“Developing articulate, responsible, critical, creative thinkers and contributors to the community is what ARCC is all about,” says Johns. “‘Designs for Distinction’ continues to be our map.”

In his presentation to faculty, Johns reviewed each of the six strategic plan objectives, reminding them that they were developed in a year-long series of information-gathering and analysis meetings with hundreds of campus and community members. The resulting plan represents a synthesis of how all the college’s constituencies believe the college can best address the needs of the students it serves.

The strategic objectives can be summarized as follows:

I. Excel in teaching and learning
II. Excel in student development & support services
III. Be the college of choice for faculty and staff
IV. Become a higher education portal
V. Enhance existing career and transfer programs and establish new programs
VI. Strengthen institutional advancement

Johns cited steps that have been taken towards each objective in the past year. Here are some of the most significant initiatives begun or advanced in the past year:

• ARCC has expanded students’ access to four-year and graduate degrees by bringing programs from other institutions to ARCC’s campuses. Fall semester course options will include partnerships with St. Cloud State University and Metropolitan State University to offer:
  • Graduate-level courses in Teacher Education
  • B.S. degree program in Elementary Education (North Branch, Minn. location)
  • B.S. degree courses in Special Education
  • B.S. degree program in Business Administration
  • B.A. degree program in Elective Studies
  • Accelerated Bachelor of Science in Nursing
  • B.A. degree courses in Community Development, Gerontology, Public Administration
  • Graduate-level courses and certificate program in Informational Media.
• Ongoing academic program development includes initiatives to develop a B.S. in Environmental Science with a Fall 2006 launch date; to establish online delivery of the complete Associate of Arts (A.A.) degree; and to explore through market research the viability of developing an A.A. degree cohort for working adults.
• A college-wide self-study was begun to establish benchmarks on how well the college meets its mission. This effort allows the college to prepare for the next Higher Learning Commission (HLC) accreditation review, scheduled for Fall 2006.
• A college-wide initiative has examined the risks and rewards of changing the college’s name from the perspective of key internal and external constituencies. After reviewing the research results, the college has decided to pursue selection of a new name that more effectively represents the college’s constituencies and future endeavors. The name-change effort will continue in a phased approach, with a launch of the new name targeted for Spring 2007.

Additional initiatives in the past year that meet ARCC’s strategic objectives are:

Teaching and learning

• The Student Learning Assessment Plan was updated, and internal assessment reviews for five academic programs were completed. In addition goals for student learning were established for four college programs.
• The online A.S. degree in business received HLC accreditation, and an online course option was developed for four additional humanities courses.

Student Development & Support Services

• The latest registration figures show that student head-count remains almost steady compared to last year.
• Online services now include a pilot online orientation and an electronic reserves function for the library. Funding has been established to provide online automated responses to students’ most frequently asked questions.
• The college’s e-mail system has been expanded so that every student now has a college-assigned e-mail address.
• The initial development phase of an enrollment management plan has been completed, and a student services plan is being drafted.

College of Choice for Faculty and Staff

• The Cambridge Campus broke ground for its $10.4 million addition to the Campus Center.
• New staff positions have been created in several administrative departments and new faculty positions have been added to four academic departments.
• Extensive faculty and staff training has been conducted to establish more effective and efficient student assessment methods and in the areas of contract development and staff supervision.
• In development are a summer fellowship program for faculty, a redesign of the staff development program, and a new credit union benefit for all college employees.
• A survey tool is being created to help more clearly determine the needs, wants and desires of college employees.
• Facility improvements in Cambridge include the remodeling of the Campus Student Services area. Additions in Coon Rapids include a new entrance to the Performing Arts Center and a new college-vehicle garage, the expansion of the Training and Development Center parking lot, and a parking lot surveillance and lighting improvement program. In addition, efforts are underway to expand the visitor parking lot on the Coon Rapids Campus.

Higher Education Portal

• The college has expanded its initiatives to create a higher education portal, a concept that is designed to improve access to higher education for place-bound learners. The long-term goal is to establish a seamless system for students, so they can register, attend classes, and receive support services all on one campus, no matter which degree-granting institutions are involved. Currently, ARCC has developed inter-campus partnerships with St. Cloud State University and Metropolitan State University.

Establishment and Enhancement of Programs

• A new Student Services Plan and an updated Academic Master Plan are near completion.
• Five new academic programs have received approval from the Minnesota State Colleges and Universities (MnSCU) System
• Three new agreements with outside colleges have been formed to enable smooth transfers of students to four-year programs, and two more agreements are in active development.
• Small Business Development Centers have been established on both campuses.
• The Midwest Preservation Institute has been established within the Continuing Education and Customized Training division on the Coon Rapids Campus.

Strengthening of Institutional Advancement

• A National Science Foundation grant totaling $384,000 was awarded to help encourage more women and minorities to study computer science, engineering, and math.
• The Continuing Education and Customized Training division received more than $1.3 million in Minnesota Job Skills Partnership Grants to conduct training with six area business partners.
• An alumni survey program was conducted in preparation for the establishment of and alumni relations office.
• The college’s two campus foundations last year raised more than $332,600 for scholarships, faculty and department grants and equipment funds.
• The Marketing and Public Relations office has increased its media relations programs, created a seven-minute recruitment video and launched an image-building advertising campaign to build awareness among external constituencies.

To view the full “Designs for Distinctions” strategic plan, visit the college’s Web site at www.anokaramsey.edu/strategic_planning/.