a Wilson Community College Strategic Plan 2023 - 2028 Investing STRATEGIC 2023-2028 PLAN Together
1 Wilson Community College Strategic Plan 2023 - 2028 table of contents Message from the President .......................... 3 Purpose & Need .......................................... 4 College Mission, Vision, & Values .................. 5 Mission 5 Values 5 Goals 5 Data 6 Scan 6 Additional Data Sources ..............................22 Goals, Strategies, & Benchmarks for Success ...23 Goals 23 Goals & Strategies 24 Data Indicators, Baselines, & Benchmarks 25
Wilson Community College Strategic Plan 2023 - 2028 2
A Message from the President
As Wilson Community College closes out its 65th year, it is especially important that we honor the achievements of our predecessors by charting new directions and setting goals to serve the college and the great Wilson County community.
This document will outline the college’s 2023-28 strategic plan, a plan developed through feedback from the college’s constituents—students, employees, and community members. Campus members also had the opportunity to review relevant data as they determined areas of potential growth and improvement.
One thing we know for certain—we must be adaptive and responsive to thrive in the new era of higher education. We must anticipate—to the best of our ability—educational and economic disrupters so that we can respond with the programs and services our students and partners need. And we must respond more rapidly than ever before.
We must be willing to address gaps in student performance and strive to provide not just access but also success for every single student. We must establish our value proposition to a steadily decreasing pool of high school graduates who have 10 higher education providers within 50 miles of Wilson Community College, many more when online options are taken into consideration.
While these challenges can seem daunting, Wilson Community College has the employee dedication and drive to turn these challenges into opportunities. Working together, we will create the future that our students and citizens deserve.
Invest and elevate,
Jami L. Woods, Ph.D. President
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Purpose & Need
Strategic planning provides organizations with an opportunity to analyze their strengths, weaknesses, opportunities, and threats, while also taking a close look at metrics that indicate successes and areas for improvement. Done correctly, it is a true learning opportunity—one that allows everyone to deepen their knowledge of the organization. It also provides the road map forward, and with a five-year plan, it should include the more audacious goals that need carefully phased steps and resource allocation. Strategic planning—at its best—puts thoughts into action and provides the best kind of accountability.
Wilson Community College’s current strategic plan expired in 2022. In September 2022, the Strategic Plan Ad Hoc Committee was formed to document the 2017-22 plan results and to use the 2017-2022 plan as a starting point for crafting the new strategic plan.
During this transition phase in the strategic planning process, the college’s president, Dr. Tim Wright, retired and Dr. Jami Woods assumed the presidency on June 1, 2023. The outgoing president delayed launching a new plan, as it was determined that a new president would want to finalize the strategic plan that would provide the college’s direction for the next five years. The new president, in consultation with the Board of Trustees, the President’s Cabinet, and the newly formed Planning Committee, determined that a project relaunch would lead to a more robust plan with greater buy-in from a broader group of constituents. This approach also included data analysis that was not considered during the pause between the previous strategic plan and the new one.
Working from the foundation provided by the prior ad hoc planning committee, the newly created, permanent Planning Committee revisited key data points and identified student, college, and community-focused goals with clear benchmarks for success. The plan was presented to the Board of Trustees in September 2023 for their approval, and these goals will drive annual planning for the next five years, with adaptations and revisions occurring as needed based on a yearly review of outcomes.
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College Mission, Vision, & Values
Mission
The mission of Wilson Community College was revised in January 2023 to reflect the college’s renewed focus on student success and the reduced emphasis on environmental sustainability: Wilson Community College provides opportunities for academic excellence, student success, workforce development, and community partnerships.
The college had not reviewed its values since 2017, and the Planning Committee led a review and revision of the values consistent with the manner in which the college community will pursue its strategic plan and the principles that ground our work.
Values
Values are the characteristics we believe are important in how we do our work.
SUCCESS: Commit to continuous improvement and innovation in support of student-centered teaching and learning.
PARTNERSHIPS: Work together to achieve common goals and expand partnerships that meet the needs of students, employees, and the community we serve.
