The 2008-2013 North Idaho College Strategic Plan includes 207 Action
Items. The progress of those Action Items is shown in the chart below. Additional information
can be found by clicking on the bar in the chart.
Progress Report: Action Items in progress
|
Theme |
Goal |
Objective |
Action Item |
Outcome |
Comments |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Continue existing and develop new
transfer opportunities with four-year
institutions that meet the needs of
students and employers |
Consider/initiate plans to offer a
course sequence leading to an Associates
Degree offered by NIC at the Coeur
d'Alene Tribal Educational Institute,
followed by a Bachelors Degree offered
by the UI at the same center. |
Initial discussions on course offerings,
and initial planning for a new facility
to house the Educational Institute to be
built by the Coeur d'Alene Tribe |
Although several classes are being
offered at the Coeur d'Alene Tribal
Institute, and options leading to
bachelor degrees are being developed,
the new facility for the institute is
currently on hold and Tribal leadership
is investigating funding for such a
facility. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Active engagement of advisory committees
with PTE programming. |
An active advisory committee for each
PTE program where each member of the
committee contributes to the committee
and the program. |
An examination of the PTE advisory
committees continues, with efforts to
assure that the committees have good
representation from business and
industry. Committees are changing to
better represent the program activities
(i.e. CAD is adding advisory committees
for the three aspects of their program). |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Add new non-credit career and related
courses based on community need and
consumer demand. |
Develop strategic partnerships with
third party vendors to offer new
in-demand courses that lead to
employment. |
Workforce Training staff are currently
developing non-credit programs in fire
science and emergency medical
technician. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Assure that all NIC instructional spaces
meet minimum technology standards. |
All NIC classrooms are equipped with
standard instructional technology. |
Stimulus funding allowed for several
classes to be equipped with the latest
instructional technology. Additional
funding in FY11 will help to equip up to
90% of NIC classrooms. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Determine the appropriate standardized
class size for each NIC course. |
Established criteria used to determine
the appropriate class size, based on
common practice pedagogy, for each NIC
course. |
Each semester a spreadsheet is prepared
to help the Office of Instruction
analyze room use and class sizes.
Progress still needs to be made in
determining the appropriate size of each
course. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Establish college-wide acceptance and
use of student-learning outcomes
assessment. |
Implement specific and measurable
student-learning assessment across
campus. |
Karen Ruppel continues her leadership of
the Student Learning Outcomes Assessment
Committee and several assessment
projects have been and are being
completed across campus. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Establish specific criteria for
evaluation of new PTE certificates and
degrees proposals. |
New specific criteria used to select new
PTE programs. |
Jerry Gee Consulting provided several
suggestions regarding implementation of
new PTE programs. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Facilitate the use of the learning
module system with every credit class
offered. |
Every class offered at NIC has a minimum
web-enhance capability. |
Faculty are being encouraged to
incorporate the NIC on-line module
(Angel) into their classes, but the
college has yet to mandate an Angel
connection to every class. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Find additional space for delivery of
enrollment rich PTE programs. |
Partnerships with outside agencies or
business which allow for NIC instruction
of enrollment rich PTE programs off
campus. |
The CITE program was able to double its
enrollment in the 2009-2010 academic
years. Steps are being taken to double
the enrollment capabilities in the HVAC
for FY11. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Expand program offerings, and accelerate
the implementation of new
professional-technical and workforce
training at NIC that meet the needs of
students, business, and industry. |
Pursue alternative funding sources for
development of new PTE and Workforce
Training courses. |
The ability to combine state funding
with outside resources to provide more
and expanded programming. |
NIC is part of a regional consortium
that received a grant to fund Health
Information Technology training
($625,000 over two years) |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Increase awareness of and access to
college education and workforce training
opportunities for ABE/GED students. |
Increase the number of ABE/GED students
who enroll in PTE programs. |
Market/promote the PTE programs at the
ABE/GED Center on a monthly basis |
Efforts continue on determining how many
of the ABE students have moved on to
NIC. Future plans call for the
implementation of the Washington I-Best
model. |
|
THEME I: PROGRAMS |
Goal 1: Improve and expand educational
opportunities, programs, and courses for
the student population and community. |
Increase awareness of and access to
college education and workforce training
opportunities for ABE/GED students. |
Increase the number of ABE/GED students
who enroll in Workforce Training courses |
Market/promote Workforce Training
opportunities at the ABE/GED Center on a
monthly basis |
Additional data is needed to determine
how many ABE students have moved on to
the Workforce Training Center. |
|
THEME I: PROGRAMS |
Goal 2: Expand and improve alternative
delivery of education. |
Expand course offerings at the NIC
Outreach Centers and other off-campus
sites. |
Continue discussions with the Silver
Valley Economic Development group
regarding offering Trade & Industry
programs in the Silver Valley. |
Develop a schedule for offering programs
in Kellogg and Wallace |
CNA was offered in the Silver Valley
Outreach Center. Due to the current
economic situation, there has been
little or no demand for trade and
industry related programs. |
|
THEME I: PROGRAMS |
Goal 4: Create program schedules that
maximize the use of available
facilities, and take advantage of new
and alternative facilities as
appropriate. |
Develop scheduling alternatives to
maximize room utilization. |
Appoint a task force to look at room
utilization based on instructor
needs/desires (such as room size and
technology requirements) for room
assignments. |
Make best use of our available classroom
space |
The latest efforts toward efficient
scheduling options have moved toward use
of a different product. |
|
THEME I: PROGRAMS |
Goal 4: Create program schedules that
maximize the use of available
facilities, and take advantage of new
and alternative facilities as
appropriate. |
Develop scheduling alternatives to
maximize room utilization. |
Establish an internal policy for the use
of shared resources between PTE and WFT
to include facilities, equipment, and
faculty. |
A policy for shared use of facilities,
equipment, and faculty that provides
equity for all parties. |
The college is investigating the
possibility of moving a credit based
program to the Post Falls facility.
