Priority and Metrics
- Create clear communication, pathways, structures, and measurements of accountability as we actualize Students First.
- Implement and proactively engage in the transition to Connecticut State Community College.
- Design ongoing feedback loops and input opportunities through re-imagined shared governance and formal/informal organizational structures.
- Recruit and retain talented and diverse students and employees.
- Promote opportunities for recognition, morale building, advancement, focus on wellness and professional development for all students and employees.
- Capitalize on opportunities to continue to define QVCC’s culture by expanding partnerships to optimize the use of facilities and grow on site programming to enhance student and community engagement.
- Continue to monitor and adapt our college’s response as needed in light of the COVID pandemic or future unforeseen variables.
- Continued growth and progress with each Guided Pathway KPI metric and each of the seven equity pillars.
- Meet the timeline associated with the transition to CSCC.
- Demonstrate number and percentage of QVCC faculty/staff who are on transition committees with CSCC.
- At a minimum, maintain student enrollment at QVCC when we transition to CSCC.
- Improved results of experience for students and staff through e once we transition to CSCC.
- Implementation of a new shared governance model and updated organizational chart that reflects the matrixed organization.
- Increase percent of diverse students and employees.
- Increase retention rates of diverse student and employees, and overall increase retention rates of all students and employees.
- Expand number of professional development opportunities for students and employees.
- Higher number of and percentage of students and employees participating in expanded professional development and training.
- Increase events of recognition, morale building and employees who are promoted.
- Improve CCSSE and SENSE results of students and employee satisfaction.
- Increase building use for community partnerships and on-site programming.
- Explore feasibility of an Entrepreneurship Center at the Danielson campus.
- Monitor COVID indicators including vaccination levels, attestation, and testing compliance and positivity levels.