
Data collected by the
Achievement Coach;
Program Assessment
Outcomes
#1, #3
#1, #3
20131-20133
$0
Review student POS, AA
and AS.
#1, #4
#1, #3
202
20131-20133
$0
LOEP‟s; Program
Assessment outcomes;
 LOEP‟s
 Sharing of best practices
Meeting minutes
203
COMPUTER INFORMATION SYSTEMS AND OFFICE ADMINISTRATION
Resources
Goal No. 1: Provide professional development opportunities for faculty to increase breadth of courses they are able to teach to
Attend conferences and workshops to obtain the most current
WFD, WFAD, IT/OA Faculty
$4,000 Campus Travel and
information to keep college and students updated with new
Professional Development fund
technology and trends and prepare student for the marketplace
Goal No. 2: Increase course offerings in the AS IT program and Computer Programming Specialist (Technical Certificate)
goals for economic development, access, preparing students
for success and providing and extraordinary learning
experience
WFD, WFAD, IT/OA Faculty,
Support Staff
$0
Goal No. 3 Goal: Increase student retention and persistence
To foster program growth and to enhance the overall success
$0
of students attaining degrees and desired employment in the
community
Goal No. 4 Goal: Continue to provide the computer science courses necessary to support AA students for transfer to science,
engineering and information technology majors
WFD, WFAD, IT/OA Faculty, $0
goals for economic development, access, preparing students
Achievement Coach, Support
for success and providing an extraordinary learning
Staff
experience
Goal No. 5 Goal: Enhance the quality of instruction in IT and OA courses
204
To increase student success, retention, persistence and to
prepare students for the marketplace
205
$0
UNIT PLAN FY2013
Career Education / Interior Design Technology
Supporting Budget:
112418
To educate, train and develop students for diverse opportunities in the interior design field. This
program is intended for individuals seeking entry level employment in the interior design field. The
program is based on the recommended course curriculum established by The Council of Interior
Design Accreditation and industry partners. There is a balance between theory, practical hands-on
training and community experiences. This balanced approach enhances the educational experience and
provides a sound foundation for distinctive success in the field of interior design.
Submitted by:
Nancy M. Sutton
External Factors
National
 Limitations with Federal financial aid
Regional and State
 Economic challenges in the profession
 There seems to be some increased interest in
employers hiring entry level students with a
baccalaureate degree in interior design.
Local
 Local economic challenges and impact on the housing
Implications
 The limitations with Federal financial aid may negatively impact enrollment,
especially in the Summer term, and provide an opportunity to look into more
needs-based scholarships and/or require the program to reduce its course offerings
during the summer term.
 The economic challenges may negatively impact enrollment and/or completion in
the program.
 Educational expectations of employers may negatively impact a student‟s decision
to obtain a two-year associates degree in interior design versus a baccalaureate
degree; however, this also presents an opportunity to (1) promote our program as
the best place to begin and (2) collaborate with appropriate institutions offering
four-year degrees and enter into articulation agreement(s) or 2+2 Agreements.
 There is a continual need to evaluate curriculum, collaborate with the advisory
committee members, and increase the opportunities for internships and
206
market continues to plague employability.
 Recently, we have had an increase in designers and
retailers seeking out our students for part-time
positions and volunteer opportunities.
employment opportunities. This includes diversifying the practical skills learned so
that students are prepared at all levels of potential employment.
 The marketability of our program to the industry professionals at all levels would
be beneficial to assist our students in gaining hands-on experience and employment
opportunities.
Internal Factors
Campus/Center
 Due to efficiency priorities, the program will need to
offer a reduced number of courses each semester.
 Retirement of main, seasoned support staff
College-wide
 During the 2011-2012 academic year, the college
decided not to pursue the Bachelor of Science degree
in Interior Design.
Implications
 Although it may negatively impact current students by slowing their progression
initially, it would be beneficial for our program to consider creating cohorts to
better streamline course offerings, with the ultimate goal of increasing course
enrollment, student retention, and completers.
 The reduced number of courses offered each semester could also negatively impact
our Advisory Committee, as several of the members are also our adjuncts, whose
services are not as needed as they have been in the past.
 Effective 4/30/2012, the program‟s full-time support staff (Instructional Office
Coordinator) retired from the college. Her position code was transferred to another
area of the department and the program was provided with a 32-hour permanent
part-time employee. This does not provide full-coverage for the office, in fact
leaving one entire day with no support staff assistance. The potential impact can
include reduced services or quality of services to the students, which is counterintuitive to the college‟s goals.
 This decision has been received with mixed responses by our Advisory Committee
members. However, we are working with the Advisory Committee to: (1)
determine appropriate institutions to approach concerning the possibility of an
articulation agreement and (2) market our two year program effectively to
maximize interest.
207
STRATEGIC PLAN FY13
Department/Program: Career Education / Interior Design Technology
Goal and Strategies
Goal 1:
Monitor and Increase Student Retention
Collegewide Goal
1, 2, 3, 4
Strategy:
Through Academic Support
 Track student progression, using the students from
IND 1020 classes in the Fall 2011 and Spring 2012
terms who received one-on-one advising and
graduation plans developed with full-time faculty
 Implement one-on-one advising with the program
manager and/or full-time faculty for all IND 1020
and IND 1606 students
 During the week of registration for the next
semester‟s courses, the program manager, full-time
faculty, and other appropriate staff will come into
strategically selected classes to discuss registration
and advise students, as needed
 Develop IND schedules that naturally cohort
students onto a set sequencing
Through Social Involvement
 Survey the IND students regarding
interest/availability in an effort to maximize course
scheduling efforts
 Implement a Meet and Greet event, especially
208
Campus
Goal
1, 2, 3
Timeline
2012-2013
Academic Year
Cost
$0
 Comparison of 2010-2011,
2011-2012, and 2012-2013
retention data and program
concentrators from CPR
reports, showing increases at
all levels of the program
progression
 Attainment of Program
Excellence Standards in
College Program Review
(CPR) report(s) as they relate
to student retention
 In Spring 2013, survey
students regarding factors
impacting their continued
participation in the program
focused on students new to the program, but open to
all interior design students, for each Fall term
 Continue to increase activities and advertising of the
program‟s student chapter
 Create a quarterly Program Newsletter to be
distributed to the program students, as well as
adjuncts and advisory committee members,
highlighting college events, program-specific events
and news, instructor news, student news, updates on
the profession, and other pertinent information
Goal 2:
Secure baccalaureate option(s) for our Interior Design
students.
1,2
1, 2
Strategy:
 With the involvement of a subcommittee of the
Advisory Committee, research institutions offering a
baccalaureate degree in Interior Design, to consider
factors including, but not limited to, geographic
distance from Jacksonville, cost, accreditation, and
reputation.
 The subcommittee will report findings and
recommendations to the Advisory Committee for
discussion.
 The Program Manager, along with appropriate
college stakeholders, will pursue discussions with
the recommended institution(s).
 Enter into an Articulation Agreement or a 2+2
Agreement with at least one institution offering a
baccalaureate degree in Interior Design
209
2012-2013
Academic Year
$1,000
(est.)
 Completed articulation
agreement or 2+2 agreement
with at least one institution that
has a Bachelor‟s degree in
Interior Design
Goal 3:
Increase enrollment.
1,3
1, 2, 3
2012-2013
Academic Year
$0
 Comparison of 2010-2011,
2011-2012, and 2012-2013
program enrollment data
1, 4
2
2012-2013
Academic Year
$0
 Program “Excellence” Criteria
on College Program Report
(CPR) related to this goal
 Program involvement, outside
of the advisory committee
meetings, of a minimum of
four (4) interior design
professionals
Strategy:
Advisory Committee, review the current curriculum
to revised as needed.
Advisory Committee, develop an energized plan to
promote the Associate in Science degree in Interior
Design, emphasizing the benefits of beginning
Interior Design courses at FSCJ
 Develop an online orientation for students interested
in the program
 Continue to work with school districts on Dual
Enrollment efforts, and hold a “recruitment” event in
the Fall for interested high school students
Goal 4:
Continue to increase Advisory Committee
involvement, both at meetings and in the program
overall.
Strategy:
 Determine any sector under represented
 Invite additional Advisory Committee members, as
appropriate
 Encourage involvement of Advisory Committee
members in program activities, events, and
internships
210
 Partner with local professional organizations in an
effort to increase program awareness and
opportunities for students.
Goal 5:
Hire additional temporary support staff.
4
3
Strategy:
 Determine cost effectiveness of increasing other
part-time staff hours verses hiring additional parttime staff verses hiring temporary employee through
vendor, Aerotek
 Proceed with bringing in support staff and
coordinate hours to benefit program office coverage
211
July 1, 2012 –
June 30, 2013
$10,000  Hiring of additional temporary
(est.)
support staff so that the office
*can be
is covered for the entire work
split
week.
with
Paralega
l Studies
budget/a
lso on
that
Strategic
Plan
CAREER EDUCATION / INTERIOR DESIGN TECHNOLOGY
Resources
Goal No. 1: Monitor and Increase Student Retention
To better serve the students though the process
of course selection, program progression, and
ultimately program completion and entry into
profession.
Instructional Program Manager, Program
Faculty, Support Staff, Students
No cost
Goal No. 2: Secure baccalaureate option(s) for our Interior Design students.
To meet the needs of the students and
expectations of the employers in the field.
Faculty, Support Staff, Advisory
Committee, IE Team
$1000 (est.) in case of travel to meet
with institution(s) to finalize
agreement(s).
112418
Faculty, Support Staff
No cost
Goal No. 3: Increase enrollment
To best utilize the valuable resources we have
in the program, keeping the program vibrant
and growing.
Goal No. 4: Continue to increase Advisory Committee involvement, both at meetings and in the program overall.
To increase awareness of the quality of our
students, for potential employment prospects in Faculty, Support Staff, Advisory Committee
the future. To provide our students with
Members
updated information from the field to best
prepare them for the profession.
Goal No. 5: Hire additional temporary support staff.
212
No cost
To secure support staff coverage for the entire
work week so that student needs are being met.
Instructional Program Manager, Support
Staff, IT Staff
213
Est. $10,000 for the hiring additional
temporary support staff through
college or through Aerotek.
112561, 112418
UNIT PLAN FY 13
Insurance, Real Estate and Financial Services (IREFS)
Supporting Budget:
112221/112222/112223/112224
Optimize access to and participation in IFS programs and services
Submitted by:
Bill Barfield
External Factors
National:
High Unemployment
Decreased Real Estate Transactions
Increased Competition (On Line Insurance CEUs)
Regional and State:
High Unemployment
Increased Competition (On Line Pre-licensing courses)
Local:
High Unemployment
Increased Competition (On site Insurance and Real Estate
course providers)
Implications
Reduced hiring and decrease in all financial services pre-licensing classes
Decreased enrollment in Real Estate related classes
Decreasing Insurance CEU course enrollment
Decreased Pre-licensing classes
Decreased Pre-licensing classes
Internal Factors
Campus/Center:
Shifting of Workforce Advising to workforce staff
Assumption of Enrollment/Registration duties
Loss of full time faculty
Implications
Increased workload for staff
214
College-wide:
Budget Constraints
Increased reporting/assessment
Limited budgets decrease opportunities for growth (staff time and marketing)
Significantly increased paperwork and analysis reduces staff time for production work
215
Department/Program: IRES
Goal and Strategies
Goal: Markedly increase insurance pre-licensing class enrollment
through online classes.
Strategies:
Florida State College at Jacksonville enrollment and First Coast
Career Tech are dependent upon four factors; Cost, Convenience,
Perceived Value and Marketing.
Some PSAV Insurance Pre-licensing classes are very
competitively priced and some are not. There is no price
flexibility for PSAV.
Convenience consists of offering desirable classes at times, places
and in formats that suit the students. It also includes ease of
registration. Since the college‟s registration process may never be
on a par with the private school industry‟s registration (which can
be as convenient as paying and registering during the initial class
session) particularly for PSAV students throughout the state; we
continue to provide exceptional individual service to all
prospective students particularly in the application and
registration process. We continue to research ways we can offer
faux open enrollment for PSAV classes.
Perceived Value is present from the reputation of the college.
PSAV classes offered under the First Coast Career tech banner
offer less perceived value.
Marketing efforts particularly in times of high unemployment to
make our perceived value, convenience (plus some low costs)
known.
Collegewide Goal
Optimize
access to
and
participati
on in
College
programs
and
services
216
Campus
Goal
Optimize
access to
and
participation in
Campus
programs
and
services
Timeline
Present
through
2015
Cost
Continued
funding
through
Campus/
Program
budgets and
Retained
Revenue
Via NGE
Evidence of
Completion
Average 40 NGE
Insurance Consortium
students a month.
Average85 PSAV
students per month.
Average 70 CWE
Insurance CEU
students (also NGE) a
month.
NGE enrollment with other community/state colleges offering our
online Insurance pre-licensing classes through the Continuing and
Adult Education (CAESC) Insurance Consortium will decrease as
contracts expire. This will occur as the colleges don‟t renew
because of our requirement that their students attest to a legal US
residency status.
PSAV growth will be achieved through increased marketing and
additional programs.
217
DEPARTMENT/PROGRAM WORKFORCE-IFS
Resources
Goal: Markedly increase insurance pre-licensing class enrollment through online classes.
Justification: Increasing enrollment
consistent with College wide goals
PSAV-CPR Monies and Kent Campus
Monies
Needs:
 Usual Campus Budget Funding
 Stable staff- Convert a Regular Part
Time Senior Support Specialist to
Full Time. The last four people in
this position have left for full time
employment.
NGE shared earnings for expenses of NGE
marketing
218
No additional costs
UNIT PLAN FY 13
Career Education / Paralegal Studies
Supporting Budget:
112561
To educate, train, and develop students for careers as paralegals and legal specialists in law related
professions. The program is intended primarily for students who desire an associate in science degree
and then entry into the workforce. The Paralegal Studies program is approved by the American Bar
Association and its curriculum is based upon the study of legal theory and enhanced by the practical
application of law to real life scenarios. The program emphasizes legal research, writing, law related
technology and critical thinking skills so that students enter the legal professional prepared for
distinctive success as legal professionals.
Nancy M. Sutton
Submitted by:
External Factors
Implications
National
 Program approval by the American Bar Association
(ABA)
 Limitations with Federal financial aid
 Currently, the Paralegal Studies Program is the only ABA-approved program in North
Florida. This approval makes our program appealing to students who are serious
about their career path. Because our approval is contingent upon our compliance with
the ABA‟s guidelines and ongoing re-approval process, it is imperative that we keep
up-to-date on their requirements and maintain our program accordingly.
 There may be opportunities to increase needs-based scholarships.
 Effective March 1, 2011, an individual may no longer use grandfathering (experience
alone) in order to register as a Florida Registered Paralegal (FRP). Although
registration as a FRP remains voluntary at this time, due to these changes, there is a
continued potential for increased enrollment from those already employed in the field.
 There is an increased potential for increased enrollment, especially from students who
hold advanced degrees (Bachelor‟s or higher) and are seeking a new career. This fact
may require the program to consider alternative completer options for those students.
 There is an increased potential for students seeking advanced degrees to increase
marketability and earnings potential.
Regional and State
 Increased expectation for paralegals to obtain an
education in Florida
 Economic challenges in other professions
 Due to economic challenges in the legal field,
increased employment competition with law school
graduates
219
Local
 Increased expectation for paralegals to be wellrounded, willing and able to handle multiple tasks
and roles in a law office environment.
Internal Factors
Campus/Center
 Classroom availability and usage
 Retirement of main, seasoned support staff
 There is a continual need to evaluate curriculum, collaborate with the local
professional paralegal organizations, and increase the opportunities for internships.



College-wide
 Increased demand for online sections compared to
occasional decreased performance of students
taking online classes


Implications
At this point, it would be beneficial to evaluate the possibility of a bachelor‟s program
in legal studies, with tracks for paralegals and students seeking law degrees.
Because several of the core paralegal studies courses require internet access and
nearly all of our on-campus courses are taught in the hybrid format, there is an
increased demand for smart classrooms, equipped with the appropriate software and
common office equipment (see also “Local” factors).
Effective 4/30/2012, the program‟s full-time support staff (Instructional Office
Coordinator) retired from the college. Her position code was transferred to another
area of the department and the program was provided with a 32-hour permanent parttime employee. This does not provide full-coverage for the office, in fact leaving one
entire day with no support staff assistance. The potential impact can include reduced
services or quality of services to the students, which is counter-intuitive to the
college‟s goals.
The Paralegal Studies program is continuing the development of an ONLINEPLUS
Paralegal option after reviewing the curriculum and determining the six (6) courses
that would be eligible to be offered in an online format. Currently, the ABA has
approved two courses (Wills, Trusts, and Estates and Torts Law) for online delivery.
While maintaining the requirements set by the ABA regarding face-to-face
instructional time, we will continue seeking approval for additional paralegal courses.
As part of this application for PLA2600 and PLA2273, we designated five courses
that would not be offered in an online format (PLA1003, PLA 1104, PLA2114,
PLA2200, and PLA 1943). The remaining six (6) core courses (including PLA2600
and PLA2273) are eligible for online delivery, with proper notice to the ABA.
Simultaneously, there is a need to assess the student performance and outcomes from
these online courses; review and choose the appropriate supplemental materials
available; and equip faculty teaching the online courses.
220
221
Department/Program: Career Education / Paralegal Studies
Goal and Strategies
Goal 1:
Monitor and Increase Student Retention
CollegeCampus
wide Goal
Goal
1, 2, 4
1, 2, 3
Strategy:
Through Academic Support
 Track student progression, using the students
from the PLA 1003 classes in the Fall 2011
and Spring 2012 terms who received one-onone advising and graduation plans developed
with the program manager
 Implement one-on-one advising with the
program manager for all PLA 1003 students
Through Social Involvement
 Continue Meet and Greet events, especially
focused on PLA 1003 students, but open to all
paralegal students and recruiting of recent
graduates, strategically planned to coincide
with registration for the next semester
 Continue to increase quality and quantity of
the activities of the program‟s student
organization, the Legal Studies Association
(LSA)
 Create a quarterly Program Newsletter to be
distributed to the program students, as well as
adjuncts and advisory committee members,
222
Timeline
2012-2013
Academic
Year
Cost
$0
 Comparison of 20102011, 2011-2012, and
2012-2013 retention data
and program
concentrators from CPR
reports, showing
increases at all levels of
the program progression
(CPR) report(s) as they
relate to student retention
 In Spring 2013, survey
students regarding factors
impacting their continued
participation in the
program
highlighting college events, program-specific
events and news, instructor news, student
news, updates on the profession, and other
pertinent information
Goal 2:
Continue to Monitor and Develop the
ONLINEPLUS program option, in which up to
six (6) required core PLA courses would be
offered in an online format.
1,3, 4
1, 2, 3
Strategy:
Monitoring
 Keep apprised of ABA guidelines as they
relate to courses delivered online.
 As part of Institutional Effectiveness, assess
artifacts and student outcomes from online
PLA courses and compare data with hybrid
offerings of the same courses, when possible.
 As part of Institutional Effectiveness, create
more defined rubrics for various types of
practical assignments assessed.
Preparation
 Utilize program, bi-weekly “chat time” to
review, discuss, and, if appropriate, develop,
supplemental materials suitable for online
course offerings.
 Provide workshops (including as part of
faculty meetings) and/or encourage instructor
attendance at workshops geared toward online
education, especially paralegal education.
 Create a method by which full-time faculty
223
2012-2013
Academic
Year
$0
 Consistent student
performance levels and
student outcomes from
courses delivered as a
hybrid and in an online
format.
 Completed course shells
for all six (6) possible
online course offerings.
and adjuncts can share resources and practical
assignments
Goal 3:
1,4
Determine feasibility of developing and offering
a Bachelor of Science (BS) degree in Legal
Studies, with two tracks: (1) paralegal
professionals and (2) pre-law (students preparing
for law school).
1, 2, 3
2012-2013
Academic
Year
$2,500
(est.)
 Completion of position
paper, or equivalent
 Review findings and
solicit feedback from
faculty and Advisory
Committee
 Present position paper, or
equivalent, and Advisory
Committee
recommendation to
appropriate dean(s) and
campus president
2
2012-2013
Academic
$0
 Program “Excellence”
Criteria on College
Strategy:
 Review ABA guidelines regarding bachelor‟s
programs and/or changes to program
 Review requirements from SACS, FSCJ, and
DOE regarding development and
implementation of BS degrees
 Network with ABA approved programs
offering bachelor‟s programs in legal studies
 Visit a minimum of two four-year institutions
that offer a BS degree in Legal Studies, or the
equivalent
 Research data from the industry, nationally,
regionally, and locally regarding demand for
bachelor degrees
 Continue gathering data on student
interest/demand for bachelor degrees in the
field
 Draft position paper, or equivalent, in favor or
against proposal
Goal 4:
Continue to increase Advisory Committee
1, 4
224
involvement, both at meetings and in the
program overall.
Year
Program Report (CPR)
related to this goal
 Program involvement,
outside of the advisory
committee meetings, of a
minimum of four (4) legal
professionals, two from
the private sector and two
from the public sector
Strategy:
 Determine any sector not well-represented
 Invite additional Advisory Committee
members, as appropriate
 Encourage involvement of Advisory
Committee members in program activities,
events, and internships
 Partner with local professional paralegal
organizations in an effort to increase
attorneys‟ understanding of the role and
importance of paralegals.
Goal 5:
Increase department communication at various
levels, including faculty to student; department
to student; department to interested student (i.e.
program orientation); department to faculty; and
department to advisory committee.
3
2
Strategy:
 Utilize technology and implement web
conferencing tool(s), such as Blackboard
Collaborate, to streamline communication
 Utilize technology to revamp program
orientation
 Utilize social media to communicate with
students regarding the program, events, and
the Legal Studies Association (LSA)
225
2012-2013
Academic
Year
$2,500
(est.)
 Stable or increased
participation in meetings
and orientations with the
utilized technology
compared to traditional,
time consuming methods
Goal 6:
Hire additional temporary support staff.
4
3
Strategy:
 Determine cost effectiveness of increasing
other part-time staff hours verses hiring
additional part-time staff verses hiring
temporary employee through vendor, Aerotek
 Proceed with bringing in support staff and
coordinate hours to benefit program office
coverage
226
July 1, 2012
– June 30,
2013
$10,000
(est.)
*can be
split with
Paralegal
Studies
budget/also
on that
Strategic
Plan
 Hiring of additional
temporary support staff so
that the office is covered
for the entire work week.
CAREER EDUCATION / PARALEGAL STUDIES
Resources
Goal No. 1: Monitor and Increase Student Retention
To better serve the students though the process of
course selection, program progression, and ultimately
program completion and entry into profession.
Instructional Program Manager,
Program Faculty, Support Staff,
Students
No cost
Goal No. 2: Continue to Monitor and Develop the ONLINEPLUS program option, in which up to six (6) required core PLA
courses would be offered in an online format.
To improve access to required courses. Currently, our
No cost
program offers day and evening courses. Many of our
Program Faculty, Support Staff
students work full time and need the flexibility that the
online course delivery offers. However, we do not want
to sacrifice quality in that pursuit. Moreover, with
increased, quality online course offerings, our ABA
approved program can be expanded to appeal to a larger
geographic area, including Nassau, Baker, St. Johns,
and parts of Georgia.
Goal No. 3: Determine feasibility of developing and offering a Bachelor of Science (BS) degree in Legal Studies, with two
tracks: (1) paralegal professionals and (2) pre-law (students preparing for law school).
To increase marketability and preparedness of our
No cost
students in the profession and/or for law school. Not
Program Faculty, Support Staff
(Future costs would be the cost of
only has there been increased demand for paralegals
hiring additional faculty if
with bachelor‟s degrees, the program office frequently
implemented)
receives inquiries about the possibility of a Bachelor‟s
program in Legal Studies.
227
Goal No. 4: Continue to increase Advisory Committee involvement, both at meetings and in the program overall.
To increase awareness of the quality of our students, for
potential employment prospects in the future. To
provide our students with updated information from the
field to best prepare them for the profession.
Advisory Committee Members
No cost
Goal No. 5: Increase department communication at various levels, including faculty to student; department to student;
department to interested student (i.e. program orientation); department to faculty; and department to advisory committee.
To increase student involvement in campus activities
Est. $2,500 for web conferencing
and events. To streamline the paralegal orientation
tools that have recording
process. Currently, we hold two face-to-face
Advisory Committee Members, IT
capabilities.
orientations on campus each month, which is timeStaff
consuming and requires effort better used elsewhere.
112561
Nevertheless, the information is important, and it would
be most beneficial for students to re-access the
information throughout their progression in the
program.
Goal No. 6: Hire additional temporary support staff.
To secure support staff coverage for the entire work
week so that student needs are being met. Also, to
provide needed support to complete the Interim Report
to the ABA due August 15, 2012.
Support Staff, IT Staff
Est. $10,000 for the hiring
additional temporary support staff
through college or through Aerotek.
112561, 112418
228
229
UNIT PLAN FY 13
Student Success
Supporting Budget:
153210
The Kent /Cecil Center for Student Success is committed to creating a positive, caring, and nurturing
environment where students are empowered to reach their personal and educational goals.
Submitted by:
Sherry H. David, Dean of Student Success and the Student Success Team
External Factors
National
 High unemployment rate impact
 New Federal Guidelines - Legislative Changes in
Funding (Title IV)
 Student Loan Process
 Federal changes with Veterans benefits
Regional and State
 Legislative changes to college
 Transition from Community College to State College
Local
 Unemployment
 Duval County Graduation rate/College Readiness
 College Readiness
Implications
 Potential increase in enrollment
 Due to stricter guidelines student eligibility will be impacted, which will require
additional advising, this could also impact enrollment
 Students will need to complete additional loan requirements, staff will need to assist
 Veteran population continues to increase, this requires ongoing staff training





Decrease in state funding will impact resources available
Increased enrollment that would traditionally
Students are transitioning from our 2 year degrees into our 4 year degrees
Students seek financial funding via grants, loan & scholarships
Continue to offer programs to high school students i.e. SLS1103, Early College,
placement testing and Dual Enrollment.
 Students coming unprepared leads to low readiness
Internal Factors
Campus/Center
 Increased enrollment
 Expansion of Bachelor‟s programs
 Financial aid population continues to increase
 Continue to work with Administrative Offices
College-wide
 New College Student Orientation, First Year Experience
Implications






Additional services, advising, financial aid, veterans, scholarships
Advising training for BAS programs continued
Federal Title IV changes and training
To ensure training on policies and procedures
Re-design of orientation process will require training for staff
Staff is required to lead and/or assist with developing effective outcomes for improved
230
 Instructional Effectiveness Student Success Outcomes
student success and retention.
231
STRATEGIC PLAN FY13
Department/Program: Student Success
Goal and Strategies
Lead Kent Campus Recruitment efforts while working
with the college-wide recruitment team. Participate in
High School and college-wide events. Coordinate events
so they do not compete with one another.
Staff Professional Development. Staff members will
attend at least one external or college sponsored seminar,
workshop or training activity related to professional
Student services enhancements
 Continue financial aid awareness workshops
 Schedule Student Ambassadors to assist in the
Student Success Center.
 Continue cross-train with BOA to better serve
students with finance related questions.
Implementation of Student on-line EZ apt system
Collegewide Goal
2,3
Campus
Goal
3.1, 3.2
Timeline
Cost
2013, 2014
TBD
2,3
3.1,3.2
2013, 2014
$1,800.00
When training is completed.
2,3
3.1,3.2
2013, 2014
None
None
Increased workshop participation
Ambassadors presence
None
Training completed
Increase in student enrollment.
2,3
3.1, 3.2
2013
None
2,3
3.1,3.2
2013
None
Continue participation on Institutional Effectiveness
2,3
Student Success Outcomes teams.
Design and implement a Student Retention/Persistence 2,3
Center that will include the CDC and First Year
Experience Program.
3.1,3.2
2013,2014
None
When deployed to campus and
staff is trained.
When a consistent student
orientation process is
implemented on all campuses.
When 2011/12 I.E. is complete
3.1, 3.2
2013, 2014
TBD
When implemented
Student Orientation redesign
232
DEPARTMENT/PROGRAM STUDENT SUCCESS
Resources
Source
1. Student Success Staff
$500.00 GL 60501, 153210
Goal No. 1: Kent Campus Recruitment
Lead Kent Campus Recruitment efforts while working with the
college-wide recruitment team. Participate in High School and
college-wide events. Coordinate events so they do not compete with
one another.
Goal No. 2: Staff Development
Staff members will attend at least one external or college sponsored
seminar, workshops or training activity related to Professional
development or technology skills, i.e. local, state and National
training related to financial aid/academic advising.
Funds to attend trainings and
workshops
$ 1,800.00 GL 60501,
153210
Staff, Ambassadors
None
Information technology, A.O. &
training support.
TBD
Goal No. 3: Student Services Enhancements
 Continue to schedule Student Ambassadors to assist in the
 Continue cross-training with BOA to better serve students with
finance related questions.
Goal No. 4: On-line EZ Student apt. system
Implementation of Student on-line EZ apt system. The appointment
system will provide students on-line easy access to making and
changing advising and financial aid appointments. This will provide
233
enhanced service to the students and will reduce phone calls which
will allow recourses to be used more efficiently.
Goal No.: 5. Student Orientation redesign
Student Orientation redesign. There will be a new student 3 phase
orientation process that will include admissions as the 1st phase, first
term advising as the 2nd phase and a first year experience class as
the 3rd phase.
College wide Orientation
Implementation Team, A.O.
staff and Campus Student
Success staff.
None
Student Success Task Force,
Director Institutional
Accountability, Student Success
Staff
None
Goal No.: 6. Student Success Outcomes I.E.
Continue participation on Institutional Effectiveness Student
Success Outcomes teams. This process is new to Student Services
and is designed to evaluate student satisfaction and process
effectiveness of each area.
Goal No.: 7. Design and Implement a Student Retention/Persistence Center
Design and remodel space in F Building for a Student Retention
Persistence Center that will include the First Year Experience
Program (FYE Program) and the Career Development Center
DAS, CDC Coordinator,
Campus Achievement Leader,
and Dean of Student Success
234
TBD from DAS
UNIT PLAN FY 13
Supporting Budget:
153021
The mission of the Assessment and Certification Centers at Florida State College at Jacksonville is to
provide access to high quality services to our students, community, and faculty while ensuring
examination integrity in a secure and test friendly environment. Our focus is to provide meaningful
services to our customers while promoting the academic, career, and personal goals of the individuals
we serve. We adhere to National College Testing Association (NCTA) standards.
Submitted by:
Richard Turner
Assessment and Certification Center
Manager
External Factors
Implications
National: Student retention and persistence continue to
remain low, particularly in two and four year institutes.
Assessment services play a key role in retention and persistence with many
opportunities to expand this role through various placement and psychosocial
assessment tools.
Regional and State: State mandates involving exit
examinations for developmental education courses have
been eliminated.
The future and type of exit examinations will be determined by the college. Kent
Assessment working with the ASC Council is at the forefront of research and selection
of an online exit test provider. Our experience working with MathXL, Mylabsplus, and
Black Board (Carnegie Shell) have positioned us as one of the system experts. We will
continue to work closely with the ASC Council to assist with the college wide
implementation of the new exit examinations.
Local: PERT is now being delivered in high schools by
Duval and Nassau County School District staff. Private
and home schooled students cannot take advantage of
There remains a need for assessment offerings for private and home schooled students.
Kent Campus Assessment and Certification will continue to work closely with our
private and home schooled students to ensure that their Dual Enrollment assessment
235
these in high school PERT examination offerings.
and certifications needs are being met.
Internal Factors
Implications
Campus/Center: The addition of new programs will
continue at Kent. This creates a potential need for our
students to complete required examinations and
certifications that are not currently offered at our campus
or college.
Kent Assessment has recently become a Pearson VUE provider allowing us to
administer a host of new examinations and certifications. We will work closely with
the deans and program managers as new programs are launched to determine if we
should add any additional assessments or certifications in support of the new program
offerings.
College-wide: The college continues to experiment with
new online testing programs creating new demands on
testing centers to ensure test security during those
examinations.
With each new vendor that is added, new potential test security issues must be worked
through. Kent Campus Assessment is running NetSupport School to monitor test takers
while in the assessment center, to lock their assigned computer down and prevent
accessing unapproved sites, and to provide a method of recording unauthorized
conduct on a testing computer that occurs in the testing center. The need for continued
training with NetSupport and similar tools is critical as online testing continues to
expand.
236
Department/Program: Assessment and Certification
Goal and Strategies
01: Addition of Private Testing Room at
Kent Assessment and Certification
Center.
02: Addition of abbreviated advising
videos for website, these will also be
linked from the email that is sent to
student when student schedules any
examination though the online
appointment system.
03: Become an approved Pearson VUE,
GED® testing site.
04: Update (2) video surveillance
cameras in A102 for enhanced security.
05: Install (1) new video surveillance
camera in Private Testing Room once
approved and construction of the room is
completed.
06: Install (2) new video surveillance
cameras in A103 for enhanced security.
07: Install (2) additional testing stations
at Cecil Center to increase assessment
center capacity.
Addition of (1) part time employee at
Cecil Center.
College- Campus
Timeline
wide Goal
Goal
3, 4
1.1
October, 2012
$9481.47
4
1.2, 1.4
October, 2012
0
3, 5
1.1, 2.3
January, 2013
0
4
2.1
October, 2012
$1900
4
2.1
October, 2012
$1050
4
2.1
January, 2013
$1900
3
1.1
November, 2012
$1770
3, 4
3.1
August, 2012
$8550
Annual
237
Cost
Renovation in A103 adding
the Private Testing Room is
completed.
Videos up and running from
our website, link added to post
appointment email that is sent
to student.
Become GED Test Center
Certified by Pearson VUE.
Two new video cameras
installed in A102.
New video camera installed in
Private Testing Room.
Two new video cameras
installed in A103.
The successful installation of
(2) additional testing stations
at Cecil Center.
The additional of a 20 hour
part time assessment
employee at Cecil Center.
Implement new EZ Appointment System
at Kent and Cecil Centers.
3, 4
3.1
September, 2012
238
0
EZ Appointment System up
and running at Kent Campus
and Cecil Center.
DEPARTMENT/PROGRAM: ASSESSMENT AND CERTIFICATION
Resources
Goal No. 1: Addition of private testing room at Kent
Kent does not have a dedicated private
testing room. This is an absolute necessity
and required by the ADA. Currently Kent
Assessment is utilizing A013 as our private
testing room. As we continue to expand our
services it will become harder to de-conflict
A103 use, equally this is not the optimum
utilization of A103.
Campus Maintenance
The computer asset will be one that is
currently being used in A103.
Diagrams of each possible configuration
are attached.
The estimate for the room build, one
computer drop, and one phone line is:
Option (1) Estimate: $5933.21
Option (2) Estimate: $9181.47
All three chairs will be absorbed from
chairs currently being used in A103.
Estimate for a desk: $300
Total Estimate Option (1): $9481.47
Total Estimate Option (1): $6233.21
Goal No. 2: Addition of abbreviated advising videos for website
The use of pre-test advising videos has been
extremely successful and well received by
students. To further enhance the student
experience and ensure students have all the
relevant information about the assessment
they have planned to take we will add short
informational videos to the website and we
will link short informational videos to the
Approximately 4-6 hours per week will
be absorbed by a full time staff member
to complete the videos.
239
None
email that is sent out once a student schedules
an appointment.
Goal No. 3: Become an approved Pearson VUE GED® testing site
We are currently an approved Pearson VUE
Assessment and Certification Manager
vendor. Only Kent and Downtown administer and staff
Pearson VUE examinations. As soon as the
GED examinations are available to be
administered via computer we will submit
our application to become a Pearson VUE
GED Testing Site.
None
Goal No. 4: Update (2) cameras in A102
Cameras in A102 are the old-style and very
grainy. They are not like the new ones
installed throughout the campus. It would be
impossible to identify a person from these
cameras.
Campus Maintenance
The cost of (2) new video cameras and
associated software licenses is: $1900
Total Estimate: $1900
Goal No. 5: Install (2) new cameras in A103
There are no security cameras in A103.
Campus Maintenance
Because we administer examinations in A103
we need to install security cameras in the
testing room.
The cost of (2) new video cameras and
associated licenses is: $1900
Goal No. 6: Install (1) camera in private testing room
The new Private Testing Room will need a
camera to ensure security and meet possible
security requirements of potential vendors.
Campus Maintenance
The cost of (1) new video camera and
associated software is: $950
The estimated cost for wiring associated
with camera is $100.
240
Goal No.7: Install (2) additional testing stations at Cecil
Test center utilization continues to increase at Campus Maintenance
Cecil. To facilitate growth and afford
additional testing opportunities recommend
installing (2) additional work stations at Cecil
The (2) NOVA desks will be removed
from A103 to support the addition of the
Private Testing Room. There will be no
costs associated with the desks.
The estimate of (2) additional chairs is:
$300
The estimate of (2) additional testing
computers is: $1400
The cost of adding (1) additional computer
drop is $70.
Goal No. 8: Addition of (1) part time employee at Cecil Center
Addition of (1) part time staff member at
Cecil to support test center operations.
1 part time staff member who would
work 20 hours per week.
Annual Cost: $8500
Goal No. 9: Implement new EZ Appointment System at Kent and Cecil
The college made the decision to migrate
from Appointment Plus to EZ Appointment.
This is a college-wide goal and is a carryover
from last year.
Assessment and Certification Manager
and staff
241
This is will be funded out of the Collegewide budget for appointment system.
VII. FLORIDA STATE COLLEGE
KENT CAMPUS/CECIL CENTER
STRATEGIC PLAN FY14
Goal and Strategies
1. Enhance and celebrate the intellectual climate
of the campus/centers by providing leadership
and support for activities such as public
lectures, demonstrations, speakers registry,
Encourage faculty to share content, expertise
and talents outside the classroom venue.
2. Implement all phases of the Staffing Plan as it
pertains to Kent/Cecil Center
3. Implement BS in Financial Services degree
program and increase Kent/Cecil by 2%.
4. Complete FDOE and SAC applications for BS
in Aviation and Aeronautical Technology
5. Create facility strategy for new science labs
Collegewide Goal
1 and 3
Campus
Goal
1.2, 1.3,
1.4, 2.2
and 3.1
1 and 3
2
1, 3 and 5
2
3 and 5
2
3 and 5
3.1
242
Timeline
Cost
July 1, 2013 –
June 30, 2014
$5,000.
July 1, 2013 –
June 30, 2014
July 1, 2013 – June
30, 2014
30, 2014
30, 2014
Cannot be
determined
$100,000 in
faculty costs
$100,000 in
faculty costs
$1 M
 List of events and attendees
 Programs
 Creation of new events
 GER outcomes and
assessment progress