Several non-credit offerings are being
done in the main campus buildings. |
|
THEME I: PROGRAMS |
Goal 4: Create program schedules that
maximize the use of available
facilities, and take advantage of new
and alternative facilities as
appropriate. |
Develop scheduling alternatives to
maximize room utilization. |
New classroom plan and organization in
Seiter Hall |
Successful redesign and remodel of Seiter
Hall to create more instructional space. |
The Seiter Hall remodel project is on-pace
to be completed prior to the start of the
Fall 2010 semester. |
|
THEME I: PROGRAMS |
Goal 4: Create program
schedules that maximize the
use of available facilities,
and take advantage of new
and alternative facilities
as appropriate. |
Explore facility use within
business and industry as
appropriate. |
Contract with interested
businesses to offer
training/courses at their
site. |
Offer off-site training |
Efforts to find additional
PTE training sites within
industry sites were not
successful, with the
exception of the partnership
between NIC nursing programs
and the Area Agency for
Aging which has facilitated
additional clinical site
expereiences |
|
THEME I: PROGRAMS |
Goal 4: Create program
schedules that maximize the
use of available facilities,
and take advantage of new
and alternative facilities
as appropriate. |
Explore off-campus sites
within the service area. |
Explore creation of a larger
Coeur d'Alene Tribal
Educational Institute in
Plummer as a site for
offering NIC and UI classes. |
Work with Tribe members and
UI staff to plan and design
a new facility to house the
Educational Institute and to
be built and financed by the
Tribe |
A tentative site has been
selected and a feasibility
and cost study are being
conducted. |
|
THEME II: STUDENT SUPPORT |
Goal 1: Improve student
access. |
Develop a system to assist
potential students with
financial planning for costs
associated with attending
NIC. |
Target students with
disabilities for receiving
better scholarship info |
Have system developed |
Information has been
collected to post to the CEA
Website, on the cdesktop in
the CEA Computer Lab and to
create literature to direct
students to various
resources both inside and
outside NIC. To be completed
by end of Spring 10 |
|
THEME II: STUDENT SUPPORT |
Goal 2: Implement
initiatives to increase
student success. |
Develop technology-based
student services. |
Assess if Children's Center
bills can be assessed to
Student Accounts |
Created system if possible |
In Progress |
|
THEME II: STUDENT SUPPORT |
Goal 2: Implement
initiatives to increase
student success. |
Develop technology-based
student services. |
Begin transcript tracking |
Developed System |
Tracking done internally.
Looking at options with
Clearinghouse vs. Datatel
for external student
tracking. |
|
THEME II: STUDENT SUPPORT |
Goal 2: Implement
initiatives to increase
student success. |
Develop technology-based
student services. |
Develop broader
closed-captioned library |
Developed library |
In Progress |
|
THEME II: STUDENT SUPPORT |
Goal 2: Implement
initiatives to increase
student success. |
Develop technology-based
student services. |
Develop curriculum to
enhance keyboard options for
students with disabilities |
Developed curriculum |
We have obtained curriculum
from faculty at Wayne State
College for Dragon Naturally
Speaking which includes
assessment tools. To be
adapted for use at NIC
(permission already recieved)
with the use of professional
training manuals for the
purpose of providing a
course substituion option.
Still in progress, requires
a cooperative agreement with
instruction |
|
THEME II: STUDENT SUPPORT |
Goal 2: Implement
initiatives to increase
student success. |
Develop technology-based
student services. |
Develop on-line admissions
application |
On-line application |
Completed |
|
THEME II: STUDENT SUPPORT |
Goal 3: Improve student
communications |
Increase Advisor-Student
interactions. |
Develop an advising syllabus
with learning outcomes. |
Available to all advisors |
Simplified advising
objectives (meaningful and
efficient student education
plans) were distributed to
advisors and included in
trainings for Fall ’09.
