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					 Potomac College

STRATEGIC PLAN

    2010-2014

 October 29, 2010
                                  TABLE OF CONTENTS

Topic                                                          Page Number
Foreword to the Strategic Plan 2010-2014                                 2


Part A – Institutional Overview                                      3 - 17

      History and Philosophy of Potomac College                          3
      Vision and Values                                                  4
      Mission                                                            5
      Institutional Goals – A Summary                                    6
      Planning Approach and Process                                  7-9
      External Environment Trends                                  10 - 13
      Internal Environment / Summary Institutional Self            14 - 17
       Assessment

Part B – Detailed Goals and Objectives Review                       18 - 33

      Summary Overview and Five Year Financial Plan               18 – 19
      Goal 1 Objectives, Measurements and Budget Allocation       20 – 21
      Goal 2 Objectives, Measurements and Budget Allocation       22 – 23
      Goal 3 Objectives, Measurements and Budget Allocation       24 – 26
      Goal 4 Objectives, Measurements and Budget Allocation       27 – 29
      Goal 5 Objectives, Measurements and Budget Allocation       30 – 31
      Goal 6 Objectives, Measurements and Budget Allocation       32 - 33

Part C – Detailed Goals, Objectives and Yearly Action Items         34 - 42


Part D – Detailed Goals, Objectives and Budget Allocations         43 – 52


Part E – Appendices                                                 53 - 66
     Appendix 1 – Strategic Planning Committee                          54
     Appendix 2 - Target Customer Analysis                              55
     Appendix 3 – Five Target Admissions Markets                   56 - 57
     Appendix 4 - Potomac College - Facts at a Glance                   58
     Appendix 5 – Programs of Study                                59 - 60
     Appendix 6 – Institutional Comparison                         61 - 65
     Appendix 7 – Faculty Summary Analysis                              66



                                                1
                              Potomac College
                          Strategic Plan 2010-2014


                  FOREWORD TO THE STRATEGIC PLAN 2010-2014

In response to the Middle States Commission on Higher Education‟s Action taken at its meeting
on June 24, 2010 following a site visit to Potomac College on April 21, 2010 and in order to
fulfill the College‟s desire to integrate its planning and assessment processes, the College has
developed a new format for its Strategic Plan 2010-2014 (SP). This format clearly identifies
specific objectives, timeframes for completion and persons responsible so that assessment of
achieving institutional goals and objectives is more easily measurable.

The Strategic Plan 2010-2014 presents revised mission and vision statements and updated
institutional goals adopted in July and August 2010 following broad consultation across the
College‟s constituencies. The Plan is based upon and structured around the revised mission and
goals and focuses on key objectives and actions that require new or renewed commitment to
move the College forward, rather than on routine operational actions. It was clear from a review
of the past constructive comments of the MSCHE visiting teams that while Potomac had most of
the processes, data, analysis and reviews in place, Potomac did not always present or convey the
information in an easily accessible and easily understood format or methodology. This led to
misunderstandings regarding Potomac‟s compliance with MSCHE standards for accreditation.

The SP emphasizes improvement in processes for assessing institutional effectiveness and
student learning outcomes with the goal of improving learning and support for students.
Continuing development of a culture of assessment is an expected outcome of these efforts. The
SP also makes clear the College‟s commitment to faculty development, especially with respect to
teaching effectiveness, to developing its academic and support services, and to enhancing the
technology infrastructure.

The Strategic Plan 2010-2014 is a five-year rolling plan that will be renewed each year and will
provide a clear direction for Potomac College over the next five years.




                                               2
                                    Part A
                               Potomac College
                           Strategic Plan 2010-2014


                                HISTORY OF THE SCHOOL

Potomac College was originally established in 1989 as Potomac Educational Foundation to
operate an educational institution of higher learning, and later became Potomac College, LLC in
1991. The school was originally founded in 1991 as a two-year, Junior / Senior year degree
completion institution in Maryland serving working adults who were currently employed but
were seeking to complete their college degree. The Institution was moved to a more central, and
the current, location in Washington DC in 1997 and opened a location in Herndon, Virginia in
2001. In 2005, in order to respond to changes and demands in the employer marketplace the
college launched an Associate Degree program. During this time, the College experienced a
distinct shift in their student and employer- customer demands and both companies, and their
employees, began to demand regional accreditation as a response to the shifting marketplace. As
a result, Potomac College pursued, and was granted in June 2006, regional accreditation through
Middle States Commission on Higher Education. The Middle States Commission on Higher
Education is a postsecondary accrediting agency recognized by the U.S. Secretary of Education
and Council of Higher Education Accreditation.

In April, 2008, Potomac College was acquired by Potomac College, LLC (the “Institution”)
which was financed by a group of private investors committed to delivering quality education.
The Institution is registered in the District of Columbia as a foreign limited liability company.

Today the College offers career-centric, business and technology programs to over 400 students.
As of the fall of 2010, over 50% of Potomac College‟s students are selecting to go online for a
portion or all of their studies; this complements the nation-wide trend of online adult education.



                                         PHILOSOPHY
The Institution‟s underlying philosophy is to help students achieve a better life through the
development of their skills and talents. The College also seeks to create an understanding of
each individual‟s potential in, and responsibilities to, society and humanity through courses in
the humanities and of a business and technical nature. It is founded on the concept of achieving
a deeper and broader understanding of our social and economic culture, and the need for every
person to contribute to the betterment of society through industry and good behavior.




                                                3
                               Potomac College
                           Strategic Plan 2010-2014


                                POTOMAC COLLEGE VISION


Potomac College will use the power of education to transform the lives of its students as they
pursue their professional goals regardless of their starting point. The College will develop its
unique and dynamic multicultural learning environment using the latest technology to integrate
theoretical application with a practical business orientation. Potomac College‟s academic
excellence and personalized student support will be recognized for having a positive impact on
the educational and social needs of its community.

                    Unanimously approved by the Board on October 15, 2010



                               POTOMAC COLLEGE VALUES


POTOMAC COLLEGE CORE VALUES

In 2009 the College‟s Strategic Planning Committee reviewed Potomac‟s current statement of
core values; in this case the Committee recommended to the Board of Trustees that the College
embrace the existing core values in order to facilitate continuation of the cultural change initiated
with the change of control. The Board of Trustees, in their July 2009 meeting, unanimously
approved the core values as stated below and directed the hiring of a Human Resources Manager
to facilitate cultural change and assist management in embedding these values into all personnel,
faculty and student interactions:


      Integrity
      Academic excellence
      Student-centered
      Professional
      Innovative
      Diverse

                      Unanimously approved by the Board on July 30, 2010




                                                 4
                               Potomac College
                           Strategic Plan 2010-2014


                                            MISSION
The following Mission Statement was developed and formally approved during the spring and
summer of 2010 and replaces the historical mission. It was developed by a Committee
composed of faculty and administration and presented to the Board in June of 2010. Through
ongoing dialog with the Board it was amended and ratified in July. It has the benefit of being
“true” to the historical mission while providing more distinct and clarifying language regarding
Potomac‟s mission.


Potomac College provides educational opportunities, primarily at the undergraduate level,
leading to career enhancement for its multicultural adult learners by offering affordable and
accessible education in the fields of business and technology. The practitioner-led curriculum,
building on a strong foundation in general education, utilizes flexible teaching and learning
models that recognize, embrace and respond to the complex needs of the College’s students.
Potomac College’s programs and learning environment feature personalized education and
support services, small classes and campus-based as well as online resources that emphasize
collaborative learning in the classroom and through technology. Instruction is delivered by
professionally and academically qualified faculty committed to student success, promoting
lifelong development and assisting students to balance life and education.


                      Unanimously approved by the Board on July 30, 2010.


Potomac seeks to attain this mission by becoming the regional educational institution of choice
its our target market who desire a career-centric education delivered in a multi-cultural
environment. Additionally, Potomac seeks to be the educational partner of choice for other high
quality institutions and study abroad programs seeking a regionally accredited partner. Potomac
believes this is best accomplished by a developing a superior on-campus program to serve the
Mid-Atlantic‟s working adult population and an online program to extend Potomac‟s geographic
reach domestically and internationally. Its international efforts are partner-centric where it look
for other institutions of similar quality and character serving its target market in other regions of
the world.




                                                 5
                              Potomac College
                          Strategic Plan 2010-2014

                                  INSTITUTIONAL GOALS

To accomplish its mission, the Board of Trustees working in conjunction with the Faculty and
Administration has agreed to the following core strategic goals. Again, these goals represent
only slight modification for clarity from those originated by the faculty and administrative
committee in the fall of 2008 strategic planning process.

                                            GOALS



Goal 1: Improve the quality of Potomac College‟s programs and the marketability of its
        graduates.

Goal 2: Increase the size and the socio-economic and cultural diversity of Potomac College
        while continuing to serve its core adult urban student population.

Goal 3: Contribute to the improvement of student success through the delivery of student
        services appropriate for Potomac College‟s students and fully integrated with
        administrative, instructional and support systems.

Goal 4: Increase the influence and effectiveness of the faculty in creating an exceptional
        learning environment through the use of innovative teaching methodologies and
        incorporating best industry practice into the curriculum.

Goal 5: Develop and support a flexible teaching and learning environment featuring
        collaborative learning as a central means of educating Potomac College‟s primarily
        multicultural adult student body in professional programs.

Goal 6: Improve Potomac College‟s academic and institutional assessment processes to support
        the achievement of its goals, objectives and student learning outcomes.

                  Unanimously approved by the Board on September 19, 2010.




                                                6
                               Potomac College
                           Strategic Plan 2010-2014

                      THE PLANNING APPROACH AND PROCESS


2008 Historical efforts against the 2009 Plan

In 2008, with the support of new ownership, the College‟s senior leadership team renewed its
focus on the development and implementation of an effective strategic plan and the refinement of
the planning process. During the fall of 2008, the Institution, under the leadership of the
President, formed a Strategic Planning Committee that reviewed the 2004 – 2008 Strategic Plan,
the successes and challenges, the external environment, the internal institutional departmental
assessments and performed a classic analysis of the strengths, weaknesses, opportunity and
threats facing the institution. In fall of 2008, the Potomac College leadership team worked on
developing a Strategic Plan to: (1) assess the College‟s current situation and performance across
a variety of areas; (2) compare Potomac‟s offerings and performance to peer institutions; (3)
determine the main areas of improvement for the College for the next three years; (4) re-assess
Potomac‟s Mission, Vision and Values; and (5) establish a set of tangible goals, objectives and
strategies to achieve the College‟s Vision in the coming years.

This culminated in the updating of three core documents; the 2009 Strategic Plan, the 2009
Institutional Assessment Plan and the 2009 Student Learning Outcomes Assessment Plan.