Board agenda items and
Cabinet Outcomes
Enrollments
FTE reports
Enrollments
FTE reports
Certificate of Occupancy
CIP plan
Cecil Center
Goal and Strategies
1. Secure Land for the Energy Storage
Systems Learning Center adjacent to
Saft Plant
Collegewide Goal
Campus
Goal
1,2,3,4
1,2,3
Timeline
TBD
Cost
$450,000
Title to land
Cecil Center Library and Learning Commons
Goal and Strategies
College- Campus
Timeline
wide Goal
Goal
1,2,3,4
1,2,3
Throughout FY14
4. Increase available Student Success
1,2,3,4
advising
5. Training for Student Success Advisors
1,2,3,4
and staff on Student Financial/ Advising
Issues.
6. Replace Library computer chairs
1,2,3
Throughout FY14
1,2,3
Throughout FY14
By end of FY
Cost
Current
Library
budget
constraints
$34,032 plus
benefits
purged and replaced
TBD
Replacement of chairs
Increased service to
students
Goal and Strategies
1. Continue I.T. maintenance, including but
not limited to: classrooms, security
cameras, servers, and audio/visual systems
College- Campus
wide Goal
Goal
4
1, 2, 3
243
Timeline
Cost
Ongoing and
continuous
TBD
General feedback from
students, staff and faculty
classroom I.T. equipment upgrades
4
1, 2, 3
244
Ongoing and
continuous
TBD
Goal and Strategies
1.Training for staff in Financial Aid and
Advising so we can better service the
students
Collegewide Goal
Campus
Goal
3&4
3.1
Timeline
Cost
Throughout FY14
Goal and Strategies
7. Maintain pristine, clean, safe,
healthy, and functional physical
plant.
College- Campus
wide Goal
Goal
3&4
Timeline
Ongoing and
Continuous
3
Cost
Fund 1
Budget
Student and Staff
Goal and Strategies
Maintain safe and secure campus facilities
and learning environment.
Collegewide Goal
Campus
Goal
Timeline
3,4
3
Ongoing
245
Cost
CVD
Goal and Strategies
Goal 1: Fleet renewal – Replacement of
aging training vehicles – 1 per year.
College- Campus
Timeline
wide Goal
Goal
1,4
1,2
Jan - June
Goal 5: Recruitment and retention of
advisory committee
1,4
1,2
July – June
Goal 6: Procurement of a flat-bed trailer
1,4
1,2
July - June
Cost
$60K – From
college
vehicle
replacement
fund
$1000 from
Dr. Maly for
open house
18K from?
Budget or
possible
donation from
advisory
committee
Vehicle purchase
Active advisory committee
Purchase/procurement of
flat-bed trailer
Pathways High School Equivalency
Goal and Strategies
College- Campus
wide Goal
Goal
Timeline
Cost
meetings bimonthly to discuss program needs,
conduct training, and address challenges
2. Professional development for Student
Affairs Advisor and Retention Specialist
Ongoing and
continuous
# of meetings held
Ongoing and
continuous
3. Conduct needs assessment for ongoing
development/modifications to curriculum and
instruction related to release of GED® Test in
Ongoing and
continuous
position
Student, faculty, and staff
surveys to assess and
identify program needs
246
2014
Ongoing and
continuous
247
GED® diplomas awarded;
Transition into
FCCT/FSCJ programs
Goal and Strategies
1) Complete AABI Self Study for selected
programs, and submit to AABI offices for review
and approval. This should be accomplished within
one year of achieving candidate status.
Collegewide Goal
1-5
Campus
Goal
1-3
248
Timeline
Cost
Begin Self-Study:
Approximately
April 2013.
Internal
administrative
costs: TBD
Complete SelfStudy:
Approximately
April 2014
AABI review
and approval
process fees:
Approximately
$500 - $1000
Self-study completed and
submitted.
Library & Learning Commons
Goal and Strategies
Provide adequate academic tutoring staff to
meet the need of students. Because of the
increased number of students seeking
tutoring assistance in science, particularly
since the beginning of the bachelor‟s degree
in Biomed Sciences, a full-time Advisor II
position is needed in that area.
College- Campus
Timeline
wide Goal
Goal
1, 3
1.4
July 1, 2013June 30, 2014
Cost
TBD
The PT Advisor II position
will be upgraded to a FT
position.
Upgrade of technology in
the Digital Learning Center
and the office of the
Multimedia Specialist.
Additional funding for a
regular part-time librarian
at 32 hours/week.
Provide the latest technology to serve
student and faculty needs for multimedia
projects.
July 1, 2013June 30, 2014
TBD
Provide adequate reference and library
instruction services by incorporating virtual
services and collection development and
management.
July 1, 2013June 30, 2014
TBD
July 1, 2013June 30, 2014
TBD
ASC Human Resources reorganized and
staffed.
Each full-time employee will attend at least
one external or college-sponsored seminar,
workshop or training activity related to
professional development or technology
skills.
3, 4
5
3.5
$500 travel
249
Additional funding for a
part-time ASC advisor.
Goal and Strategies
College- Campus
Timeline
wide Goal
Goal
5
3.1
July 1, 2013June 30, 2014
Cost
Materials will be delivered
in a timely and efficient
manner.
Assistance and training
provided.
$0
staff training for acquisitions and processing
to each campus and center LLC.
5
3.1
July 1, 2013June 30, 2014
$500 indistrict travel
5
3.1
July 1, 2013June 30, 2014
$4 per item
ordered
Materials received.
Goal 4: Process/monitor database contracts
college-wide by working with members of
the LLC Executive Council.
5
3.1
July 1, 2013June 30, 2014
$0
Databases evaluated and
implemented annually.
development.
5
3.1
July 1, 2013June 30, 2014
$300 in/out
of district
travel
Administrative leave and
travel funding provided.
state level with the Unified Library Services
division of the Florida Virtual Campus.
5
3.1
July 1, 2013June 30, 2014
$2,000 in/out
of district
travel
Administrative leave, travel
funding, and minutes of
meetings provided.
250
Business Office
Goal and Strategies
Goal 1: Take advantage of new technology to
provide more efficient and cost effective services
Goal 2: Upgrade hardware in business office to
newer ecommerce technology
Goal 3: Improve 3rd party payment process.
(Multi-year project)
Goal 4: Improve appearance of college business
documents.
Goal 5: Assist with planning for implementation of
new payroll process
Goal 6: Support Cecil Center Business Office with
supplies and travel through the Kent Campus
Budget
Goal 7: Each employee will attend at least one
external or college sponsored seminar, workshop,
or training activity related to professional
Collegewide Goal
5
Campus
Goal
3.1
ongoing
$0
5
3.1
July 2014
$0
5
3.1
June 2014
$0
5
3.1
June 2014
$0
5
3.1
June 2014
$0
2
3.5
Throughout the
year
Comprehended
in budget
3
3.3
June 2014
$800
251
Timeline
Cost
New technology in place and
utilized.
New hardware installed and
new technology used.
3rd party payment process
improved.
College business documents
improved.
Payroll process implemented
Cecil Business Office will have
needed equipment and
services.
Collegewide Goal
1, 2 & 5
Campus
Goal
1&3
June 30, 2014
$20,000
Renovations will be completed.
Goal 2: Library Learning Commons Remodel
Construction
1, 2 & 5
1&3
June 30, 2014
$1,500,000
1, 2 & 5
1&3
Ongoing
$20,000
Goal 4: Smart Classrooms (TBD) renovate.
1, 2 & 5
1&3
June 30, 2014
$60,000
Goal 5: Renovate E-221 Science Lab
1, 2 & 5
1&3
June 30, 2014
$600,000
Goal 6: A212 Renovation
1, 2 & 5
1&3
June 30, 2014
$60,000
Replacement will be
completed.
1, 2 & 5
1&3
June 30, 2014
$10,000
Goal 8: Re-caulk Building Control Joints
1, 2 & 5
1&3
June 30, 2014
$60,000
Goal 9: Second floor walkway canopy
replacements (Phase II)
Goal 10: Renovate C216, 218 and 221
1, 2 & 5
1&3
June 30, 2014
$100,000
1, 2 & 5
1&3
June 30, 2014
$180,000
Replacement will be
completed.
Goal 11: Renovate F118 classroom after ASC
1, 2 & 5
vacates (Included in Goal #2)
5
external or college sponsored seminar, workshop or
1&3
June 30, 2014
3.5
June 30, 2014
Goal and Strategies
Goal 1: Ren/Rem Back Stage/Dressing Rooms
252
Timeline
Cost
$500
Employees will have
253
Security
Collegewide Goal
3
Campus
Goal
3.1, 3.5
June 2014
$0
3
3.1, 3.5
June 2014
$300
Goal 3: Monitor additional security cameras and
equipment on campus.
3
3.1, 3.5
June 2014
$0
3
3.1, 3.5
June 2014
Comprehended
in budget.
development.
3
3.1, 3.5
June 2014
$100
Goal and Strategies
Goal 1: Continue communication with appropriate
JSO departments and FSCJ Director of Risk
Management
Goal 2: Continue crime awareness and safety
education sessions on campus.
254
Timeline
Cost
Campus Officers will be better
informed of local and College
activities.
Sessions will be documented,
attendance recorded, and
surveys distributed.
Security officers will monitor
campus from security office.
Contract officers will monitor
midnight and evening weekend
shifts.
security officers will receive
documented training.
Division of Liberal Arts and Sciences – Mathematics & Natural Sciences
Goal and Strategies
Continued customer service-customer
satisfaction enhancement
College- Campus
Timeline
wide Goal
Goal
TBD
TBD
September 2014
Continued strong and effective Course
Management
Continue to develop, evaluate, and enhance
Academic Programs
Development of new classroom, lab spaces
TBD
TBD
September 2014
TBD
TBD
September 2014
TBD
TBD
September 2014
Continue to develop an effective and
transparent Kent DLAS Leadership team
TBD
TBD
September 2014
Continued participation in College‟s
academic task forces, such as the Academic
Leadership Council, Baccalaureate Council,
Institutional Effectiveness, etc.
DLAS Scholars Seminars – presentations by
faculty and speakers for students
Grant development, writing, implementation
TBD
TBD
September 2014
TBD
TBD
September 2014
TBD
TBD
September 2014
255
Cost
Satisfied students and
faculty – fewer complaints
and issues
Increase in course offerings,
higher percentage filled
Additional programs
TBD
New classrooms, labs open
and available for classes
New administration and
staff required because Kent
DLAS staff have been
promoted
Strong involvement and
leadership by Kent – Cecil
DLAS faculty and
administration
Well-attended quarterly
Kent DLAS series
Submission of grant
proposals, implementation
of grant awards
Goal and Strategies
The Applied and Fine Arts Departments will
continue to offer a variety of courses.
Look for emerging trends or programs that will
determine the need for additional courses.
Faculty will continue to participate in activities on
campus and at the college-wide level.
communities or service learning projects that the art
B108 and B110 will be upgraded to smart
classrooms.
Given the potential growth of the photography
program, we should look at moving the
photography studio into a larger space.
Collegewide Goal
1, 2, 3, 4
Campus
Goal
1, 2, and
3
1, 2, 3, 4
Timeline
Cost
2013 - 2014
$3,000 per
year
A variety of courses,
representative of the discipline,
will be offered each term.
1, 2, and
3
2013 - 2014
None
Faculty will provide a list of
activities at the college level in
1, 2, 3, 4
1, 2, and
3
2013 - 2014
None
activities in which they have
participated.
1, 2, 3, 4
1, 2, and
3
2013 - 2014
TBD
B108 and B110 will be smart
classrooms with projectors,
control panel, etc.
1, 2, 3, 4
1, 2, and
3
2013 - 2014
TBD
During 2012, we identified
B112 as a possible space for
the photography studio. During
this academic year, we would
like to get approval to proceed
with the conversion. If all goes
well, B112 will be converted
into a photography studio by
In order to accomplish this goal, we should convert
B112 into a photography studio.
256
the end of this academic year.
Infuse the arts into every aspect of the Kent
Campus/Cecil Center.
Form a committee to strategize and encourage
faculty/students/staff to generate ideas.
Faculty in the art department will interact with
personnel in the library/learning commons to infuse
Acquire a person (staff or talent grant student) to
provide technical expertise and support in the
auditorium if we have not yet done so.
1, 2, 3, 4
1, 2, and
3
2013 - 2014
None
Professors in the art
department will interact with
colleagues to explore ways to
meet this goal.
1, 2, 3, 4
1, 2, and
3
2013 - 2014
None
meet this goal.
1, 2, 3,
and 4
1, 2, 3
2013 - 2014
TBD
We will have a person in place
by Nov 2013.
Present a proposal that explains this need.
257
Communications
Goal and Strategies
College- Campus
Timeline
wide Goal
Goal
1, 2, 3, 4
1, 2, and 2013 - 2014
3
Fiscal Year
Offer workshops, training opportunities, and
support to prepare faculty to teach courses
using diverse methods of delivery and diverse
teaching techniques.
Strategy: Continue to offer mentoring,
workshops, and one-on-one training to assist
faculty.
1, 2, 3, 4
participate in learning communities/service
learning.
Strategy: Work closely with Student Services
to build effective learning communities/service
learning projects.
Cost
None
teach classes in a variety of
formats using a number of
different strategies.
number of learning
department has
participated in that
promotes interaction
across the disciplines.
A number of strategies will
be in place to ensure that
the ASC will continue to
be successful in meeting
the needs of students and
faculty.
A number of strategies will
be in place to ensure that
the Learning Commons
will continue to be
successful in meeting the
needs of students and
faculty.
1, 2, and
3
2013 - 2014
Fiscal Year.
None
Strategy: Faculty in the ASC will continue to
work very closely with other faculty members.
1, 2, 3, 4
1, 2, and
3
2013 - 2014
Fiscal Year.
None
Strategy: Work very closely with staff in the
Learning Commons.
1, 2, 3, 4
1, 2, 3
2013 - 2014
Fiscal Year.
None
258
Promote faculty leadership within the
department.
Strategy: Continue to offer workshops on
faculty leadership and look for leadership
abilities and qualities during the hiring
process.
If the position of FT Professor of English
assigned to the Cecil Center is not approved,
resubmit the request for the position.
Strategy: Present a strong case for the need of
this position.
1, 2, 3, 4
1, 2, 3
2013 - 2014
Fiscal Year.
None
Faculty members will
develop initiatives to
promote students success
and establish a culture of
learning.
1, 2, 3, 4
1, 2, 3
2013 - 2014
Fiscal Year.
TBD
We will have a FT
professor of English
dedicated to the Cecil
Center.
Humanities
Goal and Strategies
Offer instructional choices and training to
support instruction in various modalities.
Offer excellent technical assistance for faculty
teaching in different modalities. Explore the
possibility of identifying a stipended faculty
mentor to provide excellent timely assistance
as faculty develop courses in different
modalities.
Consult with SLS faculty to determine how
hybrid methodology is presented to students in
SLS classes. Improve SLS curriculum on
hybrid courses if needed. Offer Hybrid
Workshops to interested SLS students who
want to learn more about hybrid courses.
Maintain offerings of the 5 HUM courses
taught each term. Achieve variety in offerings
College- Campus
Timeline
wide Goal
Goal
1, 2, 3,
1, 2, and Ongoing
and 4
3
throughout the
2013- 2014
Fiscal Year
Cost
Faculty
stipend for 3
WLU
(Approx.
2,000.00)
confidently teach classes in
all formats.
1, 2, 3,
and 4
1, 2, and
3
Ongoing
throughout the
2013 – 2014
Fiscal Year
None
hybrid courses.
1, 2, 3,
and 4
1, 2, and
3
Ongoing
throughout the
None
Students will have access
to the courses that will
259
by having a varied selection of 2020s each
term.
2013 - 2014
Fiscal Year
Continue to pursue mini grant opportunities.
1, 2, 3,
and 4
1, 2, and
3
Ongoing –
However, the
committee will
meet deadlines
as indicated in
the planning
documents.
None
1, 2, 3,
and 4
1, 2, and
3
2013 - 2014
Fiscal Year.
None
Faculty will offer a Florida Studies learning
community for history and humanities
students.
If not completed, continue to upgrade
classrooms as needed; ensure that adapters are
available so that I pads can be connected in all
classrooms
Faculty and students will continue to pursue
participation in service learning and
community activities.
$2000.00
1 and 3
1 and 2
Aug 1, 2014
TBD
1, 2, 3,
and 4
1, 2, and
3
2013 - 2014
Fiscal Year.
None
260
likely be the five “core”
general ed courses for
Humanities and access to a
variety of course choices
through the variety of
2020s offered.
Receipt of mini grant
funding.
number of learning
department has
participated in.
Faculty will offer Florida
Studies learning
community.
Faculty will be able to use
I pads in all classrooms.
number of service learning
projects and community
projects the department has
participated in.
Identify digital and library resources needed to 1 and 3
enhance teaching
1 and 2
Aug 1, 2014
TBD
Offer events around the traveling Lincoln
exhibit in January 2014
1, 2, 4
and 5
1, 2, and
3
2013-2014
Fiscal year
None
Plan a study abroad opportunity for
Humanities classes
1, 2, and
4
1, 2, and
3
2013-2014
Fiscal year
None
261
Lists of digital media will
be compiled and shared;
faculty will request library
materials needed for the
discipline.
Faculty will hold activities
in conjunction with the
Lincoln exhibit
Faculty will develop a plan
for a study abroad option.
Languages
Collegewide Goal
1, 2, 3, and
4
Campus
Goal
1, 2, and
3
2013 - 2014
Fiscal year.
None
1, 2, 3,
and 4
1, 2, and
3
2013 - 2014
Fiscal Year.
None
Lead faculty member will develop a strategy to
capitalize on the changed state requirement for foreign
languages in order to increase enrollment, languages
offered and student motivation.
Hire new FT Spanish Faculty Member
1, 2, 3,
and 4
3
2013-2014
Fiscal Year
Approx.
$1400.00 for two
faculty WLU
stipends
1, 2, 3,
and 4
1, 2, 3
Fall 2013
Increase enrollment in foreign languages by adding to
the adjunct faculty as appropriate in the Spanish and
French departments.
Increase student motivation by publicizing available
language courses and informing students of benefits of
selecting each of the languages for study
1, 2, 3,
and 4
1, 2, and
3
When needed
Regularly
budgeted faculty
salary.
Regularly
budgeted adjunct
faculty salary.
1, 2, 3, 4
and 5
1, 2, and
3
2013-2014
Fiscal Year
$200.00 –
printing costs
Publicize and encourage participation in foreign
languages cultural events on campus in all three fields,
French, Chinese as well as Spanish.
Identify and provide access to online and digital
cultural materials and resources.
1, 2, 3,
and 4
1, 2, and
3
ongoing
None
1, 2, 3,
and 4
1, 2, and
3
ongoing
None
Goal and Strategies
Faculty and students will participate in learning
communities. Lead foreign language faculty member
will identify events and opportunities and share with
other faculty.
volunteer service projects.
262
Timeline
Cost
Faculty and staff will identify a
number of learning communities
that the department has
participated in.
participated in.
Development of marketing
materials, increased enrollment
in languages, addition of Latin.
There will be a new faculty
member.
The enrollment and the
number of classes offered will
increase.
Students will be more
committed to their choice of a
foreign language and thus
more motivated.
Students will be able to
participate in a number of
cultural events.
Lists of audio-visual materials
in the Learning Commons will
be publicized. Compilations of
digital resources will be
provided by lead faculty
members in each area.
Goal and Strategies
Offer workshops, training opportunities, and support
to faculty to teach hybrid courses. Offer excellent
technical assistance for faculty teaching in different
modalities. Explore the possibility of identifying a
stipended faculty mentor to provide excellent timely
assistance as faculty develop courses in different
modalities.
Consult with SLS faculty to determine how hybrid
methodology is presented to students in SLS classes.
Improve SLS curriculum on hybrid courses if needed.
Offer Hybrid Workshops to interested SLS students
who want to learn more about hybrid courses.
Identify and pursue mini-grant opportunities.
learning communities.
community for history and humanities students.
service learning and community activities.
Collegewide Goal
1, 2, 3,
and 4
Campus
Timeline
Goal
1, 2,
Ongoing
and 3
throughout the
2013– 2014
Fiscal Year
1, 2, 3,
and 4
1, 2,
and 3
1, 2, 3,
and 4
1, 2, 3,
and 4
1, 2,
and 3
1, 2,
and 3
1, 2, 3,
and 4
1, 2,
and 3
263
Cost
Faculty stipend
for 3 WLU
(Approx.
2,000.00)
confidently teach classes in all
formats.
Ongoing
throughout the
2013 – 2014
Fiscal Year
None
More students will take hybrid
courses.
2013-2014
Fiscal Year
Ongoing
throughout the
2013 – 2014
Fiscal Year
None
Receipt of mini-grant funding.
None
number of learning
Ongoing
throughout the
2013 – 2014
Fiscal Year
None
$200.00
projects and community
participated in.
If not completed, continue to upgrade classrooms as
needed; ensure that adapters are available so that I
pads can be connected in all classrooms
Identify digital and library resources needed to
enhance teaching
1 and 3
1 and 2
Aug 1, 2014
TBD
Faculty will be able to use I
pads in all classrooms.
1 and 3
1 and 2
Aug 1, 2014
TBD
Offer events and opportunities in conjunction with the
traveling Lincoln exhibit
1, 2, 4 and
5
1, 2,
and 3
2013-2014
Fiscal year
None
Hire FT Professor of Economics
1, 2, 3,
and 5.
1, 2,
and 3,
2012-2013
Fiscal Year
Increase Kent Campus face to face offerings of BS
Education courses.
1,3, and 4
1 and 2
2013-2014
Fiscal Year
Regularly
budgeted
faculty salary.
None
Lists of digital media will be
compiled and shared; faculty
will request library materials
needed for the discipline.
Faculty will identify activities
held in conjunction with the
Lincoln exhibit
We will have an additional
professor on staff.
Faculty will team teach a Social and Behavioral
Sciences course
Continue to improve integration of SLS classes with
1, 2, 3,
and 4
1, 2, and
4.
1, 2,
and 3
1, 2,
and 3.
Develop and operationalize the new SLS1101 class as
part of the three stage orientation process.
1, 2, and 4
1, 2,
and 3.
2013-2014
Fiscal Year
Fall 2013 –
meet with ASC
council
disseminated
May 2013–
curriculum
committee
approval
June 2014
Encode courses.
264
Encumbered
through regular
budgeted items.
Encumbered
through regular
budgeted items.
Faculty will have the
opportunity to teach a greater
variety and more upper level
courses on campus as opposed
to on-line.
Social and Behavioral Science
course is team taught.
Complete a discussion with
Kent/Cecil ASC council.
Develop materials for
distribution to SLS faculty
about ASC features.
SLS1101 courses offered at
Kent.
265
Dual Enrollment
Collegewide Goal
1,3,4
Campu
s Goal
1, 2, 3
2013-14
Mileage
Ensure collegiate quality of dual enrollment students
experience when taking on campus classes.
Effectively integrate DE students into college
environment.
1,3,4
1, 2, 3
2013-14
N/A
1,2,3,4
1, 2, 3
2013-14
N/A
Promote DE student transitions to baccalaureate
program through Transitions Workshops.
Host the annual NACEP National conference in
conjunction with DCSB. Submit Presenter Workshop
Proposals year.
1,2,3,4,5
1, 2, 3
2013-14
$200
1,2,3
1, 3
2013
$TBD
Launch DE online orientation
1, 2, 3, 4,
1, 2, 3
Fall 2013
Assist ECHS high school and college faculty in the
development of strategies to increase student success
and persistence and expand student tracking measures.
1,2,3, 4
1, 2, 3
2013-14
Goal and Strategies
Monitor and maintain quality of dual enrollment class
at Kent/Cecil service area high schools.
266
Timeline
Cost
Mileage/ Total
$600 annually
packets, syllabi, final exams
and DE instructor evaluations.
agreement.
into campus life.
Transitions workshops offered
on campus.
Presentation of
findings/documented
presentations
Student participation in OL
orientation
Meeting minutes &
presentations
Kent-Cecil Mathematics & Natural Sciences
Collegewide Goal
Campus
Goal
Continue to develop and implement strategies to
improve class student success and retention rates.
Included in this would be appropriate grant proposals.
1, 2, 3
1, 2
Ongoing
TBD
Continued ASC mathematics course and offerings
mode modifications
1, 3
Fall 2013
TBD
New and additional natural sciences courses to fill
ongoing growing demand, especially for baccalaureate
requirements
Grant work and implementation
5
Fall 2013
Two full time
Hiring of the new faculty
faculty members members
Ongoing
TBD
Implement new BS and support classes in
Environmental Sciences, Aerospace Technology
1, 3, 5
1.3, 2.2,
2.3, 3.1,
3.4, 3.5
1.1, 2.1,
2,2, 3.1,
3.3
1.1, 2.1,
2,2, 3.1,
3.3
1.3, 2.2,
2.3, 3.1,
3.4, 3.5
TBD
Design of new Science Labs
5
Fall 2013 –
start new
program fall
TBD
Fall 2012
Work within College's/Kent Campus Master Plan
procedures for Phase II Cecil North to include EarthSpace Science Facility.
Planning includes:
1, 2, 3, 5
Goal and Strategies
5
267
1.1, 1.2,
1.3, 1.4,
2.1, 2.2,
2.3, 3.1,
3.4, 3.5
Timeline
By Fall 2012,
have donors
committed,
including a
possible PECO
line and/or
state match
Cost
F118
PECO funding
Workshops to train faculty in
specific developmental math
course strategies, preparation
and submission of grant
proposals
Changes as needed
Submission of grant
proposal(s), award of grant
proposal(s)
New programs are approved
and implemented
New labs in use
Move item to funding status
Begin master planning
4. Program elements
268
Goal and Strategies
Through the Environmental Science Student Club,
develop an ongoing community service learning
component within the program
The program will have a program assessment plan
approved by the AVP Workforce Office and all
elements are evaluated at the “working” level.
The program will have a minimum of 2 Advisory
Committee meetings, documented with minutes,
which occur during the academic year.
The program will have a minimum of 16
industry/government representatives that are
members of an advisory committee as reported to
the AVP Workforce Office during an academic
year.
Concentrators reach the 50% completion
benchmark during the academic year.
Collegewide Goal
1,2&4
Campus
Goal
2
20141-20143
None
Documentation of projects
completed
3&5
1
20141-20143
$0
report and/or MIS data report
1&4
1&2
20141-20143
$0
1&4
1&2
20141-20143
$0
1&4
1&2
20141-20143
$0
or meeting minutes
1, 4 & 5
1&2
20141-20143
$0
1, 4 & 5
1&2
20141-20143
$0
269
Timeline
Cost
Concentrators complete program requirements
during the academic year.
The program will have at least 65% of its graduates
placed in a job within one month of graduating.
Continue to explore opportunities for a bachelor‟s
degree
1, 4, & 5
1&2
20141-20143
$0
1&5
1&2
20141-20143
$0
1, 2, 3 & 5 1 & 2
20141-20143
$0
White Paper on baccalaureate
program feasibility
270
Biomedical Sciences BS Degree Program
Goal and Strategies
1. Continue to recruit students into the college
wide biomedical sciences program
Collegewide Goal
3,4 and 5
2. Continue to track the retention and success of
students in the program to make informed
decisions that will promote program development
and long-term success.
1,2,3,4
and 5
3. Review the assessment data collected in Spring
20132 regarding the program. Revise assessment
plan and targets as appropriate.
1 and 4
4. Develop new selected topics curriculum for the
upper division and investigate adding additional
tracks and/or certifications to the program.
1, 2 and 3
5. Provided we are awarded the NSF-REU grant,
work toward developing a Northeast Florida center
for Undergraduate Research. If not, then we will
investigate alternative funding or reapply for the
1,2,4 and
5
Campus
Goal
Timeline
Continuous
of February, June,
respective term
cohort)
Continuous.
However, we expect
to have some
graduates in Spring
tracked
Collect and analyze
data Spring 20132
and use to develop
plan for 2014
academic year
Initiate in Fall 20141
271
Cost
TBD
(marketing
costs)
Enrollment will continue to
meet goals promulgated in
SACS accreditation substantive
change document
TBD
(graduate
survey/reporti
ng costs?)
Establish a record of
enrollment, retention, and
graduation for the program by
the end of 20133.
No cost
expected
Assessment data and new plan
in Weave online for the 2014
academic year.
TBD
(dependent
upon the
curriculum
developed/tra
cks)
TBD
(contingent
upon grant
award)
New approved courses,
concentrations, and/or
certificates within the degree
At least 30% of program
students enrolled in the
capstone course are engaged in
undergraduate research
award.
6. Hire Support Specialist
4 and 5
Secure a position
allocation and
commence search by
Fall 20141
(TBD)
New hire in place
Collegewide Goals
6.
Prepare students for distinctive success in their academic, career and personal goals through collaboration within the College community and individual
initiative.
7. Inspire students to a lifetime commitment to continued learning, informed civic engagement, ethical leadership, cultural appreciation, social
9. Provide to students an extraordinarily positive experience in every engagement with the College.
10. Contribute significantly to the ongoing economic development of the Northeast Florida region.
272
Career Education
Goal and Strategies
Goal No. 1: Continue to provide strong and
effective course management.
Goal No. 2: Continue facility software and
equipment upgrades
Collegewide
Goal
1,3
2
July 2013-June 2014
$0
Comparison of 2012-13
enrollment data as Year-overYear data to include:
 Diversity of course schedules
for modality, location, times,
terms.
 Student progression rates to
program completion.
 Student needs
1, 3
1, 2, 3
July 2013-June 2014
Carl D.
Perkins
funds
Seek and obtain Perkins funding
for equipment and software to
support certificates and AS
programs
 Instructional Equipment
received and in use
 Data collected on the number
of workforce students
impacted and using the
equipment and software
purchased.
Campu
s Goal
273
Timeline
Cost
Goal No. 3: Provide Extraordinary Level of Service.
1, 3, 4
1, 3
July 2013-June 2014
$2,000 +
1, 2, 3, 5
1, 2, 3
July 2013-June 2014
TBD
Goal No. 5: Continue to explore opportunities for
new programs.
1, 2, 3, 5
2, 3
July 2013-June 2014
$0
274
 Recognize faculty, staff and
students for their
achievements.
 Fund and Implement a
Division Wall of Fame.
 Implement an internal
interdisciplinary faculty
scholarly exchange program.
persistence by program and
term-over-term.
Measure any impact of
initiatives on student persistence
as term to term data.
Determine strategic initiatives
that may improve student
persistence, implement and
measure any change in
persistence.
Measure the impact of technical
certificate completion and
persistence to degree
completion.
Explore the labor market
demand for emerging and
evolving technologies including
AS and Bachelor‟s programs.
Goal No. 6: Prepare ACBSP Self-Study for ACBSP
Initial Application for Accreditation of the BAS and
BS Business Programs.
1, 3, 5
2, 3
July 2013-June 2014
$4,000
Prepare the ACBSP Initial Self
Study for accreditation of the
BAS and BS Business programs.
Goal No. 7: Contract with Urlich Research to
conduct graduate surveys for the following
programs:
AS Accounting
AS Interior Design
1, 2, 3 &
4
1, 2, &
3
July 2013-June 2014
$4000
Conduct and analysis of the
survey data to identify strategies
to improve programs with low
graduation rates
Goal No. 8: Post links on the program home pages
to provide program success data to our communities.
1, 3, 5
1, 2
July 2013-June 2014
No cost
Goal No. 9
Implement the BS in Financial Studies Mortgage
Banking.
Goal No. 10
Hire a full time SASCOC credentialed professor in
Financial Studies.
Hire SACSCOC credentialed adjunct faculty to
support the program.
1,2,3,4,5
1,2,3
On-going
Collect program success data to
include graduation rates, number
of graduates by year, time to
completion rates, employment
rates, employer satisfaction, etc.,
and post these data on the
program home page.
Begin the roll-out of unique
courses for the BS FS program,
1,2,3,4,5
1,2,3
July 2013-June 2014
~ $50,010 +
~$40,534
New FT hire approved by the
BOT.
275
Goal and Strategies
effective course management for the BAS
Supervision and Management program
College- Campus
wide Goal
Goal
1,3
2
Goal No. 2: Assess student satisfaction of
the on-line Bachelor‟s Orientation
1,2, 3, 4
Goal No. 3: Continue to improve college
courses and develop new courses.
Goal No. 4: Continue to assess and improve
the program
1, 2, 3,
1,2,3
276
Timeline
Cost
July 2013-June
2014
$TBD
July 2013-June
2014
$0
July 2013-June
2014
July 2013-June
2014
$22,500
$1,000
Comparison of 2012-13 and
2013-14 enrollment data as
Year-over-Year data to
include:
 Diversity of course
schedules for modality,
location, times, terms.
 Student progression rates
to program completion.
 Student needs
Complete a student
satisfaction survey for all
students who completed the
on-line Orientation..
New and improved courses
developed and implemented.
 Review and improve the
Bachelor Degree
application processes.
 Continue to assess
specific course learning
outcomes as determined
by fulltime faculty in the
department.
 Collect program success
Goal No. 5: Encourage Interdepartmental
Classroom Observation
July 2012-June
2013
$500
Goal No. 6: Seek ACBSP Initial
Accreditation
July 2012-June
2013
$TBD
277
data and make it available
off the program home
page.
 Maintain a minimum of
25% of upper division
credit hours taught by
terminally degreed
faculty.
 Continue to engage all
program advisory
committee members input
and recommendations for
program improvement.
 Develop an alumni survey
to measure graduate
satisfaction of the
program.
Number of full-time faculty
participating in peer
classroom observation and
survey of effectiveness and
impact on faculty.
ACBSP Initial application for
accreditation completed and
submitted for review.
Bachelor of Science in Business Administration 111531
Goal and Strategies
Goal No. 1:
Collect program success data and post these
data to the program home page.
Goal No. 2
Improve course scheduling to meet the needs
of all students.
Goal No. 3
Hire a full time SASCOC credentialed
professor in Financial Studies.
Hire SACSCOC credentialed adjunct faculty
to support the program.
Goal No. 4
Continue to refine the process of continuous
improvement of the program via assessment
of instructional and student success
standards.
Goal No. 5
Assess the need for additional faculty and
staff and seek funding to support these
positions.
Goal No. 6
Manage the program growth.
Collegewide Goal
1, 3,4
Campus
Timeline
Goal
1,2,3
On-going
Cost
No Cost
1,3,4
1,2,3
July 2013-June
2014
No Cost
1,2,3,4,5
1,2,3
July 2013-June
2014
~ $50,010 +
~$40,534
Program success data
posted to the program
home pages.
Determine student
scheduling needs and
create a matrix for
individual student
planning.
New FT hire approved by
the BOT.
1, 2, 3 4,5
1, 2, 3
On-going
July 2013-June
2014
No Cost
1,3,5
1, 2, 3
July 2013-June
2014
TBD
1, 2, 3 4,5
1, 2, 3
July 2013-June
2014
TBD
278
Creative scheduling,
A.S. Business Programs 112531, 112211
Goal and Strategies
10. Strengthen teaching strategies for online
and hybrid classes offered in these
modalities
College- Campus
wide Goal
Goal
#1
#1, #2
Timeline
Cost
20141-20143
$0
During observation and
evaluation process, faculty
will demonstrate their
strategies
20141-20143
$0
Advisory Committee
Membership list