Identified learning outcomes
are still pending. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 1: Improve
organizational and
inter-departmental
communications. |
Create tools and
opportunities for
communication among
employees, students,
managers, and leaders. |
Conduct an employee opinion
survey as a follow up to the
2008 survey to evaluate
progress in key areas. |
Improved input from
employees regarding NIC, and
greater awareness of issues
affecting NIC; Assessment of
progress to improve
previously identified issues
and opportunities |
The President has placed a
greater focus on
implementing efforts to
address issues raised in the
2008 employee opinion survey
in order to enhance positive
nature of NIC
climate.OBJECTIVE: Enhance
connections with faculty and
staff informally and
formally.ACTIONS:1) Monthly
“Coffee with Priscilla.”2)
Monthly open forum.3)
Scheduled “walk around”
tours of departments.4) Meet
monthly with constituent
group leaders.5) Present
Sterling Silver Awards
(employee of the month).6)
Monthly column focused on
faculty and staff
contributions to community.
|
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 1: Improve
organizational and
inter-departmental
communications. |
Create tools and
opportunities for
communication among
employees, students,
managers, and leaders. |
Increase awareness of
employee access to "open
door" policy to managers and
leaders throughout the
organization. |
Improved input from
employees regarding NIC, and
greater access to managers
and leaders |
This is both in progress and
completed. The concept of an
open door policy regarding
managers and supervisors
requires much more than
hanging out a sign that says
(open door). It becomes more
of a statement and an
attitude among managers and
supervisors. This concept
has been integrated into the
extensive training provided
to managers and supervisors
throughout the year. Because
efforts have been made to
integrate an open door
policy among managers, it is
completed. However, this is
an ongoing effort that will
require considerable time to
change cultural elements.
|
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 2: Further develop
opportunities for
professional development. |
Create additional faculty
development programs and
opportunities. |
Develop faculty development
program to promote further
professional and academic
development of faculty. |
Enhanced opportunities for
ongoing faculty development
to enhance quality in
classroom |
Primary emphases were placed
on management and staff
development opportunities
over the past year. However,
in conjunction with the
professional development day
that is slated for fall
semester 2009, it is
anticipated that additional
faculty development
opportunities will present
themselves through the
course of this offering. The
school is in progress given
the coordination and
organization efforts
underway at this point to
develop the professional
development day. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 2: Further develop
opportunities for
professional development. |
Establish an internal
leadership institute
program. |
Develop curriculum for new
program to provide employees
with the opportunity to
prepare for future
leadership roles. Offer
program at least once during
FY09. |
Improved competencies of
supervisors, greater
consistency and compliance
in policy administration and
execution, improved employee
relations, greater
management effectiveness,
and reduced risk |
A formal leadership
Institute program has not
been established as of yet.
It is slated to be created
in the next fiscal year to
be offered to individuals
who are looking for
additional developmental
opportunities that will help
them to prepare for
leadership roles. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 2: Further develop
opportunities for
professional development. |
Implement executive
development program to
enhance the capability of
senior leaders. |
Develop format of executive
development strategies with
President and incorporate
into executive performance
expectations for coming
year. |
Improved competencies of
executives, and greater
ability to adapt and
innovate |
A formalized executive
development plan has not
been established as of yet.
This will most likely
stretch into the next fiscal
year as plans are developed
with the president to
establish an executive
development and leadership
program for members of
presidents cabinet. The
intent of this executive
development plan is to
provide greater development
to college leaders that will
trickle down in a manner
that will positively impact
performance and
effectiveness of the
college. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Create plan to address
employee turnover. |
Create succession plan for
key positions within
organization to identify
impact of loss, probability
of loss, and bench strength
for key positions. |
Planned control of
succession management |
The development of a
succession plan is tied into
the turnover analysis. This
project will stretch into
the coming fiscal year, but
will be started prior to the
end of FY09. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Create plan to address
employee turnover. |
Identify ongoing turnover
rates among employee groups
and identify potential
causes of turnover through
surveys, exit interviews,
and other analyses. |
Improved Retention |
The project of identifying
ongoing turnover rates and
related information is
slated to be completed by
the end of the spring
semester 2009. While it has
been observed that turnover
is slowing due to the
economic conditions, it is
still important to
understand the reasons for
turnover and how to identify