2009 Historical Efforts against the 2009 Revised Plan

During the April 2009 MSCHE small team visit, the team recommended that Potomac extend the
three-year plan to a five-year plan and show additional linkages between all the plans and the
annual operating budget. The continuation of this process in late 2009 revealed that the College,
while celebrating many successes, had experienced a distinct shift in its target customer, their
college readiness and their ability to pursue a college degree with alacrity and tenacity. For
example, assessment as to the progress of the College against what is now Goal 2 (Growth) and
Goal 3 (Retention) revealed that Potomac needed to continue the evaluation of its General
Education program to address the skills foundation and shortfalls of incoming freshman adults
and to expand the range of educational pathways available to current and prospective students.
This lead to the revision of Goal 1 (Program Quality) as the institution made the determination
that additional steps were necessary to help the adult learner build basic skills through placement
testing and remediation classes. Another area in need of attention was the continued
diversification of the student body through admissions; research on the appropriate application of
a skills placement examination for certain incoming students (e.g. students without prior


                                                7
successful college experience or a minimum “C” high school average); the expansion of the
College‟s advising and support functions; and increased retention efforts.

2010 Efforts to Prepare for the Annual Update to the Strategic Plan

In 2010, Potomac College has continued to focus on these objectives and pursue an Institutional
Plan consistent with the 2009 – 2013 Strategic Plan and the needs identified in the 2009 and
2010 Institutional Assessment Plans.

The Planning Committee continued to meet over the summer and early fall and their efforts
resulted in an expanded five (5) year Strategic Plan and Budget for presentation to the Long
Range Planning Committee of the Board of Trustees for review and approval. The Long Range
Planning Committee approved the expanded five (5) year plan on October 21, 2009, followed by
the review and approval by the full Board of Trustees in executive session on the same day. It
must be emphasized that the Strategic Plan 2010 - 2014 is not a new plan but an revolving,
updated plan that is continually informed by the Institutional Assessment Planning Process and
Evaluation and the Student Learning Outcome Assessment Process and Evaluation.

The fulfillment of the objectives and tactics towards the goals outlined in the Strategic Plan are
reviewed, revised and submitted to the Board annually for consideration and approval. In order
to create the plan the Committee conducted an environmental scan and competitive analysis for
campus-based and distance education programs, reviewed recent student focus group inputs and
student and faculty satisfaction surveys and updated the plan to include resource allocations. The
Committee continued to conclude from its research of public and private sources, that the most
significant growth, in parallel with industry trend, for Potomac over the next five (5) year period
(2010-2014) would most likely occur in distance education. Therefore, this Plan continues to
embrace distance education as an effective instructional delivery method, and the College has
ensured that there is continuity and appropriate distribution of resources to meet the needs of
both campus-based and distance education programs. Distance education was also recognized for
its potential to increase collaboration between and among on-ground and online students, which
is consistent with Goal 5 (Support collaborative learning as a central means of educating
students) of the 2010 -2014 Strategic Plan. The expanded plan effectively incorporates content
from external and internal sources and also incorporates strategic input from the College‟s
Departments and program Chairs. The College has created opportunities for multiple levels of
discussion and feedback from the constituencies of the Potomac College community as the
strategic initiatives were developed.

Specifically, Potomac has accomplished the following:

      Creation of a five-year rolling strategic planning cycle that includes a thorough review,
       evaluation and one-year extension of the strategic plan during the mid-year / fall planning
       cycle.

      Establishment of a cross-departmental task force that includes every department head to
       engage in the establishment of the strategic plan, objectives and goals, tactics and budget
       allocations.

                                                8
      Quarterly reviews conducted by the Board of Trustees to review annual progress against
       goals, achievement of institutional outcomes and financial results, which could lead to a
       revision of the annual financial forecast.

      Creation of a weekly Executive Leadership team that consists of cross functional and
       academic participation in addressing opportunities and challenges and monthly
       administrative process for the review by senior leadership of progress against goals,
       achievement of institutional outcomes and financial results.

      Revision of five-year strategic planning model to incorporate all key performance metrics
       and detailed, departmental roll-up of full financial statement.

      Linkage of all strategic goals and action plans by department into an institutional roll-up
       with financial metrics assigned.


The participants in the strategic planning process can be found in Appendix One.




                                                9
                               Potomac College
                           Strategic Plan 2010-2014

                        THE EXTERNAL ENVIRONMENT TRENDS

The review of the external environment during the Strategic Planning cycle resulted in a
continuing favorable but cautious view of the general external environment. Positive education
market sector factors include:

      Demographic drivers creating strong enrollment growth
      Tuition increases (albeit at a slower pace) allow institutions to cover escalating costs
      Significant wage premiums of degree holders create learner economic / financial drivers
       providing the motivation of the ability to live a better life
      Capacity constraints in the public sector supply as the recession continues to take its toll
       on federal and state budgets
      Acceleration of demographic trends favoring the minority, international and adult
       markets
      Continuation of mode of delivery shift to online learning, creating opportunities for
       colleges to accelerate growth with lower infrastructure costs
      Barriers to market entry created by government and regulatory trends.

While there is a general favorable market climate for private schools, there are six key trends
observed in this Strategic Planning cycle which provide caution and potential threats thus
influencing the ability of Potomac College to achieve the goals outlined in this plan.

Trend #1 - Ability of Potomac College to Address Demographic Shifts

As noted above, there are favorable demographic shifts that will positively influence Potomac‟s
chosen market segment. These include the continued growth of the adult learner population, an
increase in both minority learner and international and first generation learners. These favorable
growth trends are offset by the requirement to refine the service delivery model to address the
target market needs in a cost-effective manner. Another challenge is the continued emphasis on
academic gap management and the need for schools to “bridge” deficiencies in high school skill
acquisition. This strategic plan calls for an emphasis on the foundation program to alleviate
these noted shortfalls. The plan also calls for renewed emphasis on developing student, support
services, technology tools and communications to address this market. The ability of Potomac‟s
strategies to meet the needs of this target market is a large part of the assessment goals at the
student learning and institutional level.




                                                10
Trend #2 - Ability of Potomac College to address Career / Workforce Shifts in Required
Skill Sets

Potomac‟s early foundation was entirely employer-centric with the original College growing out
of the need to service employer market segments in the Maryland area. In the mid-2000‟s,
Potomac lost its focus on the employer market and has yet to capitalize on delivering much-
needed skilled worker placement directly to the employer market. Gainful employment rules
force the proprietary sector and Potomac to manage placement and return on education
investment in a very active way. Early evaluation of this rule suggests that Potomac is in
moderate shape relative to the harsh new rules but that some programmatic changes will ensue.
The current strategic plan calls for strong focus on gainful employment legal requirements,
developing partnerships for candidate placement and investing in a new career center.



Trend #3 - Ability of Potomac’s Target Student Segment to Overcome Affordability Issues

All market indicators and education analysts‟ reports forecast continuing and accelerating
pressure on moderate and low income students to afford college. The cost of college is
continuing to rise offset slightly by cost improvements due to online education and other
technology factors. The recent governmental change in private lending policies has particularly
impacted low-to-moderate students in their ability to find gap funding. There has also been a
decrease in scholarship opportunities as the recession has impacted the private education
industry. This has an effect of limiting their ability to afford certain programs and slows down
their educational pace. There is increasing evidence regarding the reluctance of students to take
on additional debt in an environment where the job prospects may be limited.

As evidenced by the DOE report, the greater Washington area has an extremely pricey
competitive market. The cost table in the report strongly illustrates that Potomac is a cost-
effective school within the marketplace. If gap funding can be attained, Potomac is in a strong
competitive position. This strategic plan calls for renewed emphasis on identifying and securing
private gap funding, scholarships and the development of an emergency loan program for our
students to offset financing shortfalls.


Trend #4 - Ability of Potomac to Overcome Forecasted Competitive Actions

Analysis of the education sector over the last ten years has proven that there is widespread
consolidation; this consolidation is expected to continue over the next five years. This
consolidation is creating economies of scale in educational delivery that can be translated back
into cost advantages for students. Many small colleges are finding that many of their programs
are no longer cost effective to deliver. Additionally, many of the full-time student services also
have negative impacts on institutional budgets creating pricing pressure for Boards and
Administrators. Potomac has the disadvantage of being a small school in a consolidating market.
This strategic plan calls for investment in prudent growth to allow for the continued investment
in educational, technology and support systems.


                                                11
Another key competitive shift is the last ten year move to a service mindset. Working adults,
unlike the high school college market have different needs and typically demand higher service
delivery standards. These services can be expensive to deliver especially if not augmented by
technology. Potomac has planned for technology and online service upgrades to accommodate
the market demands and attract growth.

Trend #5 - Ability of Potomac College to Capitalize on Technology Shifts

The education market has seen one of the most exciting and significant shifts in the marketplace
due to technological change. The shift to online learning, the ability to offer different learning
styles and modalities in a cost-effective way, mobile computing and the development of social
networking technologies that can enhance collaborative learning models are all exciting
developments that advantage the student and the institution that can capture and harness these
trends.

Potomac College has the advantage of a smaller size, allowing it to be more flexible and nimble
in addressing new ideas. The cost of piloting new technologies is a competitive advantage
relative to large scale institutions where piloting is extensive, time consuming and an
administration must secure significant layers of approval. The challenge is to find the financial
capital within the budget necessary for a robust trial and error process. The challenge for
Potomac will be to apply an innovative but cautious approach so as not to waste precious
financial and human capital pursuing technologies that do not yield the correct advantages to the
College, faculty or students. This strategic plan calls for continued investment in admissions,
learning, faculty support and administrative technologies to maintain a competitive advantage.

Trend #6 – Potomac’s Ability to Address Regulatory Threats

Over the past two years increasing negative publicity and implemented regulatory action have
threatened the plans, and in some cases the viability, of for-profit private colleges. While much
of the commentary has suggested that these actions are designed to target the large, publically
traded for-profits there is an unfortunate spill-over effect in the small private segment. The cost
of compliance has increased tremendously due to changing and increasing rules and regulations.
There are proposed, stringent, bilateral requirements of for-profit institutions that could impact
Potomac‟s programs while advantaging not-for-profits offering identical curriculum. Finally,
there are seemingly contradictory federal policies that negatively impact Potomac‟s minority
constituency.

Potomac is not directly concerned with the removal of the safe harbors provisions from the
incentive compensation regulation (i.e., no incentive payments based on securing enrollments or
financial aid) as Potomac has never compensated admissions representatives in the history of the
College. However, Potomac is mindful that some of this legislation may have an unintended
secondary impact on marketing vendors who may pass the costs of compliance onto their
customer-schools thus increasing Potomac‟s marketing costs. This plan calls for a distinct shift
over the five-year period to Potomac-controlled marketing efforts such as websites, partnership
and direct search tools.