INTEGRITY: Operate with honesty, fairness, and transparency.
COMPASSION: Understand that we all face challenges and respond with empathy and a desire to help.
EQUITY: Promote a culture that values, respects, and supports individuality.
Goals
Overarching, presented broadly:
• Access and Success
• Excellence in Teaching and Learning
• Workforce Development and Community Partnerships
• Employee Engagement and Development
• College Environment and Resources
• Equity
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Data
Scan
A scan was conducted of both Wilson County and the state of North Carolina using Jobs EQ. The information gathered is presented below in various categories and based on demographic data. Please note there is no way to determine if these populations are students at Wilson Community College, but the information can provide great insights into our potential student body and how to better serve them moving forward.
Strategic Plan 2023 - 2028
Demographics
AGE AND GENDER: Females account for 53% and males account for 47% of Wilson County’s population. The largest group based on age is under 18 years old with 18,749 persons or 23%. This group is followed by those ages 55 to 64 at 14% with 11,360 persons. Age groups 45 to 54 and 25 to 34 follow very closely with roughly 12% each.
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GROUP PERCENT VALUE Under 18 years 23.0% 18,749 18 to 24 years 8.8% 7,144 25 to 34 years 12.0% 9,821 35 to 44 years 11.4% 9,302 45 to 54 years 12.7% 10,393 55 to 64 years 13.9% 11,360 65 to 74 years 10.8% 8,822 75 years and over 7.3% 5,988
FIGURE 1. WILSON COUNTY POPULATION BY AGE GROUP.
TABLE 1. WILSON COUNTY POPULATION BY AGE GROUP
Source: JobsEQ®
RACE AND ETHNICITY: Wilson County is predominately composed of people who identify as either White or Black or African American, according to JobsEQ data. Those who identify as White make up almost 50%, while those who identify as Black or African American represent approximately 40%. Other races represented within Wilson County include Asian, American Indian and Alaska Native, two or more races, and some other race.
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FIGURE 2. WILSON COUNTY POPULATION BY RACE.
RACE PERCENT VALUE American Indian and Alaska Native 0.5% 401 Asian 0.6% 516 Black or African American 39.8% 32,464 Native Hawaiian and Other Pacific Islander 0.0% 0 Some Other Race 6.0% 4,928 Two or More Races 3.1% 2,548 White 49.9% 40,722
TABLE 2. WILSON COUNTY POPULATION BY RACE.
Source: JobsEQ®
EDUCATION: The education data provided by JobsEQ is relevant to those ages 25 to 64. Wilson County’s highest group is high school graduates, with 13,249 people. Those who have some college, no degree, make up 21% of our population. The next largest group is those with no high school diploma at 6,519, or almost 16%.
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FIGURE 3. WILSON COUNTY RESIDENTS’ EDUCATIONAL ATTAINMENT LEVEL.
EDUCATION LEVEL PERCENT VALUE No High School Diploma 15.9% 6,519 High School Graduate 32.4% 13,249 Some College, No Degree 21.0% 8,579 Associate’s Degree 9.6% 3,934 Bachelor’s Degree 14.2% 5,810 Postgraduate Degree 6.8% 2,785
TABLE 3. WILSON COUNTY EDUCATION DATA FOR THOSE AGES 25-64
Source: JobsEQ®
HOUSING: Wilson County has 36,332 housing units. Of those, 12,646 are renter-occupied units. There are currently 1,194 vacancies, with almost 850 of those being rentals. Occupied housing units with no vehicle available are measured at 2,962.
2 Median values for certain aggregate regions (such as MSAs) may be estimated as the weighted averages of the median values from the composing counties.
Source: JobsEQ®
SOCIAL: The poverty level for Wilson County is 15,965 which is almost 20% of our population. There are currently 6,049 households receiving food stamps/SNAP, which is almost 19%. Forty-seven percent of our residents are children in single parent families (% of all children). Wilson County also includes 9,562 people, or 12%, who are uninsured.