best strategies to keep our
best talent. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Create plan to address
employee turnover. |
Increase mentoring and
developmental opportunities
for internal candidates to
prepare for promotional
opportunities created by
turnover. |
Greater bench strength
established for all key
positions in current
incumbents and potential
successors |
This action item is still in
progress. Mentoring and
development opportunities
for internal candidates for
promotional opportunities
will be part of the
leadership development
strategies as previously
addressed. Additional
programmatic development of
mentoring and professional
development will be carried
through into the next fiscal
year. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Define and develop a
comprehensive hiring process
and provide training to all
hiring managers and
participants on effective
hiring strategies. |
Review and revise hiring
practices to ensure
compliance and ease of
hiring best candidates. |
Increased legal compliance
and quality of hire, reduced
turnover |
This is both completed and
in progress. Several steps
have been made in order to
improve the efficiency,
effectiveness, and
compliance of our hiring
processes to ensure not only
legal compliance, but also
to improve the quality of
individuals hired. Several
steps have been made
including analysis of hiring
process, evaluation of
candidate selection,
training of selection
committees, and the training
of managers and supervisors
as was other hiring
authorities through a group
class offered in the fall
semester of 2008. Ongoing
activities are developed
within HR to identify even
more comprehensive
approaches to improving the
efficiency and effectiveness
of the hiring process. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Develop a comprehensive
recruitment strategy to
attract highly qualified and
diverse candidates. |
Develop strategic
recruitment and hiring
strategy that incorporates
advertising, marketing and
other recruitment efforts to
attract high quality and
diverse candidates. |
Improved Recruitment |
This is an ongoing process
that involves the
development of hiring a
recruitment strategies that
cover multiple departments
and several functional areas
of the college. This is an
ongoing gradual process that
involves analysis of
advertising, marketing and
other efforts to attract and
retain quality and diverse
candidates. The job market
such as ours and in a time
where we have very little
hiring taking place, it
becomes challenging to
establish a strategic
approach wherein we are not
able to measure success. It
is anticipated that this
action and will carry
through into the next fiscal
year where we can more
strategically address the
hiring process. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Develop a comprehensive
recruitment strategy to
attract highly qualified and
diverse candidates. |
Implement an internal
branding campaign to focus
on positive elements of
working for NIC. |
Improved Recruitment &
Retention |
The human resources
department has begun to
create an internal branding
campaign by utilizing some
of the same methodologies as
the external branding
efforts. HR has incorporated
a higher level of
professionalism in the
announcements,
advertisements, and
informational pieces that
establish corporate and
concepts in the minds of
employees. This is to help
establish and maintain a
consistent and positive
image of the college. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Implement a comprehensive
orientation process to
improve integration and
retention of new employees. |
Develop new online and
multimedia tools to provide
better information,
orientation, and training to
potential and new employees
to enhance on-boarding
experience. |
Improved integration of new
employees; reduced turnover
of new hires |
During the current fiscal
year, extensive efforts have
been made to identify
strategies to improve the
orientation and on boarding
process for new hires.
Materials have been
developed, website pages
have been evolving, and
other strategies have been
established in order to
provide a robust and
comprehensive orientation
process for new hires as
they come on board with the
college. Because of the
extensive nature of the
changes, it is not clear
that this will be completed
prior to summer 2009.
However, it is anticipated
that a full, comprehensive
process will be available
prior to the new hires for
fall 2009. |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Implement a comprehensive
orientation process to
improve integration and
retention of new employees. |
Establish a passport tool
for new employees to ensure
effective orientation
through the first six months
of employment. |
Improved integration of new
employees; reduced turnover
of new hires |
The creation of a passport
tool for new employees as
part of the new orientation
and on boarding strategy.
The should be ready and
implemented prior to the new
hires in the fall 2009 |
|
THEME III: COLLEGE
COMMUNICATIONS AND CLIMATE |
Goal 3: Attract and retain
high quality employees. |
Improve upon total rewards
offered to employees. |
Review compensation
practices to identify
improvements in staff
compensation programs. |
Internal/External equity
components in plan; ensure
appropriateness of pay
structure |
The HR generalist (Karen
Hubbard) begin the process
of evaluating the
compensation practices for
staff programs to determine
a more effective approach.
This has included the
implementation of an
external salary survey and
market comparison. The first
part of the process
involving a market study
will be completed by the end
of the spring 2009 semester.
