2012 - 2016
DELAWARE Technical Community COLLEGE
MISSION STATEMENT
Delaware Technical Community College is a statewide multi-campus community
college committed to providing open admission, post-secondary education
at the associate degree level. The College offers comprehensive educational
opportunities that support economic development and are relevant and
responsive to the needs of the community including career, general,
developmental, and transfer education; workforce training; professional
development; and lifelong learning. The College believes in the practical value of
higher education as a means of economic and personal advancement. The College
respects its students as individuals and as members of diverse groups and is
committed to fostering student success. (Effective date: July 1, 2009)
College
Strategic
MISSION GOALS
1.Academic programs will prepare students for successful employment upon
completion and/or transfer to a senior institution.
2. Developmental education will prepare students in mathematics, reading,
and writing to be successful in entry-level College courses and workforce
training.
3. Workforce training and professional development programs will prepare
and support a competitive workforce.
Directions
4. Personal enrichment programs will provide lifelong learning opportunities
for the community.
5. Programs, activities, and services will create a welcoming and inclusive
environment that promotes respect for diverse cultures, backgrounds, and
points of view.
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6. The College will provide an environment that cultivates student learning
and success.
7. Public and private resources will be sought, obtained, and utilized to
advance the College Mission and Goals.
Delaware Technical Community College
www.dtcc.edu
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D e l a w a r e T e c h n i c a l C o mm u n i t y C o l l e g e
Delaware Technical Community College
VISION STATEMENT
2010-2014
STRATEGIC DIRECTIONS
Strategic Directions respond to trends in the external environment that will
impact accomplishment of the College mission and vision. The Strategic
Directions position the College to successfully address opportunities and
obstacles presented by external trends. The Strategic Directions serve as the
foundation for developing strategic goals in the College and Campus Plans.
Delaware Technical Community College will be:
An institution focused on educational excellence by engaging students
through multiple strategies to attain their educational goals.
An institution dedicated to the design, development, and delivery of
technology enabled learning experiences that promote student satisfaction
and success.
Strategic Directions Development Process
In spring 2009, the College updated the Mission Statement and Goals. The
College’s Vision Statement was created in spring 2010 to provide focus for College
programs and services. In fall 2010, the College embarked on a new strategic
planning process to identify directions the College should take over the next five
years to accomplish its mission and the vision to which it aspires.*
An organization in which communication and work are infused with
technology that maximizes results, convenience and service satisfaction.
An institution recognized as an educational leader in fields that contribute
to the economic success of the State and the well-being of Delawareans,
including the environment and energy use.
Strategic Directions were developed through the following process:
An organization that facilitates access to financial resources for students,
readily adapts to changing financial climates, and continuously focuses on the
most efficient and effective use of resources.
• The Board of Trustees and President’s Council participated in a strategic
planning workshop to provide direction for an external environmental scan
An institution recognized for its value and excellence through enhanced
support from community partners and donors.
• The Strategic Directions Development Committee, comprised of College
Planning Council members and representatives from divisions and
campuses collegewide, conducted an external environmental scan to
identify events or changes in the environment and related trends
• Strategic Directions Development Committee members identified
overarching trends resulting from the environmental scan
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•
Strategic Directions Development Committee members discussed
opportunities and threats presented by the overarching trends and
analyzed the College’s strengths and weaknesses for seizing the
opportunities and responding to the threats
•
Overarching trends and Strategic Directions were widely distributed
throughout the College, and faculty, staff, and administrators were given
the opportunity to provide feedback through the College’s portal and
Campus Planning Council meetings
•
President’s Council approved the Strategic Directions on March 8, 2011
*
The 2006-2010 College Strategic Directions were extended for use through June 30, 2011
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College Strategic Directions
2012 - 2016
SUMMARY OF TRENDS
Trend Area: Limited Resources/Increased Demand
Strengthen services, programs and procedures to demonstrate a strong
student-centered focus and to foster student success and degree completion
Economic conditions and outside influences both in the nation and the state will
continue to impact community college resources and the student population:
• Higher education institutions will be increasingly required to seek creative
solutions that improve efficiency of operations and reduce energy
consumption
Expand and leverage financial, operational and partnership resources to
improve efficiency and meet increased demand
•
Decreased funding in many states will require higher education institutions
to generate additional revenue from other sources such as private fund
drives, grants and partnerships
•
Promote transparency and awareness of institutional outcomes to
demonstrate commitment to continual improvement
Increased demand for financial aid and services will further challenge
colleges’ reduced budgets
•
Enhance communication strategies with all stakeholders to increase their
engagement and promote the College’s value
Community college enrollments will continue to grow as a result of
enrollment caps at four-year colleges and unemployed workers seeking
retraining
•
Collaboration and agreements with four-year institutions will be more
critical as students choose to begin their post-secondary education at
lower-cost community colleges before completing their bachelor’s degree
Provide innovative leadership and programming that fuels economic
development initiatives for the State and prepares competitive graduates for
Delaware’s business and industry
Augment institutional structures and systems to attract and retain qualified
employees and optimize their talents and contributions
Overarching Trend: Surging enrollment growth at community colleges,
paired with fiscal strain, will require institutions to prioritize resources,
leverage new resources and seek new partnerships to improve efficiencies.
