2022-2025 Strategic Plan

The ASCTE Strategic Plan 2022-2025 "A National Model of Excellence, Innovation, and Learning"

Dear Sentinel Community, I am pleased to present a strategic plan that develops and advances the mission and vision of The Alabama School of Cyber Technology and Engineering (ASCTE). As the nation's first high school focused on integrating cyber into the engineering lifecycle, the potential to strengthen our position as a national model for others to emulate is prevalent--and all too important.

In reading this strategic plan, it is essential to recognize and thank the incredible outpouring of support from our colleagues at the State level and from across the different industry sectors.

This cooperation is what makes us distinctive and exceptional. We are a product of collaboration, innovation, and significant investments recognizing the critical need for our school, for our students, and the talent they bring.

I would also like to extend our sincerest appreciation to Oakwood University for opening their campus to our program during the construction of the ASCTE permanent campus. Over the past two years, we have grown in such a meaningful way--and we have been able to do that because of our temporary home at Oakwood.

What you read today is a result of intentional conversations, discussions, collaborations, feedback, and reflection. Over the past two years, we have surveyed parents, students, staff, and stakeholders to gain valuable insights to develop a comprehensive plan that advances ASCTE meaningfully and with intention. Our values, mission, and vision are reflected throughout and are foundational elements upon which our plan is built.

As we enter our third academic year and fully move onto our permanent campus, we are keenly aware of ASCTE's potential. This strategic plan will ensure our approach is focused and maintain a course for continuous improvement and review.

Our mission statement is clear. We believe that ALL students can achieve high levels of learning, and it is our goal to ensure that happens. To be a Sentinel is to chase excellence, think critically, solve problems, and embrace innovation. It is my hope that when our students finish their college careers, they are prepared, in theory and practice, to be the solutions we so desperately need to ensure a prosperous tomorrow. That is our charge. That is our purpose. And though the task may be large, together, we can do anything.

Onwards Sentinels!

Matt Massey

1

ASCTE Strategic Plan Leadership Strategic Plan Steering Committee Mr. Matt Massey, President, ASCTE Dr. Rosemary Hodges, Dean of Teacher & Student Learning, ASCTE Dr. Jim Purcell, Executive Director, Alabama Commission of Higher Education Dr. Nicholas Bolden, Alabama Commission of Higher Education

Strategic Plan Contributors Priscilla Krause, Chief of Staff Andrew Smith, Chief Financial Officer Michelle Stovall-Whitlow, Dean of Students Aaron Brazelton, Director of Admissions & Advancement

2022-2023 School Board of Trustees Senator Arthur Orr Board Chair Alicia Ryan Vice-Chair Miranda Frost Secretary Brandon Shoupe Treasurer Major General (Ret) Barbara Fast Dr. Jeff Gray Lori Eastman Scott Moore Dr. Charlotte Morris Dr. Daniel Wims Representative Anthony Daniels Frank Cilluffo Dr. Viola Acoff Dr Tommy Morris Boone Kinard Angela Martin Patrick Hilgendorf Dr. Mohammed Qazi Jo Bonner

2

MISSION To ensure that all students achieve high levels of learning to be successful in implementing cyber protections into the engineering lifecycle.

VISION ASCTE envisions a team with common goals and mutual accountability for student achievement that will become a national model in collaboration with governmental agencies, industry, and higher education specializing in cyber and engineering.

3

Strategic Initiatives Student Success: ASCTE climate and culture are integral in fostering an environment where students can thrive and grow as competent leaders prepared for the diverse challenges of the workforce. As such, ASCTE will promote a climate for student success by building a student-centered environment that supports academic achievement and overall well-being.

Faculty Development & Success: In order to be a national model of excellence in education, ASCTE Faculty will consistently engage in professional development opportunities that enhance their ability to deliver quality instruction and bring notable accolades to the institution. ASCTE will support and recognize faculty development, collaboration, inclusion, and success while providing opportunities for resources to develop leadership skills that support their current and future roles.

Partnerships and Outreach: ASCTE Partners in Education allow for relevant curricula enhancement and field experience opportunities to integrate into the student experience--serving as a fundamental pillar of the ASCTE Mission & Vision. ASCTE will build symbiotic partnerships that support local communities across Alabama.

Institutional Effectiveness: ASCTE will be a leader in instructional excellence in Cyber Technology and Engineering by developing and implementing formal systems to assess and enhance programs. The institution will strategically grow with intentionality aligned with resources available to the institution reinforcing its position as a national model. As reflective practitioners, it’s imperative that we assess the effectiveness of our approach and programs to safeguard fiscal and pedagogical responsibilities.