The second part of the
program will involve an
internal analysis through
job analyses and job
description revisions. This
will be followed by a
comprehensive job evaluation
process to establish
internal equity among staff
positions. The resulting
outcome will be the creation
of both internal and
external evaluation tools,
and a proposal for
adjustments/improvements to
the current compensation
structure and plans. While
several of the changes that
would be required from such
an implementation may have
budgetary impact based on
reclassification, the actual
implementation of those
changes would be pending
budgetary capability to
adopt the changes. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 1: Pursue expanded
funding opportunities
through NIC Foundation for
student success,
faculty-staff support,
facility development, and
program development. |
Develop and implement a more
comprehensive annual giving
campaign to expand resources
for priority needs. |
Continue to expand the
Annual Giving Campaign |
Successful fundraising and
strengthened relationships |
The Foundation and
Development Department staff
launched a new annual
campaign strategy in spring
2008, which continues to
gain momentum. Expanding
donations for the 'greatest
needs" of NIC continues to
be a challenge. Those funds
are the dollars that provide
the flexibiilty fo the
Foundation Board to target
unmet needs served through
the Foundation Grant
Program, directed program
support, and student
scholarships. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 1: Pursue expanded
funding opportunities
through NIC Foundation for
student success,
faculty-staff support,
facility development, and
program development. |
Develop and implement a more
comprehensive annual giving
campaign to expand resources
for priority needs. |
Continue to work closely
with the employee steering
committee to expand on the
tailored plan for NIC
designed to build awareness
and increase participation
in giving opportunities. |
Expanded culture of
philanthropy by NIC
employees. |
In spring 2009, the
Development Department staff
worked closely with an
employee steering committee
to implement a collaborative
plan tailored to NIC
employees to build awareness
and increase participation
in the giving opportunities
available. The first
employee giving campaign was
a great success with 40
percent participation. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 1: Pursue expanded
funding opportunities
through NIC Foundation for
student success,
faculty-staff support,
facility development, and
program development. |
Provide appropriate support
for future college expansion
and special initiatives. |
Pursue expanded funding for
priority needs. |
Successful fundraising and
strengthened relationships |
The Development Department
continues to work closely
with College leadership to
identify priority needs to
guide external private
fundraising and grant
requests. Expanded
communications with
departments and divisions
conitnues to take place to
further identify priority
needs and guide external
private fundraising and
grant requests. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 2: Pursue opportunities
for alternative funding
sources. |
Build partnerships and
collaborative relationships
with business and industry. |
The college will join
JobsPlus and the
Manufacturer's Consortium as
well as becoming more active
in the Coeur d'Alene Chamber
of Commerce. |
Membership in JobsPlus and
Manufacturer's Consortium |
Action Plan. NIC is a now a
major donor to Jobs Plus
with a permanent position on
the board for the president.
An at large board position
is also filled by NIC. The
college is a member of all
regional chambers of
commerce and the economic
development organizations in
all five north Idaho
counties as well as a member
of the Inland NW Partners.
NIC staff are active in
chamber activities,
including sitting on
executive committees of a
few, and with the Panhandle
Area Council. In addition,
Vice President Lee and WFTC
staff regularly meet with
employers to discuss
training needs and
partnership opportunities.
NIC is working to establish
a smooth understandable
process for determining
whether workforce
development and training
programs should be credit or
non-credit and to improve
our reporting to employers
on what North Idaho College
is doing to meet their
training needs. Developed
and won State Board of
Education approval of a new
Associate of Applied
Sciences degree with
multiple tracks designed to
meet the specific needs of
Coeur d’Alene Tribe
employers. This customized
degree can be adapted easily
to meet the needs of other
area employers as well. NIC
is deeply engaged in the
Kootenai Technical Education
Campus group, the coalition
of school districts, the
college and manufacturing
employers working to make
the professional technical
campus in Rathdrum a
reality. Working with the
north Idaho law enforcement
agencies, NIC earned
approval from the State
Peace Officer Standards
Training (POST) Board to
establish a POST Academy on
campus. The Academy began in
April, 2009 and the first
class graduated in July
2009. NIC continues to
partner with Kootenai
Medical Center and the rural
hospitals in north Idaho to
provide needed educational
programs as well as services
to the hospitals. Our
nursing faculty provide
additional services to the
hospitals and receive
additional compensation
which helps to make our
nursing salaries more
competitive with the market. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 2: Pursue opportunities
for alternative funding
sources. |
Expand total external
private and federal grant
applications for targeted
college priority needs. |
Increase campus involvement
in grants development. |
Greater number of NIC
administrators, faculty, and
staff taking a leadership
role in the grant-seeking
process |
This strategy continues to
includes presentations and
meetings with members of
Management Team,
Instruction, and Student
Service Divisions, academic
and administrative
departments, and individuals
regarding their funding
priorities and potential
grant sources. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 2: Pursue opportunities
for alternative funding
sources. |
Expand total external
private and federal grant
applications for targeted
college priority needs. |
Increase targeted requests
for grant sources such as:
Title III, Part
A-Strengthening
Institutions; TRIO (SSS,
EOC, Talent Search); NSF
Programs (ATE, CCLI, STEP,
S-STEM, etc.); other federal
and private grants. |
Enhanced fiscal resources
for programs and services |
A renewal grant application
has been submitted for the
U.S. Department of Education
to provide $235,000 annually
for five years for TRIO
Student Support Services.
The grants coordinator is
working with an internal
team to provide initial data
to the Title III consultants
for the upcoming U.S.
