Strategy #4: Create a sustainable model for long-term growth.
Objective 4.1: Utilize technology and data to advance operational effectiveness and business process improvement.
Objective 4.2: Develop and launch new revenue streams that address strategic priorities and provide new net revenue.
|Baseline Data||Target Metric (by 2022)||Ambitious Metric (by 2022)||Boost College Completion Rates||Close the Achievement Gap||Attract and Graduate More Students from Underserved Populations|
|4.1 Utilize technology and data to advance operational effectiveness and business process improvement||4.1.1 Decrease the number of paper transactions completed by the Business Office each year through process improvement and automation||24,000||18,000||12,000|
|4.1.2 Re-engineer mobile applications to enhance student engagement and support||Not available||Operational||Optimal||Y|
|4.2 Develop and launch new revenue streams that address strategic priorities and provide new net revenue||4.2.1 Increase financial support for the college through new campaigns and strategic, diversified revenue streams||$1.7 million||$6 million||$10 million||Y||Y|
|4.2.2 Increase the percentage of the operating budget that is not dependent on student fee revenue||51%||60%||63%|
|4.2.3 Increase the percentage of overall cost that is devoted to instruction, academic support, and student support||63%||75%||78%||Y||Y||Y|
|4.2.4 Increase contract training through the Training & Workforce Options (TWO) program||$103,000||$295,000||$445,000||Y|
STRATEGIC FRAMEWORK: SUSTAINABILITY
STRATEGY #4: Create a sustainable model for long-term growth.
By 2022, the number of paper transactions completed by the Business Office each year through process improvement and automation will decrease by 6,000.
By 2022, the mobile applications to enhance student engagement and support will be re-engineered and implemented.
DHE Alignment: Boost College Completion Rates
1. Develop and conduct training on process improvement for campus leadership.
- A) Year Zero: Provide EAB Process improvement training for all NUPs; identify all programs to be assessed for process improvement.
- B) Years 1-3: Conduct departmental evaluation of efficiencies and effectiveness, utilizing process improvement, identifying technology needs, and incorporating into the new budget process.
- Success looks like: Resources are in alignment with the goals of the strategic plan; there is an elimination of redundant and outdated processes; the new budget process is operationalized.
2. Use mobile application to enhance student experience.
- A) Year Zero: Research available mobile applications for student engagement and select the application best suited for the future of HCC; identify impact areas (recruitment, retention, attendance, course completion) to use in selection process of the mobile application; establish a baseline metric for student engagement using mobile application.
- B) Years 1-3: Implement mobile application and evaluate for effectiveness and improvement of the student experience; determine how users are interacting with the app; measure active users vs. new users; analyze behavior metrics; assess traffic.
- Success looks like: Through survey methodology students express a high level of satisfaction with their connection to HCC via mobile application technology. Increased retention (e.g., fall-to-fall, summer melt), students feel a greater sense of connection with the campus resulting in increased satisfaction in student experience.
By 2022, increase financial support for the College through new campaigns and strategic, diversified revenue streams by $4.3 million.
By 2022, the operating budget that is not dependent on student fee revenue will increase by 9 percentage points.
By 2022, the overall cost that is devoted to instruction, academic support and student support will increase by 12 percentage points.
By 2022, Contract Training through the Training and Workforce Options (TWO) program will increase by $192,000.
DHE Alignment: Boost College Completion Rates, Close the Achievement Gap, Attract and Graduate More Students from Underserved Populations
1. Develop and implement a comprehensive revenue strategy in support of strategic plan.
- A) Year Zero: Work with HCC Foundation Board to develop a strategic plan for the HCC Foundation that aligns with the college strategic plan; inventory all facility charges, identify other revenue sources.
- B) Years 1-3: Grow funds within the HCC Foundation with emphasis on funds that support strategic planning initiative; implement relevant and competitive pricing structure for facility charges; enhance collaboration efforts with K-12 partners, targeting initiatives proven to result in increased net revenue; develop innovative programs/event series to connect the community to HCC and generate new net revenue.
- Success looks like: Increased net revenue from fundraising, federal, state and private grants, workforce development initiatives, facility fees and rentals; diversification of revenue base and decreasing reliance on student fees.
2. Align non-credit offerings to future market needs.
- A) Year Zero: Evaluate enrollments in all non-credit courses; establish process for course prioritization; develop a system to identify emerging fields and topics of interest.
- B) Years 1-3: Implement enhanced non-credit online course selection, registration and payment process (i.e. shopping cart); develop and launch recruitment plan for non-credit courses; measure/ evaluate success; expand footprint by offering courses within the surrounding community and with corporate partners.
- Success looks like: Non-credit course offerings reflect market demand; increase in enrollment (and revenue); measures are implemented to make non-credit programming financially self-sustaining; new courses launched (e.g. cannabis-related programming).