During monthly meetings faculty will
share best practices and develop
recommended standards
11. Continue to develop business partners to
enhance program
 Hire adjuncts that have real world
experiences
12. Continue to support the Business Club to
increase student engagement

#1, #4 &
#5
#1 & #3
teaching assignments are
matched to their expertise
and experience.
Report
#1 &#4
#2 & #3
20141-20143
$0
#1 & #4
#1
20141-20143
$0
Program assessment action
plan for 2014-2015
#1
#1 & #3
20141-20143
$0
Meeting minutes
Improve communication with business
department and students, explain updates
and changes clearly and timely to
students

13. Continue Program Assessment plans for
Business and Accounting Programs
14.
15. Continue to support faculty business
coordination meetings with faculty at
279
other campuses

Improve coordination between business
faculty from all campuses leading to an
improved relationship between all faculty
16. Conduct adjunct appreciation events
#1
where adjuncts and mentors will attend
#1 & #3
20141-20143
$0
Survey
$2000.00
Survey results
$0
CPR Measures Report
$3,000.00
Re-accreditation status

Improve collegiality, strengthen the
collaboration between full time faculty
and adjunct faculty
18. Achieve “Excellence Award” level for
CPR measures
19. Maintain ACBSP accreditation and host
site visit team.
#1 & #4
#1 & #4
#1, #4 &
#5
#1, #2, & May 2014
#3
#1, #2, & 20141-20143
#3
#1, #2, & 20141-20143
#3
280
Goal and Strategies
Collegewide Goal
#1,#3
Campus
Timeline
Goal
20141-20142
TBD
Cost
6. Provide professional development
opportunities for faculty to increase
breadth of courses they are able to teach to
#1
7. Increase course offerings in the AS IT
program and add course offering for an
additional Technical Certificate Advanced Network Support Technician at Kent campus
8. Increase student retention and persistence
to meet or exceed national averages.
 Classroom visits by the Achievement
Coach
9. Continue to provide the computer science
courses necessary to support AA students
for transfer to science, engineering and
information technology majors
10. Enhance the quality of instruction in IT
and OA courses
 LOEP‟s
#1, #3
#3
20141-20143
TBD
Number of courses
scheduled
#1, #3
#3
20141-20143
$0
Data collected by the
Department Staff;
Program Assessment
Outcomes
#1, #3
#1
20141-20143
$0
Review student POS, AA
and AS.
#1, #4
#1,#2
20141-20143
$0
LOEP‟s; Program
Assessment outcomes;
Meeting minutes
281
Report to campus and
increase in courses faculty
can teach
Goal and Strategies
Goal 1:
Continue monitoring and increasing student
retention.
College- Campus
wide Goal
Goal
1, 2, 4
1, 2, 3
Timeline
2013-2014
Academic Year
Cost
$0
Strategy:
Depending on results and student retention
success of Goal 1 from FY13 (tracking
student progression from IND 1020 and IND
1606 courses), determine next steps. If there
has been a minimum of 5% retention success
compared to the two previous academic
years, continue method, modifying as
necessary, and consider adding a mid-point
one-on-one advising requirement.
Goal 2:
Continue to increase enrollment.


1, 3
1, 2, 3
Strategy:
Depending on results and success of Goal 3
from FY13 determine next steps. If there has
been a minimum of 5% increase in
enrollment compared to the two previous
academic years, continue method, modifying
as necessary.
282
2013-2014
Academic Year
$0

Comparison of 20122013 and 2013-2014
retention data and
program concentrators
from CPR reports,
showing increases at all
levels of the program
progression
Attainment of Program
College Program
Review (CPR) report(s)
as they relate to student
retention
program enrollment
data
Goal 3:
Begin monitoring students transferring to
pursue baccalaureate degree through the
articulation agreement developed through
Goal 2 of FY13.
1, 2, 4
1, 2
2013-2014
Academic Year
$0

Survey results.
1, 2, 3, 4
1, 2, 3
2013-2014
Academic Year
$0

Funding and
development of
interdisciplinary
learning community in
place for
implementation next
academic year.
Strategy:
Depending on results and progress of Goal 2
from FY13, survey two populations of
interior design students: (1) graduates
articulating into one of the institutions with
which we entered into an agreement; (2)
entering students interested in pursuing the
baccalaureate degree at one of the
institutions with which we entered into an
agreement.
Goal 4:
Collaborate with faculty, students, and
graduates to develop a professional learning
community.
Strategy:
Conduct research and work closely with
Student Life, Faculty, Students, and
Graduates in the profession to build and find
funding for effective learning community
projects.
283
284
IRES
Collegewide Goal
Goal: Markedly increase insurance pre-licensing
Optimize
class enrollment through online classes.
access to
Strategies:
and
Florida State College at Jacksonville enrollment and participati
First Coast Career Tech are dependent upon four
on in
factors; Cost, Convenience, Perceived Value and
College
Marketing.
programs
Some PSAV Insurance Pre-licensing classes are very and
competitively priced and some are not. There is no
services
price flexibility for PSAV.
Convenience consists of offering desirable classes at
times, places and in formats that suit the students. It
also includes ease of registration. Since the college‟s
registration process may never be on a par with the
private school industry‟s registration (which can be
as convenient as paying and registering during the
initial class session) particularly for PSAV students
throughout the state; we continue to provide
exceptional individual service to all prospective
students particularly in the application and
registration process. We continue to research ways
we can offer faux open enrollment for PSAV classes.
Perceived Value is present from the reputation of the
college. PSAV classes offered under the First Coast
Career tech banner offer less perceived value.
Marketing efforts particularly in times of high
unemployment to make our perceived value,
convenience (plus some low costs) known.
Goal and Strategies
Campus
Goal
Optimize
access to
and
participat
ion in
Campus
programs
and
services
285
Timeline
Present through
2015
Cost
Continued
funding
through
Campus/Prog
ram budgets
and Retained
Revenue
Via NGE
Average 10 NGE Insurance
Consortium students a month.
Average100 PSAV students
per month.
Average 60 CWE Insurance
CEU students (also NGE) a
month.
NGE enrollment with other community/state
colleges offering our online Insurance pre-licensing
classes through the Continuing and Adult Education
(CAESC) Insurance Consortium will decrease as
contracts expire. This will occur as the colleges
don‟t renew because of our requirement that their
students attest to a legal US residency status.
PSAV growth will be achieved through increased
marketing and additional programs.
286
Goal and Strategies
Goal 1:
Continue monitoring and increasing student
retention.
College- Campus
wide Goal
Goal
1, 2, 4
1, 2, 3
Timeline
2013-2014
Academic Year
Cost
$0
Strategy:
Depending on results and student retention
success of Goal 1 from FY13 (tracking
student progression from PLA 1003 courses),
determine next steps. If there has been a
minimum of 5% retention success compared
to the two previous academic years, continue
method, modifying as necessary, and
consider adding a mid-point one-on-one
advising requirement (e.g. students taking
PLA 2114).
Goal 2:
Complete development of the
ONLINEPLUS program option, in which up
to six (6) required core PLA courses would
be offered in an online format.


1, 3, 4
1, 2, 3
Strategy:
Depending on results and progress of Goal 2
from FY13, continue or modify
implementation and appropriate scheduling
of these online course offerings, with
appropriate notification to the ABA and
287
2013-2014
Academic Year
$0

retention data and
program concentrators
from CPR reports,
showing increases at all
levels of the program
progression
Attainment of Program
College Program
Review (CPR) report(s)
as they relate to student
retention
All six (6) required core
PLA courses offered
during the 2013-2014
academic year.
announcements to the student population.
Goal 3:
If appropriate, pursue next steps for
implementation of Bachelor of Science (BS)
degree in Legal Studies.
1,3, 4
1, 2, 3
2013-2014
Academic Year
TBD
Strategy:
Depending on the results of Goal 3 from
FY13, and response from the appropriate
stakeholders, position the program for further
development of the BS degree in Legal
Studies and collaborate with the Liberal Arts
department accordingly for the pre-law track.
Goal 4:
Collaborate with faculty, students, and
graduates to develop an interdisciplinary
learning community.


1, 2, 3, 4
1, 2, 3
2013-2014
Academic Year
$0

Funding and
development of
interdisciplinary
learning community in
place for
implementation next
academic year.
1, 3
2, 3
2013-2014
Academic Year
TBD

Completed and
operational Legal
Studies lab.
Strategy:
Conduct research and work closely with
Student Life, Faculty, Students, and
Graduates to build and find funding for
effective learning community projects.
Goal 5:
Update and increase classroom facilities and
legal software/law office equipment (e.g. a
fully operational “Legal Studies Lab”)
Depending on results,
either (1) Cessation of
pursuit or (2)
Appropriate
documentation
submitted to DOE,
SACS, Curriculum
Committee, and/or
other necessary entities
for consideration.
Development of
promotional materials
288
Strategy:
Research funding options and best use of
resources.
Goal 6:
Identify and pursue international study
abroad opportunities for our paralegal
students.
Strategy:
Research options and develop itinerary and
related course materials, as appropriate.
Coordinate plans with the college and
appropriate vendor(s).
Goal 7:
Implement “Bridging the Gap” collaborative
with local professional paralegal
organization(s).
1, 2, 4
1, 2, 3
2013-2014
Academic Year
$0


1, 2, 4
1, 2, 3
Strategy:
Work closely with local professional
paralegal organizations, as well as internship
students and recent graduates, to determine
areas of need and develop workshops to
address those needs.
We will first attempt to make this a free
event with volunteer workshop leaders.
However, consideration may need to be
made to offer this as a Continuing Education
289
2013-2014
Academic Year
TBD

Completed itinerary for
study abroad
opportunity.
Advertising to
appropriate audience
commenced.
Quarterly “Bridging the
Gap” events.
course to recruit qualified workshop leaders.
290
Student Success
Goal and Strategies
Lead Kent Campus Recruitment efforts while
working with the college-wide recruitment
team. Participate in High School and collegewide events. Coordinate events so they do not
compete with one another.
Staff Professional Development. Staff
members will attend at least one external or
On-going evaluation of student services
feedback through the use of student surveys
improve and enhance delivery of services.
Design and implement a Student
Retention/Persistence Center that will include
the CDC and First Year Experience Program.
College- Campus
wide Goal
Goal
2,3
1, 3.2
2014, 2015
TBD
2,3
3.1,3.2
2014, 2015
$1,000.00
When training is
completed.
2,3
3.1,3.2
2014, 2015
None
Improvement in student
satisfaction.
2,3
3.1, 3.2
2014
TBD
When implemented
291
Timeline
Cost
Goal and Strategies
Develop a collegewide process to
review current credit by examinations
and approve new credit by examination
awards. This process would include the
updating of information on the website
and an annual review of current credit
by examination awards.
Purchase new scanner for Kent
Assessment and Certification with
Kent‟s scanner being relocated to Cecil
Assessment and Certification.
A full-time staff person is employed at
Cecil Center North Assessment Center
to replace the current 32 hour position.
Kent Campus Assessment and
Certification Center becomes a Pearson
VUE Professional Test Center. This
will allow us to provide even higher
stakes examinations like the NCLEX.
Installation of six additional lockers to
bring our locker configuration to 18 +
18 for a total of 36.
Kent Campus Assessment and
Certification becomes approved to
award foreign language college credit
via American Council on Teaching
CollegeCampus
wide Goal
Goal
2, 3
1.3
July 2014
0
3
1.2
Sept 2013
$12,000
3
3.1
July 2014
0
5
1.1, 2.1
Nov 2013
0
4
2.1
September 2013
$800
The installation of new
locker set outside A102.
4
1.1
July 2014
0
The actual granting of
credit via ACTFL
examinations.
292
Timeline
Cost
Implementation of
collegewide process that
reviews all current award
recommendations and
approves any new
recommendations for all
credit by examinations.
Kent Campus scanner is
relocated to Cecil Center.
Assignment of full time
position at Cecil Center
Assessment and
Certification.
Assignment of
Professional Center by
Pearson VUE.
Foreign Languages (ACTFL) credit by
examinations.
293
VIII. FLORIDA STATE COLLEGE
STRATEGIC PLAN FY15
Goal and Strategies
1. Enhance and celebrate the intellectual
climate of the campus/centers by
providing leadership and support for
activities such as public lectures,
demonstrations, speaker registry,
Encourage faculty to share content,
expertise and talents outside the
classroom venue.
2. Implement all phases of the Staffing Plan
as it pertains to Kent/Cecil Center
3. Implement the BS in Aviation and
Aeronautical Technology.
4. Implement 2013-2016 CIP Plan and
Ren/Rem projections.
College- Campus
wide Goal
Goal
1, 4 and 5 1.2, 1.3,
1.4, 2.2
and 3.1
Timeline
July 1, 2014 –
June 30, 2015
Cost
$6,000




1 and 5
TBD
1, 3, 4
and 5
3 and 5
TBD
3.1
294
July 1, 2014 –
June 30, 2015
July 1, 2014 –
June 30, 2015
July 1, 2014 –
June 30, 2015
Cannot be
determined
$100,000 in
faculty costs
$2 M
List of events and
attendees
Programs
Creation of new events
GER outcomes and
assessment progress

Board agenda items




Enrollment
FTE report
CIP plan
Board agenda
Department/Program: Cecil Center
Collegewide Goal
Goal and Strategies
2. Design and build Energy Storage Systems
Learning Center
1,2,3,4
Campus
Goal
1,2,3
Timeline
Cost
TBD
$7M through
capital fund
campaign
Completion, occupancy,
and operation of center
Cecil Center Library and Learning Commons
Goal and Strategies
8. Increase available Student Success
advising
9. Training for Student Success Advisors
and staff on Student Financial/ Advising
Issues.
College- Campus
wide Goal
Goal
1,2,3,4
1,2,3
1,2,3,4
1,2,3
1,2,3,4
1,2,3
Timeline
Cost
Throughout the
FY
Current
Library
budget
constraints
$34,032 plus
benefits
Throughout the
FY
Throughout the
FY
purged and replaced
Increased service to
students
Goal and Strategies
1. Continue I.T. maintenance, including but
not limited to: classrooms, security cameras,
servers, and audio/visual systems
Collegewide Goal
4
Campus
Goal
1, 2, 3
295
Timeline
Cost
Ongoing and
continuous
TBD
classroom I.T. equipment upgrades
4
1, 2, 3
296
Ongoing and
continuous
TBD
Goal and Strategies
1. Each staff member will attend training on
professional development
Collegewide Goal
Campus
Goal
3&4
3.1
Timeline
Cost
Throughout
FY15
Goal and Strategies
8. Maintain pristine, clean, safe, healthy,
and functional physical plant.
Collegewide Goal
3&4
Campus
Goal
3
Timeline
Ongoing and
Continuous
Cost
Fund 1
Budget
Student and Staff
Goal and Strategies
Maintain safe and secure campus facilities and
learning environment.
Collegewide Goal
Campus
Goal
Timeline
3,4
3
Ongoing
Cost
Timeline
Cost
Jan - June
$60K – From
college
vehicle
replacement
fund
CVD
Goal and Strategies
Collegewide Goal
Campus
Goal
Fleet renewal – Replacement of aging
training vehicles – 1 per year.
1,4
1,2
297
Vehicle Purchase
298
Pathways High School Equivalency
Goal and Strategies
Collegewide Goal
Campus
Goal
Timeline
Cost
meetings bimonthly to discuss program needs,
conduct training, and address challenges
2. Professional development for Student Affairs
Advisor and Retention Specialist
Ongoing and
continuous
# of meetings held
Ongoing and
continuous
3. Conduct needs assessment for ongoing
development/modifications to curriculum and
instruction related to release of GED® Test in
2014
Ongoing and
continuous
position
Student, faculty, and staff
surveys to assess and
identify program needs
Ongoing and
continuous
299
GED® diplomas awarded;
Transition into
FCCT/FSCJ programs
Goal and Strategies
1) Begin rotary wing flight training, and incorporate
into the College‟s flight training and education
program.
Collegewide Goal
1-5
Campus
Goal
1-3
Timeline
Cost
RFI Issuance in
September 2012.
TBD.
Depends on
how much we
leverage a
contracted
flight training
provider in
resourcing the
operation.
Rotary wing flight training and
education program commences
from Cecil Airport under
College oversight.
AABI Visit,
Team Travel,
Honorariums,
and
Processing
Fees: Approx.
$7000
AABI accreditation process
completed for one or more of
our aviation programs.
Curriculum
submission in
Fall 2013.
2) Receive AABI site visit and achieve AABI
accreditation for one or more of our targeted
programs.
1-5
1-3
Curriculum
implementation
in Fall 2014
Self-study
completed in
April 2014
timeframe.
Team visit
within 6 months
of that
submission or
early FY 2015
300
Library & Learning Commons
Goal and Strategies
Provide adequate academic tutoring staff to meet the
need of students. Because of the new requirement that
associate degree students must complete six hours of
foreign language courses, a FT Advisor II is needed
in the Foreign Language lab.
external or college-sponsored seminar, workshop or
Collegewide Goal
1, 3
Campus
Goal
1.4
5
3.5
301
Timeline
Cost
July 1, 2014June 30, 2015
TBD
July 1, 2014June 30, 2015
TBD
The PT Advisor II position in
the Foreign Languages will be
upgraded to a FT position.
Collegewide Goal
5
Campus
Goal
3.1
Goal 2: Provide technical assistance and staff
training for acquisitions and processing to each
campus and center LLC.
5
Goal 3: Continue the outsourcing of book cataloging
from Baker and Taylor and evaluate other vendors of
similar services.
Goal and Strategies
Goal 1: Perform cataloging services for each campus
and center LLC.
Timeline
Cost
July 1, 2013June 30, 2014
$0
Materials will be delivered in a
timely and efficient manner.
3.1
July 1, 2013June 30, 2014
$500 indistrict travel
Assistance and training
provided.
5
3.1
July 1, 2013June 30, 2014
$4 per item
ordered
Materials received.
Goal 4: Process/monitor database contracts college5
wide by working with members of the LLC Executive
Council.
3.1
July 1, 2013June 30, 2014
$0
Databases evaluated and
implemented annually.
Goal 5: Attend at least one external or college
sponsored seminar, workshop or training activity
related to professional development.
5
3.1
July 1, 2013June 30, 2014
$300 in/out of
district travel
Administrative leave and travel
funding provided.
Goal 6: Coordinate library services at the state level
with the Unified Library Services division of the
Florida Virtual Campus.
5
3.1
July 1, 2013June 30, 2014
$2,000 in/out
of district
travel
Administrative leave, travel
funding, and minutes of
meetings provided.
302
Business Office
Goal and Strategies
Goal 1: Take advantage of new technology to
provide more efficient and cost effective services
Goal 2: Upgrade hardware in business office to
newer ecommerce technology
Goal 3: Improve 3rd party payment process. (Multiyear project)
documents.
Goal 5: Assist with planning for implementation of
new payroll process
supplies and travel through the Kent Campus Budget
external or college sponsored seminar, workshop, or
Collegewide Goal
5
Campus
Goal
3.1
Ongoing
$0
5
3.1
July 2015
$0
5
3.1
June 2015
$0
5
3.1
June 2015
$0
5
3.1
June 2015
$0
2
3.5
Throughout the
year
Comprehende
d in budget
3
3.3
June 2015
$800
303
Timeline
Cost
New technology in place and
utilized.
New hardware installed and
new technology used.
3rd party payment process
improved.
College business documents
improved.
Payroll process implemented
Cecil Business Office will have
needed equipment and
services.
Goal 1: New Smart Lock System
CollegeCampus
wide Goal
Goal
1, 2 & 5
1&3
June 30, 2015
$290,000
System will be installed
Goal 2: E-266 Renovation
1, 2 & 5
1&3
June 30, 2015
$600,000
Goal 3: Faculty Office Upgrades
1, 2 & 5
1&3
Ongoing
$10,000
1, 2 & 5
1&3
June 30, 2015
$10,000
Goal 5: Removal of existing Backflow
Preventers 2-6”
Goal 6: Smart Classrooms (TBD) renovate
1, 2 & 5
1&3
June 30, 2015
$20,000
1, 2 & 5
1&3
June 30,2015
$60,000
Goal 7: Renovation B110 -112
Photo Lab
Goal 8: Security Gate Faculty Parking
1, 2 & 5
1&3
June 30, 2015
$150,000
1, 2 & 5
1&3
June 30, 2015
$50,000
1, 2 & 5
1&3
June 30, 2015
$40,000
Goal 10: Parking Renovation CCS Building
“H & K”
Goal 11: Renovate A 204/206
1, 2 & 5
1&3
June 30, 2015
$20,000
1, 2 & 5
1&3
June 30, 2015
$40,000
Goal 12: Remodel F114-118 to Science
Labs
1, 2 & 5
1&3
June 30, 2015
$1,200,000
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Renovation will be
completed.
Remodel will be
completed.
Goal and Strategies
304
Timeline
Cost
Goal 13: Each employee will attend at least
one external or college sponsored seminar,
professional development or technology
skills.
5
3.5
June 30, 2013
305
$500
Employees will have
Security
Collegewide Goal
3
Campus
Goal
3.1, 3.5
June 2015
$0
2
3.1, 3.5
June 2015
$300
3
3.1, 3.5
June 2015
$0
3
3.1, 3.5
June 2015
Comprehende
d in budget.
training activity related to professional development.
3
3.1, 3.5
June 2013
$100
Goal and Strategies
Goal 1: Continue communication with appropriate
JSO departments and College Director of Risk
Management.
Goal 2: Continue crime awareness and safety
education sessions on campus.
306
Timeline
Cost
Campus Officers will be better
informed of local and College
activities.
Sessions will be documented,
attendance recorded, and
surveys distributed.
Security officers will monitor
campus from security office.
Contract officers will monitor
midnight and evening weekend
shifts.
security officers will receive
documented training.
Kent-Cecil Division of Liberal Arts and Sciences
Goal and Strategies
Continued customer service customer
satisfaction enhancement
College- Campus
wide Goal
Goal
TBD
TBD
Timeline
September
2015
Continued strong and effective Course
Management
TBD
TBD
September
2015
Continue to develop, evaluate, and enhance
Academic Programs
TBD
TBD
September
2015
Continue to develop an effective and
transparent Kent-Cecil DLAS Leadership
team
TBD
TBD
September
2015
Continued participation in College‟s
academic task forces
TBD
TBD
September
2015
Math & Natural Sciences Scholars Seminars
– presentations by faculty and speakers for
students
Grant development, writing, implementation
TBD
TBD
September
2015
TBD
TBD
September
2015
Development of new physical space at Cecil
Center North for Sciences; Earth & Space,
Environmental
TBD
TBD
September
2015
307
Cost
Most satisfied students and
faculty – fewer complaints
and issues
Increase in course
offerings, higher fill
percentages
Additional programs;
Environmental Studies,
Pre-Professional
New administration and
staff required because Kent
DLAS staff have been
promoted
Strong involvement and
leadership by Kent DLAS
faculty and administration
Well-attended quarterly
Kent DLAS series
Dependent
on private,
State PECO
funds
Submission of grant
proposals; implementation
of new grant awards
In the College‟s funding
stage; part of Cecil North
Phase 2
Goal and Strategies
The Applied and Fine Arts Departments will continue
to offer a variety of courses.
Look for emerging trends or programs that will
determine the need for additional courses.
Faculty will continue to participate in activities on
campus and at the college-wide level.
communities or service learning projects that the art
B108 and B110 will be upgraded to smart
classrooms.
Given the potential growth of the photography
program, we should look at moving the photography
studio into a larger space.
Collegewide Goal
1, 2, 3, 4
Campus
Goal
1, 2, and
3
1, 2, 3, 4
Timeline
Cost
2014 - 2015
$3,000 per
year
A variety of courses,
representative of the discipline,
will be offered each term.
1, 2, and
3
2014 - 2015
None
1, 2, 3, 4
1, 2, and
3
2014 - 2015
None
activities at the college level in
activities in which they have
participated.
1, 2, 3, 4
1, 2, and
3
2014 - 2015
TBD
B108 and B110 will be smart
classrooms with projectors,
control panel, etc.
1, 2, 3, 4
1, 2, and
3
2014 - 2015
TBD
During 2012, we identified
B112 as a possible space for
the photography studio. During
this academic year, we would
like to get approval to proceed
with the conversion. If all goes
well, B112 will be converted
into a photography studio by
the end of this academic year.
In order to accomplish this goal, we should convert
B112 into a photography studio.
308
Infuse the arts into every aspect of the Kent
Campus/Cecil Center.
Faculty in the art department will interact with
personnel in the library/learning commons to infuse
Acquire a Professor of Photography.
1, 2, 3, 4
1, 2, and
3
2014 - 2015
None
meet this goal.
1, 2, 3, 4
1, 2, and
3
2014 - 2015
None
meet this goal.
1, 2, 3,
and 4
1, 2, 3
2014 - 2015
TBD
We will have a person in place
by Aug 2014.
Present a proposal that explains this need.
309
Communications
Collegewide Goal
1, 2, 3, 4
Campus
Goal
1, 2, and
3
2014 - 2015
Fiscal Year
None
Faculty will be able to teach
classes in a variety of formats
using a number of different
strategies.
1, 2, 3, 4
1, 2, and
3
2014 - 2015
Fiscal Year.
None
1, 2, 3, 4
1, 2, and
3
2014 - 2015
Fiscal Year.
None
1, 2, 3, 4
Strategy: Work very closely with staff in the Learning
Commons.
1, 2, 3
2014 - 2015
Fiscal Year.
None
Promote faculty leadership within the department.
Strategy: Continue to offer workshops on faculty
leadership and look for leadership abilities and
qualities during the hiring process.
Acquire a FT Professor of Developmental
English/Reading who will be assigned to the Cecil
Center.
Strategy: Present a strong case for the need of this
1, 2, 3, 4
1, 2, 3
2014 - 2015
Fiscal Year.
None
1, 2, 3, 4
1, 2, 3
2014 - 2015
Fiscal Year.
TBD
learning communities that the
department has participated in
that promotes interaction across
the disciplines.
A number of strategies will be in
place to ensure that the ASC will
continue to be successful in
meeting the needs of students and
faculty.
A number of strategies will be in
place to ensure that the Learning
Commons will continue to be
successful in meeting the needs of
students and faculty.
Faculty members will develop
initiatives to promote students
success and establish a culture of
learning.
We will have a FT professor of
Developmental English/Reading
dedicated to the Cecil Center.
Goal and Strategies
to prepare faculty to teach courses using diverse
methods of delivery and diverse teaching techniques.
Strategy: Continue to offer mentoring, workshops,
and one-on-one training to assist faculty.
Strategy: Work closely with Student Services to build
effective learning communities/service learning
projects.
Strategy: Faculty in the ASC will continue to work
very closely with other faculty members.
310
Timeline
Cost
position.
Humanities
Collegewide Goal
1, 2, 3,
and 4
Campus
Goal
1, 2, and
3
1, 2, 3,
and 4
Maintain offerings of the 5 HUM courses taught each
term. Achieve variety in offerings by having a varied
selection of 2020s each term.
Continue to pursue mini grant opportunities.
Goal and Strategies
Offer instructional choices and training to support
instruction in various modalities. Offer excellent
modalities.
Timeline
Cost
Ongoing
throughout the
2014- 2015
Fiscal Year
Faculty
Faculty will be able to confidently
stipend for 3 teach classes in all formats.
WLU
(Approx.
2,000.00)
1, 2, and
3
Ongoing
throughout the
2014 – 2015
Fiscal Year
None
courses.
1, 2, 3,
and 4
1, 2, and
3
Ongoing
throughout the
2014 - 2015
Fiscal Year
None
Students will have access to the
courses that will likely be the five
“core” general ed courses for
Humanities and access to a
variety of course choices through
the variety of 2020s offered.
1, 2, 3,
and 4
1, 2, and
3
Ongoing –
However, the
committee will
meet deadlines
as indicated in
None
Receipt of mini grant funding.
311
the planning
documents.
Faculty and students will continue to pursue
participation in service learning and community
activities.
1, 2, 3,
and 4
1, 2, and
3
2014 - 2015
Fiscal Year.
None
$2000.00
1 and 3
1 and 2
Aug 1, 2015
TBD
1, 2, 3,
and 4
1, 2, and
3
2014 - 2015
Fiscal Year.
None
enhance teaching
1 and 3
1 and 2
Aug 1, 2015
TBD
Offer a study abroad opportunity for Humanities
classes
1, 2, and 4
1, 2, and
3
2013-2014
Fiscal year
None
312
learning communities that the
Faculty will offer Florida Studies
learning community.
Faculty will be able to use I pads
in all classrooms.
service learning projects and
community projects the
compiled and shared; faculty will
request library materials needed
for the discipline.
Faculty and students will
participate in a study abroad
option.
Languages
Collegewide Goal
1, 2, 3,
and 4
Campus
Goal
1, 2, and
3
2014 - 2015
Fiscal year.
None
participated in.
volunteer service projects.
1, 2, 3,
and 4
1, 2, and
3
2014 - 2015
Fiscal Year.
None
participated in.
Lead faculty member will develop a strategy to
capitalize on the changed state requirement for
foreign languages in order to increase enrollment,
languages offered and student motivation.
1, 2, 3,
and 4
3
2014-2015
Fiscal Year
Development of marketing
materials, increased enrollment in
languages, addition of Latin.
Increase enrollment in foreign languages by adding to
the adjunct faculty as appropriate in the Spanish and
French departments.
1, 2, 3,
and 4
1, 2, and
3
When needed
Approx.
$1400.00
for two
faculty
WLU
stipends
Regularly
budgeted
adjunct
faculty
salary
Goal and Strategies
Faculty and students will participate in learning
communities. Lead foreign language faculty member
will identify events and opportunities and share with
other faculty.
Increase student motivation by publicizing available
language courses and informing students of benefits
of selecting each of the languages for study
1, 2, 3, 4
and 5
1, 2, and
3
313
Timeline
2014-2015
Fiscal Year
Cost
.
$200.00 –
printing
costs
The enrollment and the number of
classes offered will increase.
Students will be more committed
to their choice of a foreign
language and thus more
motivated.
Publicize and encourage participation in foreign
languages cultural events on campus in all three
fields, French, Chinese as well as Spanish.
1, 2, 3,
and 4
1, 2, and
3
ongoing
None
Students will be able to
participate in a number of cultural
events.
Identify and provide access to online and digital
cultural materials and resources.
1, 2, 3,
and 4
1, 2, and
3
ongoing
None
Lists of audio-visual materials in
the Learning Commons will be
publicized. Compilations of
digital resources will be provided
by lead faculty members in each
area.
314
Collegewide Goal
1, 2, 3,
and 4
Campus
Goal
1, 2, and
3
1, 2, 3,
and 4
Identify and pursue mini-grant opportunities.
1, 2, 3,
and 4
1, 2, 3,
and 4
Goal and Strategies
to faculty to teach hybrid courses. Offer excellent
modalities.
service learning and community activities.
Timeline
Cost
Ongoing
throughout the
2014– 2015
Fiscal Year
Faculty
Faculty will be able to confidently
stipend for 3 teach classes in all formats.
WLU
(Approx.
2,000.00)
1, 2, and
3
Ongoing
throughout the
2014 – 2015
Fiscal Year
None
courses.
1, 2, and
3
1, 2, and
3
2014-2015
Fiscal Year
Ongoing
throughout the
2014 – 2015
Fiscal Year
None
Receipt of mini-grant funding.
None
participated in.
Ongoing
throughout the
2014 – 2015
Fiscal Year
Aug 1, 2015
None
1, 2, 3,
and 4
1, 2, and
3
1 and 3
1 and 2
315
$200.00
TBD
projects and community projects
the department has participated in.
Faculty will be able to use I pads
in all classrooms.
enhance teaching
1 and 3
1 and 2
Aug 1, 2015
Increase Kent Campus face to face offerings of BS
Education courses.
1,3, and 4
1 and 2
2014-2015
Fiscal Year
Faculty will team teach a Social and Behavioral
Sciences course
Continue to improve integration of SLS classes with
1, 2, 3,
and 4
1, 2, and
4.
1, 2, and
3
1, 2, and
3.
2014-2015
Fiscal Year
Fall 2014 –
meet with ASC
council
disseminated
2014-2015
Fiscal Year
Assess the success of the SLS1101 class as part of the 1, 2, and 4
three stage orientation process.
1, 2, and
3.
316
TBD
compiled and shared; faculty will
request library materials needed
for the discipline.
None
Faculty will have the opportunity
to teach a greater variety and
more upper level courses on
campus as opposed to on-line.
Social and Behavioral Science
course is team taught.
Encumbered Complete a discussion with
through
Kent/Cecil ASC council.
regular
Develop materials for distribution
budgeted
to SLS faculty about ASC
items.
features.
Encumbered
through
regular
budgeted
items.
Faculty will determine if students
are better oriented and more
prepared for their college level
course work after completing
SLS1101 and the three stage
orientation.
Dual Enrollment
Collegewide Goal
1,3,4
Campus
Goal
1, 2, 3
2014-15
Mileage
Ensure collegiate quality of dual enrollment students
experience when taking on campus classes.
Effectively integrate DE students into college
environment.
1,3,4
1, 2, 3
2014-15
N/A
1,2,3,4
1, 2, 3
2014-15
N/A
Promote DE student transitions to baccalaureate
program through Transitions Workshops.
Attend the annual NACEP National conference in
2014 that showcases the critical role dual enrollment
programs play in launching students into postsecondary education and in-demand careers. Submit
Presenter Workshop Proposals each year
Utilize DE online orientation
1,2,3,4,5
1, 2, 3
2014-15
$200
1,2,3
1, 3
2014
$TBD
1, 2, 3, 4,
1, 2, 3
2014-15
Assist ECHS high school and college faculty in the
development of strategies to increase student success
and persistence and expand student tracking
measures.
1,2,3, 4
1, 2, 3
2014-15
Goal and Strategies
Monitor and maintain quality of dual enrollment class
at Kent/Cecil service area high schools.
317
Timeline
Cost
Mileage/
Total $600
annually
packets, syllabi, final exams and
DE instructor evaluations.
agreement.
into campus life.
Transitions workshops offered on
campus.
Presentation of
findings/documented
presentations
Student participation in OL
orientation
Meeting minutes & presentations
Kent-Cecil Liberal Arts & Sciences – Mathematics & Natural Sciences
Goal and Strategies
Collegewide Goal
ASC Mathematics course
improvements/modifications
Continue to develop and implement strategies to
1, 2, 3
improve class student success and retention rates.
Included in this would be appropriate grant proposals.
Grant work and implementation
5
Continue monitoring of new BS‟s and support classes 1, 3, 5
in BS in Biomedical Sciences
Continue monitoring of new Bs and support classes in 1, 3, 5
Environmental Sciences, Aerospace Technology
Campus
Goal
Timeline
Cost
Ongoing
TBD
1, 2
Ongoing
TBD
1.1, 2.1,
2,2, 3.1,
3.3
Ongoing
Ongoing
TBD
Ongoing
1.3, 2.2,
2.3, 3.1,
3.4, 3.5
Ongoing
TBD – new
faculty
TBD – new
faculty
318
Improved student retention and
completion rates
Workshops to train faculty in
specific developmental math
course strategies, preparation and
submission of grant proposals
Submission of grant proposal(s),
award of grant proposal(s)
Student enrollment in program
and classes
Student enrollment in program
and classes
Collegewide Goal
1,2&4
Campus
Goal
2
20151-20153
None
Documentation of projects
completed
3&5
1
20151-20153
$0
1&4
The program will have a program assessment plan
approved by the AVP Workforce Office and all
elements are evaluated at the “working” level.
1&2
20151-20153
$0
Committee meetings, documented with minutes,
which occur during the academic year.
1&4
1&2
20151-20153
$0
members of an advisory committee as reported to
the AVP Workforce Office during an academic
year.
1&4
1&2
20151-20153
$0
and/or MIS data report or meeting
minutes
Goal and Strategies
Explore the creation of an Environmental Resource
Center, perhaps in partnership with the University of
North Florida, to provide research and community
education regarding the St. John‟s River and other
environmentally sensitive resources in Northeast
Florida.
319
Timeline
Cost
The program will have at least 25% of its
Program Concentrators reach the 50% completion
1, 4 & 5
1&2
20151-20153
$0
1, 4 & 5
1&2
20151-20153
$0
Program Concentrators complete program
requirements during the academic year.
1, 4, & 5
1&2
20151-20153
$0
graduates placed in a job within one month of
graduating.
1&5
1&2
20151-20153
$0
Continue to explore opportunities for a bachelor‟s
degree
1, 2, 3 & 5 1 & 2
20151-20153
$0
White Paper on baccalaureate
program feasibility
320
Biomedical Sciences BS Degree Program
Goal and Strategies
1. Continue to recruit students into the college
wide biomedical sciences program
Collegewide Goal
3,4 and 5
Campus
Goal
Timeline
Cost
Continuous
of February, June,
respective term
cohort)
TBD
(marketing
costs)
Enrollment will continue to meet
goals promulgated in SACS
accreditation substantive change
document
2. Continue to track the retention and success
of students in the program to make informed
decisions that will promote program
development and long-term success.
1,2,3,4
and 5
Continuous.
However, we expect
to have some
graduates in Spring
tracked
TBD
(graduate
survey/reporti
ng costs?)
Establish a record of enrollment,
retention, and graduation for the
program by the end of 20133.
3. Review the assessment data collected in
Spring 20142 regarding the program. Revise
assessment plan and targets as appropriate.
1 and 4
Collect and analyze
data Spring 20142
and use to develop
plan for 2015
academic year
No cost
expected
Assessment data and new plan in
Weave online for the 2014
academic year.
4. Now that the program is in it‟s 3rd academic
year it would be appropriate to strategically
plan modifications of the existing curriculum
to keep the program current and aligned with
requirements of graduate and professional
programs.
1, 2 and 3
TBD
(dependent
upon the
curriculum
developed/tra
cks)
An update on the curriculum is
drafted and made available for
review by the advisory board.
Recommendations from the board
will be used to develop a
curriculum revision plan for 2016,
which will then be submitted to
the curriculum committee as
321
appropriate.
5. Revisit facility and equipment needs to
make sure the program is still current and
meeting in-field employer needs and/or
expectations for graduate programs across the
nation and especially within our region (to
include professional program prerequisites).
1,2,4 and
5
6. Continue grant endeavors and actively
pursue funds in support of Northeast Florida
Center for Undergraduate Research.
1,2,4 and
5
Continuous
7. Develop support mechanism for students
taking GRE, MCAT, DAT, other
admissions/entry exams. Possible SBU would
be fully online test prep for these high-stakes
exams. Current prep courses are expensive and
not particularly accessible for non-traditional
groups.
1,3, 4
Initiate by Fall 20151
TBD
(dependent
upon trends at
the time and
graduate and
professional
school
requirements)
TBD
(contingent
upon grant
award)
TBD (cost of
establishing
an SBU
geared at test
prep courses)
Program requirements and the
equipment available for student
training is assessed and a plan is
developed to address any gaps for
2016 planning.
At least 50% of program students
enrolled in the capstone course
are engaged in undergraduate
research
Test prep support in place for
students
Collegewide Goals
11. Prepare students for distinctive success in their academic, career and personal goals through collaboration within the College community and individual
initiative.
12. Inspire students to a lifetime commitment to continued learning, informed civic engagement, ethical leadership, cultural appreciation, social
14. Provide to students an extraordinarily positive experience in every engagement with the College.
322
15. Contribute significantly to the ongoing economic development of the Northeast Florida region.
323
Career Education
Goal and Strategies
effective course management.
Goal No. 2: Continue facility software and
equipment upgrades
Collegewide Goal
1,3
Campus
Goal
2
1, 3
1, 2, 3
324
Timeline
Cost
July 2014-June
2015
$0
Comparison of 2013-14 and
terms.
program completion.
 Student needs
July 2014-June
2015
Carl D.
Perkins funds
Seek and obtain Perkins funding
for equipment and software to
support certificates and AS
programs
 Instructional Equipment
received and in use
 Data collected on the number of
workforce students impacted
and using the equipment and
software purchased.
Goal No. 3: Provide Extraordinary Level of
Service.
1, 3, 4
1, 3
July 2014-June
2015
$2,000 +
 Recognize faculty, staff and
students for their achievements.
 Fund and Implement a Division
Wall of Fame.
 Implement an internal
interdisciplinary faculty
scholarly exchange program.