Department of Education
Title IIIA, Strengthening
Institutions grant, which
will focus on eLearning and
Outreach. Title III grants
average $365,000 annually
forthree years. Two NSF
grants submitted in 2009
(S-STEM for $600,000 and
STEP for$500,000) were not
funded. The grants
coordinator is working with
program managers to rewrite
the grants and resubmit
later this year. NIC is
collaborating with eight
community colleges in a
ten-state region for a two
year $625,000 (per year)
health information
technology training grant.
The grant is funded through
ARRA stimulus funding and is
administered by U.S.
Department of Health and
Human Services (HHS). NIC
will be the lead college in
Idaho for this grant and
will subcontract with ISU,
CSI and LCSC to provide a
certificate via on-site and
distance learning. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 2: Pursue opportunities
for alternative funding
sources. |
Seek federal and state
special appropriations for
suitable college priority
activities and programs. |
Actively seek federal
appropriation requests. |
Enhanced fiscal resources
for programs and services
and elevated awareness about
North Idaho College with
Idaho's federal delegation |
The FY 11 budget request has
been submitted to the State
Board of Education in
accordance with their
guidelines and is awaiting
legislative funding, and we
review federal grant
opporutnities as they arise.
Reports on the stimulus
funding are being
submitteted per directions
and our advocates in
Washington, D.C., K & L
Gates, routinely update us
about relevant programs for
our evaluation and
consideration. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 2: Pursue opportunities
for alternative funding
sources. |
Seek federal and state
special appropriations for
suitable college priority
activities and programs. |
As requests are prepared for
special or routine
appropriations, review each
with the President's Cabinet
and as appropriate with the
Board of Trustees. Prepare
priorities as appropriate. |
Review is performed |
A consultant is being used
in Washington DC to evaluate
possible Federal funding for
various projects already in
the works. |
|
THEME IV: FINANCE AND
FUNDING |
Goal 3: Align budget with
strategic plan. |
Document how the budget
addresses the priorities of
the strategic plan. |
In the preparation of the
budget for each upcoming
year, have each respective
Vice President document how
the budget is conforming to
the Strategic Plan in their
particular area. |
Document of conformation is
prepared |
In progress for FY 10 |
|
THEME IV: FINANCE AND
FUNDING |
Goal 3: Align budget with
strategic plan. |
Ensure that the strategic
plan is addressed in the
budget and at the Board of
Trustee's meetings. |
The President's Cabinet will
review the Strategic Plan
each year at the start,
middle, and end of the
budgeting process. Discuss
the completion of objectives
and changes to the plan as
necessary. |
Review of plan is made |
Underway for the FY 10
Budget process. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Develop strategies to
involve community members in
NIC activities and events. |
Continue current process of
promoting events and
activities. |
Promote NIC events and
activities |
A total of 312 news
releases, calendar
annoucements, and photo
opportunities were sent to
various regional and
national media outlets.
Posters, fliers, postcards,
newsletters, the readerboard,
and social media venues were
utilized. Social media
outlets include the NIC
Facebook Fan Page which has
1,927 fans, our Facebook
mascot page which has 1,124
friends and the NIC Twitter
account which has 494
followers. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Develop strategies to
involve community members in
NIC activities and events. |
Expand upon the "Be Our
Guest" program. |
Provide "Be Our Guest"
passes |
The "Be Our Guest" program
is designed to get community
members on campus and to our
athletic events. The passes
are good for a free
admission. Again this fall
semester, we handed out "Be
Our Guest" passes to our
Management Team group to
distribute in the community
for NIC athletic events. We
are also exploring other
ways to get more passes into
the hands of the public and
will expand distribution in
time for fall and winter
athletics. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Develop strategies to
involve community members in
NIC activities and events. |
Send annual events list and
season guest pass to
targeted populations. |
Targeted populations
receives passes to NIC
events. |
In October of 2009 a total
of 473 targeted individuals
were sent a fine arts
calendar, sports schedule,
and letter inviting them to
attend events on campus. The
targeted list included
Region 1 principals,
ahtletic directors,
counselors, gold card
holders, friends of NIC,
media representatives, and
senior organizations. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Promote the value of NIC and
the credentials and
expertise of the faculty to
the community. |
Develop NIC Speakers Bureau
and survey campus community
for willingness to serve and
topical subjects. Bureau
would be posted on NIC
website. |
Speakers Bureau established |
The website is not
functional yet. Once we have
the web capability to
support the program, we will
establish a list of college
speakers and create a
marketing strategy to
introduce it to our
communities. Our goal is to
have a program in place by
Fall 2010. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Promote the value of NIC and
the credentials and
expertise of the faculty to
the community. |
Obtain and utilize
testimonials from current
students, graduates, and
faculty in marketing
campaign and on the NIC
website to promote how NIC
has impacted them. |
Prospective students hear
from those impacted by NIC. |
Ongoing. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 1: Enhance community
perception of NIC among
targeted groups. |
Promote the value of NIC and
the credentials and
expertise of the faculty to
the community. |
Promote and publicize
community service projects
and activities involving
students, faculty, and
staff. |
More community involvement |
Ongoing. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Develop a comprehensive
branding and marketing plan. |
Incorporate and coordinate