                                                12
Another new regulation is a requirement within the State Authorization clause that “if an
institution is offering postsecondary education through distance or correspondence education to
students in a state in which it is not physically located, the institution may need to meet the state
requirements of that state. Potomac does have out-of-state students taking advantage of
Potomac‟s online programs. Potomac will have to investigate the feasibility of continuing this
endeavor which could have an impact on either the costs of licensing or the growth of the online
programs.


Summary

This strategic plan reflects the analysis of the potential external changes and addresses all known
threats and opportunities to capitalize on Potomac‟s strengths and avoid emphasizing areas of
weakness. The Board, Administration, Faculty and other constituents are unified in their
commitment to continue to build an outstanding, quality institution in the marketplace.




                                                 13
                               Potomac College
                           Strategic Plan 2010-2014

  INTERNAL ENVIRONMENT / SUMMARY INSTITUTIONAL SELF-ASSESSMENT

The 2009 Institutional Outcome Assessment Report found that Potomac College had moved the
institution forward in a number of critical ways but had some observed shortfalls to the stated
objectives. The organization continued to make solid progress on enhancing the academic
program, the faculty quality and online mode of delivery. However, against those successes,
admissions and marketing fell short of expectations and the administrative functions fell behind
as the implementation of the new student administration system missed planned milestones. This
latter issue placed an undue burden on student administrative support areas as manual processes
were more time consuming to execute. The College did receive a favorable audit but the man-
hours required to meet compliance expectations put a strain on resources. The 2010 – 2014
Strategic Plans, taking into account the prior year‟s experiences and assessments, focus on
capitalizing on the strengths of the institution and remediating or avoiding areas of weakness.

The 2010 – 2014 planning process was initiated with an in-depth review, discussion and
amendment of the current Mission Statement as previously outlined. A vision statement was
also revised and approved and the values statement reconfirmed. Against these core
foundational elements, members of the Strategic Planning Committee conducted a review of the
target market, their needs and their motivational drivers. A summary can be found in Appendix
2. The Admissions team then reconfirmed the five target markets outlined in Appendix 3 to
come to a complete understanding of the Potomac target market.


In summary, since its inception, Potomac College has catered to a diverse set of students which
has been further diversified with the inception of online courses in 2008. The majority of the
institution‟s students live in or around the
Greater Washington DC area, with 26% of
students residing in the District of
Columbia and 33% and 17% living in
Maryland and Virginia respectively.
Compared with the percentage of students
living outside of the Great Washington DC
area in 2009 (17%), Potomac College has
further diversified its student body across
the nation. The demographic analysis
outlined in Appendix 4 further supports
that a distinct shift is underway with the
online student population mix exceeding
the on-ground in the fall of 2010 for the first time in the two years since the online program was

                                                14
launched. This is very consistent with industry trends and supports the historical and continued
investment in this learning modality outlined in the Strategic Plan.



About half of Potomac College students are
between 30-50 years old. The student age
distribution is consistent with the goal of
Potomac College, which is to serve working
adult students.




The gender distribution conforms to the national average with 58% of students as female.


                                                             In terms of student ethnicity, 65% of
                                                             Potomac students are “Black, Non-
                                                             Hispanic”, and 18% of the students
                                                             are “White”. Meanwhile,
                                                             “Hispanics” and “Asian” make up
                                                             4% and 2% of student body
                                                             respectively . While somewhat
                                                             diverse, this mix does not reflect the
                                                             area served and Potomac seeks to
                                                             attract more Hispanic and Asian
                                                             students.



Most of Potomac‟s student are economically disadvantaged coming predominantly from low to
moderate income families or they are, themselves, heads of low to moderate income households.
Potomac successfully stays under the government compliance ratios of 90/10 through the
successful diversity efforts to attract international students. Approximately 81% of students
receive some form of grant aid, and the average grant aid is $10,146 dollars. Reflecting this
lower income demographic, the percentage of Pell Grant recipients is quite high at 67%, and the
avarage amount of Pell Grant is $2,260 dollars.

The 2010 – 2014 Strategic Plan calls for continued emphasis and action in order to diversify
student body in terms of student residency, age, ethnicity, and socio-economic status. For
example, Potomac College continues to expand its online population across the country, seek
additional means of student financial support, and aim multicultural urban adults as the target
population. These objectives are summarized in the strategic plan summary of Goal #2.


                                                15
In terms of program mix, a full 2/3rds of the students are pursuing a Bachelors program with the
top three curriculums as 1) Management (45%), 2) Information Systems (21%) and 3)
Accounting (16%); a detailed outline of the programs of study can be found in Appendix Five
along with an October student population summary by program.

The Strategic Planning Committee has also conducted an update to the 2001- 2013 Strategic
Planning Competitive Assessment analysis utilizing recent IPEDs data. Recommendations were
made to adjust the competitive benchmarks eliminating some competitors from other regions and
adding a few in the tri-state area. This analysis outlined in Appendix 6 shows that Potomac
College has, and should capitalize on, several strengths, most notably the small class size and
high teacher. It also reinforces the need for more economic and ethnic diversity. One troubling
data point in the report was the pricing comparison. Potomac, as part of the Institutional research
process over the summer had conducted a pricing study. That study suggested that Potomac‟s
pricing was much more in line with the market. Further analysis will be conducted in the first
quarter of 2011 to confirm the data.
Some key Potomac strengths that the committee identified include:
      Student-centric approach evolving with offerings tailored to the adult learner

      Committed, experienced faculty who are working practitioners

      Quality of programs and willingness to work through gaps sometimes found in adult
       educational achievement.

      Limited competition offering Potomac‟s educational mix of programs, service, small
       classes and support services

      Flexible modes of delivery (face-to-face/online/blended)

      Re-energized alumni network and student government

      Location in, and access to, resources in the nation‟s capital

      Committed and increasingly strong administration and an experienced and strong Board
       of Trustees

      Middle States accreditation


Some key Potomac weaknesses that the committee identified include:
   •   Fragile target market
   •   Immature brand recognition and messaging and lack of admissions scale prevents
       Potomac from creating admissions leverage
   •   Limited programs / curriculum and a lack of graduate level programs results in limited
       attraction of population
   •   Not maximizing service through streamlined operations enabled by technology
                                                16
   •   The DC culture and the Herndon facility and model has impacted effectiveness
   •   Ability to acquire appropriate talent and financial capital while on probation
The Committee found that Potomac College has many opportunities to capitalize on during the
execution period of the 2010 to 2014 Strategic Planning cycle. Some of the major opportunities
identified by the Strategic Planning Committee include:
      Delivering Potomac‟s education to new market segments as driven by the College‟s
       mission:
          o Military personnel
          o Government employees
          o International students
          o Online students
      Providing expanded and employer-needed undergraduate and graduate level programs
      Introducing additional alternative learning sites based on employer demand
      Involvement in service to the community
      Improving the branding, admissions and intake process for new students
      Expansion of articulation agreements
      Continued investments in operations and technology to increase service to our students
       and a lower cost
As a final note, the Strategic Planning Committee has also identified several threats to achieving
the plan. These threats somewhat reflect the changing external market conditions and the
competitive scenarios outlined in the external market section. In order to be successful, Potomac
College must be mindful of these issues as it executes the plan over the next five years:
      Deteriorating economic conditions make it difficult for students to afford attending
       college
      Other local colleges/universities are bigger and can afford broader student support
       services
      The College‟s small number of educational offerings limits the appeal of the College to
       prospective students.
      Need to keep pace with change in career fields
      Student selectivity because of lack of Master degrees
      Inability to effectively serve market due to constrained location
      Lack of online campus ties the online program to inefficiencies created by the physical
       market



                                                17
                                   Part B
                              Potomac College
                          Strategic Plan 2010-2014

The following pages provide for a summary analysis of the 2010 – 2014 Strategic Plan. This is a
summary of all objectives, measures and human and financial capital dedicated to accomplishing
that objective. The more detailed plan, found in the next section, illustrates the detailed action
steps to be taken in accomplishing each objective during each of the five calendar years in
pursuit of the goal. These milestones are assessed annually as part of the Institutional
Assessment process.

This five-year-plan call for continued emphasis on academic and administrative mechanisms
designed to support student learning and institutional renewal. The objectives of enhancing
retention and graduation rates continue to be emphasized and progress continues to be made.
Retention numbers for the year 2010 are trending back to pre-4 week module launch levels and
most notably, the percentage of students moving from part time to full time has increased; a
favorable indicator for an increase in graduation rates.
Potomac College‟s bachelor degree graduation rate has averaged close to 25% since 2000 and
the average time to complete a degree has remained at close to 40 months. Graduation data for
associate degrees since 2005 has averaged approximately 45%. The 2010 – 2014 Strategic Plan
calls for continued emphasis on retention and graduation rates with resources added in many
departments to focus on these critical measures of success. The College anticipates achieving
term-to-term retention of 90% or greater with a concordant increase in bachelor‟s graduation
rates to 40% by the 2014 time frame.

The Strategic Plan also calls for continued upgrade in human capital and physical facilities.
Potomac College currently has two campuses. The District of Columbia Campus consists of
17,100 square feet of occupied space including fifteen classrooms, a computer lab, and a library
with online access, a student lounge and administrative offices. Similarly, the Virginia Campus
consists of 3,100 square feet of occupied space including five classrooms, a library with online
access, a student lounge and administrative offices. The continuous improvement of physical
resources remains an integral part of Potomac‟s student support efforts as well as institutional
assessment as a whole. Two examples of this include the renovation to the building in 2010 to
include a Student Success Center, which allows additional advising space, adjunct faculty
meeting space, and computer usage and group workspace. The lease in Virginia is due for
renewal in 2011 and the site is no longer functional and has impacted growth, retention and
satisfaction. Potomac College plans to submit a substantive change request to the Commission
to relocate to a more functional, desirable and academically appropriate location.




                                               18
                                           Potomac College
                                       Strategic Plan 2010-2014
                                          Financial Summary
The following five year plan was approved by the Board of Trustees of Potomac College.
Building off the investments made in academics, faculty, admissions and marketing and the
online mode of delivery, the Strategic Plan provides for 2011 as the year of transition to a self-
sustaining concern.

