FIFTH YEAR INTERIM REPORT
New England Association of Schools and Colleges
Quinebaug Valley Community College
742 Upper Maple Street
Danielson, CT 06239
August 2006
Internal & External Scans
QUINEBAUG VALLEY COMMUNITY COLLEGE
Office of the President
October 25, 2005
MEMORANDUM
TO: Scanning Teams
FROM: President Dianne E. Williams
As part of the system’s development of its next multi-year strategic plan, each college is to conduct an internal and external scan per the memo attached from Coby Coperthwaite. Since our own Lead Planning Team has committed to do the same for QVCC, we have decided to combine the two for efficiency. I have been tasked by Lead Planning to create two small teams to plan and implement the scans, with results to the Team and myself by January 19. I will then submit the system results and Lead Planning will utilize the QV information.
Internal Scan – building on what was done by Jen Oliver last spring.
Members – Pam Brown, Michelle Weiss and David Hopcroft as leader.
Task – Plan and schedule the process, conduct the scan, compile the information and submit it.External Scan – inviting representatives of key constituencies. My office will fund refreshments.
Members – Amy Kacerik, Delia Berlin with Jill O’Hagan as leader.
Task – develop the list of invitees, schedule and conduct the session. Compile and submit the results.
Note: Donna Lefevre will assist with any mailings to this group.
Thank you for facilitating this important information-gathering initiative. Please contact me if you have any questions.
c: Cabinet Lead Planning
EXTERNAL SCAN - SUMMARY 1/5/06
Strengths
(9) Affordability- opens doors.
(8) Size (smaller)- flexibility, communication, interaction with community and students.
(7) Programs- Communication with staff, reasonable, flexible, accommodating.
(7) All purposes- kids academy, LIR, all walks of life, stages, situations, business programs.
(7) “Real life learning”- mixture of students in classroom- applied experience<> learning.
(5) Business and Industry courses> targeted, offered frequently- as needed.
(5) Allows high school students a strong start- helps bright kids who may have struggled in high school succeed.
Weaknesses
(9) Marketing programs to prospective students- Adult population- retraining of older workers- make it more comfortable
(9) Better promotion/connection for students during advising and career counseling to link with career/ life opportunities.
(6) Need mentoring/ educating opportunities for student to experience careers and employment, job shadowing opportunities
(5) More peer advertising- radio- media-more sophisticated/ personal/aggressive-timeslots
(5) Concentrate on improving people.
(4) Technical programs are weak. Technical side not strong enough.
(4) Not enough certificates as stepping stones/ ladders
Opportunities
(9) Use alumni in marketing
(5) Expand further in Willimantic
(5) Link/collaborate with technical schools for technical programs (CAD, maintenance, etc.)
(4) Building community
(4) Collaboration- between colleges
Threats
(12) A need for legislative budget vigilance.
(8) Jobs here are threatened because of inadequate labor pool. Also, expensive area to live/work in.
Forum About the Future Attendees
at Quinebaug Valley Community College
January 5, 2006
|
Suzette Cimochowski EASTCONN 376 Hartford Turnpike Hampton, CT 06247 |
Suzette Jolly Department of Labor 1320 Main Street Willimantic, CT 06226 |
Shirley Vovolakis Department of Labor 95 Westcott Road Danielson, CT 06239 |
|
Rhonda Matthew Department of Labor 95 Westcott Road Danielson, CT 06239 |
Allison Altieri ACCESS Agency 173 Mechanic Street Danielson, CT 06239 |
Colin Rice WILI 720 Main Street Willimantic, CT 06226 |
|
Betti Kuszaj, Executive Director NECCC 3 Central Street Danielson, CT 06239 |
Representative Mike Alberts 203 County Road Woodstock, CT 06281 |
Representative Shawn Johnston 222 Ravenelle Road North Grosvenordale, CT 06255 |
|
Mark Paquette Windham Recreation Department 979 Main Street Willimantic, CT 06226 |
Joe Mack CT Works East Business Services 95 Westcott Road Danielson, CT 06239 |
John Beauregard, Exec Dir Workforce Investment Board 108 New Park Avenue Franklin, CT 06254 |
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Sandy Bucci Day Kimball Hospital 320 Pomfret Street Putnam, CT 06260 |
Peter Polomski The Lily Pad 34 North Street Willimantic, CT 06226 |
Pat Buono, Manager Eastern Federal Bank 14 Lathrop Road Plainfield, CT 06374 |
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Ken Pickering, V.P. Operations Foster Corp. 45 Ridge Road Putnam, CT 06260 |
Donna Bronwell Windham Regional Com Council 872 Main Street Willimantic, CT 06226 |
Jane Moriarty Eastern Federal Bank 14 Lathrop Road Plainfield, CT 06374 |
|
Chip O’Lari, Quality Assurance Manager Bollore, Inc. P.O. Box 530 Dayville, CT 06241 |
Pat Mancino Mystic Country 32 Huntington Street New London, CT 06320 |
Michael Quarrey, General Manager FilmX Technologies 20 Louisa Viens Drive Dayville, CT 06241 |
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Jeff Koehl Spirol International Corp. 30 Rock Avenue Dayville, CT 06241 |
Al Cormier, Guidance Woodstock Academy Academy Road Woodstock, CT 06281 |
Jean Jordan Ellis Technical School 613 Upper Maple Street Danielson, CT 06239 |
Strategic Plan Development
Internal Scan
Staff Responses
Below are the results of the Strategic Plan Development Internal Scan that was conducted by the Internal Scan Team in December 2005.
Staff was instructed to check off the top FIVE statements in each category which they felt were most important. Space was also provided at the end of each category to include any additional comments.