1, 2, 3, 5
1, 2, 3
July 2014-June
2015
TBD
persistence by program and termover-term.
Measure any impact of initiatives
on student persistence as term to
term data.
Determine strategic initiatives that
may improve student persistence,
implement and measure any
change in persistence.
Measure the impact of technical
certificate completion and
persistence to degree completion.
Goal No. 5: Continue to explore opportunities for
new programs.
1, 2, 3, 5
2, 3
July 2014-June
2015
$0
Explore the labor market demand
for emerging and evolving
technologies including AS and
Bachelor‟s programs.
Goal No. 6: Prepare ACBSP Self-Study for
ACBSP Initial Application for Accreditation of the
BAS and BS Business Programs.
1, 3, 5
2, 3
July 2014-June
2015
$4,000
Finalize the ACBSP Initial Self
Study for accreditation of the BAS
and BS Business programs.
325
Goal No. 7: Contract with Urlich Research to
conduct graduate surveys for the following
programs:
AS Accounting
AS Interior Design
1, 2, 3 & 4
1, 2, & 3 July 2014-June
2015
$4000
Conduct and analysis of the survey
data to identify strategies to
improve programs with low
graduation rates
Goal No. 8: Post links on the program home pages
to provide program success data to our
communities.
1, 3, 5
1, 2
No cost
Collect program success data to
include graduation rates, number
of graduates by year, time to
completion rates, employment
rates, employer satisfaction, etc.,
and post these data on the program
home page.
326
July 2014-June
2015
Collegewide Goal
1,3
Campus
Goal
2
Goal No. 2: Assess student satisfaction of the online Bachelor‟s Orientation
1,2, 3, 4
1,2,3
Goal No. 3: Continue to improve college courses
and develop new courses.
1, 2, 3,
Goal and Strategies
effective course management for the BAS
Supervision and Management program
327
Timeline
Cost
July 2014-June
2015
$TBD
Comparison of 2013-14
terms.
program completion.
 Student needs
July 2014-June
2015
$0
Complete a student satisfaction
survey for all students who
completed the on-line Orientation..
July 2014-June
2015
$22,500
New and improved courses
developed and implemented.
Goal No. 4: Continue to assess and improve the
program
July 2014-June
2015
$1,000
Goal No. 5: Encourage Interdepartmental
Classroom Observation
July 2014-June
2015
$500
Goal No. 6: Seek ACBSP Initial Accreditation
July 2014-June
2015
$TBD
328
 Review and improve the
Bachelor Degree application
processes.
 Continue to assess specific
course learning outcomes as
determined by fulltime faculty
in the department.
 Collect program success data
and make it available off the
program home page.
 Maintain a minimum of 25% of
upper division credit hours
taught by terminally degreed
faculty.
 Continue to engage all program
advisory committee members
input and recommendations for
program improvement.
 Develop an alumni survey to
measure graduate satisfaction
of the program.
Number of full-time faculty
participating in peer classroom
observation and survey of
effectiveness and impact on
faculty.
Received ACBSP Accreditation.
Bachelor of Science in Business Administration 111531
Goal and Strategies
Goal No. 1:
Collect program success data and post these data to
the program home page.
Goal No. 2
Improve course scheduling to meet the needs of all
students.
Goal No. 3
Continue to refine the process of continuous
improvement of the program via assessment of
instructional and student success standards.
Goal No. 4
Assess the need for additional faculty and staff and
seek funding to support these positions.
Goal No. 5
Manage the program growth.
Goal No. 6
Pursue ACBSP accreditation for the BS: Business
Administration
Collegewide Goal
1, 3,4
Campus
Goal
1,2,3
1,3,4
Timeline
Cost
On-going
No Cost
Program success data posted to the
program home pages.
1,2,3
July 2013-June
2014
No Cost
1, 2, 3 4,5
1, 2, 3
On-going
July 2013-June
2014
No Cost
Determine student scheduling
needs and create a matrix for
individual student planning.
Analysis of year-over-year
program success data.
1,3,5
1, 2, 3
July 2013-June
2014
TBD
Document the need for additional
faculty and staff positions.
1, 2, 3 4,5
1, 2, 3
TBD
1, 2, 3 4,5
1, 2, 3
July 2013-June
2014
On-going
Continue creative scheduling to
meet student needs.
Award of ACBSP accreditation
after a successful self-study and
site visit.
329
TBD
A.S. Business Programs 112531, 112211
Goal and Strategies
20. Strengthen teaching strategies for online and
hybrid classes offered in these modalities
 During monthly meetings faculty will share best
practices and develop recommended standards
21. Continue to develop business partners to enhance
program
 Hire adjuncts that have real world experiences
22. Continue to support the Business Club to increase
student engagement
department and students, explain updates and
changes clearly and timely to students
23. Continue Program Assessment plans for Business
and Accounting Programs
24. Continue to support faculty business coordination
meetings with faculty at other campuses
 Improve coordination between business faculty
from all campuses leading to an improved
25. Conduct adjunct appreciation events where
adjuncts and mentors will attend
 Improve collegiality, strengthen the collaboration
between full time faculty and adjunct faculty
Collegewide Goal
#1
Campus
Goal
#1, #2
20151-20153
$0
During observation and evaluation
process, faculty will demonstrate
their strategies
#1, #4 &
#5
#1 & #3
20151-20153
$0
#1 &#4
#2 & #3
20151-20153
$0
Advisory Committee Membership
list
teaching assignments are matched
to their expertise and experience.
Report
#1 & #4
#1
20151-20153
$0
#1
#1 & #3
20151-20153
$0
Program assessment action plan
for 2014-2015
Meeting minutes
#1
#1 & #3
20151-20153
$0
Survey
#1 & #4
#1, #2,
& #3
May 2015
$2000
Survey results
330
Timeline
Cost
331
Goal and Strategies
11. Provide professional development opportunities
for faculty to increase breadth of courses they are
able to teach to meet current and future demands
12. Increase course offerings in the AS IT program
and add course offerings for the bachelor‟s
program in Information Technology at Kent
campus
13. Increase student retention and persistence to meet
or exceed national averages.
 Classroom visits by the Achievement Coach
14. Continue to provide the computer science courses
necessary to support AA students for transfer to
science, engineering and information technology
majors
15. Enhance the quality of instruction in IT and OA
courses
 LOEP‟s
 haring of best practices
Collegewide Goal
#1
Campus
Goal
#1,#3
20151-20152
TBD
Report to campus and increase in
courses faculty can teach
#1, #3
#3
20151-20153
TBD
Number of courses scheduled
#1, #3
#3
20151-20153
$0
Data collected by the Department
Staff;
Program Assessment Outcomes
#1, #3
#1
20151-20153
$0
Review student POS, AA and AS.
#1, #4
#1,#2
20151-2015s3
$0
LOEP‟s; Program Assessment
outcomes; Meeting minutes
332
Timeline
Cost
Collegewide Goal
1, 2, 3, 4
Campus
Goal
1, 2, 3
Goal 2:
Transition the method applied to monitor and increase
student retention to now more carefully monitor status
of graduates and involve graduates in program.
2, 3, 4
Goal 3:
Implement a professional learning community.
1, 2, 3, 4
Goal and Strategies
Goal 1:
Continue monitoring and increasing student retention
and enrollment, modifying strategies as appropriate.
333
Timeline
Cost
2014-2015
Academic
Year
$0
2, 3
2014-2015
Academic
Year
$0
1, 2, 3
2014-2015
Academic
Year
$0
 Comparison of 2013-2014 and
2014-2015 retention data,
enrollment data, and program
concentrators from CPR reports,
showing increases at all levels of
the program progression
Excellence Standards in College
Program Review (CPR) report(s)
as they relate to student retention
 Increase graduate survey results
by 10% compared to 2011-2012
and 2012-2013 data.
 Involvement of a minimum of
five (5) graduates in the program
(through guest lectures, events,
and other activities) during the
2014-2015 academic year.
 Successful meetings and events
of the learning community, based
on outcomes determined by the
design team.
 Satisfaction survey of
participants.
IRES
Goal and Strategies
Goal: Markedly increase insurance pre-licensing class
enrollment through online classes.
Strategies:
Florida State College at Jacksonville enrollment and First
Coast Career Tech are dependent upon four factors; Cost,
Convenience, Perceived Value and Marketing.
Some PSAV Insurance Pre-licensing classes are very
competitively priced and some are not. There is no price
flexibility for PSAV.
Convenience consists of offering desirable classes at times,
places and in formats that suit the students. It also includes
ease of registration. Since the college‟s registration process
may never be on a par with the private school industry‟s
registration (which can be as convenient as paying and
registering during the initial class session) particularly for
PSAV students throughout the state; we continue to
provide exceptional individual service to all prospective
students particularly in the application and registration
process. We continue to research ways we can offer faux
open enrollment for PSAV classes.
Perceived Value is present from the reputation of the
college. PSAV classes offered under the First Coast Career
tech banner offer less perceived value.
Marketing efforts particularly in times of high
unemployment to make our perceived value, convenience
(plus some low costs) known.
Collegewide Goal
Optimize
access to
and
participati
on in
College
programs
and
services
marketing and additional programs.
334
Campus
Goal
Optimize
access to
and
participat
ion in
Campus
programs
and
services
Timeline
Present
through
2015
Cost
Continued
funding
through
Campus/Pr
ogram
budgets
and
Retained
Revenue
Via NGE
Average120 PSAV students per
month.
Average 50 CWE Insurance
CEU students (also NGE) a
month.
335
Collegewide Goal
1, 2, 4
Campus
Goal
1, 2, 3
2, 3, 4
2, 3
2014-2015 $0
Academic
Year
Goal 3:
1, 3, 4
If appropriate, depending on results from Goal 3 of FY13
and FY14, position program for implementation of a
Bachelor of Science (BS) degree in Legal Studies, with
two tracks.
Goal 4:
1, 2, 3, 4
Implement interdisciplinary learning community.
1, 2, 3
2014-2015 TBD
Academic (cost of
Year
hiring
additiona
l faculty)
2014-2015 $0
Academic
Year
Goal 5:
Implement international study abroad opportunity
open to program students, instructors, graduates,
advisory committee members, and local paralegal
1, 2, 3
Goal and Strategies
Goal 1:
Continue monitoring and increasing student retention,
modifying strategies as appropriate.
Goal 2:
Transition the method applied to monitor and increase
student retention to now more carefully monitor status
of graduates and involve graduates in program.
1, 2, 4
336
1, 2, 3
Timeline
Cost
2014-2015 $0
Academic
Year
2014-2015 $0
Academic
Year
 Comparison of 2013-2014 and 20142015 retention data and program
concentrators from CPR reports,
showing increases at all levels of the
program progression
 Attainment of Program Excellence
Standards in College Program Review
(CPR) report(s) as they relate to student
retention
 Increase graduate survey results by 10%
compared to 2011-2012 and 2012-2013
data.
 Involvement of a minimum of five (5)
graduates in the program (through guest
lectures, events, and other activities)
during the 2014-2015 academic year.
 Depending on results, either (1)
Cessation of pursuit or (2) Enrolling
entering students in the BS program
effective Fall 2014 term.
 Successful meetings and events of the
learning community, based on outcomes
determined by the design team.
 Satisfaction survey of participants.
 Successful study abroad opportunity
completed by Summer 2015 term.
 Satisfaction survey of participants.
professionals.
Student Success
Goal and Strategies
High School and college-wide events. Coordinate
events so they do not compete with one another.
attend at least one external or college sponsored
seminar, workshop or training activity related to
professional development or technology skills.
On-going evaluation of student services feedback
through the use of student surveys improve and
enhance delivery of services.
Collegewide Goal
2,3
Campus
Goal
1, 3.2
2015
TBD
2,3
3.1,3.2
2015
$1,000.00
When training is completed.
2,3
3.1,3.2
2015
None
Improvement in student satisfaction.
Timeline
Cost
Goal and Strategies
Computer equipment used by students and staff is
reliable and consistently configured.
New staff and student chars are purchased for the
entire center.
Collegewide Goal
4
Campus
Goal
1.2
Timeline
Cost
May 2015
$20,000
All student lab stations are operational
1
3.1
June 2015
$15,000
New chairs are installed
337
FLORIDA STATE COLLEGE
STRATEGIC PLAN FY12
MID YEAR REVIEW
Goal and Strategies
1. Continue to develop and integrate policies and
programs for FSCJ, FCCT and the GED
Academy.
a. Align campus goals with strategic
imperatives
b. Develop new programs
1.) Avionics
c. Implement BS in Bio Medical Sciences and
BS in Business Administration
2. Evaluate the Academic Success Center
Initiative, including the redirected and
redesigned Library Commons and Tutoring
Center.
a. ASC Human Resource Reorganized and
Staffed
Status
1. a. Complete
1. b. 2. Financial Services Proposal to be sent to FLDOE
1/1/12.
1. b. 1. In-Progress
1. b. 2 & 3 Complete
1. c. Complete
1.c. 100 new students enrolled in BS Business
Administration and 75 in BS in Biomedical Sciences
2. a. Complete
2. b. Complete
b. Tutoring Center
c. Faculty Resource Center (Computer Room
and Audio Studio)
Comments
2. c. Partially
complete
338
2. a. A new organizational plan for the LLC was adopted
and the AD of Library & Learning Center reports directly
to the Campus President.
2. d. Complete
d. Library Commons
3. Develop and implement Strategic Business
Units and increase continuing education
offerings.
a. Intermodal Transportation
b. Aerospace Resource Center
c. IFS CE offerings
4. Provide leadership for 2010 SACS Audit
Readiness Initiative – Academic Policies and
Programs.
5. Increase grant activity and investigate local
foundation opportunities
a. Banner Center – Aerospace Resource
b. NSF-STEM
c. WorkSource – Environmental
e. CDL simulation and scholarships
6. Continue to enhance the service in the Student
Success Center and integrate it with Liberal
Arts, Workforce, and Cecil Center functional
areas.
7. 2010-2011 Facilities CIP Plan adoption and
action
a. Investigate and develop Phase II CIP plan
for Cecil Center.
2. e. Partially
complete
2. e. Spring 2012 New Student Orientation will be adopted
and evaluated.
3. Not complete
3. College has yet to adopt Business Rules for the SBUs
4. Ongoing
4. The process is in the initial phase
5. a. – e. Partially
complete
5. NSF STEM, DOL National Consortium
(Environmental) Grant, and CDL Scholarship Grant have
either been awarded or submitted.
Ongoing
6. Dean David and Associate Dean Taylor-Pruitt have
actively increased communications with Cecil and
increased engagement. Yields have produced positive
results and increased service.
7. a. Complete
7. a. The 5 year COFTE and 2012 CIP plans have been
completed and submitted.
7. b. Complete
7. b. Phase I is complete, but mitigation of deficiencies
339
b. CDL Phase I
continue.
7. c. Ongoing
c. CDL Phase II
8. Implement yearlong employee recognition
program through:
c. Outstanding Employee Group Award
Nominations
9. Enhance and celebrate the intellectual climate
of the campus/centers by providing leadership
and support for activities such as public
lectures, demonstrations, speakers registry,
Encourage faculty to share content, expertise
and talents outside the classroom venue. (e.g.
Earth Day, Liberal Arts Day, and Astronomy
Day)
10. Expand programming scope of the Cecil
Center to include:
d. GED expansion
11. Engage in curriculum development for BS in
Business Administration, Finance,
Accounting and Budget Analyst.
12. Lead Institutional Effectiveness Initiatives
for Bachelor‟s degree
8. Positive feedback on EOM program, Service Awards
Luncheon and New Faculty Luncheon.
8. a., c., d. and e.
Complete;
8. b. Planning is
ongoing
9. Ongoing
9. Astronomy Day and the Scholar‟s Round Table were
successful and Liberal Arts Day is being planned.
10. Ongoing
10. Final analysis in May 2012
11. Ongoing
11. Under the direction of Dean Sawma, 19 new courses
will be developed and approved by January 2012.
12. Complete
All BAS/BS IE plans were submitted on time and
corrective action completed on plans needing
340
improvement.
13. Launch the Center for Economic Education
13. Complete
341
13. The Center on Economic and Financial Education was
opened and dedicated on 12/7/2011.
Department/Program: Cecil Center North
Executive Director
Goal and Strategies
1. Collaborate with Liberal Arts and Sciences
and Workforce Deans to ensure courses
offered at Cecil Center meet the needs of the
students and are consistent with the College
Mission and Goals
Status
Ongoing
Comments
Enrollment growth continues @ 20% each term.
2. Oversee the construction of the CVDF
education building – Phase II of the project
Pending beginning
of construction
Construction start date: January 2012
3. Seek funding sources for CVD full-motion
training simulator
Revision
Identify funds to support the purchase of a static simulator.
4. Lead the Energy Storage Systems Learning
Center project toward construction of training
facility at Cecil Center
In-Work
5. Conduct feasibility study to initiate an
electrical power systems/renewable energies
program at FSCJ
In-Work
Seeking funding through multiple sources. Revising
strategy.
Capital fund campaign. Marketing brochure under
development.
Integral component of learning center strategy.
Curriculum frameworks exist for several viable programs
Working with Dr. Maly to map existing programs to a BS
Degree
Information Technology
6. Information Technology inventory system
In-Work
Continuously working with other campus technicians and
Deerwood to determine best method of maintaining
campus inventory records. Updating old inventory records
is currently a work in progress.
342
7. Windows Update System
9. Increase available Student Success advising
10. Training for Student Success Advisors and
staff on VA Benefits and programs.
11. Faculty development – conduct faculty
meetings bimonthly to discuss program
needs, conduct training, and address
challenges
12. Hire support staff to assist with special
projects within the GED Academy
14. Continue to manage the GED Academy
Canceled
The college now has a Windows Update system (WSUS)
in place. This is administered by Deerwood I.T. and
controls updates for college wide I.T computer systems.
Library Learning Commons
Continuous
Library is continually purging and updating student
materials. Purged and updated over 500 outdated items and
reduced periodical cost by 5% while still adding materials
more in line with courses taught.
Completed
Added 20 hours for student advisor availability by adding a
full time position to Cecil Center and more uniform
scheduling of advisors during peak periods.
Continuous
Training in the Student Success and VA advisor areas is an
ongoing issue. Advisors receive training both at a
mandatory and as needed skills basis whenever training is
made available. A recent two month training period
completed with a 100% participation of personnel assigned
to these duties.
GED Academy
Ongoing
Faculty meeting 7/11/11
Faculty/staff training completed 20113 term: AFPD
Integrity course; GED Academy software
Delayed
Program changes/enrollment/tuition have delayed hiring of
support personnel; researching potential position code and
plan to hire for 20122 term
Ongoing
Both team members have attended AFPD courses relevant
to their position and have registered for additional courses
Ongoing
Data not yet available for 20121 completions
343
15. Revise curriculum of CWC0027 into a
TRAxxxx course. (Class-B CDL Training)
16. To establish a 16-week course
(TRA0081/2/3/9) offering evening classes.
Commercial Vehicle Driving
Abandoned After cost evaluation and due to the ability of training only
Determined to not be one or (possibly) two students at a time in our equipment
cost effective due to on the road, and not having more than one vehicle, it was
the ability to only
determined to abandon development of a TRA0084 course
train one or two
and utilize the Class-B vehicle for testing. Operation and
students at a time.
maintenance costs as well as instructor salaries would
cause the program to operate in the red.
Initial night training course begins during Spring Term
2011-12 (January 9th, 2012) and will continue for the
Completed.
entire 16-week term at 4 hours a night, Monday thru
Friday.
Maintenance
17. Maintain pristine, clean, safe, healthy, and
functional physical plant.
18. Coordinate and oversee the repair and
painting of the steel structure at Cecil Center
North
19. Coordinate the removal of the underbrush
located on the South East corner of Cecil
Center North
Ongoing and
continuous
Ongoing
This is a continuous effort focused on maintaining both
Cecil North and Cecil South.
Project is currently on schedule and has an estimated
completion date of December 31, 2011.
Pending
Budget will support this project and will be completed by
June 30, 2012
Security
344
20. Establish a Cecil Center security dispatch
center at the CCS security desk.
21. Upgrade the Cecil Center security radio
system
21. Install cameras in Building K and L
22. Install a radio base station in the Cecil Center
dispatch center at CCS.
Pending further
review and
discussion.
P.O. issued to
purchase a new
digital repeater to
install at ASEF
In-Work as of
December 1, 2011
Pending
345
Relocate the dispatch center to CCN.
Installation Complete.
Project approved, equipment ordered. Pending installation
See goal #1 above.
Department/Program: Cecil Center South-Aviation Center of Excellence
Goal and Strategies
1. Continue to foster partnership opportunities
through both articulation agreements with
state and private higher education institutions
and dual enrollment initiatives with local and
regional area high schools, concentrating on
aviation, aerospace, and STEM initiatives.
Status
Ongoing. New
initiatives with Polk
State College and
Liberty University,
among others.
Comments



2. Successfully implement, maintain, and modify
Aircraft Services Educational Facility (ASEF)
curricula offerings. Market and advertise
programs, recruit more faculty, recruit
students, and establish job pipelines for
graduates of Aircraft Coatings curricula.
Assist Flightstar with successful

Ongoing.
346
Our support to Aviation and Aerospace focused career
academies has gained momentum. First Coast High
School is a new start-up, which began in August 2011.
Oakleaf High School is in its second school year; it has
exceptional energy, with outstanding support from
parents and the school administration. There is also a
movement to possibly start a career academy at Ribault
High School. We are working through articulation and
dual enrollment agreements with Oakleaf, Peterson,
and Saint Augustine High schools. Working with all
of the career academies, we have organized the Florida
Aerospace Career Academies Consortium (FACAC) to
help facilitate communication and sharing of best
practices/resources.
We are in the nascent stages of a consortium effort to
develop an aviation baccalaureate degree, with Florida
State College at Jacksonville and Polk State College in
the lead.
We have interest from Liberty University to work
together to flesh out a sequence of courses focusing on
unmanned aircraft systems.
The Aircraft Coatings Technician program is
struggling to achieve enrollment goals. We are
working with Florida Coast Career Tech Enrollment
Development Coordinators, and through other means
to produce our first large class during the Spring 2012
term.
implementation of their business model and in
the identification of additional opportunities
through mutual networking and industry
engagement initiatives.
3. Revise and enhance Professional Pilot
Ongoing and
Technology (2258) A.S. degree program with continuous.
scenario-based flight simulator laboratory
courses, enhanced partnership and oversight of
contracted flight training courses, targeted
marketing and outreach, and miscellaneous
initiatives to enhance professionalism and
create job pipelines for graduates.