Potomac College LLC Revised Titles
2010 - 2013 Budgeted Income Summary
                                             Projected          Budget        Budget        Budget        Budget
                                                     2010             2011          2012          2013          2014
Gross Tuition and fees: onground                4,872,026        4,720,959     5,505,533     6,275,588     6,893,476
Gross Tuition and fees: online                  1,350,853        3,199,924     4,527,211     5,583,587     6,614,706
Registration Fees                                  36,030           39,125        41,886        43,748        43,748
(Bad dept expense)                               (122,616)        (166,085)     (208,092)     (248,302)     (229,668)
Net tuition                                     6,136,293        8,177,279    10,238,377    12,210,550    14,016,249


Total Salary and Related                       4,474,458         4,265,453     4,691,499     5,346,275     6,027,210

Departmental Expenses
Education                                        157,919           283,637       382,019       496,190       469,314
Distance Education                               776,057           734,730       813,870       887,787     1,067,495
Admissions                                       655,558           476,776       643,274       819,305       872,334
Building Occupancy                               832,273           934,950     1,110,450     1,157,700     1,207,313
Administration                                   529,832           236,204       248,014       428,014       428,014
Information Systems                               81,894           184,706       228,722       241,531       249,771
Corporate                                        134,143           279,200       479,200       279,200       279,200
Learning Resource Center                          19,996            31,635        33,217        92,167        92,167
Financial Aid                                    112,430           143,119       162,631       184,624       195,181
Student Services                                  14,024            28,600        27,780        29,019        30,320
International and Affiliations                    33,946            34,550        36,278        56,091        58,896
Total Non-Employee Expenses                    3,348,073         3,368,107     4,165,454     4,671,628     4,950,004

Total departmental expenses                    7,822,530         7,633,560     8,856,953    10,017,903    10,977,214

Net Income from Operations                     (1,686,237)        543,719      1,381,424     2,192,647     3,039,035

Non-Operating Income/(Expense)
Rental Income                                    182,001          192,000       192,000       192,000       192,000
Other Income (Expense), net                        2,718            2,400         2,400         2,400         2,400
Total Non-Operating Income/(Expense)             184,720          194,400       194,400       194,400       194,400

EBITDA                                         (1,501,517)        738,119      1,575,824     2,387,047     3,233,435

Depreciation and Amortization                    (54,525)          (79,000)     (132,000)     (168,000)     (192,000)

Income Before Taxes                            (1,556,042)        659,119      1,443,824     2,219,047     3,041,435
Income Taxes

Net Income                                     (1,556,042)        659,119      1,443,824     2,219,047     3,041,435




                                                           19
                             Potomac College
                           Strategic Plan 2010-2014
GOAL 1: IMPROVE THE QUALITY OF POTOMAC COLLEGE’S PROGRAMS AND
THE MARKETABILITY OF ITS GRADUATES.

During the 2009 – 2013 planning process Potomac College identified the need to refocus on the
programs that the school had launched in the preceding years. Following the program reviews
conducted in 2009 and part of the Institutional Assessment Process for that calendar year,
Potomac determined that 1) the foundational program begun with the writing across the
curriculum initiative had to be further strengthened, 2) the existing programs needed attention at
the course level, 3) the College needed to accelerate the restructuring of the faculty and 4) new
programs that better met employer market demand should be added. The latter initiative was
postponed pending the removal of the probation status but all other initiatives were pursued with
vigor. Potomac believes that this focus will significantly improve the quality of the educational
process and will be reflected in improved retention and graduation rates, enhanced admissions
ability due to improved brand image and increases in student satisfaction. A summary of the
2010 – 2014 objectives includes:

            Objectives               Measures               Primary         5 Yr est.
                                                          Responsibility    Expenses



  1.1 Improve                Launch of testing and       VPAA, General
      foundational           transitional studies        Education
      program.               program. Improvements       Department
                             in first year retention -   Chair
                             30% improvement                                $300,234

                             Launch of testing and       VPAA, General
                             transitional studies        Education
                             program. Improvements       Department
                             in first year retention -   Chair
                             30% improvement
                             Improvements in             VPAA, Chair of
                             graduation rate to 40%      Advising, Chair
                             by 2014                     of IT
  1.2 Enhance, augment       Increase in honors          VPAA, Gen Ed
      and market the         participants to 5% of       and discipline
      honors program.        total students              Department
                                                         Chairs, VP
                                                         Student and
                                                         Career Services      $135,000


                                                20
1.3 Evaluate and          Current course upgrade -    Department
    upgrade existing      Syllabi in all courses in   Chairs and VP
    programs and          each major and in           Marketing and
    review courses to     General Education           Admissions
    ensure that they      reviewed and revised as
    are current and       necessary. Meet gainful
    reflect               employment metrics of
    collaborative         8% debt ratio
    learning activities
    with appropriate
    assessment.
    Diversify mix                                                       $217,543
                          Improve expansion and       Department
                          marketability of            Chairs and VP
                          programs satisfying the     Marketing and
                          growth desires and the      Admissions
                          rules of gainful
                          employment. Meet
                          placement / advancement
                          goals




1.4 Increase the          PAC established and         Department
    market                operating in support of     Chairs and VP
    effectiveness of      the degree programs and     Marketing and
    Potomac students      placement of students.      Admissions
    by offering new       Meet gainful
    programs that are     employment metrics.
    high job demand.      New programs represent
                          15% of students in 2014
                                                                        $278,234
1.5 Improve online        Continuous improvement      VPAA,
    offering to best in   in online program.          Department
    class by 2013         Upgrade courses through     Chair; Director
                          continuous improvement      of Admissions
                          reaching level 3 by 2014
                                                                        $295,762




                                           21
                               Potomac College
                           Strategic Plan 2010-2014

GOAL 2: INCREASE THE SIZE AND THE SOCIO-ECONOMIC AND CULTURAL
DIVERSITY OF POTOMAC COLLEGE WHILE CONTINUING TO SERVE ITS CORE
ADULT URBAN STUDENT POPULATION.

Potomac College has historically operated as a very small school. With the change in control in
2008, and the infusion of capital, Potomac was able to take the next step and increase its student
size by approximately 50%. Through the assessment process that began in the fall of 2008
Potomac identified weaknesses in marketing and admissions process and a number of initiatives
were successfully launched in 2009. 2010 was to be the year of continued expansion and
improvement of these efforts but was impacted by the change in status to probation. Our
competitors, naturally, utilized this situation to their own advantage and our productivity
numbers declined at the beginning of the year.

While much good work was done launching meaningful programs, Potomac College must strive
to get off of probation thus re-inspiring confidence in prospective students to trust their
educational future to Potomac. Additionally, the 2010 - 2014 Strategic Planning process calls for
the Admissions and Marketing team to integrate key learning from the prior programs and the
assessment of results to produce a stronger and more effective integrated marketing approach.
In 2010, the college took an important step in realizing the need for a professional marketing
resource. Marketing and student inquiry generation was previously the responsibility of the
Admissions department. While it is critical that marketing and admissions work hand-in-hand,
they are very different skill sets and both areas will benefit greatly from having a focused
professional leading the individual departments.


The 2009 year-end assessment process continued in 2010 with the help of a professional resource
who determined that many of its ideas on marketing over the past two years have been correct.
They have correctly identified the brand promise and areas of growth opportunity (new degree
offerings, expansion within corporate and military marketing, serving the Hispanic market,
online market expansion, and continuing to grow its core base of urban working adults).
However, the assessment process also revealed that several of the previous ideas on how to grow
and attack these segments were not savvy enough given today‟s competitive recruitment
environment. The admissions function has become quite sophisticated in the last 10 years,
driven by cash-rich public competitors. Potomac must continue to invest in best-practice
admissions tools and apply concrete measurements and outcomes metrics to managing the
process. A summary of the 2010 – 2014 objectives includes:




                                                22
          Objectives              Measures               Primary         5 Yr est.
                                                       Responsibility    Expenses



2.1   Implement a         All key metrics improve.     Director of
      process of          1) Percent of Paid           Admissions
      continuing          Applications/Leads
      improvement in      2) Lead /
      admissions          Enrollment/Admitted
      operations.         3) Cost per sitting
                          student                                          $556,508
2.2 Increase the size     Achieve growth and           Director of
    and economic and      economic and cultural        Admissions
    cultural diversity of diversity plan among this
    its multicultural     population over the
    urban adult           course of the five-year
    population.           plan.                                          $1,110,000
2.3 Improve visibility    25% of local applicants      Director of
    and name              come through non-paid        Admissions,
    recognition of        sources (Personally          President
    Potomac College in    developed leads, referrals
    the marketplace.      or website), rather than
                          acquired leads.                                  $355,000
2.4 Implement             Private sources launched     President, CFO,
    additional means of   and contributing at least    Director of
    student financial     12% of revenue.              Financial Aid
    support.              Withdrawal due to
                          financial concerns
                          reduced by 25%
                                                                           $180,000
2.5 Continue to build     Increase online              Director of
    online population     enrollment to 300            Admissions
    consistent with       students by 2014
    marketplace trend.                                                   $1,105,506

2.6 Increase the          Non-Title IV student         Director of       $590,980
    number of             percentage remains           Admissions
    diversified sources   comfortably below 90%.
    to access Potomac's   Diversify sources by 20%
    target population.




                                              23
                               Potomac College
                           Strategic Plan 2010-2014

GOAL 3: CONTRIBUTE TO THE IMPROVEMENT OF STUDENT SUCCESS
THROUGH THE DELIVERY OF STUDENT SERVICES APPROPRIATE FOR
POTOMAC COLLEGE’S STUDENTS AND FULLY INTEGRATED WITH
ADMINISTRATIVE, INSTRUCTIONAL AND SUPPORT SYSTEMS.

In 2008, following the change in control, the new ownership conducted retention analysis to
uncover the issues and shortfalls contributing to low graduation rates. As a result of that
assessment process, the College formed a dedicated student services group in the model of other
successful institutions catering to the adult learner. The initial results showed continuous
improvement. On the shortfall side, despite analysis demonstrating that other adult-centric
institutions had success with the one-course-at-a-time approach for curriculum sessions, at
Potomac the move to four-week sessions did not have the intended effect experienced by other
institutions. In contrast Potomac students, faculty and administrative departments found the
approach difficult to manage and the solid retention progress experienced suffered a temporary
setback. As a result of thorough assessment in 2009 following the trial launch, the 2010 plan
called for a shift back to an extended session length of 8 weeks. Potomac is pleased to note that,
to date, this shift has resulted in a dramatic move to full-time student status – a key indicator of
potential increases in graduation rates.

As a result of the 2009 Institutional Assessment Process, another weakness identified was the
need for additional career services. This weakness has been addressed in Potomac‟s 2010 – 2014
Strategic Plans as the current plan calls for, and the college is executing towards building a full-
service career center.