NIC and IdahoGoes teams
marketing strategies and
resources to maximize
effectiveness and combined
purchasing power. |
Maximize effectiveness |
This has been an effective
strategy this year as many
of the marketing efforts of
NIC were coordinated with
the IdahoGoes team. On
several occassions IdahoGoes
was able to make advertising
buys to represent all of the
member schools. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Improve the marketing
strategies that facilitate a
potential student's interest
in professional-technical
programs. |
Continue supporting
Hardhats, Hammers and Hot
Dogs initiative, Fall NIC
Tech Tour, and Spring PTE
Extravaganza. |
Opportunity to advertise
these events to the public. |
Ongoing. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Improve the marketing
strategies that facilitate a
potential student's interest
in professional-technical
programs. |
Produce feature stories when
possible on news and
successes within PTWE
programs. |
Personal stories about PTWE
programs available to
promote programs. |
News releases and feature
stories about news and
highlights in the
profesional-technical and
workforce training
departments continue to be
produced. These programs
will be featured extensively
in our new Career Focus
Magazine that will be coming
out in June 2010. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Market four-year degree
opportunities that exist via
relationships with partner
institutions. |
Conduct a fall workshop for
identified NIC frontline
staff involving University
of Idaho and Lewis-Clark
State College officials to
familiarize NIC staff with
available programming in
North Idaho. |
Workshop conducted |
This workshop is slated for
Fall 2010. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Market four-year degree
opportunities that exist via
relationships with partner
institutions. |
Coordinate with partner
institutions on a
once-a-semester public
information event promoting
cooperative programs. |
Events scheduled and held |
In March 2010, North Idaho
College, University of
Idaho, Lewis-Clark State
College, Boise State
University and Idaho State
University participated in
an "Info Night" at NIC. This
event gave the
students/community the
opportunity to receive
information on all the
college’s opportunities
available in North Idaho. A
total of 149 individuals
attended the IdahoGoes
College Info Fair on March
3, 2009 at the NIC Student
Union Building. Participants
could attend virtually from
an NIC Outreach Center or
from home using WIMBA, or
could attend in person. The
event allowed individuals to
get information about the
five IdahoGoes colleges and
universities as well as
information about the
financial aid process.
|
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Market four-year degree
opportunities that exist via
relationships with partner
institutions. |
Coordinate with partner
institutions on a
one-a-semester public
information event promoting
cooperative programs. |
More information to the
public about schools. |
IdahoGoes planned and hosted
the College Info Fair In
March 2010. The plan is for
this to become an annual
event. |
|
THEME V: COLLEGE IMAGE AND
RELATIONS |
Goal 2: Promote awareness
and recruitment through a
strong marketing campaign. |
Market four-year degree
opportunities that exist via
relationships with partner
institutions. |
Marketing representatives
from partner schools' North
Idaho branches will meet
periodically to coordinate
strategies for marketing
purposes. |
Collaborate marketing
strategies. |
The group adopted a mission,
vision, and marketing
strategies last fall and
continues to meet on a
regular basis. The group
attended a total of 49
events from July 2009 to
April 1, 2010. Marketing
strategies included targeted
buys such as 2 North Idaho
billboards, radio ads,
chamber directory ads, and
numerous print ads.
|
|
THEME VI: DIVERSITY & HUMAN
RIGHTS |
Goal 1: Promote diversity
and human rights, including
respect for all elements of
the college. |
Develop a comprehensive
employee diversity
initiative focused on
improving awareness and
inclusion throughout the
campus. |
Develop hiring practices and
strategies that attract
applicants who reflect
global diversity. |
Increased awareness and
inclusion among employees
and managers, and increased
access to diverse candidates
for improved hiring
effectiveness |
While promoting diversity is
a priority for the college,
steps have not been
formalized in order to
create a greater attraction
of applicants reflect global
diversity. It appears that
through the implementation
of the applicant tracking
system which provides the
opportunity to apply online,
the numbers of applicants
from nontraditional
backgrounds have increased. |
|
THEME VI: DIVERSITY & HUMAN
RIGHTS |
Goal 1: Promote diversity
and human rights, including
respect for all elements of
the college. |
Develop a comprehensive
employee diversity
initiative focused on
improving awareness and
inclusion throughout the
campus. |
Incorporate diversity
awareness, inclusion and
education in formal training
provided to employees. |
Increased awareness and
inclusion among employees
and managers, and increased
legal compliance regarding
areas of diversity and
protected classes |
The most immediate efforts
in incorporating diversity
awareness, inclusion and
education informal training
provided to employees is
through the
sexual-harassment and
diversity awareness training
that will be provided at the
end of March 2009. This
training will be in the form
of a DVD for employees to
watch as well as a booklet
for them to read. |
|
THEME VI: DIVERSITY & HUMAN
RIGHTS |
Goal 1: Promote diversity
and human rights, including
respect for all elements of
the college. |
Develop a comprehensive
employee diversity
initiative focused on
improving awareness and
inclusion throughout the
campus. |
Update the college
Affirmative Action Plan /
Program to ensure legal
compliance. |
Up-to-date Affirmative
Action Plan compliant with
OFCCP standards and
state/federal regulations |
The consideration as to
whether the college falls
under an official
Affirmative action Program
is yet to be determined. If
it is found that the college
is required to follow
through on its affirmative
action plan, updates will be
made by the end of the
current fiscal year.