The scan was distributed to the staff via email using the QV-CC distribution list. Of the approximate 100 staff members on the distribution list, 39 members responded.
Strengths:
(Number of responses)
| 23 | Learning atmosphere |
| 12 | Location |
| 26 | Positive image/support in the community; Commitment from local business and organizations |
| 17 | Growing enrollment |
| 11 | New faculty and staff |
| 3 | New ideas |
| 6 | Extremely integrated departments; team orientation |
| 18 | Sense of community among staff; talented/dedicated faculty and staff; cross-cultural/cross-discipline communication |
| 3 | Diverse student body |
| 16 | Learners First |
| 5 | Initiative is encouraged |
| 10 | Administration support for program, staff, and faculty |
| 6 | Lack of serious competition |
| 6 | High morale |
| 3 | Positive reserve level; financial planning |
| 9 | Use of technology |
| 16 | New space |
Additional Comments:
- Faculty and staff not just “new” faculty and staff
- Parking – free and very convenient, even with construction
- Computer Science program
- Library
- Low tuition
Weaknesses:
(Number of responses)
| 30 | Lack of faculty and staff; over reliance on adjunct faculty and temporary people; inadequate/lack of support staff |
| 12 | Lack of money to invest in programs |
| 8 | Too few student activities outside of classes |
| 0 | Construction limits on space |
| 2 | People unfamiliar with community college |
| 18 | High amount/pace of work; stress of being overextended |
| 3 | Budget allotment for adjuncts |
| 8 | Lack of communication between supervisors and staff |
| 7 | Lack of facility space |
| 12 | Loss of focus on “Learners First” rule |
| 6 | Too many people/departments worried about justifying existence against budget constraints |
| 5 | Increased enrollment |
| 23 | Level of academic readiness of students |
| 16 | Administration “overstuffed” – no time for faculty, staff, training of new people, guidance |
| 2 | Lack of occupational programming |
| 6 | Not enough diversity among staff, students, and faculty |
| 0 | Lack of space; noise and mud during construction |
| 0 | Constant relocation of staff due to construction |
| 9 | Loss of institutional knowledge through retirement |
| 8 | Lack of training |
Additional Comments:
- Inadequate opportunity for interaction among staff
- Image of a “state” facility – that is, less effective than a private facility
- Local IT
- Lack of personnel to assist & support students with personal issues/crises that impact learning
- Administration support for program, faculty, staff
- Lack of recognition for efforts
- Lack of respect for each other
- Lack of initiative to learn about the college as a whole
- With increased enrollment, the infrastructure of support services needs to be addressed, e.g, currently, with one F-T staff in Learning Center, given the hours of operation, we depend upon student workers to “be in charge” of the LC - and tutor is required – for over 73 hours/week. This is an unreasonable burden on student workers.
- Ineffective use of group meeting time
- Lack of mental health counselors
- High morale – Are you kidding? Look around!
- Too many committees!
Opportunities:
(Number of responses)
| 9 | Many |
| 25 | Additional space/programming for classes and community; expanded programming |
| 28 | Collaboration with local industry, schools, and community |
| 22 | Be a focal point for community cultural needs; provide resources/programs that sponsor goals of local community or inspire potential not immediately seen |
| 18 | Growth of northeast Connecticut; economic forecast for state is positive |
| 7 | Public relations/marketing |
| 10 | Enhanced admissions and enrollment |
| 3 | Increased applicant pool |
| 25 | Reputation of college in the community |
| 18 | Increasing technology |
| 11 | New state guidelines about adjunct/full-time ratios |
| 2 | Trade with China |
| 1 | Global warming |
Additional Comments:
- Lower cost of living/housing in area can be exploited
- Documented evidence that completion of two years of college increases earning power.
- Increased cost of 4-year colleges makes completing 2 years at QVCC attractive.
- Opportunities for personnel to improve technology skills
- Opportunities for Administration to change their focus and better support the faculty/staff
- Out-sourcing of academic advising to Banglaore, India
Threats:
(Number of responses)
| 14 | As college increases in size, the “family atmosphere” is disappearing – less personal |
| 3 | Online foreigners |
| 5 | Data center |
| 24 | Diminishing quality due to few staff |
| 20 | System pressure for uniformity across colleges |
| 16 | State budget/system budget cuts; tuition cut |
| 20 | Federal higher Ed legislation/cut-backs; cut-backs/no increase in financial aid |
| 4 | Competition for federal dollars with private providers |
| 13 | Lack of funding |
| 13 | Demands of increase in student population |
| 4 | Failure to see value of education |
| 19 | Lack of support staff |
| 0 | Growth is too rapid |
| 1 | Legal liabilities |
| 5 | Economy |
| 1 | Students with disabilities – ADA compliance |
| 0 | Class size is too big |
| 7 | Current ethics environment – all activities scrutinized |
| 12 | No transportation between Danielson and Willimantic |
| 3 | Decrease in donations to Foundation |
Additional Comments:
- Out of state online students – Financial Aid money is too limited to be funding the out of state online students who then request loans. These students are charged the out of state tuition. Default can rise which jeopardizes aid for the rest of the local students
- We need a true counselor on staff/campus for students with mental health issues
- Loss of ownership due to centralized decisions
- Loss of traditional community college students (adults) due to increasing cost
- Increased emphasis on legal liability
- Banner
- The current administrative structure is not adequate for the increasing size of the college & and student body. QVCC needs a Dean of Academics AND a Dean of Student Services.
- Unwillingness by Administration and others to use available technology
- Poor advising
- Need to continue working with local high schools so that they understand that QVCC is a viable option for their graduates
- Lack of counseling position to deal with increased issues that accompany growing student population