Finally, the 2009 assessment process showed that while much had been done to improve
administrative support, higher service delivered more cost-effectively through technology would
enhance student and faculty satisfaction. Therefore the 2010 -2014 Strategic Plan calls for
continued investment in technology, focus on communication and continued enhancement to
administrative support areas. A summary of the 2010 – 2014 objectives includes:




                                                24
         Objectives               Measures               Primary          5 Yr est.
                                                       Responsibility     Expenses



3.1 Increase retention    Retention goal mod-to-       Director of
    and graduation        mod 90%; Graduation          Student and
    rates.                goal - 40%;                  Career Services
                                                       Faculty and
                                                       Chairs
                                                       Executive
                                                       Committee
                                                                           $357,951
3.2 Continuous            Student satisfaction rates   Director of
    improvement in        of 90%                       Student and
    communication                                      Career Services
    within Potomac                                     Faculty and
    College's                                          Chairs
    departments and to                                 Executive
    constituencies.                                    Committee
                                                                           $145,858
3.3 Create and            Establish effective career   Director of
    augment career        center. Track the            Student and
    opportunities for     participation and            Career Services.
    students through      satisfaction of students     VPAA
    Career Services       and employers. Meet
    Department.           gainful employment
                          percentages by program.
                          Determine measures for
                          placement /
                          advancement.
                                                                           $324,144
3.4 Further develop       Achieve admissions           President,
    Potomac College's     growth as per plan.          Executive
    campuses as           Continuous improvement       Committee and
    welcoming, secure     in PPE                       Chairs
    and thriving places   Maintain security
    of calibration and    100% of staff is trained
    learning.             on the College Campus
                          Continuity Plan
                          Establish emergency
                          contact list
                                                                           $260,000




                                             25
3.5 Continuous             Instructional and support    President,
    improvement in         system satisfaction scores   Executive
    instructional and      90%       Student Finance    Committee
    other student          Error rate - less than 5%,   Registrar,
    support                Student Record Error         Department
    departments and        Rate - less than 5%;         Chairs and
    processes.             Student satisfaction -       Bursar
    Enhance other          90%
    student functions to   Reduce bad debt /
    promote                increase collections /
    institutional          reduce defaults Bad
    growth. Increase       debt under 10%
    utility of student
    and other MIS
    system to promote
    smooth functioning
    of core processes.                                               $260,887




                                             26
                                Potomac College
                            Strategic Plan 2010-2014

GOAL 4: INCREASE THE INFLUENCE AND EFFECTIVENESS OF THE FACULTY
IN CREATING AN EXCEPTIONAL LEARNING ENVIRONMENT THROUGH THE
USE OF INNOVATIVE TEACHING METHODOLOGIES AND INCORPORATING
BEST INDUSTRY PRACTICE INTO THE CURRICULUM.

As Potomac College implemented new assessment processes in 2009 not all faculty were
comfortable with the new standards of performance. The Potomac Administration and Board
reached out to other institutions and confirmed that this was a typical cultural transition issue that
arises when implementing higher standards of assessment. Therefore, the 2010 – 2014 Plan
places great attention, energy and emphasis on improving faculty performance and getting it
comfortable with the upgraded assessment methodologies. Potomac believes this is fundamental
/ foundational base and therefore the Administration and Board reprioritized efforts and
postponed other, less foundational, elements until later periods. We are pleased to report that
midway through the 2010 period, this project has overachieved the 2010 milestones and the
Potomac faculty continue to be a core strength of the College.

Potomac College currently employs 12 full-time faculty members and ~40 adjunct faculty
members. One third of full-time faculty and 22% of adjunct faculty hold terminal degrees. One
hundred percent of adjunct faculty teaching courses in the major subjects are currently working
in their fields or have significant prior experience as practitioners. While 15% of the faculty
teaches solely online and 46% teach only on-ground, 8 faculty members (15%) teach both in the
online and in the classroom environments. It is expected that more faculty will teach online as
several have expressed interest in receiving appropriate training. The majority of Potomac‟s
faculty lives in the Greater Washington area. There are five online faculty members who are
located outside this area. A summary analysis can be found in Appendix 7.
In order to improve student outcomes and the overall quality of educational delivery, Potomac
College identified a series of initiatives for upgrading the faculty which were launched in 2010:
   1. Ensuring that all faculty members have at least a Master‟s degree.
   2. Attracting and recruiting new adjunct faculty with terminal degrees.
   3. Training faculty in the use of grading rubrics to assess student learning outcomes.
   4. Creating a Faculty Resource Center (FRC) located on Potomac‟s Online learning website.
      The FRC contains numerous documents to support faculty teaching. These include
      Webinar information, URL‟s of helpful websites, and grading rubrics. There is also a
      Faculty Handbook, Middle States documents and other helpful information.
The Strategic Plan calls for continued focus on attracting qualified instructors with terminal
degrees and expertise in their fields, providing support for Best Practices in Teaching in the form
of workshops and training on ground or through Webinars. A summary of the 2010 – 2014
objectives includes:

                                                 27
         Objectives               Measures                Primary         5 Yr est.
                                                        Responsibility    Expenses



4.1 Develop a cadre of     Over 75% of the faculty      VPAA, Director
    adjunct faculty        has terminal degrees or      of HR
    with appropriate       master’s degrees with a
    credentials and        significant amount of
    experience for the     relevant practical
    College’s              experience.
    professional
    programs.
                                                                          $1,209,157
4.2 Improve the            Increased number of          VPAA,
    classroom              faculty is using best        Department
    experience for         practice in teaching         Chairs
    students by            techniques and applying
    supporting faculty     appropriate technology
    in using industry      to engage students in
    recommended best       collaborative learning.
    practice in teaching   Varied teaching methods
    and supporting         evidenced in 90% of
    them with tools.       courses.
                           100% developed and
                           executed professional
                           development plans                              $1,080,000
4.3 Assist faculty in      Review of faculty and        VPAA,
    staying current in     course material for          President,
    their fields and       relevancy and timeliness;    Department
    supporting them        materials and case           Chairs
    with content and       studies within last 5 - 7
    information.           years.      Faculty portal
                           provided monthly with
                           tips and trends.
                           WebEx seminars offered
                           monthly
                                                                          $1,176,765
4.4 Improve teaching       Reduction in number of       VPAA, Director
    by using results of    courses/instructors rated    of Student and
    student feedback       far below average in         Career Services
    from course            student course
    evaluations and        evaluations.
    other surveys and      Student classroom
    an active faculty      satisfaction 90%.
    performs               Active performance
    management             management process -
    process.               100% review.
                                                                            $428,296

                                             28
                           Continuous training in
                                                      VPAA,
    Continue to            assessments conducted 4
                                                     Director of
    develop a culture of   times per year
4.5                                                  Institutional
    assessment among       Assessments performed
                                                     Assessment
    faculty.               100% on time on                           $457,500
                           schedule.




                                            29
                                Potomac College
                            Strategic Plan 2010-2014

GOAL 5: DEVELOP AND SUPPORT A FLEXIBLE TEACHING AND LEARNING
ENVIRONMENT FEATURING COLLABORATIVE LEARNING AS A CENTRAL
MEANS OF EDUCATING POTOMAC COLLEGE’S PRIMARILY MULTICULTURAL
ADULT STUDENT BODY IN PROFESSIONAL PROGRAMS.

Potomac College continues to believe that collaboration skills are essential for success in the
workplace and in life. We also believe that peer-to-peer learning is an essential element of the
learning process. Historically, Potomac College has been known for, and focused on, peer-to-
peer learning through the TAP program. This program was designed to directly apply theoretical
knowledge into practical learning through a for-credit, collaborative work project. The emphasis
on collaboration continued with the launch of the Traditional program in 2008-9 and the 2008
Strategic Planning committee recommended the inclusion of this foundational and philosophical
foundation formally into Potomac‟s goals; the Board of Trustees readily accepted the proposal.

In 2009, the focus was on adding collaboration into the online environment as an imperative and
an alternative to the natural interaction that occurs in the classroom environment. The 2010 –
2014 Strategic Plan continues to emphasize collaboration both in the online and the on ground
programs. Investments in technology tools and faculty training are key elements to building a
strong educational component of learning based on collaboration. A summary of the 2010 –
2014 objectives includes:

            Objectives               Measures              Primary         5 Yr est.
                                                         Responsibility    Expenses



  5.1 Expand technology      Collaboration through      VPAA,
      infrastructure to      technology taking place    Department
      enhance access and     in all online and on       Chairs, Director
      provide basic          ground courses.            of Student
      collaboration tools    Student access to portal   Services,
      as a central means     100%                       Director of
      of learning.           Faculty Access to portal   Information
      Expand access and      100%                       Technology
      activity.              Online Student access
                             100%
                                                                            $340,342




                                                30
5.2 Develop hybrid        Collaboration through        VPAA,
    courses to enhance    technology taking place      Department
    collaboration in an   in all online and on         Chairs, Director
    online environment.   ground courses.              of Student
    Mirror workforce      Hybrid courses               Services,
    collaboration.        introduced across            Director of
                          departments used in 75%      Information
                          of courses                   Technology
                          Expand use of audio and
                          video on ground and
                          online programs 60%
                                                                          $110,000
5.3 Increase usage of     Expand usage of e            Librarian,
    the LRC/library       learning including e-        Department
    and other resources   books, e-databases;          Chairs and
    to enhance student    online tutoring and          VPAA
    learning              increased use of
                          Integrated Library
                          System (ILS). Formal
                          instruction on info
                          literacy, visual literacy,
                          collaboration and tech
                          literacy delivered to 80%
                          of students
                                                                          $113,000
5.4 Increase              80% of required courses      VPAA and
    collaboration tools   have embedded                Department
    and projects in       collaborative                Chairs
    online classroom      assignments; 100% of
    and access for on     graduates had at least 8
    ground students       courses with
                          collaborative
                          assignments.



                                                                          $105,993




                                            31
                            Potomac College
                          Strategic Plan 2010-2014

GOAL 6: IMPROVE POTOMAC COLLEGE’S ACADEMIC AND INSTITUTIONAL
ASSESSMENT PROCESSES TO SUPPORT THE ACHIEVEMENT OF ITS GOALS,
OBJECTIVES AND STUDENT LEARNING OUTCOMES.

With the approval of the 2009 – 2013 Strategic Plan, Potomac College began a very ambitious
process to re-engineer and upgrade the entire assessment process within the institution. The
College had noted the limitations of the earlier processes and took aggressive steps to begin an
active process to upgrade and conform to the current best practices for regionally accredited
institutions. In the spring of 2010, the Commission found these initiatives still needing work
and, as a result, the Administration of Potomac College put this process as a top priority for
focus. Potomac revisited student learning goals and examined courses and programs to enable
the students of Potomac College to demonstrate the proficiency outlined and embedded in the
Institutional Learning Objectives. ISLO‟s were refined, programs revisited and all course level
rubrics and outcome assessments reviewed and, if found insufficient, amended.