However, it is found not to
be required, a formal
affirmative action plan will
not be updated. Instead,
efforts will be made to
enhance the position of
equal opportunity employment
within the college. |
|
THEME VI: DIVERSITY & HUMAN
RIGHTS |
Goal 1: Promote diversity
and human rights, including
respect for all elements of
the college. |
Explore international
educational opportunities
for students, faculty and
staff. |
Develop Study Abroad
resources |
Designated person and
resources for study abroad
info |
Connections made with UI
program; Jay and Eric
researching a NW consortium
to faciliatet this. |
|
THEME VI: DIVERSITY & HUMAN
RIGHTS |
Goal 1: Promote diversity and human
rights, including respect for all
elements of the college. |
Explore international educational
opportunities for students, faculty and
staff. |
Explore opportunities for faculty. |
Catalog of opportunities for faculty
exchange |
The VPI and VPSS recently began meeting
with Spokane Community College staff
responsible for programs involving
international students and study abroad.
|
|
THEME VI: DIVERSITY & HUMAN RIGHTS |
Goal 1: Promote diversity and human
rights, including respect for all
elements of the college. |
Promote cross-cultural understanding,
diversity, and human rights in the
curriculum. |
Identify themes that classes /
curriculum should incorporate. |
Collection of appropriate and available
diversity and human rights competencies |
The Vice President for Instruction has
met with the Diversity and Human Rights
Committee and efforts to identify and
promote international education
opportunities continue. A spreadsheet
inventory of NIC courses has been
created which identifies the general
abilities covered by each class. |
|
THEME VI: DIVERSITY & HUMAN RIGHTS |
Goal 1: Promote diversity and human
rights, including respect for all
elements of the college. |
Reflect NIC's commitment to diversity
and human rights in extra-curricular
activities and events. |
Develop multi-cultural community guide |
Developed guide |
Completed, but focus changed to
faculty/staff. Several new phases now
being implemented. |
|
THEME VII: PHYSICAL RESOURCES |
Goal 2: Advance the campus
infrastructure with regards to
technology and safety. |
Assess campus safety practices and
implement necessary improvements. |
Improve network security via
collaboration and best practice
adoption. |
Enhanced security of records and other
official information. |
|
|
THEME VII: PHYSICAL RESOURCES |
Goal 2: Advance the campus
infrastructure with regards to
technology and safety. |
Assess campus safety practices and
implement necessary improvements. |
Improve network security. |
Improved network and systems security
via consultation, best practice
adoption, software acquisition and
standards creation. |
The IDS/IPS budgeted for the FY09 year
will not be acquired due to budget
holdbacks to the State of Idaho. No work
on the purchase has been done. The
security improvements to the college’s
central router did take place in October
2008. This will improve reliability and
features. IT Project FY09-14 is on hold
and will be re-established when funding
permits. Federal stimulus funding may be
used for this critical need in FY2011. |
|
THEME VII: PHYSICAL RESOURCES |
Goal 2: Advance the campus
infrastructure with regards to
technology and safety. |
Enhance online student support and
education services. |
Bring all qualifying NIC classrooms to
the minimum information technology
standard using ARRA stimulus funding. |
Improved instructional delivery to 45
classrooms. |
The project will continue to all rooms
listed as needing standardization and
rooms at WFT in Post Falls in FY2011.
Final project completion is now
envisioned for June 2011. |
|
THEME VII: PHYSICAL RESOURCES |
Goal 2: Advance the campus
infrastructure with regards to
technology and safety. |
Enhance online student support and
education services. |
Develop a plan for equipment
replacement. |
Develop plan addressing equipment
replacement in classrooms with faculty
input and institutional funding. |
The Information Technology Policy and
Planning Council has been reformed and
is working under an updated charge.
Faculty and staff have been
participating. Models for computer lab
equipment replacement are under review.
The classroom technology assessment
model operated by the ITS team has
guided FY09 investments of $ 89,250 to
bring nine (9) classrooms to the
presentation or IVC standard. This will
continue with federal stimulus funding
in FY2010.Replacement equipment funding
schedules will be available for the
FY2011 budget process and will include
the standardized equipment purchases. |