4. Increase access to ACE Flight Simulator CWE
course offerings for the use of our pilot and
ATC students, local area pilots, flight
instructors, and flight schools. Devise
streamlined (preferably web-based) process
for enrollment, payment, and tracking of
billable hours.
5. Continue Aerospace Resource Center (ARC)
Employ Florida Banner Center into Year 5 of
grant, with intent to evolve and transition to a
College Strategic Business Unit. Develop
partners throughout Florida, the U.S., and
internationally.

Working.


Ongoing.


347
Curriculum modification and successful
implementation completed during the fall term.
Launch of new flight training provider operating from
College spaces and flight line in the fall term has
exceeded our expectations. Integration of contractor
personnel into College team is ongoing and developing
nicely.
Working with flight training provider in a joint
marketing and outreach effort to develop the program.
Enrollment is spiking, with continued growth expected
as reputation spreads via word-of-mouth and
demonstrated results.
Working to create job pathways, and to plan for the
next big pilot hiring cycle.
We are in the process of developing this concept. We
are looking at employing student assistants as flight
simulator lab attendants.
We plan to develop more personal enrichment courses
for both flight simulators and for actual flying for
incorporation into our existing IED and CWC course
offerings.
In final year of WFI/DOL grant. Contract and funding
runs through 30 June 2012.
College is supporting continuation of the ARC as both
an Employ Florida Banner Center and integrated arm
of the ACE.
We expect all three positions to be institutionalized
and transitioned to Fund 1 in FY 2013.
6. Develop rotary wing (helicopter) ground
school and flight training courses and a
helicopter track for Professional Pilot
Technology curriculum (2258) and make part
of College catalog.
Deferred during the
first half of FY
2012, due to
emphasis on fixed
wing program.

7. Continue to promote, foster, and grow AT-CTI
program through marketing, ATC summer
camps, and production of quality graduates
from the program.
8. Create FY 13 position for full-time Aviation
Programs Student Success Advisor, Work
source liaison, and VA Programs Advisor
Ongoing.

This program is self-sustaining, with a strong
reputation, strong management, and excellent full-time
faculty.
Deleted goal.

Relying on Cecil North and Kent Campus Student
Success Advisor support, which is adequate.
Leveraging embedded resources and utilizing
VA/Worksource work/study contract personnel to meet
VA programs counseling needs, and aviation-specific
advising and counseling needs.


348
We will pick up on this in January 2013, as one of our
next major initiatives.
We plan to visit other Florida colleges currently
offering a rotary wing track to research their programs,
and then emulate their FLDOE-approved curricula for
rotary wing ground, flight, and simulator laboratory
courses.
Department/Program: Library and Learning Commons
Goal and Strategies
1. Create a sound room for more advanced video
production and for the increase in use of video
interviews.
2. Provide adequate reference and library
instruction on campus given the elimination of
the ILAS requirement for graduation.
Expanded collection development to support
new baccalaureate programs will also require
an increase in the number of hours allotted for
adjunct librarians.
Status
In-Progress.
Comments
Currently searching for a space that would be appropriate.
On hold.
Will continue to support programs as budget allows.
3. ASC Pilot Programs will be implemented this
year for the following areas:
a. MDRX (math remediation)
b. PAAP (Proactive Advising Program)
4. Provide adequate support for two of the labs in
the Learning Center/Academic Tutoring
Services. As baccalaureate programs increase
in enrollment, tutoring offered in science and
foreign languages will also increase. Student
tutors are unable to meet the demand as they
often do not have the skills needed to tutor in
upper-level courses.
Ongoing.
Both programs are in place and working well.
Modifications are being made continuously to improve
processes.
On hold.
Will continue to support programs as budget allows.
349
Department/Program: Library Technical Services
Goal and Strategies
1. Continue to train and monitor acquisitions
process for each campus and site library.
2. Perform cataloging for each campus and site
library.
3. Continue the outsourcing of book cataloging
from Baker and Taylor.
4. Process/monitor database contracts for all
campus and site libraries
5. Provide technical assistance to all campus and
site libraries including database purchases,
library management database problems, and
acquisition assistance.
6.: Attend at least one external or college
sponsored seminar, workshop or training
activity related to professional development.
Status
Ongoing.
Ongoing.
Comments
Ongoing.
External evaluation of the Library Tech Services
department will be conducted by CCLA February 2012.
Other providers for outsourcing are being explored.
Completed.
Contracts for databases were completed 12/8/2011.
Ongoing.
Ongoing.
350
Department/Program: Business Office
Goal and Strategies
1. Take advantage of new technology to provide
more efficient and cost effective services
2. Upgrade hardware in business office to newer
ecommerce technology
3. Improve 3rd party payment process. (Multiyear project)
4. Improve appearance of college business
documents.
5. Assist in the transition of student employment
to CDC per college-wide plan to be facilitated
by Human Resources.
6. Support Cecil Center Business Office with
supplies and travel through the Kent Campus
Budget
7. Each employee will attend at least one external
or college sponsored seminar, workshop, or
Status
Ongoing
Comments
Ongoing
Ongoing
Working closely with facilities on AO sponsored projects.
Ongoing
Ongoing
Ongoing
Ongoing
351
Department/Program: Plant Services and Facilities
Goal and Strategies
1. Design C204B renovation
Status
Comments
No defined scope; currently small classroom.
TBD
2. Smart Classrooms (TBD)
Ongoing
3. DLAS Suite renovation
Completed
4. F126 Telepresence Room
On Hold
5. Complete fence installation
On Hold
6. Re-Stripe Campus Parking Lot
TBD
Room completed including furniture and TV. Balance of
IT equipment on hold.
Pending City of Jacksonville P&Z and Bldg. Dept. plan
review approval.
Can do; not an immediate need.
7. On-Going Roof Upgrades
Ongoing
Work to start December 2011.
8. Complete AFC/LLC mural installation
Completed
9. Re-caulk Building Control Joints
Ongoing
Work will be completed as needed.
10. Faculty Offices Upgrades
Ongoing
Awaiting product delivery. Install 1st quarter 2012.
11. E268 renovation
TBD
12. F221/223 renovations.
TBD
Can do. Based on campus survey 8/15/11 replace desks, re
room and add IT instructor‟s station.
Current request to convert 3 classrooms F219, F221 and
F223 into 2 classrooms. Included in 5 year survey.
Attic stock inventory available. Rooms B209, B209A,
B220, B222, C200 & C208 were upgraded to smart
classrooms during the summer.
352
13. Smart Classroom renovations E268.
Ongoing
Partial smart; need IT instructor station and control unit.
14. Kent Security Surveillance System Phase II
renovation – (CIP submittal cameras)
15. Each employee will attend at least one
external or college sponsored seminar,
Completed
Learning Commons installed in last six months. Per
Security, we have cameras needed.
Ongoing
353
Department/Program: Security
Goal and Strategies
1. Continue communication with appropriate JSO
departments.
2. Continue crime awareness and safety education
sessions on campus.
3. Monitor additional security cameras and
Status
Ongoing
4. Continue use of outsourcing.
Ongoing
5. Each employee will attend at least one external
or college sponsored seminar, workshop or
development.
Ongoing
Comments
Ongoing
Ongoing
Added cameras at Cecil North and South. Added network
control monitoring with Deerwood. Awaiting product
delivery, installation 1st quarter 2012.
Added guard in staff parking lot.
354
Department/Program: Kent Campus – Cecil Center Division of Liberal Arts and Sciences (DLAS)
Goal and Strategies
Status
a. Continue to provide high-quality service and
b. Providing a high-quality service and
experience for our full time and adjunct
faculty
c. Service and support to Kent and Cecil
Administration, Student Services,
Workforce, Distance Learning, Library and
Learning Commons
d. Representing the Campus and College in
specific academic areas (e.g. Reynolds:
FSCJ science “dean” and Norman-McKay:
BS Biomed lead) and College efforts (ALC,
GEA Tasks Force, Academic Leadership
Council (ALC), developmental coursework,
etc.)
Ongoing, with focus
on the week
prior/first week of
each new semester
DLAS administrators and staffed stayed late the week
prior to class fall 2011 to match Student Services hours
and meet student needs. We are not aware of any
complaints.
LAS office
days/hours to match
Student Success
each new semester
First DLAS office staff meeting 11/2/11
2. Continue strong and effective Course
Management
Comments
Fall term Holiday Open house/Fireside chat 12/14/12
Open door policy in place throughout fall 2011.
Quarterly team
training sessions
ALC: two times a
month
GEA Task Force:
once a month, along
with Collegewide
meetings
A growth of 3%
over the previous
year‟s semester (e.g.
20112 over 20111)
Dr. Reynolds and/or Dr. Waschull attended all ALC
meetings fall term. Dr. Waschull attended all ALC
executive committee meetings.
DLAS administrators attend all GEA taskforce meetings
– fall 2011.
According to college and campus level reports, growth
has averaged about 3% – See Pete Biegel‟s executive
summary enrollment reports from fall 2011.
.
3. Continue to develop, evaluate, and enhance Kent
– Cecil DLAS Academic Programs:
a. Hybrid course and faculty development
b. Establishing/developing of new degrees,
Dr. Waschull leading ALC committee to develop hybrid
course standards of quality.
Ongoing
355
c.
d.
e.
f.
g.
programs such as an AS in Environmental
Sciences, new BAE/BS/BAS degrees
Evaluations of current course offerings for
effective teaching, student success, and
retention; learning from others
ASC Developmental English, math, and
reading courses to improve student success,
and retention
Review current teaching assignments,
determine future subject and area needs
based on course enrollment numbers
Continued development of technology in
teaching
Development of additional classroom and
laboratory space
Specific timelines to
be determined by the
College…
Grant received for Environmental science AS.
Biomedical BS enrollment of 130 students. (170
projected by the end of the Summer term (20123).
Ongoing
ASC ENC faculty implementing targeted remediation
program to enhance success in ENC0028 fall 20122.
Quarterly
ASC REA faculty implementing mid-term diagnostic
testing to assess student progress and target
interventions fall 2011.
Quarterly
Implement Fall 2011
at DLAS
Convocation
DLAS Deans meet at least weekly with Dr. Cabral Maly
and campus leadership-fall 2011.
DLAS partnered with Career education for fall adjunct
convocation fall 2011.
All classrooms surveyed, remodel priorities submitted –
fall 2011.
DLAS FT faculty met at campus convocation fall 2011.
Adjunct faculty workshops on pedagogy (Socratic
questioning) and technology offered/planned fall 2011
4. Continue to develop an effective and transparent
Kent DLAS Leadership team
DLAS Deans submitted new faculty requests for 20122015 to Dr. Cabral Maly based on enrollment trends.
The Deans and Associate Deans work very closely and
cooperatively to meet student and faculty needs
efficiently and quickly. The leadership team
demonstrates high levels of collegiality.
Ongoing
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5. Kent DLAS faculty and administrator
involvement in Collegewide GEA Task Force,
SACS 10-year review
Meetings as
scheduled by the
GEA Task Force,
College‟s LAS
SACS 10-year
review
DLAS administrators attended all fall term GEA task
force meetings, lead in the IE/WEAVE process. Group
participation in SACS QEP search – fall 2011.
6. Kent DLAS Kent Scholars Seminars –
presentations by faculty and one special speaker
for students and the public as a part of the new
state college “expectations”
--Astronomy Day (28-29 October 2011)
--Earth Day
--Liberal Arts Day (Spring 2012)
--Natural Sciences Day (new for FY2012)
--continue to explore potential grant opportunities
specific to Kent Campus – Cecil Center needs in
the Liberal Arts & Sciences
Quarterly
Astronomy day – attendance of several hundred fall
2011 – Liberal Arts day planned, 2/2012.
Dr. Reynolds has been instrumental in the award and
implementation of the Environmental Sciences grant.
Dr. Waschull and Richard Greene have asked LA
faculty – no current interest in pursuing grants.
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Department/Program: Applied and Fine Arts
Goal and Strategies
Timeline
1. Faculty will continue to offer a variety of
courses.
Ongoing
2. Faculty will continue to participate in activities
at the college-wide level.
Ongoing throughout
the 2011 - 2012
Academic Year
3. Identify and pursue grant opportunities.
Ongoing – However,
the committee will
meet deadlines as
indicated in the
planning documents.
2011 – 2012
Academic Year
4. Faculty and students will continue to
participate in learning communities. Faculty
will identify a number of learning
communities that the art department has
participated in.
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Comments
We continue to offer a variety of classes in drawing,
painting and computer imaging. In addition, we also offer
Acting I, Photography I, and Digital Photography.
Our faculty are key players both at the college level
(Campus-wide faculty exhibition at the South Campus)
and in the Jacksonville community. Dustin Harewood, for
instance, has presented at a number of local galleries,
including the Jacksonville Museum of Contemporary Arts.
He was instrumental in getting artists Kurt Polkey and
Madeleine Peck to stage an exhibit at the Kent Campus
gallery. He was also able to get Overstreet Ducasse to
present his works at the Kent Campus. Richard Greene
was the process owner for the arts from Oct 2009 to Aug
2011.
The faculty have elected not to pursue any grants at this
time.
Faculty and students continue to build and participate in
learning communities. Faculty from the art department
visit students in selected English classes to discuss and
promote the arts. In addition, students from English
classes routinely have assignments that require them to
visit the art gallery and submit papers. Faculty and
students also participate in the presentations hosted by our
Student Success Office.
participate in service learning. Faculty will
identify a number of service learning projects
the art department has participated in.
6. B108 and B110 will be upgraded to smart
classrooms.
7. Given the potential growth of digital
photography, we should look at moving the
photography studio into a larger space. In
order to accomplish this goal, we will need to
identify a suitable space.
8. One of our goals is to acquire a Professor of
Photography. We will submit a request
documenting the need for this additional
professor.
9. I plan to continue to bridge the gap between
the Learning Commons and the Liberal Arts
(similar to what I did with Student Services
between 2005 and 2010). In order to
accomplish this objective, I will continue the
activities that I implemented last year using
the art department.
2011 – 2012
Academic Year
Faculty and students participate in service learning
projects. At this time, most are collecting toys for the toy
drive and food for the food drive.
2011 – 2012
Academic Year
2011 – 2012
Academic Year
We have not had any feedback on plans to upgrade these
two rooms.
We have identified B112 as a possible space.
2011 – 2012
Academic Year
We will submit a request for consideration to Dr. Maly.
In the FY14 Staffing Plan.
2011 – 2012
Academic Year
Christie Taylor-Pruitt, Michael Turnquist, Stefanie
Waschull, and I have met and planned for this project.
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Department/Program: Communications
Goal and Strategies
1. Offer workshops, training opportunities, and
support to prepare faculty to teach courses
using diverse methods of delivery and diverse
teaching techniques.
Timeline
Comments
Ongoing throughout
the 2011 - 2012
Academic Year
Most faculty members in the English department can now
teach courses in both face-to-face and hybrid modes. Each
faculty member has a mentor and has been encouraged to
participate in professional development opportunities and
organizations. In addition, we have offered a number of
workshops (e.g. in using BlackBoard, cooperative
learning workshop, using technology in the classroom,
etc.) to faculty.
Faculty have not pursued grant opportunities.
Strategy: Continue to offer mentoring, workshops,
and one-on-one training to assist faculty.
2. Identify and pursue grant opportunities in
English, reading, and speech.
Ongoing throughout
2011 - 2012.
However, the
Strategy: Encourage faculty to find and apply for
committee will meet
grants in discipline.
deadlines as
indicated in the
planning documents.
3. Faculty and students will continue to participate 2011 - 2012
in learning communities.
Academic Year.
Strategy: Work closely with Student Services to
build effective learning communities/service
learning projects.
4. Faculty and students will continue to participate 2011 - 2012
in service learning.
Academic Year.
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Faculty and students continue to build and participate in
learning communities. For instance, faculty from the art
department visited students in selected English classes to
discuss and promote the arts. In addition, students from
English classes routinely have had assignments that
required them to visit the art gallery and submit papers.
Faculty and students also participated in events (e.g.
musician Javier Mendoza hosted by our Student Life and
Leadership Office on Oct 12, 2011) and wrote papers
about those events.
projects. At this time, most are collecting toys for the toy
drive and food for the food drive.
Strategy: Work closely with Student Services to
build effective service learning projects.
5. Support the Academic Success Center.
2011 - 2012
Academic Year.
Strategy: Faculty in the ASC will continue to
work very closely with other faculty members.
6. New
Develop a tutoring model in the Learning
Commons designed to promote success in ENC
1101
2011 – 2012
Academic Year
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1) Faculty have worked very closely with staff and tutors
in the ASC to make the ASC a success. Audrey Antee,
for instance, will be providing training to the tutors
(English).
2) Wendy Williams and Christie Vint are invited to each
faculty meeting. In addition, a member of the DLAS
co-chairs the Kent Campus ASC Council with Wendy.
3) Sheila Kerr is being given 2 hours each week to
prepare training materials for ASC reading Faculty,
and both she and Ebru Bilgili are given an additional 2
hours to train the adjunct faculty.
4) We will also assist in piloting the SIRIUS REA0017
course.
We have been meeting with Christy and her staff in the
Learning Commons to develop a plan. Dr. Maggie has
given the Learning Commons 3 additional tutors for the
pilot.
Department/Program: Humanities
Goal and Strategies
1. Faculty will continue to participate in activities
at the college-wide level.
Timeline
Ongoing throughout
the 2011 - 2012
Academic Year
support to prepare faculty to teach a greater
variety of courses using different modes of
teaching and a variety of teaching strategies.
3. Increase the variety of course offerings.
Ongoing throughout
the 2011 - 2012
Academic Year
the committee will
meet deadlines as
indicated in the
planning documents.
2011 – 2012
Academic Year
Ongoing throughout
the 2011 - 2012
Academic Year
Comments
The faculty participate in the Humanities Council,
Humanities IE/Gen Ed activities, curriculum review and
revision, The Center of the Advancement of Teaching and
Learning, the curriculum committee and the Faculty
Senate.
The faculty teach classes fully online, face to face and in
the hybrid format.
Our faculty teach several sections of 6 of the 7 HUM GER
courses every term. Furthermore, they teach between 10
and 12 forum courses each term. Forums focus on
particular themes or topics selected by the instructor.
This provides a huge variety of choice for students.
The grant was not funded and the faculty has elected not
pursue it at this time. The Dean will continue to support
faculty pursuit of grants.
Students in Prof. Masturzo‟s class participate in the
learning community, "Be Here. Be Heard." It is a project
in oral history about our cultural learning journeys,
involving humanities students and the campus's Student
Ambassadors. A campus sharing event is scheduled for
February 2012.
Students in Prof. Ohayon‟s classes attend performances of
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music and displays of art produced during the period of
time they are studying.
participate in service learning.
2011 – 2012
Academic Year
363
A humanities faculty member is leading the college‟s
sustainability efforts which have included a local park
clean up and will include a community garden. Another
faculty member provided students in a Florida Cultural
history course with the opportunity to volunteer at a
Timicua Indian archeological site.
Department/Program: Languages
Goal and Strategies
1. Encourage faculty to use different pedagogical
approaches when they teach languages.
Timeline
Ongoing throughout
the 2011 - 2012
Academic Year
Comments
Faculty will be able to teach classes using a variety of
approaches.
Strategy: Offer workshops, training opportunities, and
support.
Pedagogical workshops on Cooperative learning and Socratic
questioning offered.
2. Faculty and students will continue to participate in
3. Faculty and students will continue to participate in
service learning projects.
2011 – 2012
Academic Year
2011 – 2012
Academic Year
Faculty have access to the My Spanish Lab product which
includes a variety of online activities.
Faculty and staff will identify a number of learning communities
that the department has participated in.
Faculty and staff will identify a number of service learning
projects the department has participated in.
4. Increase enrollment in languages by adding to the
adjunct faculty in the Spanish and French
departments.
Ongoing
Students have been encouraged to contribute glasses for the
Lions' Club and cell phones for Hubbard House.
The enrollment and the number of classes offered will increase.
5. Increase the opportunities for languages cultural
events on campus in French, Chinese, and Spanish.
Ongoing
We are currently offering SPN, FRE and CHI language classes.
We are looking for an instructor credentialed in Arabic. We have
begun offering SPN on Cecil and seek to add a new FT language
faculty member. One new Spanish and two new French adjunct
instructors have been credentialed.
Students will be able to participate in a number of cultural events.
Spanish students have attended performances by Hispanic
musicians such as Javier Mendoza and campus presentation by
successful Hispanics such as “The Cuban Guy.”
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365
Goal and Strategies
1. Continued development of Developmental
Mathematics ASC courses
Status
In-Progress.
2. Continue to develop and implement strategies
to improve class student success and retention
rates
3. Continue to develop and offer Mathematics
Hybrid classes
In-Progress.
In-Progress.
Comments
 Weekly meetings (Thursdays) has allowed for discussion
in regard to next steps, improvements, etc.
 Course shell assignments and responsibilities re-vamped
for the Spring 2012 (20122) semester.
Work with faculty on course assignments (mostappropriate – and appropriately-successful faculty).
Working with faculty on hybrids; use of online materials,
and SIRIUS.
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Department/Program: Natural Sciences
Goal and Strategies
1. Renovate Natural Sciences Faculty Lounge,
Adjunct Workroom areas
2. BS in Biomedical Sciences implementation
Status
In-Progress.
Comments
Natural Sciences Faculty Lounge done
Complete
BS in Biomedical Sciences has started; student admission
at ~60 in the first cadre
New Natural Sciences course offerings in hybrid mode.
3. Continue to develop and offer additional Natural In-Progress.
Sciences Hybrid classes
4. Offer additional, new Natural Sciences courses
In-Progress.
such as Biochemistry, Botany, Environmental
Sciences, Astrobiology, Genetics, etc.
5. Work within College's/Kent Campus Master
In-Progress.
Plan procedures for Phase II Cecil North to
include Earth-Space Science Facility.
Planning includes:
4. Program elements
6. Continue to develop new/additional Natural
Sciences classes at the Cecil Center:
Astronomy. Chemistry, Physics
7. Anatomy & Physiology equipment
8. Biology: General lab dissection specimens for
BSC2011C
9. Chemistry equipment
Several new courses offered this fall, including those for
the BS in Biomedical Sciences and the Environmental
Sciences programs
Awaiting State
In-Progress.
Awaiting mid-year review funds.
In-Progress.
Awaiting mid-year review funds for purchasing.
In-Progress.
In-Progress.
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10. Earth & Space/Physics/Astronomy equipment
In-Progress.
11. Environmental Sciences equipment for Cecil
required for the new AS in Environmental
Science s degree program
12. Microscope repair / service
Complete
Items purchased through Perkins
Complete
Service performed start of Spring term.
13. Natural Sciences classes at for Cecil: lab
supplies and materials – required to teach these
classes at Cecil
14. Funding for additional lab supplies as required
by additional courses being offered
In-Progress.
In-Progress.
Funding requested
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Department/Program: Social and Behavioral Sciences
Goal and Strategies
support to prepare faculty to teach a greater
variety of courses.
Timeline
Ongoing throughout
the 2011 - 2012
Academic Year
Documentation
Pedagogical workshops on Cooperative learning and
Socratic questioning offered.
Proposal to submit 2 new SYG courses to the GER
submitted.
Dr. Waschull asked faculty to generate ideas for other
upper level courses they would like to teach. Monitoring
development of Human Services BAS for the opportunity
to offer new courses.
the committee will
meet deadlines as
indicated in the
planning documents.
3. Faculty and students will continue to participate 2011 – 2012
in learning communities.
Academic Year
The Center for Economic and Financial Education was
funded by a grant from the National Center for Economic
education, CSX and Bank of America.
4. Faculty and students will continue to participate 2011 – 2012
in service learning.
Academic Year
Students in 4 sections of General Psychology participated
in a service learning project where they volunteered within
the field of psychology.
Numerous Kent campus instructors had their students
attend the Scholar‟s roundtable with Leonard Pitts. All
LA students and faculty will be asked to participate in
Liberal Arts Day.
Students in 2 sections of general psychology provided
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nursing home residents with a “Senior Prom”.
The Psychology club collected food for Second Harvest
Food Bank.
5. Upgrade a number of classrooms to
comfortably seat 40 students. In addition,
upgrade the technology in the classrooms.
Aug 1, 2012
All classrooms have been surveyed and remodeling has
been prioritized.
6. Update the audio/visual collection.
Aug 1, 2012
7. Establish a cohort of students in the EPI
program at Kent or at Cecil.
2011 – 2012
Academic Year
Current AV holdings cataloged and presented to faculty
with request for faculty input.
Courses were offered. Number of students in cohort was
insufficient.
8. Continue to respond to the college‟s initiative
to provide quality SLS courses to our students
in the most effective and efficient manner.
2011 – 2012
Academic Year
Continued to recruit high quality instructors to teach SLS
who have a firm working knowledge of the campus.
Provided professional development on the content and
ancillary materials for the current SLS 1103 and 0005
textbooks. The publishers, SIRIUS and Pearson provided
multiple training sessions for faculty to learn more about
the construct of the textbooks and available features.
Met on a monthly basis with SLS faculty, including Dual
Enrollment faculty where best practices and changes to
campus services are shared.
Through the regular SLS faculty meetings, developed a list
of guest speakers that provide course topics specific to
SLS classes. The list provides valuable connections for
our new SLS faculty to secure high quality presentations.
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Continued to develop and add content to the Kent Campus
SLS Faculty Community through the Blackboard Learning
Management System. The feedback from the site has
been so positive that it was reconfigured as the “SLS
Faculty Community” opened up to the college wide SLS
community to use.
Katie Meyer-Griffith and Jeff Hess continue their work on
a college-wide committee to develop a new SLS 1101
course as part of the College‟s redesign of the orientation
process.
In collaboration with Deans Waschull and Greene,
explored opportunities for current, high-quality full-time
faculty to teach SLS classes on campus.
9. Support the SIRIUS program.
2011 – 2012
Academic Year
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We will use and provide feedback about the SIRIUS
materials to program developers.
Department/Program: Career Education (f/k/a Workforce Development)
Goal and Strategies
Status
1. Increase enrollment
Ongoing
a. Increase enrollments in WFD courses by
5%
b. Support enrollment activities of AD/IPMS
2. Continue facility and equipment upgrade
a. Add/ replace computers in classrooms
b. Add new lab equipment and software as
needed
Ongoing
3. Expand program base
a. Launch first 3 of 5 tracks in the B.S.
Business Administration program
b. Develop remaining 2 tracks in the B.S.
Business Administration program
c. Begin development of the B.S. in
Financial Services
d. Begin co-development of the B.S. in
Logistics with Downtown Campus
Ongoing
Comments
Analysis of enrollment for the Fall term will be conducted
during the Spring 2012 term. Selected course and
programs are being developed for on-line delivery in the
Financial Studies Institute with an expectation of
increased enrollment and marketing of the new on-line
courses.
A Perkins Initiative has been awarded to fund the
purchase of two new computer servers to enhance the
CISCO Network Academy offerings at the Kent Campus.
A assessment of software, equipment, and classroom
computers will be conducted through the division faculty
meetings.
The BS in Business Administration program currently
offers the tracks of General Business and Human
Resource Management. The Social Entrepreneurship track
was amended to Entrepreneurship, approved by the
Business Advisory Committee, and the core specialty
courses have been developed during the 20121 term.
Finance and Accounting and Business Analyst specialty
core courses are also being developed during FY 2012 and
will be implemented in Fall 20131 as expected.
The BS in Financial Services program proposal has been
completed and submitted for review and approval by the
FLDOE and SACSCOC.
The Downtown Campus is taking the lead on the
development of the BS in Logistics and Warehousing
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program. Professor Morris is the Kent Campus
representative on the program development team.
4. Increase student retention and persistence
a. Continue with program assessment
changes
b. Provide support for WFD program
expansion/ revision
c. Support activities of AD/IPMs to
d. increase program specific retention
Ongoing
Student retention and persistence is an ongoing process
which involves a multi-faceted approach. One aspect of
this strategy has been the use of the Career Education
Division‟s Achievement Coach to assist students to
achieve their goals and complete the degree plan. The
College is considering the development of multiple
“success coach” positions for FY 2012. These success
coaches will be assigned to each campus to assist in
tracking student academic progress and eliminating
obstacles to student success.
5. Continue to explore opportunities for new
programs
Ongoing
We are constantly evaluating the potential for new
programs. This is done through interactions with our
advisory committees, faculty, students and staff with
regard to employer, student and community needs.
6. Prepare ACBSP Self –Study for Reaffirmation
Ongoing
The ACBSP Self-Study report for Reaffirmation of the
A.S. program in Business Administration will be
completed in accordance with the ACBSP timeline and
guidelines. Program data will continue to be collected
through the Spring 20122 term. Data analysis related to
defined goals and activities will be analyzed and the selfstudy written between May 2012 and December 2012. The
self-study will be submitted to ACBSB in January 2013
and plans for the site visit in February or March 2013 will
be developed.
7. Begin work toward B.A.S. in Supervision and
Management program accreditation
Ongoing
Research and analysis has begun with regard to ACBSP
accreditation of the BAS program.
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8. Establish a “Wall of Fame” to recognize
students, faculty and staff
Ongoing
A division Wall of Fame will be developed during the Fall
2012 term using available funds if possible.
9. Continue to support division faculty and staff
involvement in program assessment
Ongoing
2010-2011 results analyzed and recommendations made;
Assessment for 2011-12 will be analyzed in May 2012
10. Contract with Urlich Research to conduct
graduate surveys for the following programs:
a. B.A.S. Supervision and Management
b. A.S. Business Administration
c. A.S. Accounting Technology
d. A.S. Interior Design
e. A.S. Paralegal Studies
Ongoing
Preliminary arrangements will be made with Urlich
Research in the early portion of the Spring term to conduct
these surveys.
11. Develop course shells for 2 new B.A.S.
Supervision and Management courses.
Complete
Accounting for Managers (ACG3024) and Management
and Leadership Development (LDR4332) course shells
have been developed. ACG3024 was offered as an online
course Fall 2011 and will be offered as a hybrid during the
20123 term. LDR4332 has been developed and will be
offered during the 20123 term. Both courses have been
reviewed and approved by the Business Advisory
Committee.
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Department/Program: BAS-Supervision and Management
Goal and Strategies
Status
27.
Continue to evaluate and improve new and Ongoing
existing BAS Supervision and Management
courses.
Schedule regular meetings to develop courses
and best practices relative to faculty,
pedagogy, and course schedules. Two types of
meetings will be scheduled.
a. Monthly full-time BAS faculty meetings
with discipline related sub-groups as
needed
b. Once per term college wide coordination
meetings
28.
Continue to develop and improve College
BAS Supervision and Management online
course shells.
Online courses shells will be developed and
improved by full-time and adjunct faculty with
the assistance of the Distance Learning Office
29.
Ensure curriculum quality, relevance and
effectiveness.
Comments
Kent Business faculty meet monthly and
College-wide meetings of the Career Education Deans are
scheduled for the Fall Spring and Summer terms to
discuss course allocations, projected enrollments per
course, modality diversity, and possible “triggers” for
scheduling changes.
Ongoing
Full-time faculty have been assigned courses for review
and update the course shells on an annual basis.
Ongoing
Reviewed at the end of each term in faculty and staff
meetings and with the Business Advisory Committee on
an annual basis.
Review curriculum for pre-requisites, course
sequencing and course options.
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30.
Identify alumni success after one year
completion of baccalaureate degree.
Survey alumni in order to determine new
employment opportunities, career
advancement, and salary change.
31.
Evaluate learning through Program
Assessment
Evaluate 2010 program assessment results,
make recommendations for improvement.
Begin year two program assessment.
Ongoing
This analysis will be completed by an outside contractor
during the latter portion of the 2011-2012 academic year
(Spring/Summer).
Ongoing
32.
Service learning:
Launch service learning into Supervision and
Management programs.
33.
Improve faculty collaboration:
Identify two social events per year in order to
increase collegiality and community.
Ongoing
Assessment for selected Goals and Outcomes by program
for 2011-12 will be conducted during the 20122 term and
analysis of these data conducted between May-December
2012
Due to faculty losses (Professor Oppe), this goal is being
pushed into the Spring 2012 term for additional research
and implementation.
Ongoing
The Career Education Division has already held its
Holiday Breakfast Celebration with strong attendance by
faculty and staff. Additional events are planned for the
remainder of the academic year.
34.
Develop course shells for two new courses
approved at the March 2011 Curriculum
Committee meeting.
Complete
35.
Ongoing
Accounting for Managers (ACG3024) and Management
and Leadership Development (LDR4332) course shells
have been developed. ACG3024 was offered as an online
course Fall 2011 and will be offered as a hybrid during the
20123 term. LDR4332 has been developed and will be
offered during the 20123 term. Both courses have been
reviewed and approved by the Business Advisory
Committee.
The program has begun investigating accreditation by the
Accreditation Council for Business Schools and
Programs (ACBSP).
Begin program accreditation investigation.
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Department/Program: Business / Accounting (AS Degrees)
Goal and Strategies
1. Strengthen teaching strategies for online and
hybrid classes offered in these modalities.
During monthly meetings faculty will share
best practices and develop recommended
standards
2. Continue to develop business partners to
enhance program quality.
Expand advisory board
Hire adjuncts that have real world experiences
3. Continue to support the Business Club to
increase student engagement.
department and students; explain updates and
changes clearly and timely to students.
4. Continue Program Assessment plans for
Business and Accounting Programs
Status
Comments
Ongoing
Full time Business Faculty meet monthly; College-wide
meetings have been scheduled before the beginning of
each term to review scheduling diversity, allocation,
modality, and projected enrollment per section.
Ongoing
Staff is continuously endeavoring to improve existing
relationships and develop new relationships with
businesses, as well enhancing the membership of the
Advisory Committee. Inactive advisory board members
were rotated off the committee and many new members
have been added. The first advisory committee meeting
was held on September 28, 2011 and the next meeting is
scheduled for Feb 8, 2012. Advisory Committee input and
voting will occur as e-votes as needed throughout the
academic year.
Ongoing
The Career Education Division continues to support the
vibrant Business Club as it fosters the growth and
development of our business students. Membership in the
Business Club is highlighted during the BAS/BS
Orientations scheduled each term.
Ongoing
Assessment data for selected Goals and Outcomes will be
conducted during the Spring 2012 term and these data will
be analyzed between May and December 2012 and
reflected in the ACBSP Self-Study report.
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5. Continue to support faculty business
coordination meetings with faculty at other
campuses
Improve coordination between business faculty
from all campuses leading to an improved
Ongoing
The College‟s Integrated Leader for Business Programs
actively coordinates scheduling with various
administrators at the campuses where business and
accounting courses are offered. The Career Education
Dean has drafted “Guidelines” and “Triggers” for the
Program Leaders. These guidelines will be presented to
the BAC and to President‟s Cabinet for review and
approval during the 20122 term. (Approved 1/12/2012)
6. Conduct adjunct appreciation events where
adjuncts and mentors will attend.
Improve collegiality, strengthen the
collaboration between full time faculty and
adjunct faculty
7. Prepare ACBSP Self-Study for reaffirmation.
Ongoing
Adjuncts are continuously encouraged to attend faculty
meetings and we will be studying the most beneficial
manner in which to provide meaningful opportunities for
adjuncts to interact with each other, as well as full-time
faculty.
Ongoing
The ACBSP Self-Study for reaffirmation will be
completed in accordance with the ACBSP‟s timeline.
8. Hire a second dedicated FT Accounting faculty
member
Ongoing
This position has been requested and is pending approval.
Ongoing
This analysis will be conducted by an outside contractor
during the latter portion of the 2011-2012 academic year
(Spring/Summer) for the AS in Accounting, AS in
Business Administration, BAS in Supervision and
Management, Paralegal program and Interior Design
programs.
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Department/Program: Computers and Office Systems
Goal and Strategies
16.
Provide professional development
opportunities for faculty to increase breadth of
courses they are able to teach to meet current
and future demands
Status
In-Progress
Comments
IT Faculty are encouraged to keep current with the newest
technology by attending workshops and conferences.
17.
Increase course offerings in the AS IT
program and BAS program
 Hire an additional FT IT Faculty
In-Progress
18.
In-Progress
Course offerings at Kent are coordinated through the
College‟s Integrated Leader for IT programs in order to
best meet the needs of the college and the overall
program.
The Achievement Coach continues to work with students,
faculty and staff with regard to retention and persistence
issues.