Assessment of student learning outcomes is a vital and integral part of institutional assessment.
Some of Potomac‟s prior efforts and successes are highlighted below

            Objectives               Measures               Primary        5 Yr est.
                                                          Responsibility   Expenses



  6.1 Integrate and          Each academic program       Director of
      improve previous       has an assessment plan      Institutional
      assessment             which assesses all          Assessment,
      initiatives into a     departmental/program        President,
      college-wide           goals over a 3-year cycle   Executive
      assessment plan for    and uses the results to     Committee and
      institutional          improve the department      Chairs
      assessment and         or program.
      assessment of          Departmental plans are
      student learning       assessed annually for the
      outcomes.              strategic planning
                             process 100%
                             participation in planning
                             for assessment and then
                             assessing results
                                                                            $403,849




                                                32
6.2 Assess progress         By 2014 SP objectives are    Director of
    toward achieving        assessed as being            Institutional
    Institutional           completed or partially       Assessment,
    Mission and Goals       completed at 90% rate.       President,
    by assessing level of                                Executive
    success in achieving                                 Committee,
    the objectives of the                                Chairs
    SP 2010-2014.                                                        $400,000
6.3 Institutional data      Basic enrollment,            Director of
    are collected,          graduation/retention,        Institutional
    analyzed,               Title IV, staffing,          Assessment,
    disseminated and        assessment data is           President,
    informs Potomac         collected, digitized and     Executive
    continuous              kept in a central place to   Committee,
    feedback loop on a      which staff requiring it     Chairs
    regular basis.          have access.
                                                                         $375,000
6.4 Perform                 Audit of two (of six) areas VP Compliance
    compliance audits       completed each year.
    of each functional
    area of the College.
                                                                         $274,000
6.5 Enhance human           Measures:                    Board
    and capital             Capital plan in place        President,
    resources to            Employee and Faculty         Executive
    maximize growth         Handbooks updated.           Committee, HR
    and quality and         Employee and Faculty
    support College         Retention Rate - 80%
    mission and goals       Percentage of Employees
                            who possess post
                            secondary and advanced
                            degrees - 80%
                            Provide 8 hours per year
                            of Employee Personal
                            Development Training
                            Conduct annual
                            performance reviews and
                            approve forward year
                            goals
                                                                         $397,713




                                               33
                PART C
2010 – 2014 STRATEGIC PLAN DETAIL MATRIX
 BY GOAL, OBJECTIVE, ACTION ITEM AND
    RESPONSIBILITY & MEASUREMENT




                   34
                                                    Goal 1: Improve the quality of Potomac College’s programs and the marketability of its graduates.
              Obje ctive s                 Me asure s              Re sponsible                            Actions              Progre ss               Actions                    Actions                   Actions                  Actions
                                                                                       De adline            2010              against 2010               2011                        2012                     2013                      2014
                                                                                                                                 Targe ts
     1.1 Improve                  Launch of te sting and         VPAA, Ge ne ral       Annual       De ve lop re me dial      Comple te         Follow up on                Ide ntify and partne r   Asse ss re sults of use   Re vie w and re vise
         foundational             transitional studie s          Education             Actions      programs in               Some              asse ssme nt re sults to    with local non-profit    of outside re source s.   transitional program.
         Program.                 program. Improve me nts        De partme nt          Re quire d   English and math          succe ss          de te rmine e mphasis       re source s to he lp                               Conside r othe r online
                                  in first ye ar re te ntion -   Chair                              to pre pare               e vide nce d in   ne e de d in ENGL 009       with de e p                                        strate gie s base d on
                                  30% improve me nt                                                 stude nts for             both on           and MTH 009.                re me diation. Id &                                industry re se arch
                                                                                                    colle ge -le ve l study   ground and                                    launch online partne r
                                                                                                                              online                                        to assist online
                                                                                                                                                                            stude nts
                                  Launch of te sting and         VPAA, Ge ne ral       June 2013    Launch                    Comple te         Establish first ye ar        Core program te st      Re vise te sting and      Launch te sting phase
                                  transitional studie s          Education                          Accuplace r and                             re te ntion program.        and le arn. Conside r    place me nt base d on     2 and conside r
                                  program. Improve me nts        De partme nt                       be gin to analysis                          Improve ove r 2010          sophomore te sting.      18 months re sults.       sophomore te sting.
                                  in first ye ar re te ntion -   Chair                              to improve                                  base ye ar by 10%           Targe t 5%               Improve re te ntion       Improve re te ntion
                                  30% improve me nt                                                 stude nt succe ss.                                                      improve me nt ove r      ove r 2010 base ye ar     ove r 2010 base ye ar
                                                                                                    Analyze re te ntion                                                     2010                     by anothe r 10%           by anothe r 10%
                                  Improve me nts in              VPAA, Chair of        Annual       Add tutoring and          Comple te -       Expand tutoring             Asse ss and improve      Ide ntify and te st       Augme nt te chnical
                                  graduation rate of 40%         Advising, Chair       Actions      te chnical skills         limite d          program by piloting         te chnical skills.       outside te chnical        skills program.
                                  by 2014                        of IT                 Re quire d   se minar. Base line       succe ss          onsite paid tutoring        Move graduation          asse ssme nt proce ss     Targe t graduation
                                                                                                    analysis on                                 se rvice .                  from 25% to 30%          Move graduation           rate of 40%
                                                                                                    graduation rate                                                                                  from 30% to 35%
     1.2 Enhance , augme nt       Incre ase in honors            VPAA, Ge n Ed         Annual       Asse ss TAP               Comple te         De ve lop approach to       De ve lop ove rlapping   Expand e mploye r         5% of stude nt
         and marke t the          participants to 5% of          and discipline        Actions      program and                                 e mploye r                  TAP and MBA with         partne rships. 3% of      population in Honors
         honors program.          total stude nts                De partme nt          Re quire d   Capstone .                                  partne rships and           partne r. 1% of          stude nt population in    program
                                                                 Chairs, VP                         Ide ntify and join                          launch. Launch              stude nt population in   Honors program
                                                                 Stude nt and                       honor socie ty                              honor socie ty. .50%        Honors program
                                                                 Care e r Se rvice s                                                            of stude nt population
                                                                                                                                                in Honors program




35
     1.3 Evaluate and             Curre nt course upgrade -      De partme nt          Annual       Syllabi in all online Comple te             All programs                On-going se le cte d     Asse ss hybrid            Expand numbe r of
         upgrade e xisting        Syllabi in all course s in     Chairs and VP         Actions      and onground                                re vie we d and course s    re vie w of course s.    course s. Introduce       hybrid course s.
         programs and             e ach major and in             Marke ting and        Re quire d   course s in e ach                           re vise d as ne ce ssary;   Te st use of hybrid      inte ractive              Maintain 8% de bt
         re vie w course s to     Ge ne ral Education            Admissions                         major and in                                de ve lop Capstone .        course s. Achie ve       te chnology in online     cove rage for gainful
         e nsure that the y are   re vie we d and re vise d as                                      Ge ne ral Education                         Ide ntify program to        8% de bt cove rage for   and on ground             e mployme nt.
         curre nt and re fle ct   ne ce ssary. Me e t gainful                                       re vie we d and                             inte grate te chnology -    gainful e mployme nt.    course s. Maintain
         collaborative            e mployme nt me trics of                                          re vise d as                                hybrid course s.                                     8% de bt cove rage for
         le arning activitie s    8% de bt ratio                                                    ne ce ssary.                                Achie ve 10% de bt                                   gainful e mployme nt.
         with appropriate                                                                           Evaluate gainful                            cove rage for gainful
         asse ssme nt.                                                                              e mployme nt                                e mployme nt.
         Dive rsify Mix



                                  Improve e xpansion and         De partme nt          Annual       Establish                 In progre ss      Conduct re se arch to       Analyze curriculum       Conduct marke t           Analyze marke tability
                                  marke tability of              Chairs and VP         Actions      Profe ssional             for PAC's         improve / add /             through advisory         re se arch to             through advisory
                                  programs satisfying the        Marke ting and        Re quire d   Advisory                                    re duce                     board, e mploye rs       de te rmine               board, e mploye r
                                  growth de sire s and the       Admissions                         Committe e with           Evaluate d        conce ntrations.            alumnus and              marke table               surve y, alumni surve y
                                  rule s of gainful                                                 me mbe rship              Gainful           Particular focus on IT      place me nt analysis.    conce ntrations. Add      and / or place me nt
                                  e mployme nt. Improve                                             re pre se ntative of      e mployme nt      and he alth care            Asse ss and improve      or re duce as             analysis against PAC
                                  attractive ne ss of                                               all de gre e                                against PAC                 Manage me nt and         ne ce ssary. 10%          re comme ndations on
                                  programs as me asure d by                                         programs.                                   re comme ndations.          Accounting               improve me nt in          ground and online .
                                  place me nt or gainful                                            Evaluate gainful                            Establish place me nt /     programs. 10%            place me nt /             10% improve me nt in
                                  e mployme nt by 2014.                                             e mployme nt                                advance me nt               improve me nt in         advance me nt on          place me nt.
                                                  Me e t                                                                                        be nchmark and goals;       place me nt /            ground and online .
                                  Place me nt /                                                                                                 de te rmine how             advance me nt goals      Asse ss and improve
                                  Advance me nt goals                                                                                           place me nt will be         on ground and online .   Gov. Contract
                                                                                                                                                manage d online .                                    Manage me nt and Intl
                                                                                                                                                                                                     Bus.
                                              Goal 1: Improve the quality of Potomac College’s programs and the marketability of its graduates.
              Objectives              Measures              Responsible                     Actions        Progress            Actions                 Actions                Actions                  Actions
                                                                            Deadline         2010        against 2010            2011                   2012                   2013                     2014
                                                                                                            Targets
     1.4 Increase the          PAC established and        Department        Annual     Biannual          Postponed      Write PAC charter;      Launch MBA or          Expand Health care       Expand MS to an
         market                operating in support of    Chairs and VP     Actions    competitive       until 2011     extend formal           other MS program       and launch new 2 new     additional program
         effectiveness of      the degree programs and    Marketing and     Required   programs review   pending MS     invitations to join;    proven by market       curriculums based on     based on market
         Potomac students      placement of students.     Admissions                   to evaluate       lifting of     convene. Launch         research and           market demand and        research and
         by offering new       Meet gainful employment                                 effectiveness,    restrictions   Bachelors of Arts       employer / demand.     employer feedback.       employer / demand.
         programs that are     metrics. New programs                                   competitiveness                  (built not launched).   Programs new from      Programs new from        Programs new from
         high job demand.      represent 15% of                                        and market                       Launch BS Health        2010 represent 5% of   2010 represent 10%       2010 represent 15%
                               students in 2014                                        demand                           Care based on           mix.                   of mix.                  of mix.
                                                                                                                        research




     1.5 Improve online        Continuous improvement     VPAA,             Annual     Expand Online & Complete         Continue to develop     Continue to develop    Continue to develop      Continue to develop
         offering to best in   in online program.         Department        Actions    Student Services                 all online offerings    all online offerings   all online offerings     all online offerings
         class by 2013         Upgrade classes through    Chair; Director   Required   and Publish Packs                bringing 100% up to     bringing 75% up to     bringing all new         bringing 25% up to
                               continuous improvement     of Admissions                added and other                  level 2 and 25% to      level 3                programs up to level 3   level 4
                               reaching level 3 by 2014                                improvements                     level 3.
                                                                                       made. 50% of
                                                                                       courses at Level 2.