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HOUSING INFORMATION PERCENT VALUE Total Housing Units - 36,332 Median House Value (of owner-occupied units)2 - $127,100 Homeowner Vacancy 1.8% 351 Rental Vacancy 6.2% 843 Renter-Occupied Housing Units (% of Occupied Units) 39.6% 12,646 Occupied Housing Units with No Vehicle Available (% of Occupied Units) 9.3% 2,962
TABLE 4. HOUSING INFORMATION FOR WILSON COUNTY RESIDENTS
FIGURE 4. HOUSING INFORMATION FOR WILSON COUNTY RESIDENTS
As for those who indicated they have a disability between ages 18-64, there are over six thousand. Of those that participate in our labor force within the same range, there are 2,101. Residents who were foreign born account for almost 6%, at 4,786. Of those who are age 5 years and over, 4% consider themselves to speak English ‘less than very well’.
SOCIAL
3 Disconnected Youth are 16-19-year-olds who are (1) not in school, (2) not high school graduates, and (3) either unemployed or not in the labor force.
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Poverty Level (of all people) 19.9% 15,965 Households Receiving Food Stamps/SNAP 18.9% 6,049 Enrolled in Grade 12 (% of total population) 1.9% 1,567 Disconnected Youth3 4.6% 198 Children in Single Parent Families (% of all children) 46.6% 8,114 Uninsured 11.9% 9,562 With a Disability, Age 18-64 12.9% 6,146 With a Disability, Age 18-64, Labor Force Participation Rate and Size 34.2% 2,101 Foreign Born 5.9% 4,786 Speak English Less Than Very Well (population 5 years and over) 4.0% 3,058
CATEGORY PERCENT VALUE
TABLE 5. WILSON COUNTY SOCIAL CATEGORIES
Source: JobsEQ®
FIGURE 5. WILSON COUNTY SOCIAL CATEGORIES
Industry
Total employment for all industries in Wilson County totals 35,088. New hires account for 8,225 per quarter on average. Turnover rates per quarter are approximately 9%. The average annual salaries are as follows: stable jobs $54,554, new stable jobs $34,977.
1 Total industry figures do not reflect employment in unclassified industries (NAICS 9999).
Source: JobsEQ®
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FIGURE 6. INDUSTRY DATA FOR WILSON COUNTY
AVERAGE PER QUARTER AVERAGE
Industry Employment New Hires Separations Turnover Stable Jobs New Stable Jobs Total - All Industries1 35,088 8,225 8,890 9.0% $54,554 $34,977
TABLE 6. INDUSTRY DATA FOR WILSON COUNTY
ANNUAL EARNINGS
Occupation
AGE: The majority of those working in Wilson County are from the 45- to 54-year-old age group. This group consists of almost 8,000 people. The following two groups that are roughly 7,000 are those 25- to 34-years old and 35- to 44-years old. The lowest employed are those aged 16 to 19 with under 1,500 people.
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AGE WILSON COUNTY 16 to 19 years 1,377 20 to 24 years 3,102 25 to 34 years 6,887 35 to 44 years 6,792 45 to 54 years 7,970 55 to 64 years 5,826 65 years and over 2,204
FIGURE 7. NUMBER OF EMPLOYED PERSONS IN WILSON COUNTY BY AGE GROUP
TABLE 7. NUMBER OF EMPLOYED PERSONS IN WILSON COUNTY BY AGE GROUP
Source: JobsEQ®
EDUCATIONAL ATTAINMENT: Of those who live in Wilson County, over 11,000 have a high school diploma. The next largest group is those with a four-year degree at over 6,000. Following closely behind, at over 5,000, are those who only have some college. Just over 4,000 people have less than a high school diploma.
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EDUCATIONAL
VALUE < High School 4,139 High School 11,304 Some College 5,385 Two-Year 4,099 Four-Year 6,343 Master’s 2,093 PhD 797
FIGURE 8. WILSON COUNTY RESIDENTS’ EDUCATIONAL ATTAINMENT
ATTAINMENT
TABLE 8. WILSON COUNTY RESIDENTS’ EDUCATIONAL ATTAINMENT
Source: JobsEQ®
RACE: Wilson County’s largest employed races are white (19,513) and black (13,223).