Integrate principles of sustainability in College operations and instructional
programs
Trends
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Trend Area: Workforce Needs
Trend Area: Technology Advancements
Global competition and an increased national and state focus on health, energy
and security will impact community colleges:
Rapid development of technology, its integration into all facets of life and the
development of new functionality will strengthen and continue:
• Growth in the use of mobile devices and applications will drive new
services, user demands and expectations in higher education
• Workers will require higher level math and science skills, more creative
thinking and greater ability to communicate and collaborate to help
companies compete in the global economy
•
Focus on renewable energies and energy efficiency that reduces carbon
emissions will drive sustainable energy programs that prepare workers
for new jobs in solar and wind technologies, electrical grid systems, mass
transit and the retrofitting of buildings
•
State policy is fueling the need in Delaware for individuals trained to work
in a new green economy
•
Delaware acute care hospital and health care system projections for 7,900
nurses and allied health professionals from 2009 to 2014 will require
expansion of nursing educational facilities and healthcare programs to
meet this increased demand
•
The fields of healthcare (EMR, Patient Safety initiatives) and energy
(smartgrids) will require increased informational technology skills
•
Healthcare Information Technology will continue to experience growth due
to innovations, government spending and healthcare demands
•
Demand for professionals with Information Assurance (cyber security) skills
will grow in government, higher education and business in order to secure
network infrastructures and protect personal information
Overarching Trend: A growing and changing healthcare industry,
emerging workforce needs in energy and cybersecurity and a demand
for workers with stronger science, math, communication and IT skills will
require a proactive approach to program expansion and development
and an emphasis on producing competitive graduates across all
programs.
•
Social media will help drive student and institutional engagement, provide
critical communication pathways and support academic collaboration
•
Student and employee demands for 24/7 access to instructional and
operational systems will increase
•
Mandates to create and archive records electronically in government,
healthcare and education will increase the need to integrate document
management, IT and cybersecurity skills into related academic programs
and internal processes
•
The transition to desktop virtualization will reduce operational costs,
provide global access and promote flexibility by shifting computer
resources from desktops and institutional servers to “cloud technology”
•
Growing demand for online courses will require a comprehensive web
learning environment, as well as employee and student training to support
instructional delivery and student success
Overarching Trend: The use and growing dependence on mobile devices, the
increasing availability of high speed access to web based systems and the
innovative utilization of web based applications will require that institutions
remain abreast of technology advancements to be competitive, meet the
expectations of students and employees and maintain organizational
strength.
Trends
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Trend Area: Changing Population
Trend Area: Increased Accountability
Employee and college student expectations will be heightened as the result of
changing population and workforce demographics:
National demand for transparent, documentable evidence in accountability and
quality improvement will grow in complexity and extent:
• The critical role of community colleges to provide job training and
contribute to national college completion goals will heighten stakeholders’
awareness and expectations of these institutions
•
Increased emphasis on college and university accountability will require
more outcomes assessment, benchmarking and institutional research
•
• Increased life expectancy, an aging population, retirement of baby
boomers, changes in the ethnic make-up, and generational diversity will
greatly influence the workforce and influence policies and practices in an
ever-changing economy
•
Pressure on higher education accreditors will increase as federal and state
regulators seek common, national standards for student learning outcomes
and institutional effectiveness
Economic shifts will cause baby boomers to work beyond retirement age,
increasing the range of generations in the workforce and the need to
retrain existing workers
•
•
Focus on student retention and graduation rates as a primary
accountability measure will grow
The number of new workers (19-year olds) entering the labor force will
decline by more than 40,000 per year through 2020
•
•
The significant amount of federal, local and state dollars spent on higher
education, paired with the current depressed economy, will heighten
the need for stakeholders to evaluate institutional effectiveness and link
performance outcomes to funding
The aging population, combined with the small population size of Gen X
and Gen Y individuals entering the workforce, will create a labor shortage
and increase competition for talent
•
Increased financial transparency will be required as community colleges
are subject to greater scrutiny
The Post 9/11 GI Bill, increase in the Latino population and the depressed
economy will result in an increasingly diverse student population seeking
a wide range of services and learning options
•
More individuals of all ages will use Facebook and other social networking
sites as their primary method of communicating instead of email, instant
messages and discussion groups
•
Demographic changes in the workforce will require employers to
adjust policies and practices to the values of diverse generations and
acknowledge such things as social and moral values and work-life balance
to retain a qualified workforce
•
Overarching Trend: Expectations for transparent and widely disseminated
communication of institutional effectiveness and outcomes, especially in the
area of completion rates, will grow and influence fiscal and policy decisions.
Overarching Trend: Stakeholders’ heightened awareness and greater
expectations for proof of value will necessitate more institutional time and
resources to execute accountability that results in continual improvement.
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Office of the President
Trend Areas in Relation to Strategic Directions
PO Box 897
Dover, Delaware 19903
302-739-3737
Strengthen services, programs and procedures to
demonstrate a strong student-centered focus and to
foster student success and degree completion
Expand and leverage financial, operational and
partnership resources to improve efficiency and meet
increased demand
Provide innovative leadership and programming that
fuels economic development initiatives for the State and
prepares competitive graduates for Delaware’s business
and industry
X
X
X
X
X
PO Box 610
Georgetown, DE 19947
302-856-5400
Stanton Campus
400 Stanton-Christiana Road
Newark, DE 19713
302-454-3900
X
Terry Campus
100 Campus Drive
Dover, DE 19904
302-857-1000
X
Wilmington Campus
333 Shipley Street
Wilmington, DE 19801
302-571-5300
X
Promote transparency and awareness of institutional
outcomes to demonstrate commitment to continual
improvement
X
Enhance communication strategies with all stakeholders
to increase their engagement and promote the college’s
value
X
Augment institutional structures and systems to attract
and retain qualified employees and optimize their
talents and contributions
X
Integrate principles of sustainability in college
operations and instructional programs
Owens Campus
Increased Accountability
Technology Advancements
Limited Resources/
Increased Demand
Workforce Needs
Strategic Directions
Changing Population
Trend Areas
X
X
X
X
X
X
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