36
                                                                                    Goal 2: Increase the size and the socio-economic and cultural diversity of

                                                                Potomac College while continuing to serve its core adult urban student population.
               Obje ctive s                 Me asure s            Re sponsible       De adline          Actions             Progre ss              Actions                   Actions                    Actions                   Actions
                                                                                                          2010            against 2010              2011                       2012                       2013                      2014
                                                                                                                             Targe ts
     2.1   Imple me nt a           All ke y me trics improve . Dire ctor of          Annual       Asse ss e xiting        Comple te        Train staff; improve      Asse ss re sults            Continue                  Continue
           proce ss of                     1) Pe rce nt of Paid Admissions           Actions      me trics and                             re ports; improve         through applicant and       improve me nt             improve me nt
           continuing              Applications/Le ads                               Re quire d   ide ntify shortfalls,                    manage me nt and          stude nt surve ys.          proce ss. Advance call    proce ss. Le ad to app -
           improve me nt in        2) Le ad /                                                     prioritize                               re source allocation;     Improve marke ting          ce nte r and contact       10% le ad to start -
           admissions              Enrollme nt/Admitte d                                          improve me nt,                           Le ad to app - 4%         and le ad manage me nt      manage me nt              7%     Cost pe r sit -
           ope rations.                                 3)                                        cre ate 2009 and                         le ad to start - 3%       approach                    proce sse s               $2000
                                   Cost pe r sitting stude nt                                     2010 base line .                         Cost pe r sit - $2800     Le ad to app - 6%           Le ad to app - 8%
                                                                                                                                                                     le ad to start - 4%         le ad to start - 5%
                                                                                                                                                                     Cost pe r sit - $2500       Cost pe r sit - $2200




      2.2 Incre ase the size ,     Achie ve growth and          Dire ctor of         Annual       Re vise ove rall        Partially        Improve marke ting        Improve marke ting          Improve marke ting        Improve marke ting
          e conomic and            e conomic and cultural       Admissions           Actions      Colle ge marke ting     Comple te        /training of              /training of                /training of              /training of
          cultural dive rsity of   dive rsity plan among this                        Re quire d   plan.                   Stude nt         admissions                admissions                  admissions                admissions
          our multicultural        population ove r the                                           Re -invigorate          ce nsus goal -   counse lors; e valuate    counse lors; e valuate      counse lors; e valuate    counse lors; e valuate
          urban adult              course of the five -ye ar                                      sale s te am with       600 vs.          local compe tition.       local compe tition.         local compe tition.       local compe tition.
          population.              plan.                                                          re vise d approach.     actual of 400    Stude nt ce nsus goal     Stude nt ce nsus goal       Stude nt ce nsus goal     Stude nt ce nsus goal
                                                                                                     Actual - 9%           Growth in       re cast at 600            re cast at 800              re cast at 850            re cast at 925
                                                                                                                          dive rsity -     Dive rsity goal - 10%     Dive rsity goal - 5% of     Dive rsity goal - 5% of   Dive rsity goal - 10%
                                                                                                                          9%               incoming population       incoming population         incoming population       of incoming
                                                                                                                          mode rate        from ne w e thnic and /   from ne w e thnic and /     from ne w e thnic and /   population from ne w
                                                                                                                          succe ss         or socio e conomic        or socio e conomic          or socio e conomic        e thnic and / or socio
                                                                                                                                           backgrounds               backgrounds                 backgrounds               e conomic
                                                                                                                                                                                                                           backgrounds




37
      2.3 Improve visibility       25% of local applicants      Dire ctor of         Annual       Comme nce local      Comple te   Plan and e xe cute                Plan and e xe cute          Plan and e xe cute PR     Monitor re sults and
          and name                 come through non-paid        Admissions,          Actions      adve rtizing         Total non-  “Own the Re d Line ”              ne ighbor-hood              campaign; re gular        imple me nt
          re cognition of          source s (Pe rsonally        Pre side nt          Re quire d   campaign; plan       paid        stude nt campaign;                marke ting plan for on      participation of          continuous
          Potomac Colle ge in      De ve lope d Le ads,                                           and e xe cute           2010 =9% incre ase signage ;               ground stude nts and        Pre side nt, VPAA and     improve me nt
          the marke tplace .       re fe rrals or we bsite ),                                     e ducation-re late d             Se arch Engine                    continue to e xpand         faculty in local          program with local
                                   rathe r than acquire d                                         community                        Optimization                      on line marke ting          e ducation forums and     source s and we bsite .
                                   le ads.                                                        outre ach programs.              campaign focuse d                 nationally. Targe t         ELC. Targe t non paid     Targe t non-paid 25%
                                                                                                                                   National. Targe t non-            non-paid - 16%              21%
                                                                                                                                   paid 12%




      2.4 Imple me nt              Private source s launche d   Pre side nt, CFO,    Annual       Evaluation and          In proce ss      De ve lop parame te rs    Cre ate foundation to       Be gin fundraising;       Asse ss impact of
          additional me ans of     and contributing at le ast   Dire ctor of         Actions      e stablish Gap          partially        for the e stablishme nt   fund scholar-ships;         involve alumni; award     scholarships and
          stude nt financial       12% of re ve nue .           Financial Aid        Re quire d   Financing (Sallie       comple te        and ope ration of a       obtain IRS                  first scholarships.       e me rge ncy loan fund
          support.                 Withdrawal due to                                              Mae , Chase and             SLM          stude nt e me rge ncy     de te rmination le tte r;   Incre ase gap usage       on re te ntion.
                                   financial conce rns                                            National                financing;       loan funds,               e stablish stude nt         by 3% lowe ring           Incre ase gap usage
                                   re duce s by 25%                                               Education,              e xploring       scholarships, and         e me rge ncy loan fund.     withdrawals 90/10 -       by 3% lowe ring
                                                                                                  Scholarships,           othe r           additional Gap            Incre ase gap usage         88%                       withdrawals 90/10 -
                                                                                                  e me rge ncy loans).    funding.         Financing. Incre ase      by 3% lowe ring                                       82%
                                                                                                  90/10 ratio at          Scholarship      gap usage by 3%           withdrawals 90/10 -
                                                                                                  le ast 88 / 12          in proce ss.     lowe ring withdrawals     85%
                                                                                                                          90/10 e st.      90/10 - 88%
                                                                                                                          88%
                                                       Goal 2: Increase the size and the socio-economic and cultural diversity of Potomac
                                                            College while continuing to serve its core adult urban student population
             Objectives               Measures            Responsible                   Actions            Progress            Actions                 Actions                Actions                 Actions
                                                                        Deadline          2010           against 2010           2011                    2012                   2013                    2014
                                                                                                            Targets
     2.5 Continue to build     Increase online          Director of     Annual     Develop               Complete -     Rebrand online          Expand partner         Expand partner          Expand partner
         online population     enrollment to 300        Admissions      Actions    independent           Strong Q4      offerings; develop      program. adjust plan   program. Adjust plan    program. adjust plan
         consistent with       students by 2014                         Required   online recruitment    surge On       partner program train   and allocate           and allocate            and allocate
         marketplace trend.                                                        plan; enhance         Line           Online Admission        resources              resources               resources
                                                                                   presentation of       Enrollments    Advisors; year end      accordingly. Year      accordingly. Year end   accordingly. Year
                                                                                   online offerings on   2010 year      target 175              end target 230         target 250              end target 300
                                                                                   web site.             end = 116



     2.6 Increase the          Non-Title IV student     Director of     Annual     90/10 below 90%       Complete     Increase the number       Increase the number Increase the number Increase the number
         number of             percentage remains       Admissions      Actions     Develop              2010 - Title students from other       of employer         of students from     of students from
         diversified sources   comfortably below 90%.                   Required   alternative           IV Ratio     sources 10%               reimbursed students other sources to 15% other sources to 20%
         to access Potomac's   Diversify sources by 20%                            sources               estimated at                           to 12%
         target population.                                                        recruitment           87%;
                                                                                   strategies to         Student from
                                                                                   exceed 5%             other
                                                                                                         sources 5%




38
                       Goal 3: Contribute to the improvement of student success through the delivery of student services
              appropriate for Potomac College’s students and fully integrated with administrative, instructional and support systems.
             Objectives                Measures               Responsible                     Actions           Progress             Actions                  Actions                 Actions                 Actions
                                                                              Deadline          2010          against 2010            2011                     2012                    2013                    2014
                                                                                                                 Targets
     3.1 Increase retention    Retention goal mod-to-       Director of       Annual     Improve student      Complete        Change scheduling;       Orientation             Orientation             Orientation
         and graduation        mod 90%; Graduation          Student and       Actions    orientation and         Orient.      must register for        participation - 70%     participation - 70%     participation - 70%
         rates.                goal - 40%;                  Career Services   Required   Advising             participation   semester.                       Implement               Implement               Implement
                                                                                         participation.       up 100%;        Improve orientation.     revised retention       revised retention       revised retention
                                                                                         Improve degree       Advising -      Improve retention        contact plan - goal     contact plan - goal     contact plan - goal
                                                            Faculty and                  maps satisfaction;   100%            contact plan based on    86% mod to mod          88% mod to mod          90% mod to mod
                                                            Chairs                       Reinvigorate SGA     degree maps     best practices/outside        Maintain 100%           Maintain 100%           Maintain 100%
                                                            Executive                    and Alumni           redone by yr-   benchmarking mod-to      degree maps             degree maps             degree maps
                                                            Committee                    association;         end; SGA        mod of 85%.                  Graduation Rate         Graduation Rate         Graduation Rate
                                                                                         Increase student     and Alumni      Develop systematic       of 30%                  of 35%                  of 40%
                                                                                         contact.             assoc.          academic advising
                                                                                                              reestablished   process.
                                                                                                               / meeting
                                                                                                              held 100%
                                                                                                              contact
                                                                                                              attempt




     3.2 Continuous            Student Satisfaction rates Director of         Annual     10 Town halls        Complete        Standard comm.           Touch point plan        Touch point plan        Touch point plan
         improvement in        of 90%                     Student and         Actions    conducted in 2010                    automated updates        implemented with        assessed and revised    assessed and revised
         communication                                    Career Services     Required     Faculty meetings                   Town Halls each          automation                         Town Halls              Town Halls
         within Potomac                                                                  reinvigorated                        semester.                  Town Halls each       each semester.          each semester.
         College's                                                                       EC meetings 24                        Faculty meetings        semester.                     Faculty                 Faculty
         departments and to                                 Faculty and                  times per year                       monthly                   Faculty meetings       meetings monthly        meetings monthly
         our constituencies.                                Chairs                          Develop                             EC meetings 24         monthly                            EC                      EC
                                                            Executive                    President update                     times p/y; Board 2x        EC meetings 24        meetings 24 times       meetings 24 times
                                                            Committee                    monthly                              p/y                      times p/y; Board 2x     p/y; Board 2x p/y       p/y; Board 2x p/y
                                                                                                                              Semester newsletter      p/y .                             Semester                 Semester
                                                                                                                              launched.                Semester portal and     portal and newsletter   portal and newsletter
                                                                                                                                  Portal               newsletter executed     executed                executed
                                                                                                                              Communication plan               SGA meetings    SGA meetings 4x         SGA meetings 4x
                                                                                                                              developed and            4x           Alumni           Alumni                  Alumni
                                                                                                                              executed                 meetings 2x Trial of    meetings 2x Assess      meetings 2x
                                                                                                                              SGA meetings 2x          two clubs               student involvement     Depending on
                                                                                                                                    Alumni                                     (clubs) and effect on   assessment launch