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RACE VALUE White 19,513 Black 13,223 American Indian 131 Asian 279 Pacific Islander 1 Two or More Races 1,012
FIGURE 9. NUMBER OF WILSON COUNTY RESIDENTS BY RACE
TABLE 9. NUMBER OF WILSON COUNTY RESIDENTS BY RACE
Source: JobsEQ®
ETHNICITY: Non-Hispanic/Latino ethnicities comprise over 30,000 of Wilson County’s workers.
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ETHNICITY VALUE Non-Hispanic/Latino 30,743 Hispanic or Latino (of
3,416
FIGURE 10. ETHNICITY OF WILSON COUNTY RESIDENTS
any race)
TABLE 10. ETHNICITY OF WILSON COUNTY RESIDENTS
Source: JobsEQ®
GENDER: Wilson County’s employed population is relatively evenly split between males and females; however, females do account for about 1,000 more employees than males.
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GENDER VALUE Male 16,588 Female 17,572
FIGURE 11. WILSON COUNTY RESIDENTS BY GENDER
TABLE 11. WILSON COUNTY RESIDENTS BY GENDER
Source: JobsEQ®
EDUCATION AND TRAINING REQUIREMENTS: According to JobsEQ, nearly 38% of Wilson County’s 35,088 jobs are considered short-term on the job training with no experience necessary and no award, at just over 14,000. The second most popular are those that require a bachelor’s degree at 20%,or a little over 7,000. For jobs requiring a 2-year degree or certificate, there are approximately 3,200 (9%). Jobs that require moderateterm on the job training with no experience necessary and no award come in third with almost 7,000 (20%).
EDUCATION AND TRAINING REQUIREMENTS
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FIGURE 12. JOB REQUIREMENTS IN WILSON COUNTY
VALUE Short-term OJT, no exp, no award 14,254 Moderate-term OJT, no exp, no award 6,940 Long-term training, no exp, no award 1,642 Previous work experience, no award 3,206 2-year degree or certificate 3,243 Bachelor’s degree 7,141 Postgraduate degree 1,152
TABLE 12. JOB REQUIREMENTS IN WILSON COUNTY
Source: JobsEQ®
DATA TABLES FOR COURSE SUCCESS
These tables provide the counts to calculate the success of students by gender and race. Enrollments include the total number of students and classes with status of A, N, or W. The number of successful students is identified as those with a grade of either A, B, or C.
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All Genders 2018-2019 2019-2020 2020-2021 2021-2022 American Indian/Alaska Native Enrollments 69 85 87 86 Success 58 72 55 54 Success % 84% 85% 63% 63% Asian Enrollments 110 132 129 122 Success 99 119 106 108 Success % 90% 90% 82% 89% Black/African American Enrollments 4,241 4,261 4,075 3,656 Success 2,764 2,745 2,428 2,271 Success % 65% 64% 60% 62% Hawaiian/Other Pacific Islander Enrollments 3 4 14 16 Success 3 4 6 8 Success % 100% 100% 43% 50% Hispanic/Latino Enrollments 1,275 1,558 1,626 1,611 Success 994 1,200 1,180 1,178 Success % 78% 77% 73% 73% Nonresident Alien Enrollments 187 199 156 187 Success 135 157 122 148 Success % 72% 79% 78% 79% Two or More Races Enrollments 151 254 259 266 Success 105 188 167 186 Success % 70% 74% 64% 70% Unknown Enrollments 466 339 384 646 Success 320 245 218 394 Success % 69% 72% 57% 61% White Enrollments 4,726 4,622 4,580 4,309 Success 3,733 3,681 3,540 3,504 Success % 79% 80% 77% 81%
TABLE 13. COUNTS BY RACE/ETHNICITY: ALL GENDERS
