July 2019-June 2020 BOT Priorities & Goals of the CEO/President
In order to build a stronger community (purpose) and to be the first choice, the recognized leader in learning and student success (vision), the Aims Community College Board of Trustees’ priorities and the CEO/President’s
goals for 2019-2020 are to:
- Continue the professional development of the Board of Trustees.
- Continue to advocate for Aims Community College locally, statewide and nationally.
- Build a stronger connection with congressional and legislative representatives.
- Receive information and have input on College’s legislative position as appropriate.
- Support the College in accomplishing its strategic plan initiatives for 2019-2020.
- Periodically update the community about Aims' Master Plan.
- Student access, success, retention, and completion to increase and support enrollment
and diverse populations. Tactics include:
- Faculty mentoring and coaching program (line 1)
- Expand CTE partners for high school programs (line 4)
- Expand alternative course delivery (line 6)
- Increase degree attainment by adult learners (line 8)
- 12+12+6 initiative (line 10)
- Guided Pathways (line 11)
- Expand partnerships that serve underrepresented populations (line 12)
- Equity and Inclusion Campus Climate Survey (line 14)
- Academic Programming for LatinX Community (line 15)
- Implement Master Facilities Plan (line 16)
- “Funding Your Future” Initiative (line 19)
- Student wellness program series (line 20)
- Internal talent development, technology, data analysis, and modernizing college policies,
procedures and processes. Tactics include:
- Faculty assessment culture survey (line 31)
- College infrastructure maintenance (line 3 & 32)
- Ensure credit to clock hour compliance (accreditation) (line 33)
- Employee on/off boarding (line 39)
- Recruitment – Understanding Aims (line 42)
- Develop evaluation and training for concurrent enrollment faculty (accreditation)
- Improve efficiency and effectiveness of IT infrastructure (line 47)
- Technology to enhance story- telling (line 50)
- Protection of sensitive data (line 52)
- Prepare for institutional assurance report to accreditation agency (HLC) (this is
due two years from now and NOT a strategic plan initiative)
- Begin new ERP implementation (this is a strong possibility for 2019-2020, will take
the College 3-4 years to complete line 48)
- Academic assessment and program development, college and community partnerships, and
work-based learning opportunities. Tactics include:
- Increase non-credit offerings (line 55)
- Re-envision emphases of satellite locations (line 56)
- Aims2UNC transition program (line 57)
- Relationships within service area (line 60)
- Increased visibility and relationship development within the Aims service area and