Increase student retention
Classroom visits by the Achievement
Coach
Program Assessment activities
19.
Continue to provide the computer science
courses necessary to support AA students for
transfer to science, engineering and information
technology majors
In-Progress
Course offerings at Kent are coordinated through the
College‟s Integrated Leader for IT programs in order to
best meet the needs of the college and the overall
program.
20.
Enhance the quality of instruction in IT
and OA courses
 LOEP‟s
In-Progress
IT faculty are encouraged to keep current with the newest
technology by attending workshops, conferences and
through the development of innovative LOEP‟s.
379
Department/Program: Environmental Science
Goal and Strategies
1. Meet Core College Program Review Standards:
Program Concentrators during the academic
year
The program will have a program assessment
plan approved by the AVP Workforce Office
and all elements are evaluated at the “working”
level.
Advisory Committee meetings, documented
with minutes, which occur during the academic
year.
members of an advisory committee as reported
to the AVP Workforce Office during an
academic year.
Program Concentrators reach the 50%
completion benchmark during the academic
year.
Program Concentrators reach the 75%
Status
In-Progress
Comments
The MIS system is currently being revised. Once the new
MIS system is up and running we hope to pull data and
measure our progress toward achieving this goal.
Exceeded Goal
The AVP Workforce Office assessed the Environmental
Science Assessment Plan at the “Excellence” level for the
2011-2012 College Program Review Summary
In-Progress
Three (3) meetings are planned for the 2011-2012
academic year.
Exceeded Goal
The Environmental Science Advisory Committee has 21
industry/government representatives.
In-Progress
In-Progress
380
completion benchmark during the academic
year.
Program Concentrators complete program
requirements during the academic year.
In-Progress
graduates placed in a job within one month of
graduating.
9. Explore the possibility of adding lab fees to
certain courses in order to sustain equipment
needs of program
10. Continue to explore opportunities for a
bachelor‟s degree
In-Progress
A graduate survey will be conducted at the end of the
academic year.
In-Progress
We will be meeting with science faculty to determine
recurring lab needs and the necessity of lab fees to recoup
these costs.
This on hold pending further growth of the A.S. program.
11. Hire a part-time Program Facilitator II to
assist with the continued program growth
Eliminated
In-Progress
This need has been met through a re-organization of the
Career Education Division staff.
381
Department/Program: Interior Design
Goal and Strategies
1. Research feasibility of BAS in Interior Design
 Survey Advisory Board
 Survey Students and Alumni
 Market survey
 Visit other colleges offering BAS in Interior
Design
2. “Program Excellence Criteria”: The Interior
Design program will have greater than 65
Program Concentrators*
3. “Program Excellence Criteria”: The number of
program concentrators increased from the
previous years
4. “Program Excellence Criteria”: Program has an
assessment plan approved by the AVP
Workforce Office and all elements are
evaluated at the “excelling” level.
Status
Eliminated
Comments
Due to market conditions and other college priorities, this
goal will not be pursued at the present. Instead, we will
concentrate on developing articulation agreements with
existing Interior Design baccalaureate programs.
In-Progress
5. “Program Excellence Criteria”: The program
has more than two Advisory Committee
meetings documented with meetings during an
academic year.
6. “Program Excellence Criteria”: A minimum of
20 industry/government representatives are
academic year.
advisory committee has an average attendance
In-Progress
The AVP Workforce Office assessed the Paralegal Studies
Assessment Plan at the “Acceptable” level for the 20112012 College Program Review Summary. We will
continue to work to achieve an excellence rating for this
CPR measure.
academic year.
In-Progress
In-Progress
In-Progress
The Interior Design Advisory committee currently has 17
industry / government representatives. We will continue to
work to increase this number to the excellence level
during this academic year.
In-Progress
We are working to increase attendance at the Advisory
Committee meetings. The last meeting had ten (10)
382
of 12 industry/government members at each
advisory committee meeting.
65% of the Program Concentrators will have
completed at least half (50%) of their degree
program requirements during the academic
year.
completed at least three quarters (75%) of their
year.
10. “Program Excellence Criteria”: A minimum
of 27% of Program Concentrators will have
graduated from their program during the
academic year.
of 89% of Program Concentrators will be
placed in a job within one month of
graduating.
industry/government members in attendance.
In-Progress
In-Progress
In-Progress
In-Progress
383
Department/Program: Institute for Financial Studies
Goal and Strategies
Goal: Markedly increase insurance pre-licensing
class enrollment through online classes.
Strategies:
Florida State College at Jacksonville enrollment is
dependent upon four factors; Cost, Convenience,
Perceived Value and Marketing.
 Insurance Pre-licensing classes are very
competitively priced.
 Convenience consists of offering desirable
classes at times, places and in formats that suit
the students. It also includes ease of
registration. Since the college‟s registration
process may never be on a par with the private
school industry‟s registration (which can be as
convenient as paying and registering during the
initial class session) particularly for PSAV
students throughout the state; we continue to
experiment with ways to provide exceptional
individual service to all prospective students
particularly in the application and registration
process.
 Perceived Value is present from the reputation
of the college.
 Marketing efforts particularly in times of high
unemployment to make this perceived value
(plus low cost) known.
SBU Partnering and enrollment growth with other
community/state colleges with self-supporting
online Insurance pre-licensing classes through the
Status
Ongoing
Comments
The SBU has been disbanded and changed to CE. In
January, the three largest SBU classes were changed to
PSAV. For the calendar year (fall term to date) there have
been 1014 PSAV students and an 87.5% pass rate. Since
these are all one course classes and all students passing the
course are graduates, this will produce almost 900 PSAV
(manual count currently is 821) graduates and have a very
significant impact on the College‟s annual number of
PSAV graduates and the College‟s PSAV completion rate.
CE despite losing its three most successful classes
1/1/2011, CE numbers for this calendar year through
11/1/2011 are 1,475 students (two thirds online). Financial
Statement for the first 10 months of 2011 is:
Sales
$156,535
Instructional costs
($39,378)
Marketing
($12,500)
384
Contribution Margin
Administrative Expenses
$104,657
($27,500)
Profit
$77,157
Continuing and Adult Education (CAESC)
Insurance Consortium.
marketing and innovative programs.
385
Department/Program: Paralegal Studies
Goal and Strategies
1. Develop a partially online option for the
Paralegal Studies program (ONLINEPLUS).
The ONLINEPLUS program option would
include 7 required classes in an online format
and 4 classes in a face to face format to comply
with ABA requirements of ten (10) semester
hours in a traditional delivery format.
2. “Program Excellence Criteria”: The Paralegal
program will have greater than 65 Program
Concentrators*
3. “Program Excellence Criteria”: The number of
program concentrators increased from the
previous years
4. “Program Excellence Criteria”: Program has an
assessment plan approved by the AVP
Workforce Office and all elements are
has more than two Advisory Committee
meetings documented with meetings during an
academic year.
20 industry/government representatives are
academic year.
advisory committee has an average attendance
Status
In-Progress
Comments
Our second online class (Tort Law) is currently pending
approval by the American Bar Association. One additional
online class is planned for this fiscal year.
In-Progress
The AVP Workforce Office assessed the Paralegal Studies
Assessment Plan at the “Excellence” level for the 20112012 College Program Review Summary
In-Progress
Achieved
In-Progress
academic year.
Exceeded Goal
The Paralegal Studies Advisory Committee has 26
industry / government representatives.
In-Progress
We are working to increase attendance at the Advisory
Committee meetings. The last meeting had 14
386
of 12 industry/government members at each
advisory committee meeting.
completed at least half (50%) of their degree
year.
completed at least three quarters (75%) of their
year.
of 27% of Program Concentrators will have
graduated from their program during the
academic year.
of 89% of Program Concentrators will be
placed in a job within one month of graduating.
12. Continue to ensure program compliance with
the ABA.
industry/government members in attendance.
In-Progress
In-Progress
In-Progress
In-Progress
The program was re-approved by the American Bar
Association in August 2011.
In-Progress
387
Goal and Strategies
1. Lead Kent Campus Recruitment efforts while
working with the college-wide recruitment
team. Participate in High School and collegewide events. Coordinate events so they do not
compete with one another.
2. Staff Professional Development. Staff members
will attend at least one external or college
sponsored seminar, workshop or training
activity related to professional development or
technology skills.
3. Student services enhancements
 Continue financial aid awareness
workshops
 Schedule Student Ambassadors to assist in
the Student Success Center.
 Continue cross-train with BOA to better
serve students with finance related
questions.
4. Implementation of Student on-line EZ apt
system
5. Student Orientation redesign
Status
Ongoing
Comments
Kent Campus has 9% enrollment increase Fall 2011
Pending
Requesting academic and financial aid training for
advisors (NACADA & FAFSAA)
Ongoing
Have trained with BAO staff for improved student
services.
Ambassadors are assisting with orientations and in
Student connections room during peak periods.
Pending
6. Implement Debt minimization program for
Financial aid students.
7. Continue participation on Institutional
Effectiveness Student Success Outcomes
teams.
Completed
Administrative Office is implementing and behind in
implementation
FYE Committee is redesigning with expect date of April
2012
Advisors trained
Ongoing
In second year of I.E process
Pending
388
8. Provide alternative wait option for students
through use of paging system. This service
improves efficiency and customer service.
25 pagers purchased
in Dec. 2011
389
System holds 30 pagers. Will monitor to see if additional
5 pagers are needed.
Goal and Strategies
1: Maintain reliable and effective assessment
computer equipment.
Status
Complete
2: Implement a consistent pre-test multi-media
advising experience for students collegewide.
Complete
3: Install work surface and two workstations in
the Kent Campus assessment waiting room.
Paperwork submitted
awaiting final
approval.
4: Implement EAP placement system
collegewide.
Initial EAP
demographics rollout is complete,
minor modifications
still needed.
The state has left exit
options for
developmental
education courses up
5: Implement new PERT exit testing program
collegewide.
390
Comments
Complete and both labs fully functional.
A102 and A103 have been updated to iMac computers.
The update is complete
Complete and in use.
We have versions for Kent Campus. We will re-smooth
the PERT video once our IE measures and survey are
approved for this year. The initial video has already been
shared with the other assessment managers.
We have developed advising videos for CPT, CPT-L,
PERT, DE CPT, DE PERT, and BAT.
This was rolled in with modifications to the island to open
up a slightly larger area at the front counter and alleviate
the bottleneck that occurs when students walk into the
assessment center. Email dated 12/6/11 from Morris
indicates that it may not be funded this year. Emailed
Dale to set up meeting to develop plan to break into 2 -3
parts. The modifications to my waiting room are extremely
important. Have a meeting scheduled with Dale for
12/8/11.
Test piloting the COMPASS as a replacement for the
CPT-L. No further changes should be made until we settle
on the instrument we will be using. The pilot for
COMPASS EAP began 12/2/11.
The ASC Council has the lead in determining the exit
products/methods for REA, MAT and ENC developmental
classes. I am a member of the council and am working
closely with Kathleen Ciez-Volz.
to each college.
6: Implement new PERT diagnostic assessment
system at Kent and Cecil.
The PERT diagnostic
is ready for use at
both Kent and Cecil.
7: Implement new GED test intake and
registration process at Kent and Cecil.
8: Implement LAN School in the three
Kent/Cecil testing labs.
Complete
9: Implement new EZ appointment system at
Kent and Cecil.
In-Progress
Complete
391
All PERT diagnostics are ready for use. The cost per unit
is almost $2.00. On 12/5/11 I set up appropriate
background question and tested the rule to ensure it works
correctly and administers the diagnostic. I trained other
assessment managers on 12/6/11 and my staff on 12/7/11
on administering the new diagnostic. All assessment
centers are ready.
The new intake and registration process was launched and
all advisors have access and are using it.
Install complete at Kent, we are still resolving a few minor
issues with locating a couple of machines on the LAN,
expect to have system fully operational on all computers
NLT Jan 2012.
I have met with Ashley Knight on two separate occasions.
The vision for what was required for assessment
appointment system is much different than what he had
envisioned. I emailed Ashley on 11/28/11 requesting
another date to check status of progress. He responded:
“The company we are contracted with has moved their
development to a new group, so Peter and I are
acclimating them to this project.” I will continue to track
but do not see a clear completion date.
Department/Program: Career Development Center
Status
Ongoing
Comments
a) Evidence of increased marketing for CDC and CCN: Increased number of
newsletters disseminated from 500 to 600 (physically). Also requested that
faculty distribute via Blackboard Shells. Also increased marketing by
utilizing screensavers on Kent and Cecil computers. Utilized brighter
colors on CDC bulletin board to increase attention and therefore review of
bulletin board. Increased number of workshops, and marketed CDC
services and resources at every workshop/event (79 workshops/events from
7/2010 to 6/2011, 71 workshops/events from 7/2011 to 11/30/2011).
b) Traffic numbers support increased awareness; in fact, the Kent Campus
CDC traffic continues to increase. From 7/1/2011 – 11/30/2011 in the
CDC is almost as high as it was 7/1/2010-4/30/2011 (see chart below).
TRAFFIC IN OFFICE:
Clients that Signed-In to Utilize Services
Mid-Year Checkpoint (11/30/2011)
CDC Traffic
Clients Signed-In
Goal and Strategies
1. Increase student awareness of CDC services and
resources
1500
1000
CDC
500
0
7/2008 - 7/2009 - 7/2010 - 7/2011 4/2009 4/2010 4/2011 11/2011
Of the 1188 clients utilizing CDC Services, 1038 were students and
150 were community members.
392
2. Target “undecided” students and offer Career
Assessments to assist with choosing a major/or career
path.
Ongoing
393
c) Of the students that have completed a Client Intake Form, 81.46% were
aware of one or more CDC Service/Resource prior to meeting with a staff
member. This number was substantially higher than that of the other
campuses. We can attribute this to our new location and increased
visibility (G-155), advertising and marketing, the number of workshops
offered (open to the community and in the classroom), as well as
partnership with Advisors, Faculty, and Staff and the ensuing referrals.
After meeting with the Counselor Coordinator, the percentage of students
aware of one or more CDC service/resource increased to 96.88%. (effective
9/30/2011)
c) Attendance sheets of clients at CDC career-related events (workshops,
classroom visits, sessions, etc.) (1881 clients received career-related
messages from 7/2010 to 6/2011, while 1164 clients received career-related
messages from 7/2011 to 11/30/2011).
 The CDC Coordinator has requested Batch Reports through the Registrar‟s
Office to target Undecided Students, as well as those that have a history of
frequently changing their major, however, they have not been able to
provide the report as of yet. The goal is to target Kent and Cecil students
that meet the criteria, and directly market our services and invite them in
for assistance in Career/Educational Planning and Goal Setting. The CDC
Senior Support Specialist will attend Batch Training to learn how to run
these reports Spring 2012 so that the CDC can run these reports in house.
 In the interim, the CDC has attempted to target SLS1103 students by
marketing workshops to SLS1103 faculty and then offering and delivering
Career/Major Exploration Workshops. We have also advertised
Career/Major Exploration Resources and Workshops to help students selfidentify as “undecided.”
a) Number of assessments administered and guidance/interpretation
provided (7/1/2011-11/30/2011): 356 (229 were conducted in
classrooms, so no intake form was used to track whether student was
“undecided” or not. The faculty members identified that large number
of his/her students were undecided and determined that his/her students
would benefit from the Career Assessments).
3. Prepare students for professional transition
 Students will prepare a professional resume
& students will prepare for interviews as
part of the job search & continuing
education process;
 Implement mock interview program for
interview preparation;
 Enhance alumni and employer partnership
to network with current students;
 Implement surveys & tracking system(s)
1. Ongoing 1.
2. Ongoing 2.
3. Ongoing 3.
4. Ongoing 4.
5. Ongoing 5.
6. Ongoing 6.
394
b) For the Spring 2012 Semester: We have included this goal as an I.E.
Outcome for the CDC Unit, so CDCs will measure, track, and analyze
the career assessment cycle and confirmation of degree selection - for
improvement - during the current I.E. Cycle 2011-2012. Design of
survey and tracking system is underway and will be implemented
Spring 2012.
Critiques are tracked in Outlook and via College Central Network.
Number of resumes submitted online (via College Central Network) from
7/1/2011 to 12/12/2011: 106
Feedback provided from students at workshops from 7/1/2011 to
12/12/2011: The CDC Coordinator requests that attendees complete survey
forms to assess student learning and gather feedback regarding subject
matter and presentation. Overall, feedback has demonstrated that students
are acquiring knowledge; however, it has not been put into a database to
process quantitatively.
The CDC is in the process of implementing a formal practice interview
program to begin January 2012. The system will track interview progress
and provide evaluation tools to assist students in becoming better-prepared
and more confident within the interview process.
The CDC Coordinator connects with students on LinkedIn; however the
CDC does not have a LinkedIn page for students, alumni and employers to
network. This would need to be done Spring 2012, however, depending on
timeframe to fill Career Coordinator position, this may not be completed,
especially in light of approval process for use of Social Media. For Spring
2012, determine if Florida State College at Jacksonville would approve a
CDC LinkedIn account.
As an alternative to initial “Evidence of Completion,”
 The CDC promotes Employer Spotlights to connect students to Hiring
Managers and employment opportunities. Employer Spotlight Events:
Employer Student networking occurs, resumes and applications are
accepted. The CDC does not yet have a designated Interview Room for
interviews to be conducted. There were 3 Employer Spotlight events
offered between 7/1/2011 and 12/12/2011.


CDC has marketed the use of College Central Network to students and
employers in order to develop relationships and to connect students to
employment opportunities. College Central Network continues to grow.
Students, alumni and employers have connected on College Central
Network: Between 7/1/2011 and 12/9/2011, registered employers have
searched 56 of Kent/Cecil resumes, and Kent/Cecil registered students
and alumni have searched, viewed and submitted resumes 216 times
with our employers. CCN: Newly Registered Students (7/1/201112/9/2011): 166; CCN: Newly Registered Employers (7/1/201112/9/2011): 42.
The CDC offers workshops in areas of: Career Exploration,
Occupational Research, Resume Writing, Job Search Strategies, and
Interview Preparation to help students prepare for professional
transition:
From 7/1 – 11/30/2011: We‟ve offered 71 workshops and career-related
sessions, serving 1164 students and community members through those
sessions. Last year, from 7/2010 – 6/2011, we had 79 sessions serving
1881 individuals, so this is almost as many sessions and individuals
served as those served during the entire academic year last year,
receiving essential career-related messages for their professional
transition:
WS
395
Served
WS
Served
WS
Served
WS
Served
Open Workshops
CDC Tours
Classroom Visits,
Workshops &
Presentations
Special Requests
Events
Totals
5. For CDC to partner with other Student Success units,
academic departments, and WorkSource, as well as
with community members, high schools and employers
Ongoing
Ongoing
Ongoing
396
14
534
8
77
14
3
168
50
25
6
192
107
49
4
12
79
1039
263
74
1910
23
466
51
907
38
738
5
36
170
713
11
79
756
1881
2
71
127
1164
a) Expanded Employer Database:
CCN: Newly Registered Employers (7/1/2011-12/9/2011): 42
Number of Employers in CDC Database: 411
b) Number of jobs/internships advertised:
CCN & Job Board: Number of jobs/internships advertised (7/1/201112/9/2011): 118
(CCN: 44 + Board: 74), (74 is the current number (12/9/2011) listed in the
physical job binder in the Kent CDC Office. There is a need to track
numbers listed in physical binder in office. Although each employer is
added to our Employer Database, which is not CCN, we are not currently
tracking how many new positions are posted each month)
c) Number of sessions presented & participation at cross-functional meetings
and classroom visits:
 “Workshops” Chart provided in Goal #3 “Comments” area provides
the number of career-related sessions (career-related workshops, tours,
classroom visits, presentations, and events). Between 7/1/2011 and
11/30/2011, there were 38 classroom sessions conducted and 6
classroom visits to the CDC for a tour and overview of services and
resources.
 CDC Coordinator encouraged partnership with Student Success Units
and Academic Units by by participating in Student Success and
Advisory Board meetings and by updating faculty & staff of
partnership opportunities
 CDC Coordinator requested and encouraged monthly meetings with

WorkSource to collaborate efforts to meet the needs of students
CDC Coordinator attends & markets career-related community and
college-wide events (such as career fairs, relevant meetings/training
sessions) to develop relationships with employers
Ongoing d) The CDC collaborates with Student Life & Leadership, as well as campus
and community entities.
 Based on request from Student Government President, Ben Jackson
and Student Volunteer Coordinator, Suzanne Hoyt, the CDC
Coordinator welcomed their request to work with them to implement a
clothing closet for students. The clothing closet is called the “Career
Closet,” and will open in January 2012
 The CDC Coordinator participates on the Bridges to Baccalaureate
committee and actively participates in I.E. initiatives for the CDC
Unit, serving as a Process Facilitator for Cycle 2011-2012
6. Each staff member will attend at least one external or Ongoing Training Completion:
college sponsored seminar, workshop or training
 CDC Coordinator attended Access Training
 Senior Support Specialist and Coordinator attended QPR Suicide
technology skills
Prevention Training
 CDC Senior Support Specialist will attend: Batch Report, Access,
PowerPoint, and Excel training in Spring 2012
 CDC Coordinator will not become certified for MBTI.
397
Goal and Strategies
Status
Ongoing
1. Launch online application pilot with Duval
County Public Schools (DCPS)
2. Collaborate with school districts for programs
resulting from SB 1908 and school grade
formula change
3. Launch SIRIUS 1908 pilot with Duval and
Nassau Public Schools
4. Negotiate Duval, Nassau, Baker, and St. Johns
County Schools Inter-institutional Articulation
Agreements
Ongoing
Ongoing
Ongoing
Ongoing
5. Determine and implement re-location of SACS
dual enrollment credentialing records
6. Pursue feasibility of removing 12 credit rule
for DE students
Approved
Ongoing
7. Collaborate with school districts to launch
PERT implementation for DE students
398
Comments
The final stage of the online application is being
developed by Dr. Biegel‟s office. The implementation of
the pilot at DCPS has been therefore delayed. DCPS has
requested that Lee High School be the pilot site rather than
Fletcher High School.
We continue to see growth of dual enrollment numbers as
a consequence of the pilot and school grade configuration.
This trend is expected to continue as the district schools
plan expansion of the programs.
The pilot is currently underway at all of the district
Intervene High Schools.
The Duval agreement is at signature approval stage. The
Nassau agreement negotiation is mid-way. Baker and St.
Johns will be completed once the Duval template is fully
signed.
The records‟ location remains with the Program Manager.
HR has not yet determined how they wish to include these
records in their system. Although the instructors are
credentialed with us, they are not our employees, nor on
our payroll.
Full agreement has been reached and is part of the IAA
templates. Implementation will take place upon final
signature of the DCPS IAA.
State law has compelled the public school districts to do
PERT testing of designated 11th grade students effective
spring 2012. FSCJ will continue to offer group testing for
dual enrollment at the high schools in the spring.
8. Prepare annual collegewide dual enrollment
data report
Completed
The annual 2010-11 dual enrollment report has been
completed and disseminated.
399
X. FLORIDA STATE COLLEGE
STRATEGIC PLAN FY12
END OF YEAR ASSESSMENT
Goal and Strategies
1. Continue to develop and integrate policies and
programs for FSCJ, FCCT and the GED Academy.
a. Align campus goals with strategic imperatives
b. Develop new programs
1.) Avionics
c. Implement BS in Bio Medical Sciences and BS in
Business Administration
2. Evaluate the Academic Success Center Initiative,
including the redirected and redesigned Library
Commons and Tutoring Center.
a. ASC Human Resource Reorganized and
Staffed
Status
Comments
1. a. Completed
1. b. 1. Completed
1.b. 2 & 3
Completed
1. c. Completed
1. b. 1. Curriculum Proposal submitted 5/3/12.
1. b. 2. Financial Services Proposal to be sent to
FLDOE 1/1/12.
1.c. 100 new students enrolled in BS Business
Administration and 75 in BS in Biomedical Sciences
2. a. Completed
2. a. A new organization plan for the LLC was
adopted and the AD of Library & Learning Center
reports directly to the Campus President.
b. Tutoring Center
2. b. Completed
c. Faculty Resource Center (Computer Room and
Audio Studio)
2. c. Completed
d. Library Commons
2. d. Completed
400
2. e. Partially
completed
3. Not completed
2. e. Spring 2012 new student orientation will be
adopted and evaluated.
3. College has yet to adopt Business Rules for the
SBUs and the NGE division.
4. Completed
4. The process is in the initial phase.
5. a. – e.
Completed
5. NSF STEM, DOL National Consortium
(Environmental) Grant, and CDL Scholarship Grant
have either been awarded or submitted.
Ongoing
6. Dean David and Associate Dean Taylor-Pruitt have
actively increased communications with Cecil and
increased engagement. Yields have produced
positive results and increased service.
7. a. Completed
7. a. The 5 year COFTE and 2012 CIP plans have
been completed and submitted.
b. CDL Phase I
7. b. Completed
c. CDL Phase II
7. c. Ongoing
7. b. Phase I is complete, but mitigation of
deficiencies continue.
7. c. Construction to be complete 9/1/2012.
3. Develop and implement Strategic Business Units and
increase continuing education offerings.
a. Intermodal Transportation
b. Aerospace Resource Center
c. IFS CE offerings
4. Provide leadership for 2010 SACS Audit Readiness
Initiative – Academic Policies and Programs.
5. Increase grant activity and investigate local
foundation opportunities
a. Banner Center – Aerospace Resource
b. NSF-STEM
c. WorkSource – Environmental
e. CDL simulation and scholarships
6. Continue to enhance the service in the Student
Success Center and integrate it with Liberal Arts,
Workforce, and Cecil Center functional areas.
7. 2010-2011 Facilities CIP Plan adoption and action
a. Investigate and develop Phase II CIP plan for
Cecil Center.
8. Implement yearlong employee recognition program
through:
8. Positive feedback on EOM program, Service
Awards Luncheon and New Faculty Luncheon.
8. a., c., d. and e.
401
c. Outstanding Employee Group Award Nominations
9. Enhance and celebrate the intellectual climate of the
campus/centers by providing leadership and support
for activities such as public lectures, demonstrations,
speakers registry, colloquial professional
development. Encourage faculty to share content,
expertise and talents outside the classroom venue.
(e.g. Earth Day, Liberal Arts Day, and Astronomy
Day)
10. Expand programming scope of the Cecil Center to
include:
d. GED expansion
11. Engage in curriculum development for BS in
Business Administration, Finance, Accounting and
Budget Analyst.
12. Lead Institutional Effectiveness Initiatives
for Bachelor‟s degree
Completed;
8. b. Completed
13. Launch the Center for Economic Education
13. Completed
9. Completed
9. Astronomy Day and the Scholar‟s Round Table
were successful and Liberal Arts Day is being
planned.
10. Completed
10. All course offerings were expanded.
11. Ongoing
11. Under the direction of Dean Sawma, 19 new
courses will be developed and approved by January
2012.
All BAS/BS IE plans were submitted on time and
corrective action completed on plans needing
improvement.
13. The Center on Economic and Financial Education
was opened and dedicated on 12/7/2011.
12. Completed
402
Department/Program: Cecil Center – Executive Director
Goal and Strategies
1. Collaborate with Liberal Arts and Sciences and
Workforce Deans to ensure courses offered at Cecil
Center meet the needs of the students and are consistent
with the College Mission and Goals
2. Oversee the construction of the CVDF education
building – Phase II of the project
3. Seek funding sources for CVD full-motion training
simulator
4. Project Manage Energy Storage Systems Learning
Center project toward construction of training facility at
Cecil Center
Status
Completed
Continuing into
FY13
Initiative
Discontinued
Continuing into
FY13 and FY14
403
Comments
Conducted several meetings with Deans to survey,
assess, and plan course offerings to meet the needs of
students pursuing A.A. and A.S. degrees at Cecil
Center. Collaboration has proven valuable to
scheduling and accessibility for students.
The project is a collaborative effort that includes
College Facilities, Kent DAS, Cecil Maintenance and
IT staff, Program Staff, RS&H, and the contractor.
The construction is on schedule. Regular construction
meetings conducted. There are a number of
interrelated components and responsibilities working
in concert toward the successful completion of the
project.
Because of the extreme high cost of the simulator
($400K) and dearth of funding resources, the initiative
was abandoned.
Integral elements of location (land) and funding has
slowed the Learning Center initiative. Funding the
project entails a combination of a capital fund
campaign through the College Foundation and
negotiations with the City of Jacksonville to raise
funds to build the center and to secure the land upon
which to build. This project carries over into the FY13
Strategic Plan
5. Conduct feasibility study to initiate an electrical
power systems/renewable energies program at FSCJ
Continuing into
FY13
A shift in the primary focus on funding and securing
the land for the project necessitated tabling this goal.
Department/Program: Cecil Center Learning Commons
Goal and Strategies
Status
Completed
Comments
Library is continually purging and updating student
materials: Purged over 700 outdated items
Reduced periodical cost by 5%
Added over 900 Library and course materials in line
with courses taught.
Emphasis was placed on acquiring Environmental
Science materials.
2. Increase available Student Success advising
Completed
Added 20 hours for student advisor availability by
adding a full time advisor position to Cecil Center.
Utilized uniform scheduling of advisors during peak
periods
3. Training for Student Success Advisors and staff on
VA Benefits and programs.
Completed
Training in the Student Success and VA advisor areas
is an ongoing issue.
Advisors receive training both at a mandatory and
needed skills basis whenever training was made
available.
A two month fall training period completed with a
100% participation of personnel assigned to these
duties.
Maximum participation of advising staff in all training
as it becomes available.
Staff attended 29 professional development type
404
courses in addition to advisors attending 24 normal
bimonthly training sessions.
Department/Program: Cecil Center Information Technology
Goal and Strategies
1. Windows update system
Status
Canceled
Comments
The college now has a Windows Update system
(WSUS) in place. This is administered by Deerwood
I.T. and controls updates for college wide I.T
computer systems.
2. Information Technology inventory system
Ongoing
Updating old inventory records is currently a work in
progress. Recently discovered automated inventory
software that would allow easy inventory of computer
property. Seeking permission from I.T administration
on using more efficient software.
Department/Program: Cecil Center Facilities
Goal and Strategies
1. Maintain pristine, clean, healthy, and functional
physical plant.
Status
Ongoing
Comments