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All Genders 2018-2019 2019-2020 2020-2021 2021-2022 American Indian/Alaska Native Enrollments 29 35 54 42 Success 27 31 36 28 Success % 93% 89% 67% 67% Asian Enrollments 42 40 46 53 Success 36 34 32 46 Success % 86% 85% 70% 87% Black/African American Enrollments 1,032 1,099 948 923 Success 702 694 551 573 Success % 68% 63% 58% 62% Hawaiian/Other Pacific Islander Enrollments 0 0 0 0 Success 0 0 0 0 Success % - - -Hispanic/Latino Enrollments 492 600 590 610 Success 374 462 441 428 Success % 76% 77% 75% 70% Nonresident Alien Enrollments 63 62 36 25 Success 47 38 22 23 Success % 75% 61% 61% 92% Two or More Races Enrollments 50 64 40 77 Success 32 47 15 62 Success % 64% 73% 38% 81% Unknown Enrollments 136 67 112 192 Success 75 49 62 118 Success % 55% 73% 55% 61% White Enrollments 1,636 1,675 1,161 1,686 Success 1,247 1,303 1,218 1,334 Success % 76% 78% 75% 79%
TABLE 14. COUNTS BY RACE/ETHNICITY: MALES
*Disclaimer: Results with less than 5 students were suppressed
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All Genders 2018-2019 2019-2020 2020-2021 2021-2022 American Indian/Alaska Native Enrollments 40 50 33 44 Success 31 41 19 26 Success % 78% 82% 58% 59% Asian Enrollments 68 92 83 69 Success 63 85 74 62 Success % 93% 92% 89% 90% Black/African American Enrollments 3,209 3,162 3,127 2,732 Success 2,062 2,051 1,877 1,697 Success % 64% 65% 60% 62% Hawaiian/Other Pacific Islander Enrollments 3 4 14 16 Success 3 4 6 8 Success % 100% 100% 43% 50% Hispanic/Latino Enrollments 783 958 1,036 1,001 Success 620 738 739 750 Success % 79% 77% 71% 75% Nonresident Alien Enrollments 124 137 120 162 Success 88 119 100 125 Success % 71% 87% 83% 77% Two or More Races Enrollments 101 190 219 189 Success 73 141 152 124 Success % 72% 74% 69% 66% Unknown Enrollments 330 272 272 454 Success 245 196 156 276 Success % 74% 72% 57% 61% White Enrollments 3,090 2,947 2,964 2,623 Success 2,486 2,378 2,322 2,170 Success % 80% 81% 78% 83%
TABLE 15. COUNTS BY RACE/ETHNICITY: FEMALES
TABLE 16. COUNTS BY RACE/ETHNICITY: GENDER UNKNOWN
Additional Data Sources
The Planning Committee also considered the following information and data in devising the plan:
• Ad hoc planning committee original goals
• Enrollment and completers
• QEP Committee reports
• North Carolina Community College System (NCCCS) Performance Measures
• Course success rates, disaggregated by course modality
• Success rates disaggregated by gender, race, age
• Annual student satisfaction survey
• Student interest survey
• Comparative Full Time Equivalency (FTE) report
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Wilson Community College Strategic Plan 2023 - 2028
Goals, Strategies & Benchmarks for Success
Goal 1: Student Access & Success
Students are able to enter Wilson Community College and achieve success regardless of their race, gender, or socioeconomic status.
Goal 2: Excellence in Teaching & Learning
Classes—regardless of delivery method—will engage learners and provide the skills, knowledge and abilities students need for success.
Goal 3: Workforce Development & Community Partnerships
The college will increase workforce partnerships and ensure that more students complete short-term training and credentials that provide living wages and that meet workforce demand.
Goal 4: Employee Engagement & Development
College employees will have opportunities to enhance their professional development and growth.
Goal 5: College Environment & Resources
Employees and students will experience a safe, well-maintained environment that is supported through multiple funding sources.
Goal 6: Equity
Enhance diversity, equity, and inclusion within the college.
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GOAL 1: STUDENT ACCESS & SUCCESS
a. Increase the number of students enrolled from previously underserved segments of the service area.
b. Implement a strategic enrollment plan.
c. Close performance gaps among males and females and demographic groups.
d. Increase the number of students successfully completing college-level English and math within 12 months of enrollment.
