Mission

The Division of Strategic Initiatives and Community Engagement (SICE) is committed to furthering the strategic directions of the College by designing and offering specialized educational and support programs and services that benefit the City’s residents and students. In service to the internal and external community, and dedicated to fostering innovation and partnerships to ensure access, equity, and success for all, the work of SICE directly supports the mission and vision of the College.

Goal 1:  Improve communication, inside the College and beyond, to enhance institutional effectiveness.

Supports: Internal/External Relations Pillar; Student Experience Pillar; Diversity, Equity and Inclusion Pillar

Objective 1: Increase awareness of division data and other information

Strategy 1: Create a dashboard to make metrics visible

Strategy 2: Create multiple access points for key information (e.g. online, email, on campus)

Objective 2: Increase sharing of information to inform decisions

Strategy 1: Develop interdepartmental/interdivisional projects

Strategy 2: Expand meetings with faculty, staff and administrators across College units

Objective 3: Expand connections, inside and outside of the institution

Strategy 1: Professional presentations/papers shared with the outside community

Strategy 2: Create information based on College data about particular College populations to inform community partners

Strategy 3: Develop new or increased utilization of existing professional, networking or peer relationships

Strategy 4: Create a service learning academy

Strategy 5: Expand work with internal offices and external workforce, academic and social service partners to create effective bridges for adult literacy students to credit programs and/or career/workforce opportunities

Goal 2:  Support positive and creative “disruption” of the status quo to identify new ways to accomplish institutional priorities.

Supports: The Student Experience Pillar; Internal/External Relations Pillar; World-class Facilities Pillar; Fiscal Stability/Sustainability Pillar

Objective 1: Develop new mechanisms to enhance exploration, investigation, creative thinking and action

Strategy 1: Add innovation to position responsibilities and annual goals

Strategy 2: Create opportunities for teams to brainstorm ideas (e.g. competition)

Strategy 3: Create a process to review and investigate innovative ideas

Strategy 4: Coordinate an innovation week to showcase innovations

Objective 2: Increase innovations that explore new ways to accomplish institutional priorities

Strategy 1: Increase experiential and service learning opportunities for dually-enrolled high school students

Strategy 2: Increase distance and hybrid course experiences for dually-enrolled high school students (i.e., cyber middle college)

Strategy 3: Participate in Institutes/Workshops/Webinars with new approaches

Strategy 4: Develop signature programs to engage community members

Strategy 5: Launch Spring Garden Records and create CCP Press as new and innovative avenues of expression

Strategy 6: Explore development of mobile, augmented and virtual reality opportunities for K-12 students as bridges into the College.

Strategy 7: Increase online opportunities for adult literacy non-credit students

Strategy 8: Offer targeted professional development sessions and resources to support faculty and administrators in the effective engagement of dually-enrolled high school students

Goal 3: Create and support partnerships and alliances that provide mutual benefit

Supports: Internal/External Relations Pillar

Objective 1: Increase opportunities for new and expanded relationships

Strategy 1: Create definitions and categories for relationships, including benefits for all parties

Strategy 2: Create a local dual enrollment/early-middle college promising practices think tank

Objective 2: Document/expand unique, successful relationships

Strategy 1: Create a master list of “successful” professional or peer relationships

Strategy 2: Require all senior leaders in the division to serve on at least one College team

Strategy 3: Use the Institute to guide partner engagement and assess mutual benefit