405
As planned, Cecil Center was maintained
throughout the year.
Well prepared for classes and events
Goal achieved for FY12
2. Oversee and coordinate the repair and painting of the
steel structure at Cecil Center North.
3.Oversee and coordinate the removal of the
underbrush located on the south east corner of Cecil
Center North
Completed
Project completed in 01/2012
Completed
Project completed restoring the line of site of the
campus from Normandy Blvd.
Department/Program: Cecil Center Security
Goal and Strategies
1. Establish a Cecil Center Security dispatch center at
the CCS security desk
Status
Closed
Comments
Administration prefers locating the dispatch center at
main Cecil Center Security Office. Developed
revised plan for FY 2013.
2. Upgrade the radios at Cecil Center by installing the
Radio Interface Communications (RIC) or similar
system.
Completed
Installed a digital capable repeater at the ASEF
Hangar, Building L which is half-way between CCN
and CCS. Radio transmission and reception now
meets requirements.
3. Install three cameras in K Building
Completed
Installed three (3) cameras interior and three (3)
cameras on the exterior of Building K.
4. Install two cameras in L Building
Completed
Installed two (2) cameras on the interior of ASEF
Hangar Building L.
5. Install a base station at dispatch center or move the
repeater from hangar
6.
Open
Carry over to 2013
406
7. Enclose the dispatch center.
Open
Long term plan.
Department/Program: Commercial Vehicle Driving – Cecil Center
Goal and Strategies
1. Revise curriculum of CWC0027 into a TRA course.
(Class-B CDL Training)
2. Establish a 16-week evening CDL course.
Status
Initiative
Discontinued
Determined not
cost effective due
to the ability to
only train one or
two students at per
class.
Completed
407
Comments
A profit/loss analysis conducted by the incumbent
IPM coupled with the inability to train nor more than
two students per class in the Class B vehicle, the IPM
decided to abandon development of a TRA0084
course. The IPM also cited that fuel, instructor
salaries, and fuel would cause the program to operate
at a loss. This initiative will be reassessed in FY13.
The inaugural night training course began during
Spring Term 2011-12 (January 9th, 2012) and
continued for the entire 16-week term at 4 hours a
night, Monday thru Friday. A post-course
assessment (including student assessment and
comments) is planned to determine lessons learned
and necessary steps for improvement.
Department/Program: Cecil Center Pathways High School Equivalency
Goal and Strategies
1. Faculty development – conduct faculty meetings
bimonthly to discuss program needs, conduct
training, and address challenges
Status
Ongoing
2. Hire support staff to assist with special projects
within the Pathways HSE program
Delayed
4. Continue to manage the Pathways HSE model to
ensure student success
Ongoing
Ongoing
408
Comments
Program changes/enrollment/tuition have delayed
hiring of support personnel
AFPD 7538, 7540, 1022, 1052, 1086, 1023, 1042
completed by Advisor
AFPD 97539, 7540, 1022, 1052, 7016, 7516
completed by Retention Specialist
20 diplomas awarded 7/11 - 1/12 (latest test data
available)
9 students transitioned into FCCT or FSCJ degree
programs
Department/Program: Cecil Center: Aviation Center of Excellence
Goal and Strategies
1) Continue to foster partnership opportunities through both
articulation agreements with state and private higher
education institutions and dual enrollment initiatives with
local and regional area high schools, concentrating on
aviation, aerospace, and STEM initiatives.
Status
Ongoing and
continuous.
409
Comments
We continue to support Peterson (Duval), Saint Augustine (St.
Johns), Oakleaf (Clay), and Nassau High schools. In addition to
these, First Coast High School has good energy. Efforts with
Central Florida Aerospace Academy (CFAA) in Polk County are
ongoing, with the main interest there being for standing up their
own Part 147 school, and initiatives in Unmanned Aircraft
Systems (UAS). This UAS effort has considerable backing by
University of North Dakota and CFAA‟s main benefactor, Mr.
James‟ Ray. The UAS effort has expanded to include Polk State
College, which is working hard on designing and implementing
both two-year and four-year aviation programs, with the four-year
program targeted squarely at a UAS focus. We are working,
loosely, with Polk State College in a Aviation Bachelor‟s
consortium effort. Polk‟s timeline is much more aggressive than
ours, as they have committed significant PhD level resources to
curriculum development and building their package.
Other career academies on the horizon are Ribault (Duval) and
Raines (Duval) which are both interested in standing up
Aerospace/Aviation career academies.
Our efforts, from the ACE perspective, are spread thin. We attend
meetings, credential instructors, and work with the administrations
of the various schools. We also have a specific Career Academies
subcommittee established and active within our Aviation Advisory
Committee. That organization has conceptualized a satellite career
academy facility on Cecil Airport, adjacent to College facilities,
and associated with a military aviation museum concept. White
paper is in work and will be debuted at the 27 April 2012 meeting
of the AAC. This initiative has significant potential to energize
2) Successfully implement, maintain, and modify Aircraft
Services Educational Facility (ASEF) curricula offerings.
Market and advertise programs, recruit more faculty, recruit
students, and establish job pipelines for graduates of Aircraft
Coatings curricula. Assist Flightstar with successful
implementation of their business model and in the
identification of additional opportunities through mutual
networking and industry engagement initiatives.
3) Revise and enhance Professional Pilot Technology (2258)
A.S. degree program with scenario-based flight simulator
laboratory courses, enhanced partnership and oversight of
contracted flight training courses, targeted marketing and
outreach, and miscellaneous initiatives to enhance
professionalism and create job pipelines for graduates.
Ongoing and
continuous.
aerospace/aviation worker pipeline development through
establishment of joint public-private partnerships.
A curriculum proposal is built for 5950 and will be submitted in
time for the 17 May 2012 Curriculum Committee meeting.
Enrollment remains stubbornly low, despite multi-faceted
recruitment and enrollment development efforts. Program is not
self-sustaining. There will most likely not be a May 2012 summer
offering, with recruitment efforts focused on generating a
significant class for the Fall 2012 term.
Ongoing and
continuous
410
There are numerous ideas and initiatives being considered,
including recruitment of automotive workers, marine workers,
expanded out-of-state enrollments, and even international
enrollments. It has proven very difficult to interest the various
Jacksonville area demographics to pursue this training and
certification.
Operations with Sunrise commenced in September 2011. New
curriculum was implemented in Fall 2011, and has been
successfully offered over the last two full terms. Since September
2011, pilot student enrollment has more than quadrupled, and
continues to grow, with veterans and active duty service members
comprising the lion‟s share of that growth. Integration efforts have
exceeded expectations, but there is still much work to do in order
to realize the benefits of truly integrated ground, simulation, and
flight training. Continued rapid growth is stressing our current
facilities, with expansion necessary in the near future. Sunrise‟s
acquisition of a new building, effective 1 May 2012, should help to
alleviate some of the need for additional classroom and
administrative facilities for the flight school. The College will
need to factor new construction into the plan, when PECO funds
become available again.
Marketing and outreach efforts have been successful, as executed
by Sunrise and its agents. College marketing efforts have not been
significant to date; we intend to step up the effort, and work
collaboratively with the flight training provider to grow the
program further. Some initiatives, such as the prospective
relationship with Shanghai Easyfly Aviation have potential.
The primary job pathway established with our graduates has been
in the flight school, which is now based out of building J.
Currently, three program students have been hired as Certified
Flight Instructors. We expect this trend to continue. We are
working with the flight training provider to establish follow-on
commercial pilot job pathways.
4) Increase access to ACE Flight Simulator CWE course
offerings for the use of our pilot and ATC students, local area
pilots, flight instructors, and flight schools. Devise
streamlined (preferably web-based) process for enrollment,
payment, and tracking of billable hours.
On hold,
pending
resourcing and
process
implementatio
n details. Will
carry over to
FY 13.
We have made no progress towards expanded access to ACE flight
simulator CWE/CE courses. But, new initiatives such as the
transformation of the ARC into an NGE under the College‟s
“Community Education” construct have potential to revive and
energize this initiative.
Manpower is critical to realize the potential here. A Flight
Simulator Instructional Laboratory Assistant/Attendant would be
necessary to make this work. Although not resourced for 2012 or
2013, this may be possible under the new ARC NGE (NonGovernment Enterprise) construct. We could also use student
assistant manpower.
Process streamlining is also critical to making this work. This may
411
be possible under the new ARC NGE (Non-Government
Enterprise) construct.
5) Continue Aerospace Resource Center (ARC) Employ
Florida Banner Center into Year 5 of grant, with intent to
evolve and transition to a College Strategic Business Unit.
Develop partners throughout Florida, the U.S., and
internationally.
Ongoing and
evolving.
Program is in
transition, with
implementatio
n details still
pending.
6) Develop rotary wing (helicopter) ground school and flight
training courses and a helicopter track for Professional Pilot
Technology curriculum (2258) and make part of College
catalog.
On hold. This
goal will carry
over into FY
13
7) Continue to promote, foster, and grow AT-CTI program
through marketing, ATC summer camps, and production of
quality graduates from the program.
Ongoing and
continuous.
More personal enrichment courses, such as IPC (Instrument
Proficiency Check) and Flight Review courses are still a goal to be
pursued in FY 13 for development.
Year 5 of WFI-administered DOL grant-funding will conclude on
30 June 2012. This will conclude all grant support for the project.
Strategic Business Unit terminology has changed to “NonGovernment Enterprise.” It is in the process of being defined by
the College‟s authorities, under Dr. Green, and AVP Tracy Pierce.
We need a viable bridge from 30 June to move over to the NGE
concept and construct. How this will happen, and the timeline by
which budgets and staff positions will be defined and established,
is uncertain. Implementation details are critically important.
No progress made on this during FY 12 due to limited man-hours
available to pursue. Focus has been on supporting and growing
the fixed-wing program.
Timeline to be revised in the FY13 Strategic Plan.
CBJT grant terminated 31 December 2011.
Program is self-sustaining.
No plans for a summer camp in 2012, other than ATC activities in
separate “Aerospace Adventures” Summer Youth Program.
Our students enjoy impressive success rates at the FAA Academy
in Oklahoma City. The program has built and maintained a solid
reputation with the FAA, and with students.
412
8) Create FY 13 position for full-time Aviation Programs
Student Success Advisor, WorkSource liaison, and VA
Programs Advisor.
Not
accomplished.
Goal to be
deleted from
the FY13
Strategic Plan
413
Position for an ACE-located Aviation Programs Student Success
Advisor is not supported by the leadership at this time. The ACE
leverages Cecil North advisors in conjunction with program
managers.
Department/Program: Library & Learning Commons
Goal and Strategies
Goal 1: Create a sound room for more advanced video
production and for the increase in use of video
interviews.
Goal 2: Provide adequate reference and library
instruction on campus given the elimination of the
ILAS requirement for graduation.
Expanded collection development to support new
baccalaureate programs will also require an increase in
the number of hours allotted for adjunct librarians.
Goal 3: ASC Pilot Programs will be implemented this
year for the following areas:
1. MDRX (math remediation)
2. PAAP (Proactive Advising Program)
Status
On hold.
Comments
We are currently looking for a space that will be
appropriate for advanced video production.
Ongoing.
We will continue to support student and faculty needs for
library services as the budget allows.
Completed.
Goal 4: Provide adequate support for two of the labs in
the Learning Center/Academic Tutoring Services. As
baccalaureate programs increase in enrollment, tutoring
offered in science and foreign languages will also
Ongoing.
We have completed two pilot programs in the Academic
Success Center. Both will continue throughout the new
fiscal year.
1. The math remediation program is coordinated by
Christie Griffin, ASC Advisor. The pilot MDRX
program focused on students who a) were unsuccessful at
two attempts of the exit exam or b) were in the third
attempt of a course. As the exit exam will no longer be
given after Summer 2012, that part of the program will
not continue. However, the program will continue to
assist students who have not been successful after two
attempts in a course.
2. The pilot proactive advising program is coordinated by
Christy Vint, ASC Advisor. The pilot PAAP was
successful in advising students who are taking 2 or 3
remedial courses during the same term.
We will continue to support student academic tutoring
needs in science and foreign languages as the budget
allows.
414
increase. Student tutors are unable to meet the demand
as they often do not have the skills needed to tutor in
upper-level courses.
415
Department/Program: Library Technical Services
Goal and Strategies
Goal 1: Continue to train and monitor acquisitions
process for each campus and site library.
Goal 2: Perform cataloging for each campus and site
library.
Goal 3: Continue the outsourcing of book cataloging
from Baker and Taylor.
Status
Completed.
Goal 4: Process/monitor database contracts for all
campus and site libraries.
Completed.
Goal 5: Provide technical assistance to all campus and
site libraries including database purchases, library
management database problems, and acquisition
assistance.
Goal 6: Attend at least one external or college
sponsored seminar, workshop or training activity related
to professional development.
Completed.
Completed.
Completed.
Completed.
416
Comments
LTS staff will continue to train and monitor the
acquisitions process for each campus and center LLC.
LTS staff will continue to perform cataloging operations
for each campus and center LLC.
Baker & Taylor continues to be an external source for
book cataloging. Other vendors will be evaluated for
similar processes during the next fiscal year.
Agreements with the College Center for Library
Automation and database providers were completed in
the fall of 2011. With the infusion of baccalaureate
resource funding, additional contracts with vendors will
continue until the end of the fiscal year.
LTS staff will continue to provide technical assistance
for each campus and center LLC.
LTS Manager completed several professional
development activities this year, including:
1. Webinar on resource description and access (RDA)
2. Training on electronic data interchange through
CCLA and Baker & Taylor.
3. College-sponsored evaluation of the LTS department
completed by CCLA.
4. Attendance at workshop with the Northeast Florida
Library Information Network (NEFLIN).
Department/Program: Business Office
Goal and Strategies
Goal 1: Take advantage of new technology to provide
more efficient and cost effective services
Goal 2: Upgrade hardware in business office to newer
ecommerce technology
Goal 3: Improve 3rd party payment process. (Multi-year
project)
documents.
Goal 5: Assist in the transition of student employment
to CDC per college-wide plan to be facilitated by Human
Resources.
supplies and travel through the Kent Campus Budget
Goal 7: Each employee will attend at least one external
or college sponsored seminar, workshop, or training
technology skills.
Status
Ongoing
Comments
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
417
Working closely with facilities on AO sponsored
projects.
Department/Program: Plant Services and Facilities
Goal and Strategies
Goal 1: Design C204B renovation
Status
TBD
Goal 2: Smart Classrooms (TBD)
Ongoing
Goal 3: DLAS Suite renovation
Completed
Goal 4: F126 Telepresence Room
On Hold
Goal 5: Complete fence installation
On Hold
Room completed including furniture and TV. Balance
of IT equipment on hold. Notice to proceed (NTP)
conditional on project funding.
NTP conditional on project funding.
Goal 6: Re-Stripe Campus Parking Lot
TBD
Moved to FY15.
Ongoing
Project funded for priority roof repairs based on report
provided by Facilities.
Goal 8: Complete AFC/LLC mural installation
Completed
Ongoing
Work will be completed as needed.
Ongoing
Product received and installation underway.
Goal 11: E268 renovation
On Hold
Goal 12: F221/223 renovations.
TBD
Goal 13: Smart Classroom renovations E268.
Ongoing
Goal 14: Kent Security Surveillance System Phase II
renovation – (CIP submittal cameras)
Completed
Based on campus survey, 8/15/11, renovate room,
replace desks, and add IT instructor‟s station. NTP
conditional on project funding.
Current request to convert 3 classrooms F219, F221 and
F223 into 2 classrooms. Included in 5 year survey.
Partial smart; need IT instructor station and control unit.
Refer to Goal 11.
Learning Commons installed in last six months. Per
Security, we have cameras needed.
418
Comments
No defined scope; currently small classroom.
Rooms B110, B216, C221, F213, F217, F218, F221 &
F235 in progress.
Goal 15: UPS upgraded @ CCN – K Bldg.
Completed
Goal 16: Out-of-warranty servers replaced @ CCN &
CCS.
Goal 17: Purchased new truck for CCN plant facilities.
Completed
training activity related to professional development or
technology skills.
Ongoing
Completed
Department/Program: Security
Goal and Strategies
Goal 1: Continue communication with appropriate JSO
departments and FSCJ Director of Risk Management.
Goal 2: Continue crime awareness and safety education
sessions on campus.
Status
Ongoing
Comments
Ongoing
Added cameras at Cecil North and South. Added
network control monitoring with Deerwood. Awaiting
product delivery, installation 1st quarter 2012.
Added guard in staff parking lot.
Goal 5: Purchase new golf cart for Kent Campus
Security.
Goal 6: Each employee will attend at least one external
or college sponsored seminar, workshop or training
activity related to professional development.
Completed
Purchased golf cart for Kent Campus security.
Ongoing
Ongoing
Ongoing
419
Department/Program: Kent/Cecil Division of Liberal Arts & Sciences
Goal and Strategies
E. Continue to provide high-quality service and
F. Providing a high-quality service and experience for our
full time and adjunct faculty
G. Service and support to Kent and Cecil Administration,
Student Services, Workforce, Distance Learning,
Library and Learning Commons
Representing the Campus and College in specific
academic areas (e.g. Reynolds: FSCJ science “dean” and
Norman-McKay: BS Biomed lead) and College efforts
(ALC, GEA Tasks Force, Academic Leadership Council
(ALC), developmental coursework, etc.)
2. Continue strong and effective Course Management
3. Continue to develop, evaluate, and enhance Kent –
Cecil DLAS Academic Programs:
H. Hybrid course and faculty development
I. Establishing/developing of new degrees, programs
such as an AS in Environmental Sciences, new
BAE/BS/BAS degrees
J. Evaluations of current course offerings for effective
teaching, student success, and retention; learning from
others
K. ASC Developmental English, math, and reading
courses to improve student success, and retention
L. Review current teaching assignments, determine future
subject and area needs based on course enrollment
Status
In progress
In progress
Comments
Constant work on customer service…
 Re-vamped student request for assistance forms
 Regularly-scheduled student meetings days and times
 Open door policies reviewed with faculty
Commitment to and work with College task forces,
committees, etc.
 Reynolds: ALC, GER, Natural Sciences,
Environmental Studies
 Norman-McKay: BS in Biomedical Sciences,
Natural Sciences
Fall growth exceeded 3% target; Spring enrollment was
flat.
In progress
 Work within the ALC Hybrid Committee, chaired by
Kent Dean Stefanie Waschull who chairs the
College-wide Committee
 Development and implementation of new BS in
Biomedical Sciences
 Work continues on the new Environmental Sciences
programs and certificates (TAA DoL NSC Grant
award)
 Chris Tomaski is offering iPad workshops for faculty.
420
numbers
M. Continued development of technology in teaching
N. Development of additional classroom and laboratory
space
4. Continue to develop an effective and transparent Kent
DLAS Leadership team
5. Kent DLAS faculty and administrator involvement in
Collegewide GEA Task Force, SACS 10-year review
 Renovations started in Chemistry Lab
In progress
Continued joint partnerships and team work on
projects, student and faculty meetings, etc.
In progress
Involved! Faculty credentialing reviews for SACS,
GEA, etc.
6. Kent DLAS Kent Scholars Seminars – presentations by
faculty and one special speaker for students and the public
as a part of the new state college “expectations”
--Astronomy Day (28-29 October 2011)
--Earth Day
In progress
--Liberal Arts Day (Spring 2012)
--Natural Sciences Day (new for FY2012)
--continue to explore potential grant opportunities specific In progress
to Kent Campus – Cecil Center needs in the Liberal Arts
& Sciences
421
Astronomy Day completed in October 2011
Liberal Arts Day completed in February 2012
Successful award of TAA DoL National STEM
Consortium grant by the DoL; Reynolds as one of the
College representatives and program administrator on
the Environmental Technician‟s program.
Department/Program: Applied and Fine Arts
Goal and Strategies
Status
Comment
Faculty will continue to offer a variety of courses.
Completed
We continue to offer a variety of classes in drawing,
painting and computer imaging. In addition, we also
offer Acting I, Photography I, and Digital
Photography.
Faculty will continue to participate in activities at the
college-wide level.
Completed
Our faculty are key players both at the college level
(Campus-wide faculty exhibition at the South
Campus) and in the Jacksonville community. Dustin
Harewood, for instance, has presented at a number
of local galleries, including the Jacksonville
Museum of Contemporary Arts. He was
instrumental in getting artists Kurt Polkey and
Madeleine Peck to stage an exhibit at the Kent
Campus gallery. He was also able to get Overstreet
Ducasse to present his works at the Kent Campus.
We have hosted the Art Guild Club, sponsored by
Professor Patrick Mako, at the Kent campus.
Identify and pursue grant opportunities.
Not Completed
The faculty, because of their schedules, have elected
not to pursue any grants at this time.
Faculty and students will continue to participate in learning
communities. Faculty will identify a number of learning
communities that the art department has participated in.
Completed
Faculty and students continue to build and
participate in learning communities. Faculty from
the art department visit students in selected English
classes to discuss and promote the arts. In addition,
students from English classes routinely have
assignments that require them to visit the art gallery
422
and submit papers. Faculty and students also
participate in the presentations hosted by our
Student Success Office.
Faculty and students will continue to participate in service
learning. Faculty will identify a number of service learning
projects the art department has participated in.
Completed
projects. At this time, most are collecting toys for
the toy drive and food for the food drive.
B108 and B110 will be upgraded to smart classrooms.
Not completed,
but is being
worked on.
These two rooms will be upgraded to smart
classrooms.
Given the potential growth of digital photography, we
should look at moving the photography studio into a larger
space. In order to accomplish this goal, we will need to
identify a suitable space.
Not completed,
but is being
worked on.
We have identified B112 as a possible space.
One of our goals is to acquire a Professor of Photography.
We will submit a request documenting the need for this
additional professor.
The request has
been submitted.
We have submitted a request for consideration to
Dr. Maly.
We plan to continue to bridge the gap between the Learning
Commons and the Liberal Arts (similar to what I did with
Student Services between 2005 and 2010). In order to
accomplish this objective, I will continue the activities that I
implemented last year using the art department.
Completed
Christie Taylor-Pruitt, Michael Turnquist, Stefanie
Waschull, and I have met and planned activities to
implement this initiative. Professors Harewood and
Creegan have made presentations in the Learning
Commons, Michael Turnquist has performed on a
number of musical instruments, and the entire staff
has promoted the liberal arts to the ASC and the
Learning Commons.
423
Department/Program: Communications
Goal and Strategies
Offer workshops, training opportunities, and support to prepare
faculty to teach courses using diverse methods of delivery and
diverse teaching techniques.
Status
Completed
Most faculty members in the English department can
now teach courses in both face-to-face and hybrid
modes. Each faculty member has a mentor and has
been encouraged to participate in professional
development opportunities and organizations. In
addition, we have offered a number of workshops (e.g.
in using BlackBoard, cooperative learning workshop,
using technology in the classroom, etc.) to faculty.
Not Completed
Faculty have not pursued grant opportunities.
Completed
Faculty and students continue to build and participate
in learning communities. For instance, faculty from the
art department visited students in selected English
classes to discuss and promote the arts. In addition,
students from English classes routinely have had
assignments that required them to visit the art gallery
and submit papers. Faculty and students also
participated in events (e.g. musician Javier Mendoza
hosted by our Student Life and Leadership Office on
Oct 12, 2011) and wrote papers about those events.
Strategy: Continue to offer mentoring, workshops, and one-onone training to assist faculty.
Identify and pursue grant opportunities in English, reading, and
speech.
Comment
Strategies: Encourage faculty to find and apply for grants in
discipline.
Faculty and students will continue to participate in learning
communities.
Strategy: Work closely with Student Services to build effective
learning communities/service learning projects.
424
Faculty and students will continue to participate in service
learning.
Strategy: Work closely with Student Services to build effective
Completed
projects. At this time, most are collecting toys for the
toy drive and food for the food drive.
Completed
5) Faculty have worked very closely with staff and
tutors in the ASC to make the ASC a success.
Audrey Antee, for instance, will be providing
training to the tutors (English).
6) Wendy Williams and Christie Vint are invited to
each faculty meeting. In addition, a member of the
DLAS co-chairs the Kent Campus ASC Council
with Wendy.
7) Sheila Kerr is being given 2 hours each week to
prepare training materials for ASC reading Faculty,
and both she and Ebru Bilgili are given an
additional 2 hours to train the adjunct faculty.
Completed
We met with Christy and her staff in the Learning
Commons to develop a plan. Dr. Maggie has given the
Learning Commons 3 additional tutors for the pilot.
Judith Julian and Barbara Bryant developed a tutoring
model that serves as a transition from the
developmental English program in the ASC to the ENC
1101 courses.
Strategy: Faculty in the ASC will continue to work very closely
with other faculty members.
New
Develop a tutoring model in the Learning Commons designed
to promote success in ENC 1101
425
Department/Program: Humanities
Goal and Strategies
Faculty will continue to participate in activities at the
college-wide level
Status
Met
prepare faculty to teach a greater variety of courses
using different modes of teaching and a variety of
teaching strategies.
Increase the variety of course offerings.
Met
Identify and pursue grant opportunities
Not met
learning communities
Met
Met
Met
426
Comments
The faculty participates in the Humanities Council,
Humanities IE/Gen Ed activities, curriculum review and
revision, The Center of the Advancement of Teaching and
Learning, the curriculum committee and the Faculty Senate.
The faculty teach classes fully online, face to face and in the
hybrid format
The faculty teach several sections of six of the seven HUM
GER courses every term. Furthermore, they teach between 10
and 12 forum courses each term. Forums focus on particular
themes or topics selected by the instructor. This provides a
huge variety of choice for students.
Although the Dean has urged faculty pursuit of grants, the
faculty has elected not pursue grant opportunities at this time.
Numerous Kent campus instructors had their students attend
the Scholar‟s roundtable with Leonard Pitts. Several HUM
faculty and students participated in Liberal Arts Day. Several
HUM faculty and students are participants in the Community
Garden learning community and Garden Club.
Students in Prof. Masturzo‟s class participate in the learning
community, "Be Here. Be Heard." It is a project in oral
history about our cultural learning journeys, involving
humanities students and the campus's Student Ambassadors. A
campus sharing event is scheduled for February 2012.
Students in Prof. Ohayon‟s classes attend performances of
music and displays of art produced during the period of time
they are studying.
A humanities faculty member is leading the college‟s
service learning.
sustainability efforts which have included a local park clean up
and a community garden. Another faculty member provided
students in a Florida Cultural history course with the
opportunity to volunteer at a Timicua Indian archeological
site.
Department/Program: Foreign Languages
Goal and Strategies
Goal: Encourage faculty to use different pedagogical
approaches when they teach languages.
Status
Met
Strategy: Offer workshops, training opportunities, and
support.
Met
Partially met
Partially met
427
Comments
All SPN classes use My Spanish Lab to provide online
practice and activities for students. MSL is not available
to dual enrollment Spanish students. DE instructors use
www.learnspanish.com to provide online practice
activities.
Our Chinese faculty member won the Outstanding
Faculty Award for Technology for the innovative
materials he has developed to help students learn
Chinese
Faculty and adjunct faculty have had the opportunity to
participate in pedagogical training opportunities focused
on the use of the pedagogical method and cooperative
learning which were developed and offered specifically
for Kent Campus. FT and adjunct faculty have also had
the opportunity to participate in training offered through
AFPD.
Spanish students are allowed to earn extra credit for
attending events such as performances by Javier
Mendoza and “The Cuban Guy”.
Spanish students have the opportunity to earn extra
credit by participating in collection such as food drives
and eye glass collections.
Increase enrollment in languages by adding to the
adjunct faculty in the Spanish and French departments.
Met
Increase the opportunities for languages cultural events
on campus in French, Chinese, and Spanish.
Met
One new Spanish and two new French adjunct
instructors have been recruited and credentialed.
Two more Spanish sections and one more Chinese
section were offered in 20121 compared to 20111. We
are looking for an individual who can be credentialed in
Arabic. Dean is working with the Foreign Languages
Council and a faculty member to introduce Latin 1120
and 1121.
Students have attended lectures and performances such
as Javier Mendoza and “The Cuban Guy.”
428
Department/Program: Social and Behavioral Sciences
Goal and Strategies
prepare faculty to teach a greater variety of courses.
Status
Met
Comments
Pedagogical workshops on Cooperative learning and
Socratic questioning offered.
Proposal to submit two new SYG courses to the GER
submitted and accepted
Monitoring development of Human Services BAS for
the opportunity to offer new courses.
Identify and pursue grant opportunities
Partially met
Met
service learning.
Met
The Center for Economic and Financial Education was
funded by a grant from the National Center for
Economic education, CSX and Bank of America
No other SBS fields have pursued grant opportunities
Numerous Kent campus instructors had their students
attend the Scholar‟s roundtable with Leonard Pitts.
Many SBS faculty and students participated in Liberal
Arts Day. Several SBS faculty and students are
participants in the Community Garden learning
community and Garden Club. Several SBS faculty
members have their students participate in learning
communities.
Students in 4 sections of General Psychology
participated in a service learning project where they
volunteered within the field of psychology.
Students in 2 sections of general psychology provided
nursing home residents with a “Senior Prom”.
429
Upgrade a number of classrooms to comfortably seat 40
students. In addition, upgrade the technology in the
classrooms
Partially met
Update the audio/visual collection.
Met
Establish a cohort of students in the EPI program at Kent
or at Cecil.
Not met
Continue to respond to the college‟s initiative to provide
quality SLS courses to our students in the most effective
and efficient manner.
Met
The Psychology club collected food for Second Harvest
Food Bank.
All classrooms have been surveyed and remodeling has
been prioritized.
Lack of funding has preventing the upgrade of the Art
Studio to a smart room and all other upgrades.
Current AV holdings cataloged and presented to faculty
with request for faculty input. Several faculty members
have requested materials.
Courses were offered. Number of students in cohort
was insufficient. Due to lack of hiring by DCPS EPI
enrollment has dropped significantly.
Continued to recruit high quality instructors to teach
SLS who have a firm working knowledge of the
campus.
Provided professional development on the content and
ancillary materials for the current SLS 1103 and 0005
textbooks. The publishers, SIRIUS and Pearson
provided multiple training sessions for faculty to learn
more about the construct of the textbooks and available
features.
Met on a regular basis with SLS faculty, including Dual
Enrollment faculty where best practices and changes to
campus services were shared.
Through the regular SLS faculty meetings, developed a
list of guest speakers that provide course topics specific
to SLS classes. The list provides valuable connections
for our new SLS faculty to secure high quality
presentations.
430
Continued to develop and add content to the Kent
Campus SLS Faculty Community through the
Blackboard Learning Management System. The
feedback from the site has been so positive that it was
reconfigured as the “SLS Faculty Community” opened
up to the college wide SLS community to use.
Katie Meyer-Griffith and Jeff Hess continued their work
on a college-wide committee to develop a new SLS
1101 course as part of the College‟s redesign of the
orientation process. A course outline was produced and
the curriculum, with leadership from college-wide
faculty is currently being developed.
In collaboration with Deans Waschull and Greene,
explored opportunities for current, high-quality full-time
faculty to teach SLS classes on campus. Faculty
members were contacted and possible opportunities
were discussed.
In collaboration with Dean Taylor-Pruitt, affirmed the
inclusion of pertinent elements of Information Literacy
within each of the SLS classes. Faculty were
encouraged to work with a campus librarian to bolster
the content delivered within the classroom.
Support the SIRIUS program.
Met
At the completion of last year‟s Sirius SLS pilot,
feedback from the SLS faculty was sought, organized
and then presented to the Sirius leadership. Jeff Hess
met with Jack Chambers, Faye Wisner, and Nancy
Yurko to review feedback from SLS faculty regarding
elements of the Sirius course textbook and course shell.
Provided the opportunity for current SLS faculty to
431
review Sirius materials and use in their SLS 1103 or
0005 courses for the current academic year.
Review of the course enrollment, faculty and student
feedback for courses using the Sirius SLS materials was
completed.
All SLS faculty members are given the opportunity each
term to choose Sirius as their learning materials.
432
Goal and Strategies
Status
Launch online application pilot with Duval County Public
Schools (DCPS)
Ongoing
Collaborate with school districts for programs resulting from
SB 1908 and school grade formula change
Completed
Launch SIRIUS 1908 pilot with Duval and Nassau Public
Schools
Completed
Negotiate Duval, Nassau, Baker, and St. Johns County
Schools Inter-institutional Articulation Agreements
Ongoing
Determine and implement re-location of SACS dual
enrollment credentialing records
Ongoing
Pursue feasibility of removing 12 credit rule for DE students
Completed
Collaborate with school districts to launch PERT
implementation for DE students
Completed
Prepare annual collegewide dual enrollment data report
Completed
433
Comments
As collegewide supervision of dual enrollment has been
reassigned to the office of the Provost, Dr. Judith Bilsky,
Kent Campus is no longer responsible for the completion of
this goal.
We continue to see growth of dual enrollment numbers as a
consequence of the pilot and school grade configuration.
The remedial courses are now established as policy for the
district school systems.
the IAA‟s.
this goal.
Full agreement has been reached and is part of the IAA
templates. Implementation will take place upon final
signature of the DCPS IAA.
Under state law, the public school districts are now PERT
testing designated 11th grade students. FSCJ will continue
to offer group testing for dual enrollment at the high schools
in the spring.
The annual 2010-11 dual enrollment report has been
completed and disseminated.
Goal and Strategies
1. Continued development of Developmental
Mathematics ASC courses
2. Continue to develop and implement strategies to
improve class student success and retention rates
3. Continue to develop and offer Mathematics Hybrid
classes
Status
In progress
In progress
In progress
434
Comments
 Weekly meetings (Thursdays) has allowed for
discussion in regard to next steps, improvements,
etc.
 Course shell assignments and responsibilities revamped for the Spring 2012 (20122), Summer 2012
(20123) semesters.
Work with faculty on course assignments (mostappropriate – and appropriately-successful faculty).
Working with faculty on hybrids; use of online
materials, and SIRIUS.
Department/Program: Natural Sciences
Goal and Strategies
1. Renovate Natural Sciences Faculty Lounge, Adjunct
Workroom areas
Status
In progress
2. BS in Biomedical Sciences implementation
Done
3. Continue to develop and offer additional Natural
Sciences Hybrid classes
4. Offer additional, new Natural Sciences courses such as
Biochemistry, Botany, Environmental Sciences,
Astrobiology, Genetics, etc.
5. Work within College's/Kent Campus Master Plan
procedures for Phase II Cecil North to include EarthSpace Science Facility.
In progress
Planning includes:
4. Program elements
6. Continue to develop new/additional Natural Sciences
classes at the Cecil Center: Astronomy. Chemistry,
Physics
7. Anatomy & Physiology equipment
Done
In progress
Done
Done
435
Comments