GOAL 2: EXCELLENCE IN TEACHING & LEARNING
a. Increase student engagement in the classroom and online environment.
b. Identify courses with low success rates in all delivery methods and devise strategies for improvements.
GOAL 3: WORKFORCE DEVELOPMENT & COMMUNITY PARTNERSHIPS
a. Evaluate and improve the current system for identifying short-term workforce training and ensure that it results in relevant training with living wages.
b. Increase enrollment in workforce development programs and the number of credentials earned.
c. Develop more apprenticeships and connect students to employers at the front and back end of enrollment.
GOAL 4: EMPLOYEE ENGAGEMENT & DEVELOPMENT
a. Provide employees access to key data points and opportunities for data analysis to foster a data-driven inquiry and decision-making culture.
b. Provide employees with professional development to support a diverse student population.
c. Provide employees with a robust orientation specific to their role (faculty or staff).
d. Enhance employees’ knowledge of fiscal management and accountability.
GOAL 5: COLLEGE ENVIRONMENT & RESOURCES
a. Expand facilities as needed to support high demand, high wage programs and to optimize the student experience.
b. Provide a safe and secure environment.
c. Acquire additional funding streams to support college growth and expansion.
GOAL 6: EQUITY
a. Develop an institutional definition of diversity, equity, and inclusion.
b. Build an employee base that reflects the diversity of our community.
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Data Indicators, Baselines, & Benchmarks
GOAL DATA INDICATOR BASELINE BENCHMARKS
1a. Increase the number of students enrolled from previously underserved segments of the service area.
NCCCS Dashboard –Curriculum Headcount
3-year Average:
• White - 1,054
• Black - 897
• Hispanic - 317
• Male - 758
• Female - 1,762
• Increase Hispanic students by 15% (48) per year.
• Increase Black students by 5% (45) per year.
• Increase males (all racial/ethnic groups) by 10% (76) per year.
1b. Implement a strategic enrollment plan.
1c. Close performance gaps among males and females and demographic groups.
Completer data on Institutional Research (IR) web page
3-year Average Completion:
• Males - 35%
• Females - 65%
Increase male completion rates by 15%.
1d. Increase the number of students successfully completing college-level English and math within 12 months of enrollment.
NCCCS Dashboard
Non-completers
2020-2022
• ENG - 891
• MAT - 466
Decrease noncompleters per year:
• ENG by 6%
• MAT by 3%
Classroom Engagements
• Instructors will implement at least two engagement strategies per class.
2a. Increase student engagement in the classroom and in the online environment.
• Community College Survey of Student Engagement (CCSSE)
• Tutoring Logs (NetTutor & Tutoring Lab)
• DL Course Reviews
• Faculty Evaluation
• WolfTracks Alerts
Tutoring Sessions
• NetTutor: 2018-2022 average hours: 267
• Tutoring Lab
• 2021-2022: 15 visits
• 2022-2023: 41 visits
Tutoring Sessions
• Increase NetTutor hours by 5% (13 hours)
• Increase Tutoring Lab visits to 60
DL Course Reviews
• 100% of DL courses will meet regular and substantive interaction (RSI) requirement
Wolf Tracks Alerts
• Outreach efforts of 3 per semester per faculty and staff
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N/A N/A Completed Plan
GOAL DATA INDICATOR BASELINE BENCHMARKS
3-year Average:
Increase to:
2b. Identify courses with low success rates in all delivery methods and devise strategies for improvements. Course Success Rate
3a. Create a responsive system for identifying short-term workforce training and ensure that it is resulting in relevant training with living wages.
3b. Increase enrollment in workforce development programs and number of credentials earned.
• NCCCS Dashboard
• NCCCS Power BI (Performance Measure 6)
• Seated 78%
• Online 71%
• Hybrid 64%
• Blended 75%
• Seated 82%
• Online 75%
• Hybrid 68%
• Blended 79%
A new system will be developed by fall 2024.