4

Student Success

"Climate and Culture are integral in fostering an environment where students can thrive academically and grow as competent leaders prepared for the diverse challenges of the workforce."

5

Student Success: ASCTE climate and culture are integral in fostering an environment where students can thrive and grow as competent leaders prepared for the diverse challenges of the workforce.

As such, ASCTE will promote a climate for student success by building a studentcentered environment that supports academic achievement and overall well-being. ccess by building a student-centered environment that supports academic achievement and overall well-being.

1.1: Develop and implement a comprehensive post-secondary advising plan.

1.2: Create and implement a First-Year Learning Experience program.

1.3: Establish student learning communities.

1.4: Enable experiences that allow students to develop soft skills that meet the expectations in and beyond the workplace.

1.5: Provide modern instructional technology and tools for cyber technology and engineering teaching and learning.

1.6: Develop and implement a comprehensive cyber technology and engineering curriculum and instruction plan.

1.7: Establish advisory groups from industry, colleges, and universities.

1.8: Develop and promote a campus safety plan to ensure the welfare of the school community.

1.9: Establish a residential program that supports retention and student success 1.10: Establish a well-rounded student life experience through a variety of extracurricular activities, clubs, and sports.

6

Faculty Development & Success

"Establishing and supporting faculty is critical in achieving high levels of learning and ensuring students are prepared with the tools necessary to drive needed innovation."

7

Faculty Development: Success & Leadership In order to be a national model of excellence in education, ASCTE Faculty will consistently engage in professional development opportunities that enhance their ability to deliver quality instruction and bring notable accolades to the institution.

As such, ASCTE will support and recognize faculty development, collaboration, inclusion, and success while providing opportunities for resources to develop leadership skills that support their current and future roles.

2.1: Develop and implement an instructional program that focuses on high levels of learning.

2.2: Support faculty development opportunities that focus on real-world problems and instructional best practices for cyber technology and engineering.

2.3: Leverage the subject matter expertise of ASCTE’s faculty on a national & international level.

2.4: Educate the campus community to ensure an understanding of the servant leadership philosophy.

2.5: Facilitate faculty growth in professional leadership opportunities impacting institutional decision-making.

2.6: Recruit and support a diverse faculty and staff

8

Partnerships and Outreach

"ASCTE Partners in Education allow for relevant curricula enhancement and field experience opportunities to integrate into the student experience--serving as a fundamental pillar of the ASCTE Mission & Vision."

9

Partnerships & Outreach ASCTE Partners in Education allow for relevant curricula enhancement and field experience opportunities to integrate into the student experience-serving as a fundamental pillar of the ASCTE Mission & Vision.

ASCTE will build symbiotic partnerships that support local communities across Alabama.

3.1: Assist teachers, administrators, and superintendents across the state in replicating cyber technology and engineering studies in their own schools.

3.2: Inform external constituents about school engagements, achievements, and economic impact.

3.3: Co-host educational experiences so that students from across the state can benefit from the ASCTE experience 3.4: Collaborate with statewide partners to give ASCTE graduates opportunities to attend Alabama higher education institutions.

3.5: Participate in community outreach efforts in coordination with ASCTE partners.

3.6: Develop collaborative relationships with stakeholders, which include parents, students, community members, and partners in education.

3.7: Collaborate with civic initiatives to increase student engagement and interaction within the community.

10

Institutional Effectiveness

"As reflective practitioners, it's imperative that we assess the effectiveness of our approach and programs to safeguard fiscal and pedagogical responsibilities."

11

Institutional Effectiveness: ASCTE will be a leader in instructional excellence in Cyber Technology and Engineering by developing and implementing formal systems to assess and enhance programs. The institution will strategically grow with intentionality aligned with resources available to the institution reinforcing its position as a national model.

As reflective practitioners, it’s imperative that we assess the effectiveness of our approach and programs to safeguard fiscal and pedagogical responsibilities.

4.1: Evaluate instructional practices and student learning to keep courses relevant and impactful.

4.2: Conduct stakeholder satisfaction assessments and revise activities in response to substandard results.

4.3: Create a multi-year fiscal operations plan for allocated resources to maximize growth and facility use.

4.4: Sustain financial viability through establishing efficiencies in purchasing and parsimony in expenditures.

4.5: Ensure the instructor pay is competitive.

4.6: Develop an Enrollment Management Plan that identifies recruitment and retention strategies that support enrollment growth and sustainability.

4.7: Infuse additional revenue streams through the annual fund and advancement efforts.

4.8: Build and develop an integrated marketing/communications plan across all departments of ASCTE

12