Natural Sciences Faculty Lounge done.
Workroom, adjunct workroom not completed.
Work has started on Chemistry Lab (BS in
Biomedical Sciences funding)
BS in Biomedical Sciences has started; student
admission above expectations in the first year‟s cadres.
New Natural Sciences course offerings continue to be
developed and offered in hybrid mode.
Several new courses offered this fall, including those
for the BS in Biomedical Sciences and the
Environmental Sciences programs
Waiting for State funding, private contribution(s).
New courses in Physics being offered, as well as
Environmental Sciences. Additional new
Environmental Sciences courses to be offered next
academic year, with TAA DoL NSC Grant Award.
Items purchased.
8. Biology: General lab dissection specimens for
BSC2011C
9. Chemistry equipment
Done
Items purchased.
Done
Items purchased.
10. Earth & Space/Physics/Astronomy equipment
Done
Items purchased.
11. Environmental Sciences equipment for Cecil required
for the new AS in Environmental Science s degree
program
12. Microscope repair / service
Done
Items purchased through Perkins
13. Natural Sciences classes at Cecil: lab supplies and
materials – required to teach these classes at Cecil
14. Funding for additional lab supplies as required by
additional courses being offered
In progress
Some items purchased…
In progress
Funding requested…
Done
436
Department/Program: Workforce/ Environmental Science
Goal and Strategies
Status
Achieved/Ongoing
Comments
Goal achieved per “CPR and Program Excellence Data
Summary – 2011-2012 – Program Review” - Based on 20102011 Program Performance released in October 2011
The program will have a program assessment plan approved
by the AVP Workforce Office and all elements are
evaluated at the “working” level.
Committee meetings, documented with minutes, which
occur during the academic year.
industry/government representatives that are members of an
advisory committee as reported to the AVP Workforce
Office during an academic year.
the academic year.
Achieved/Ongoing
Achieved/Ongoing
Achieved/Ongoing
Achieved/Ongoing
Summary – 2011-2012 – Program Review” - Based on 20102011 Program Performance released in October 2011. Fortyseven percent (47%) reached the 50% completion benchmark.
the academic year.
Achieved/Ongoing
Summary – 2011-2012 – Program Review” - Based on 20102011 Program Performance released in October 2011.
Approximately 12% of the students reached the 75%
benchmark.
437
Concentrators complete program requirements during the
academic year.
The program will have at least 65% of its graduates placed
in a job within one month of graduating.
Explore the possibility of adding lab fees to certain courses in
order to sustain equipment needs of program
Continue to explore opportunities for a bachelor‟s degree
Not Achieved
Hire a part-time Program Facilitator II to assist with the
continued program growth
Pending
No Data Available
Pending
Pending
438
The data is based on results from the second year of a totally
revamped program. We anticipate seeing an increase in
environmental science graduates in the 2011-20122 academic
year.
We do not have data available at this time. It is anticipated
that data will become available in the Fall for the 2011-2012
academic year.
This will be discussed once the program transitions to Liberal
Arts and Sciences at the end of the Spring term.
This will be discussed once the program transitions to Liberal
Arts and Sciences at the end of the Spring term.
The program will be moving to the Liberal Arts and Sciences
division on the Campus. At that time, it is anticipated that
there will be a need for a part-time program facilitator II to
assist in program advising, recruitment, and other
administrative duties.
Department/Program: Career Education
Goal and Strategies
1. Increase enrollment
 Increase enrollments in Career Education courses
by 5%
 Support enrollment activities of AD/IPMs
Status
Completed
Completed
Comments
% Change from Summer 2010– Summer 2011
PSV:
Up 19.7% duplicate headcount
PSAV: Down 6.6% duplicated headcount *
BAS: Up 43.3% duplicated headcount
% Change from Fall 2010 to Fall 2011
PSV:
PSAV: Up 45.4% duplicated headcount *
% Change from Spring 2011 to Spring 2012
PSV:
PSAV: Down 24.3% duplicated headcount *
*Four PSAV programs were deactivated and not
offered during this reporting period.
Enrollment activities including schedule building,
encoding, advising, and enrollment are supported
across the division.
2. Continue facility and equipment upgrade
 Add/ replace computers in classrooms
 Add new lab equipment and software as needed
Completed
The Aviation Center of Excellence requested Carl D.
Perkins funding to purchase equipment supporting
Aircraft Coating Technician, Aviation Maintenance,
Aircraft Powerplant Mechanic, and Aircraft Airframe
Mechanic programs. All Perkins funding requests were
funded for a total of $51,411. Details are attached.
Environmental Science and Computer Information
439
3. Expand program base
 Launch first 3 of 5 tracks in the B.S. Business
Administration program
 Develop remaining 2 tracks in the B.S. Business
Administration program
 Begin development of the B.S. in Financial
Services
 Begin co-development of the B.S. in Logistics
with Downtown Campus
Completed
Completed
On-Going
Revisions
In Development
Technology (CISCO) requested Carl D. Perkins
funding to purchase equipment supporting instruction
totaling $16,357. Details are attached.
The BS in Business Administration has five
concentrations (tracks). Three tracks were
implemented in the Fall of 2011 and include: General
Business, Human Resource Management, and
Entrepreneurship. The remaining two concentrations,
Finance & Accounting and Business Analyst, were
developed during the Fall and Spring terms and initial
courses will be encoded and rolled-out as early as
20132.
The BS in Financial Services with a concentration in
Mortgage Banking proposal has been submitted to the
FLDOE and we are currently revising the proposal as
recommended by the FLDOE.
The BS in Logistics is in development by Downtown
Campus with Kent Campus faculty representation on
the curriculum development team.
4. Increase student retention (persistence)
 Continue with program assessment changes
 Provide support for Career Education program
expansion/ revision
 Support activities of AD/IPMs to
increase program specific retention
Completed
Activities that support student persistence include
Active Student Clubs, Program Orientations, Guest
Speakers, In Class Advising Days, Field Trips,
Retention Specialist Activities, Bachelor Degree
Advisors, development of the course schedule,
Professor engagement activities, etc.
It is recommended that the division establish metric
baseline of persistence data by program in order to
measure the impact of persistence improvement
440
activities.
5. Continue to explore opportunities for new programs
On-going
Bachelor‟s Degree in Aerospace Technology is under
review. LMA is being collected.
6. Prepare ACBSP Self –Study for Reaffirmation
On-going
7. Begin work toward B.A.S. in Supervision and
Management program accreditation
On-going
The self-study will be prepared between May –
December 2012 and submitted to ACBSP by January
2013, as required
.
An Instructional Officer position has been approved
for FY 2013. The position vacancy announcement and
responsibilities have been developed and submitted to
Human Resources. The position is currently posted on
the HR website. The search Committee will be
convened when the applications are released from HR.
A major responsibility of this position will be to
coordinate the initial ACBSP application for the BAS
in Supervision and Management and the BS in
Business Administration.
8. Establish a “Wall of Fame” to recognize students,
faculty and staff
Incomplete, not
funded
Deferred.
9. Continue to support division faculty and staff
involvement in program assessment
On-going
Program assessment is a faculty-driven process and ongoing activity. Specific learning outcomes are
identified for assessment and metrics, rubrics, data and
analysis are developed and recorded in WEAVE.
10. Contract with Urlich Research to conduct graduate
surveys for the following programs:
f. B.A.S. Supervision & Management
g. A.S. Business Administration
On-going
Funding for Urlich Research Surveys is in the budget
and we will contract for these services after the
completion of the Spring 20122 term for all programs
except Paralegal Services. We shall continue to
441
h. A.S. Accounting Technology
i. A.S. Interior Design
j. A.S. Paralegal Studies
11. Develop course shells for two new B.A.S.
Supervision and Management courses.
Completed
442
conduct internal graduate surveys for the Paralegal
Studies program via Constant Contact to meet ABA
graduate survey requirements.
Course shells were developed for LDR4332,
Management and Leadership Dynamics and ACG3024,
Accounting for Managers.
Department/Program: BAS-Supervision and Management
Goal and Strategies
36.
Continue to evaluate and improve new and
existing BAS Supervision and Management courses.
Schedule regular meetings to develop courses and best
practices relative to faculty, pedagogy, and course
schedules. Two types of meetings will be scheduled.
c. Monthly full-time BAS faculty meetings with
discipline related sub-groups as needed
d. Once per term college wide coordination meetings
e.
Status
Comments
Completed
Kent Business faculty meet monthly and
College-wide meetings of the Career Education Deans
are scheduled for the Fall Spring and Summer terms to
discuss course allocations, projected enrollments per
course, modality diversity, and possible “triggers” for
scheduling changes.
37.
Continue to develop and improve College BAS
Completed
Supervision and Management online course shells.
Online courses shells will be developed and improved by
full-time and adjunct faculty with the assistance of the
Distance Learning Office
Full-time faculty have been assigned courses for
review and update the course shells on an annual basis.
38.
Ensure curriculum quality, relevance and
effectiveness.
Review curriculum for pre-requisites, course sequencing
and course options.
Reviewed at the end of each term in faculty and staff
meetings and with the Business Advisory Committee
on an annual basis.
Completed
39.
Identify alumni success after one year completion Ongoing
of baccalaureate degree.
Survey alumni in order to determine new employment
opportunities, career advancement, and salary change.
443
This analysis will be completed by an outside
contractor during the latter portion of the 2011-2012
academic year (Spring/Summer).
40.
Evaluate learning through Program Assessment
Evaluate 2010 program assessment results, make
recommendations for improvement. Begin year two
program assessment.
Ongoing
41.
Service learning:
Launch service learning into Supervision and
Management programs.
Deferred
42.
Improve faculty collaboration:
Identify two social events per year in order to increase
collegiality and community.
Completed
The Career Education Division has already held its
Holiday Breakfast Celebration with strong attendance
by faculty and staff. Additional events are planned for
the remainder of the academic year.
43.
Develop course shells for two new courses
approved at the March 2011 Curriculum Committee
meeting.
Completed
44.
Ongoing
Accounting for Managers (ACG3024) and
Management and Leadership Development (LDR4332)
course shells have been developed. ACG3024 was
offered as an online course Fall 2011 and will be
offered as a hybrid during the 20123 term. LDR4332
has been developed and will be offered during the
20123 term. Both courses have been reviewed and
approved by the Business Advisory Committee.
The program has begun investigating accreditation by
the Accreditation Council for Business Schools and
Programs (ACBSP). This is a major responsibility of
the new Instructional Officer for the Business
Department.
Begin program accreditation investigation.
444
2010-2011 results analyzed and recommendations
made;
Assessment for selected Goals and Outcomes by
program for 2011-12 will be conducted during the
20122 term and analysis of these data conducted
between May-December 2012
Due to faculty losses (Professor Oppe), this goal is
being deferred indefinitely.
Department/Program: A.S. Business Programs 112531, 112211
Goal and Strategies
1. Strengthen teaching strategies for online and hybrid classes
offered in these modalities

Status
Ongoing
Comments
Best practices are continuing to be shared at monthly faculty
meetings and recorded in meeting minutes.
Completed/
Ongoing
New Advisory Committee members were identified and
invited to participate. The attendance at meetings has been
robust and the discussion insightful.
During monthly meetings faculty will share best practices
and develop recommended standards
2. Continue to develop business partners to enhance program
 Expand advisory committee
 Hire adjuncts that have real world experiences
As adjuncts are hired, they are matched to teaching
assignments that allow them to fully utilize and share their
professional expertise and experience.
3. Continue to support the Business Club to increase student
engagement

Ongoing
The Business Club continues to provide real world
experiences for business students through tours, guest
speakers and other informative events. We will be discussing
utilizing Constant Contact with the Business Students in order
to increase communication.
To be completed
as of May 15,
2012
Artifacts are currently being collected and scored. An analysis
of the results and action plan for 2011/12 will be entered into
WEAVE by May 15, 2012.
Improve communication with business department and
students, explain updates and changes clearly and timely to
students
4. Continue Program Assessment plans for Business and
Accounting Programs
445
5. Continue to support faculty business coordination meetings
with faculty at other campuses
Completed
The Integrated Leader for Business Programs, Dr. Terry
Sawma, has taken many steps to increase coordination and
cooperation between both faculty and administration at the
multiple campuses offering business courses. These steps
have included coordinated course scheduling between the
campuses, among other activities designed improve the
coordination of the business program‟s delivery across the
college.
Ongoing
Improve collegiality, strengthen the collaboration between
full time faculty and adjunct faculty
7. Prepare ACBSP Self-Study for reaffirmation
As far as a specific event is concerned, we are postponing
until further discussion can be had regarding the direction and
coordination with existing adjunct events held by the college
and campus.
Ongoing
The overall plan for reaffirmation will be under the direction
of Dr. Terry Sawma, with further assistance from Associate
Dean McDuffie and the yet to be hired Instructional Officer.
8. Hire a second dedicated Accounting faculty member
Ongoing
Request has been submitted.
Ongoing
It is contemplated that this survey will be completed
sometime during the Summer 2012.

Improve coordination between business faculty from all
campuses leading to an improved relationship between all
faculty
6. Conduct adjunct appreciation events where adjuncts and
mentors will attend

446
Department/Program: Workforce/ Computers and Office Systems
Goal and Strategies
21. Provide professional development opportunities for faculty
to increase breadth of courses they are able to teach to meet
current and future demands
Status
Ongoing/
Completed
Comments
The Kent Faculty has attended professional development
conferences this year. Further, faculty members are
encouraged to stay abreast of the latest technology in their
field.
22. Increase course offerings in the AS IT program and BAS
program
 Hire an additional FT IT Faculty
Ongoing/
Completed
23. Increase student retention
 Classroom visits by the Achievement Coach
Ongoing
We hired two full-time IT faculty members. We are
continuing to add more computer classes to the Kent Campus
schedule. In addition, we added more faculty that have the
ability to teach a broader range of programming, database and
web technologies courses
The Achievement Coach has visited the IT and Computer
classes. Program assessment activities are coordinated
through the South Campus.
24. Continue to provide the computer science courses necessary
to support AA students for transfer to science, engineering
and information technology majors
Ongoing
We continue to provide a wide array of computer classes
available to AA/transfer students at the college.
25. Enhance the quality of instruction in IT and OA courses
 LOEP‟s
Ongoing
The Faculty has submitted LOEPs which seek to improve the
quality of education. Program assessment is ongoing and is
coordinated at the South Campus. In addition, some faculty
attend the advisory committee meetings, as well as the
Collegewide IT Faculty Meetings.
447
Department/Program: Career Education / Interior Design Technology
Goal and Strategies
Research feasibility of BAS in Interior Design
 Survey Advisory Board
 Survey Students and Alumni
 Market survey
 Visit other colleges offering BAS in Interior Design
Status
Completed/
Terminated
Comments
Because of the college‟s decision to halt development of a
BAS in Interior Design, no further efforts were made in this
direction.
“Program Excellence Criteria”: The Interior Design program
will have greater than 65 Program Concentrators*
Unknown/
Ongoing
We have not received the College Program Review (CPR)
report for the 2011-2012 Academic Year.
The CPR report based on the 2010-2011 academic year stated:
17 program concentrators.
“Program Excellence Criteria”: The number of program
concentrators increased from the previous years
Unknown/
Ongoing
program concentrators had not increased compared to the
previous year.
“Program Excellence Criteria”: Program has an assessment plan
approved by the AVP Workforce Office and all elements are
Unknown/
Ongoing
excellence achieved in 5 areas (number of members; average
attendance; student progression; technical skills; graduation)
448
“Program Excellence Criteria”: The program has more than two
Advisory Committee meetings documented with meetings
during an academic year.
Unknown/
Completed
While we cannot confirm that a “Program Excellence
Criteria” will be granted, we can confirm the Interior Design
Program indeed has already conducted two Advisory
Committee meetings during this academic year – October 26,
2011 @ 9:00 am and Feb. 29, 2012 @ 9:00 am. A third is
scheduled for June 20, 2012 @ 9:00 am.
“Program Excellence Criteria”: A minimum of 20
industry/government representatives are members of an
advisory committee as reported to the AVP Workforce Office
Unknown/
Completed
Criteria” will be granted, we can confirm the Advisory
Committee of the Interior Design Program includes nearly 20
industry/government representative members.
“Program Excellence Criteria”: The program advisory
Unknown/
committee has an average attendance of 12 industry/government Ongoing
members at each advisory committee meeting.
Criteria” will be granted, we can confirm the Advisory
Committee of the Interior Design Program has met twice thus
far this academic year and attendance at these meetings
included nearly 12 industry/government representative
members.
“Program Excellence Criteria”: A minimum of 65% of the
Program Concentrators will have completed at least half (50%)
of their degree program requirements during the academic year.
Unknown/
Ongoing
449
Program Concentrators will have completed at least three
quarters (75%) of their program requirements during the
academic year.
Unknown/
Ongoing
15 out of 17 (or 88%) of the program concentrators have
completed at least 50% of their degree program requirements.
“Program Excellence Criteria”: A minimum of 27% of Program
Concentrators will have graduated from their program during
the academic year.
Unknown/
Ongoing
“Program Excellence Criteria”: A minimum of 89% of
Unknown/
Program Concentrators will be placed in a job within one month Ongoing
of graduating.
graduated from their program.
The CPR report based on the 2008-2009 graduates stated: the
Paralegal Studies program had a placement rate of 83% ;
however, there is no indication that the statistics are based on
placement within one month of graduating.
450
Department/Program: IREFS
Goal and Strategies
Goal: Markedly increase insurance pre-licensing class enrollment
through online classes.
Strategies:
Florida Coast Career Tech PSAV enrollment is dependent upon
four factors; Cost, Convenience, Perceived Value and Marketing.
 Insurance Pre-licensing classes are very competitively priced.
 Convenience consists of offering desirable classes at times,
places and in formats that suit the students. It also includes
ease of registration. Since the college‟s registration process
may never be on a par with the private school industry‟s
registration (which can be as convenient as paying and
registering during the initial class session) particularly for
PSAV students throughout the state; we continue to
experiment with ways to improve the application and
registration process.
 Perceived Value is present from the reputation of the college.
 Marketing efforts make this perceived value (plus low cost)
known.
Florida State College at Jacksonville Community Education selfsupporting program enrollment growth is dependent on the other
community/state colleges offering our online Insurance prelicensing classes through the Continuing and Adult Education
(CAESC) Insurance Consortium. Continued course improvement
and market penetration will increase this enrollment.
PSAV growth will be achieved through continued marketing and
innovative programs.
Status
Reorganization of
IREFS 1/1/2011
included:
1) Dramatically
reducing the scope of
Community Ed
(previously a SBU)
through shifting all of
Florida State College‟s
pre-licensing certificate
programs from CWE
courses to PSAV.
2) Effectively making
PSAV programs the
dominant component of
IREFS with resultant
increased staff work
(application and
registration) and
increased minimum
class size.
3) Reduced Community
Ed program with slower
growth and reduced
income.
451
Comments
Through outstanding courses, strong focus on
convenience, excellent marketing, individual
attention to every student applying through our office,
and strong/immediate responses to our partner
colleges, IREFS had a spectacular year. Most recent
numbers show PSAV pre-licensing enrollment of
1,021 and CE Consortium enrollment of 589 for a
total of 1,610 pre-licensing students.
452
Department/Program: Career Education / Paralegal Studies
Goal and Strategies
Status
Develop a partially online option for the Paralegal Studies
Ongoing
program (ONLINEPLUS). The ONLINEPLUS program option
would include 7 required classes in an online format and 4
classes in a face to face format to comply with ABA
requirements of ten (10) semester hours in a traditional
delivery format.
Comments
Currently, we have received ABA approval for two online
courses. Accordingly, we need only notify them of any
additional online course offerings (as opposed to prior
approval), as long as we otherwise remain in line with their
guidelines.
“Program Excellence Criteria”: The Paralegal program will
have greater than 65 Program Concentrators*
Unknown/
Ongoing
171 program concentrators.
“Program Excellence Criteria”: The number of program
concentrators increased from the previous years
Unknown/
Ongoing
program concentrators had not increased compared to the
previous year.
“Program Excellence Criteria”: Program has an assessment
plan approved by the AVP Workforce Office and all elements
are evaluated at the “excelling” level.
Unknown/
Ongoing
excellence achieved in 4 areas (program concentrators; program
assessment; number of members; student progression)
453
“Program Excellence Criteria”: The program has more than
two Advisory Committee meetings documented with meetings
Unknown/
Completed
While we cannot confirm that a “Program Excellence Criteria”
will be granted, we can confirm the Paralegal Studies Program
indeed has already conducted two Advisory Committee
meetings during this academic year – October 28, 2011 @ 12:0
pm and Feb. 24, 2012 @ 12:00 pm. A third is scheduled for
June 22, 2012 @ 12:00 pm.
“Program Excellence Criteria”: A minimum of 20
industry/government representatives are members of an
advisory committee as reported to the AVP Workforce Office
Unknown/
Completed
“Program Excellence Criteria”: The program advisory
committee has an average attendance of 12
industry/government members at each advisory committee
meeting.
Unknown/
Ongoing
Program Concentrators will have completed at least half (50%)
of their degree program requirements during the academic
year.
Unknown/
Ongoing
will be granted, we can confirm the Advisory Committee of the
Paralegal Studies Program includes over 20
will be granted, we can confirm the Advisory Committee of the
Paralegal Studies Program has met twice thus far this academic
year and attendance at one of these meetings exceeded 12
454
Program Concentrators will have completed at least three
quarters (75%) of their program requirements during the
academic year.
Unknown/
Ongoing
Unknown/
Program Concentrators will have graduated from their program Ongoing
during the academic year.
graduated from their program.
Program Concentrators will be placed in a job within one
month of graduating.
Unknown/
Ongoing
The CPR report based on the 2008-2009 graduates stated: the
Paralegal Studies program had a placement rate of 69% ;
however, there is no indication that the statistics are based on
placement within one month of graduating.
Continue to ensure program compliance with the ABA.
Ongoing
455
At its Annual Meeting in August 2011, the ABA House of
Delegates granted re-approval to the Paralegal Studies Program
at Florida State College for the period of August 2009 – Augus
2016.
Goal and Strategies
High School and college-wide events. Coordinate events
so they do not compete with one another.
attend at least one external or college sponsored
seminar, workshop or training activity related to
Status
Comments
Kent Campus has 9% enrollment increase Fall 2011
Ongoing
NACADA
completed
FAFSAA May
29-June1
Requesting academic and financial aid training for
advisors (NACADA & FAFSAA)
Student services enhancements
 Schedule Student Ambassadors to assist in the
 Continue cross-train with BOA to better serve
students with finance related questions.
Implementation of Student on-line EZ apt system
Ongoing
Have trained with BAO staff for improved student
services.
Ambassadors are assisting with orientations and in
Student connections room during peak periods.
Pending
Administrative Office is implementing
Student Orientation redesign
Pending
Implement Debt minimization program for Financial aid
students.
Continue participation on Institutional Effectiveness
Student Success Outcomes teams.
Provide alternative wait option for students through use
of paging system. This service improves efficiency and
customer service.
Completed
FYE Committee is redesigning with expect date of
Summer 2012
Advisors trained
Ongoing
In second year of I.E process
25 pagers
System holds 30 pagers. Will monitor to see if
purchased in Dec. additional 5 pagers are needed.
2011
456
Goal and Strategies
01: Maintain reliable and effective assessment
computer equipment.
Status
Completed
A102 and A103
have been
updated to iMac
computers.
Comments
Complete and both labs are fully functional.
02: Implement a consistent pre-test multi-media
advising experience for students collegewide.
Completed
We have
developed
advising videos
for CPT, CPT-L,
PERT, DE CPT,
DE PERT, PERT
Diagnostic,
TABE NAT,
HOT, and BAT.
Complete and in use. We have finalized versions for
Kent Campus.
Completed
We installed three Video Advising Workstations and
moved the scheduling machine into the assessment
waiting room.
03: Install work surface and two workstations in the
Kent Campus assessment waiting room.
Copies of our videos have been forwarded to others
Assessment Managers for adaption and launch at their
campus.
This was presented at the last FACTA (Florida
Association of College Test Administrators) as a “best
practice.”
This has proven to be extremely successful.
Other Assessment Centers are looking at ways to
replicate on their campus.
04: Implement EAP placement system collegewide.
Completed
EAP
457
EAP Testing demographics rollout and the addition of
the COMPASS EAP as a possible EAP placement test
demographics
roll-out is
complete.
05: Implement new PERT exit testing program
collegewide.
N/A
in Orion are both complete.
Currently test piloting the COMPASS as a replacement
for the CPT-L.
This is a college wide initiative.
There is no longer a state approved exit and the PERT
or PERT Diagnostics are not an optimum choice to
replace current exit examinations. I am working with
Kathleen Ciez-Volz on all matters involving exit
testing for developmental education courses.
We will continue using the current exit exams through
the 20123 term and will launch new exit exams in the
20131 term.
06: Implement new PERT diagnostic assessment
system at Kent and Cecil.
Completed
The PERT diagnostics have been successfully launched
at Kent and Cecil as part of a pilot program. The long
term use of the PERT Diagnostic is unclear, but we are
fully prepared to administer the diagnostic tools as
required.
07: Implement new GED test intake and registration
process at Kent and Cecil.
Completed
The new intake and registration process was launched
and all advisors have access and are using it.
08: Implement LAN School in the three Kent/Cecil
testing labs.
Completed at
Kent
NetSupport install is complete at Kent. Works great
with all assessments we are running at Kent with the
exception of Pearson VUE. It is not compatible with
Pearson VUE so it is deactivated for Pearson VUE
examinations. This is a minor issue, only (2) machines
are being used for Pearson VUE and it is a lockdown
browser.
In Progress at
Cecil
458
Verified with vendors that NetSupport is compatible
with assessments we are running at Cecil. Paperwork
was routed on 3/28 for Cecil install. We will conduct
final verification that there are no compatibility issues
once software install is complete.
09: Implement new EZ appointment system at Kent and In Progress
Cecil.
This is a college wide initiative. Ashley Knight is the
lead on the project to stand-up EZ Appointments across
the college.
I have met with Ashley Knight on four separate
occasions to work through unique requirements of
Assessment and Certification scheduling system.
He has a detailed listing of what is required and I will
continue to work closely with him.
No clear implementation date or timeline.
Our current system was presented at the last FACTA
(Florida Association of College Test Administrators) as
a “best practice.” Our goal is to have something very
similar to Appointment Plus.
459
KENT CAMPUS
BUDGET TRACKING FY12
5/2/2012
Account
#
Name
111106
111111
111221
111321
111331
111530
111531
111611
111731
111741
111841
112221
112222
112223
112224
112418
112511
112531
112541
112561
112604
112631
112640
112643
112645
113100
113101
113131
113201
113241
119011
119021
140201
141011
141017
141020
144011
146011
146031
146033
146041
146043
148994
153021
A&P BIOLOGICAL SCIENCE
A&P PHYSICAL SCIENCE
A&P FINE & APPLIED ARTS
A&P FOREIGN LANGUAGES
A&P LETTERS
BAS SUPERVISION & MGMT
BS BUSINESS ADMINISTRATION
A&P MATHEMATICS
A&P PSYCHOLOGY
A&P SOCIAL SCIENCE
A&P HUMANITIES
PSV MARKETING/INS
PSAV MARKETING/INS
SBU FIN STUDIES
CWE FIN STUDIES SBU-deleted
PSV APPLIED INTERIOR DESIGN
CWE BUSINESS/COMPUTERS
PSV GENERAL BUSINESS
PSV COMPUTER/OFFICE SYS
PSV LEGAL ASSISTING
PSV TRD/IND/AVIATION
PSV TECHNICAL EDUCATION
PSAV TRD/IND/AVIATION
CWE/TRADE/IND/AVIATION
CF PSAV COMMERCIAL DRIVING
DUAL ENROLLMENT
DEV LEARNING LAB
COLLEGE PREP
ABE/CAMPUS
GED/CAMPUS
INSTRUCTIONAL SUPPORT
INSTRUCTIONAL EQUIPMENT
LEARNING CENTER
LIBRARY
CF LIBRARY
LRTS OFFICE
INST COMP LABS
DEAN LIBERAL ARTS
DEAN LIBERAL ARTS
CF DIR EDUC PROGRAMS
DEAN WORKFORCE DEV
CECIL AVIATION CENTER
PROFESSIONAL DEVELOPMENT
ASSESSMENT CENTER
Bal 600
MONEY
Amount
Spent
% Spent
44,976
17,004
5,500
200
300
2,773
1,000
900
150
800
400
1,800
11,676
5,000
5,000
2,500
12,100
2,750
1,100
2,550
718,000
1,771
34,080
17,000
8,000
6,500
2,100
34,500
400
600
1,000
44,489
16,528
5,244
178
288
2,349
290
886
97
793
183
1,321
11,586
1,847
4,877
1,148
10,215
1,231
882
1,287
672,000
784
32,475
17,000
4,792
2,737
1,850
1,773
334
577
0
98.92%
97.20%
95.35%
89.00%
96.00%
84.71%
29.00%
98.44%
64.67%
99.13%
45.75%
73.39%
99.23%
36.94%
97.54%
45.92%
84.42%
44.76%
80.18%
50.47%
93.59%
44.27%
95.29%
100.00%
59.90%
42.11%
88.10%
5.14%
83.50%
96.17%
0.00%
2,200
101,928
16,093
298,273
14,700
2,300
2,500
21,254
5,210
34,665
39,502
19,200
1,988
101,090
15,681
150,424
14,440
2,138
2,394
20,448
5,176
25,796
25,663
18,365
90.36%
99.18%
97.44%
50.43%
98.23%
92.96%
95.76%
96.21%
99.35%
74.42%
64.97%
95.65%
Beg Bal
700
MONEY
Amount
Spent
% Spent
36,500
36500
100%
129,802
59,660
45.96%
153210
154111
161119
161151
161153
162231
163328
170101
170109
172001
191101
TOTAL
STUDENT SUCCESS
CAREER DEVELOPMENT CTR
COMPUTER EQUIP
PRESIDENT
KC EQUIPMENT
DAS/BAO
CAMPUS SUPPORT
PLANT MAINTENANCE
CECIL PLANT MAINTENANCE
SECURITY
CONTINGENCY
4,346
6,654
14,178
11,500
11,100
108,000
275,000
210,307
378,000
28,584
2,547,924
1
4,241
6,369
14,178
10,652
10,991
105,341
271,081
197,045
353,772
0
2,197,314
97.58%
95.72%
100.00%
92.63%
99.02%
97.54%
98.57%
93.69%
93.59%
0.00%
86.24%
89,104
89,103
100.00%
36,984
34,202
92.48%
292,390
219,465
75.06%
GENERAL RENOVATION BUDGET
KENT CAMPUS/CECIL CENTER PRIORITY LIST FY13
Project Description
FY 2013
FY2013
Funded
Unfunded
FY2014
FY2015
Renovate Electrical
Upgrade antiquated technology (Kent)
$
65,000
Upgrade smart classrooms (Kent/Cecil)
$
36,000
Upgrade UPS system (Kent/Cecil)
$
8,000
$
-
Change out building exterior lighting (Cecil)
$
12,000
$
-
$
$
72,000
$
$
72,000
$
$
-
Renovate Envelopes
Roof renovation (Phased plan Collegewide)(Kent)
$
559,560
Replace Level 2 exterior window systems (Kent)
$
150,000
Seal campus brick façade (Kent)
$
60,000
$
60,000
Reseal campus control and expansion joints (Kent)
$
30,000
$
30,000
Bldg. H Hangar 14 North Elevation: seal and paint
stucco façade (Cecil)
$
30,000
$
-
$
150,000
$
-
$
1,087,800
$
200,000
$
80,000
$
40,000
$
-
Renovate Building Interior Spaces
$
30,000
$
10,000
$
$
80,000
$
35,000
$
600,000
$
$
45,000
$
$
10,000
Renovate restrooms as required (Kent/Hangar 14)
Replace deteriorated doors and frames
(Kent/Cecil)
Replace front doors at Library with Total Door
Systems (Kent)
Consolidation of classrooms - F Bldg. (Kent)
Carpet replacement program (Kent/ACE)
Renovate E221/229/266 (Kent)
Upgrade interior corridor way-finding (Kent)
Renovate E268 (Kent)
Auditorium restroom and stage area renovation
(Kent)
Faculty office upgrades (Kent)
2
$
30,000
$
$
30,000
$
$
25,000
$
600,000
$
$
$
120,000
$
10,000
$
50,000
$
30,000
$
$
$
25,000
$
600,000
$
25,000
$
$
$
10,000
$
80,000
$
$
$
$
10,000
$
$
40,000
$
$
90,000
$
$
320,000
$
$
$
20,000
Tele-Presence Conference Room (Kent)
Renovate C204B (Kent)
Renovate C204E and F (Kent)
Renovate A204/A206 (Kent)
Renovate Student Assessment (Kent)
Renovate F114-F118 (Kent)
Renovate C205 & C207 (Kent)
Renovate B110 & B112 (Kent)
Student Achievement Center (Kent)
Renovate H238 (Cecil)
Hangar 14 floor finishes (Cecil)
Renovate Bldg. H & K (Cecil)
$
$
20,000
$
5,500
$
-
$
-
$
$
$
$
$
100,000
$
$
20,000
$
$
-
$
$
$
40,000
$
$
1,200,000
$
$
150,000
$
$
$
$
$
90,000
$
-
$
25,000
$
25,000
$
25,000
$
5,000
$
$
$
40,000
$
40,000
$
5,000
$
$
45,000
$
$
-
$
$
100,000
$
$
$
-
$
-
Energy Conservation
Load shed energy management software and
device upgrades (Kent/Cecil)
Renovate HVAC
Replace VFD's (Kent)
Replace subterranean chilled water valves & CW
piping as needed (Kent)
Replace CW and HW pumps in chiller plant as
needed (Kent)
Cooling tower (Kent)
Bldg. H: Duct installation (Cecil)
Renovate Plumbing
Renovate Site Improvements
3
Maintain xeriscape standards for water
conservation (Kent)
Construct sidewalk east side of Perimeter Road
(Kent)
Restripe parking lot (Kent)
Repair sidewalks as needed (Kent)
Replace security fence at east property line (Kent)
Remove double check backflow preventers (2)
(Kent)
Faculty parking (Kent)
Bldg. K parking lot (Cecil)
$
5,000
$
$
$
2,000
$
45,000
$
$
$
-
$
5,000
$
$
30,000
$
2,000
$
$
20,000
$
$
40,000
$
5,000
$
$
$
2,000
$
$
$
50,000
$
-
$
$
4,000
$
2,500
$
-
$
150,000
$
4,000
$
2,500
$
-
$
100,000
$
2,000
$
2,500
$
-
$
35,000
$
-
$
-
$
14,700
$
-
$
$
15,000
$
$
-
$
$
$
24,000
$
$
6,500
$
60,000
$
$
24,000
$
$
-
$
40,000
$
$
24,000
$
290,000
$
-
Renovation Building Structural
Remove and replace bridge canvas canopies
(Kent)
Seal expansion joints at garage (Kent)
Repair cracked or separated brick veneer (Kent)
Structural remediation garage (Kent)
Safety Code Compliance
Add wireless call stations to group restrooms
(Cecil)
ADA Corrective Action
Accessible Route - Detectable Warnings
(Kent/Cecil)
Assistive Listening Devices (Kent)
Renovate Security Systems
Provide cameras to North & South parking lots
(Kent)
Upgrade campus intrusion alarm system (Kent)
Surveillance cameras needed throughout campus
(Kent/Cecil)
Smartlock system (Kent/Cecil)
Install Hangar 14 access reader (Cecil)
Fire Code Requirements
$
Maintain existing Fire Alarm System (Kent/Cecil)
4
$
$
10,000
$
10,000
Upgrade ACE building fire alarm system (Cecil)
Total of Projects
$
2,589,260
$0
5
10,000
$
-
$1,710,000
10,000
$
$
4,350,300

Kent Campus and Cecil Center Florida State College at Jackson ville

Transcription

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