Enrollment:
• 2019: 120
• 2020: 104
• 2021: 105
• 2022: 117
Credentials Earned:
• 2019: 101
• 2020: 85
• 2021: 77
• 2022: 98
Companies participating:
2020-2021:
• Bridgestone Americas
2021-2022:
• Bridgestone Americas
• GSK
• Increase yearly enrollment by 10%
• Increase credentials earned by 10%
3c. Develop more apprenticeships and connect students to employers at the front and back end of enrollment.
Apprenticeship Report
2022-2023:
• Bridgestone Americas
• GSK
Number of students participating:
• 2020-2021: 4
• 2021-2022: 2
• 2022-2023: 2
• Increase the number of companies participating by 2 per year.
• Increase the number of students participating by 2 per year.
4a. Provide employees access to key data points and opportunity for data analysis to foster a data-driven inquiry and decision-making culture.
1. WolfTracks data reports
2. Two annual data analysis trainings per year
3. Develop Internal Data Dashboard
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N/A N/A
N/A N/A
GOAL DATA INDICATOR BASELINE BENCHMARKS
4b. Provide employees with professional development to support a diverse student population.
• Go2Knowledge Training
• Professional Development Report
Participants:
• 2020 - 10
• 2021 - 25
• 2022 - 22
Employees will complete at least two diversity related professional development sessions per year.
4c. Provide employees with a robust orientation specific to their role (faculty or staff).
4d. Enhance employees’ knowledge of fiscal management and accountability.
5a. Expand facilities as needed to support program growth and to optimize the student experience.
• Master Facilities Plan (2021-2031)
• Student Satisfaction Survey
5b. Provide a safe and secure environment.
• Safety & Security Committee Minutes
• Cybersecurity Training
Drills Per Year
• Tornado Drills - 1
• Evacuation/Bomb Threat - 1
• Lockdown - 1
Safety & Security
Meetings
• 1 per semester
CIS Control Manual
100% of new employees will complete orientation within two months of hire.
• Offer training once per year and/or as needed basis.
• Provide access to budgets in Self Service for directors, deans, and vice presidents.
• Complete at least one priority from the Master Plan
• 90% of students will indicate satisfaction with campus facilities
Drills
• 4 per year
Safety & Security Meetings
• 4 per year minimum
Campus Safety & Security Measures Report Completions
• 6/12
• Evaluate and improve traffic/parking
CARES Team Reports
• 20 per year
Information Technology
• Develop Incident Response Plan by end of Q1 2024
• One cybersecurity training per semester via KnowBe4
• Cybersecurity professional development once per year in person
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N/A N/A
N/A N/A
N/A
5c. Acquire additional funding streams to support college growth and expansion.
• Internal Campaign Report
• Capital Campaign Report
• Foundation Gift Summary Report
• Internal campaign 10% contribution
• N/A
• 3-year average donation amount: $254,621
• 100% employee contribution rate
• Apply for at least one grant
• Increase donations by 8%
• Add an alumni campaign
6a. Develop an institutional definition of diversity, equity, and inclusion.
6b. Build an employee base that reflects the diversity of our community.
• County/Employee Demographics
• Wilson County Race and Ethnicity, 2022 Census
Faculty (July 2023)
• African American Female - 9%
• African American Male - 6%
• White Female - 51%
• White Male - 34%
Staff
• Asian Female - 1%
• African American Female - 27%
• African American Male - 11%
• Hispanic Female - 4%
• White Female - 38%
• White Male - 19%
Definition researched, vetted, and approved. Communicated broadly to campus community, along with purpose for definition.
Increase faculty diversity to reflect Wilson County demographics:
• 40.4% African American
• 45.6% White
• 11.9% Hispanic
Maintain staff member diversity on trend with county statistics.
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GOAL DATA INDICATOR BASELINE BENCHMARKS
N/A N/A
Wilson Community College Strategic Plan 2023 - 2028 30 Post Office Box 4305 902 Herring Ave, Wilson, NC 27893 (252) 291-1195 • wilsoncc.edu Investing Together