39
                                                                                                                              meetings 2x                                      retention               more activities
                                                                                                                              Consider other clubs




     3.3 Create and            Establish effective career   Director of      Annual      Launched the       Complete          Expand placement         Establish metrics and   Assess effectiveness    Revise Career
         augment career        center. Track the            Student and      Actions     career center.                       activities / gainful     measurement system.     of Career Services      Services against prior
         opportunities for     participation and            Career Services. Required    Launched                             employ 10%.                  Hold 2 job fairs    against prior year      year metric system.
         our Students          satisfaction of students     VPAA                         workshops                             Begin evaluation of     on campus               metric system.            Hold 2 job fairs on
         through Career        and employers. Meet                                       program; provided                    placement /              Expand job board -      Hold 2 job fairs on     campus
         Services              gainful employment                                        a forum for                          advancement metrics                 Launch       campus                  Expand employer
         Department.           percentages by program.                                   exchanging                           through research.        placement services      Expand job board -      relationships
                                Determine measures for                                   information about                    Hold 2 job fairs on      (prob. with partner)               Improve          Expand
                               placement / advancement.                                  job opportunities.                   campus.                                          placement services f    placement services
                                                                                                                              Establish blog with      Enhance networking                                             Expand
                                                                                                                              career information for   for students through    Automate alumni         alumni contacts and
                                                                                                                              students.                alumni contacts and     contacts and PAC        PAC (see 1.4).
                                                                                                                                 Launch job board      PAC (see 1.4).          (see 1.4).                           Meet
                                                                                                                              with third party         Meet gainful emp.              Meet gainful     gainful emp. law of 8%
                                                                                                                                                       law of 8%               emp. law of 8%
                       Goal 3: Contribute to the improvement of student success through the delivery of student services
              appropriate for Potomac College’s students and fully integrated with administrative, instructional and support systems.
              Objectives                 Measures              Responsible                   Actions            Progress              Actions                   Actions                   Actions                  Actions
                                                                             Deadline          2010           against 2010              2011                      2012                      2013                     2014
                                                                                                                 Targets
     3.4 Further develop         Achieve admissions          President,      Annual     Develop a Campus      Completed         Invest in facility -     Annualize test of         Review 2012 results      Review 2013 results
         Potomac College's       growth as per plan.         Executive       Actions    Continuity Plan;                       Install new signage       CCP policy and            and Implement            and Implement
         campuses as               Continuous                Committee and   Required   Provide Access              ID         internally; work with     procedures.               Continuous               Continuous
         welcoming, secure       improvement in PPE          Chairs                     ID's to Faculty       Badging          landlord on external      Freshen classrooms /      Improvement              Improvement
         and thriving places             Maintain security                              Members, Staff        complete in      signage ; install kiosk   new PP&E                  Process.                 Process.
         of calibration and                     100% of                                 and Students to       Dec.             in entry area with                    Redesign
         learning.               Staff is trained on                                    increase sense of                      info.                     the lobby for effective           Look at means            Look at means
                                 Colleges Campus                                        community and         Approved         Expand computer           communications.           to increase building     to increase building
                                 Continuity Plan                                        security.             Campus           access.                               Work with     capacity utilization     capacity utilization
                                 Establish emergency                                    Develop a             Continuity       Work with the City to     landlord to install       through movable          through movable
                                 contact list                                           formalized Student    Plan.            investigate if            security pass system      walls or other           walls or other
                                                                                        Communication            Complete      additional lighting can   that works with ID        facilities that better   facilities that better
                                                                                        Plan for unplanned    facilities and   be installed outside.     badges.                   suits our on-ground      suits our on-ground
                                                                                        emergencies.          contingency                 Move           Execute capital plan      population's needs.      population's needs.
                                                                                        Create campus         plan.            Virginia to new and       in Virginia post move.
                                                                                        contingency plan;     Established      appropriate location.                Consider       Continuous               Continuous
                                                                                        provide access ID     emergency                                  Library investment        investment in PP&E       investment in PP&E
                                                                                        to faculty            list.            Renovate lounge.
                                                                                        members and staff.      Created                                                                                     Consider Library
                                                                                                              student                                                                                       investment
                                                                                                              success
                                                                                                              center for
                                                                                                              advising and
                                                                                                              tutoring




     3.5 Continuous              Instructional and support   President,      Annual     Instructional         Completed        Launch Student            Assess results of          Launch Student          Assess prior year




40
         improvement in          system satisfaction         Executive       Actions    systems for both                       satisfaction survey -     Student satisfaction      satisfaction survey -    student survey and
         instructional and       scores 90%        Student   Committee       Required   online and on            100%          target 75%                survey enhance            target 90%               ID top causes of
         other student           Finance Error rate - less   Registrar,                 ground will be        record           satisfaction              instruction, amend        satisfaction             dissatisfaction and
         support                 than 5%,                    Department                 augmented             review           particularly focusing     policies &                particularly focusing    create project team.
         departments and         Student Record Error        Chairs and                 annually to add            Top 10      on instructional and      procedures to             on instructional and
         processes.              Rate - less than 5%;        Bursar                     functionality in a    dissatisfies     support services          address satisfaction      support services         Maintain files at 5%
         Enhance other                           Student                                continuous            ID'ed &                Top 10              shortfalls                       Maintain files    error rate
         student functions to    satisfaction - 90%                                     improvement           remediated       commitments                                         at 5% error rate          Reduce outstanding
         promote                           Reduce bad                                   model as per Goal                      complete and 100%         Maintain files at 5%              Reduce           receivables by a
         institutional growth.   debt / increase                                        5 Objectives 1 - 4.   Student.         file clean up             error rate                outstanding              minimum of 5% from
         Increase utility of     collections / reduce                                      Defined            finance          completed                    Reduce                 receivables by a         baseline 12/31/2010
         student and other       defaults Bad debt                                      baseline issues for   review -           Reduce outstanding      outstanding               minimum of 5% from       baseline.
         MIS system to           under 10%                                              - Top 10 factors      changed          receivables by a          receivables by a          baseline 12/31/2010            Improve Bad
         promote smooth                                                                 contributing to       registration     minimum of 5% from        minimum of 5% from        baseline.                Debt percentage by
         functioning of core                                                            dissatisfaction       process.         baseline 12/31/2010       baseline 12/31/2010              Improve Bad       2%
         processes.                                                                                                            baseline.                 baseline.                 Debt percentage by
                                                                                        100% Student file     Collect.                 Improve Bad             Improve Bad         3%
                                                                                        review launched       policies         Debt percentage by        Debt percentage by
                                                                                                 Student      written;         4%                        4%
                                                                                        Finance processes     vendor
                                                                                        reviewed.             meeting
                                                                                          Developed           occurred.
                                                                                        policies and
                                                                                        procedures to deal
                                                                                        with collections.
                           Goal 4: Increase the influence and effectiveness of the faculty in creating an exceptional learning environment through
                                 the use of innovative teaching methodologies and incorporating best industry practice into the curriculum.
              Objectives                 Measures               Responsible                       Actions            Progress              Actions                  Actions                   Actions                   Actions
                                                                              Deadline             2010            against 2010              2011                    2012                      2013                      2014
                                                                                                                      Targets
     4.1 Develop a cadre of      Over 75% of the faculty VPAA, Director       Decision to   20% of faculty the     Complete         AA and HR                Assess improvement       Assess improvement         Assess new program
         adjunct faculty with    have te rminal degrees or of HR              accelerate    te rminal degrees,                      collaborate to apply     in credentials and       in credentials and         faculty
         appropriate             maste r’s degrees with a                     in 2010.      90% are                                 faculty certification    experience of adjunct    experience of adjunct      40% Terminal,
         credentials and         significant amount of                        Annual        practitioners in                        process consiste ntly.   faculty. Recruit         faculty. Recruit           actively seeking
         experience for the      relevant practical                           Actions       field. Hold faculty                     Improve on               faculty for new          faculty for new            te rminal and 35%
         College’s               experience.                                  Required      development                             credentialing and        programs 40%             programs. 40%              published / known in
         professional                                                                       training                                orientation 30%              Terminal or               Te rminal or          field
         programs.                                                                          workshops.                              Terminal or actively     actively seeking         actively seeking
                                                                                            Require at least a                      seeking te rminal and    te rminal and 30%        te rminal or published
                                                                                            Maste r's degree                        20% published /          published / known in     / known in field
                                                                                                                                    known in field           field
     4.2 Improve the             Increased number of        VPAA,             Annual        Increased number       In progress -    Establish baseline of    Provide faculty          Provide faculty            Assess improvement
         classroom               faculty are using best     Department        Actions       of faculty are using   To be            percentage of faculty    training for hybrid      development training       in te aching and
         experience for          practice in te aching      Chairs            Required      best practice in       complete d in    using varying            courses.                 in te aching               student engagement
         students by             te chniques and applying                                   te aching              2011.            te aching methods and    Varied te aching         methodologies and          in learning
         supporting faculty      appropriate te chnology to                                 te chniques and        Complete d       te chnology; identify    methods in 50% of        te chnologies              Varied te aching
         in using industry       engage students in                                         applying               faculty portal   instructional needs.     classes.                 including inte ractive     methods in 100% of
         recommended best        collaborative learning.                                    appropriate            with best        Varied te aching         50% professional         media        Varied        classes.
         practice in te aching   Varied te aching methods                                   te chnology. 10%       practice third   methods in 30% of        dev. Plans done and      te aching methods in       100% professional
         and supporting          evidenced in 90% of                                        varied usage           party            classes.                 execute d                60% of classes.            dev. Plans done and
         them with tools.        classes.                                                                          te aching        30% professional                                       60% professional      execute d
                                 100% developed and                                                                strate gies.     dev. Plans done and                               dev. Plans done and
                                 execute d professional                                                                             execute d                                         execute d
                                 development plans

     4.3 Assist faculty in       Review of faculty and        VPAA,           Annual        Review             Complete             Establish catalog of     Facilitate networking    Facilitate networking      Facilitate networking
         staying current in      course mate rial for         President,      Actions       demonstrate d that                      faculty publications,    of faculty with PAC,     of faculty with PAC,       of faculty with PAC,
         their fields and        relevancy and timeliness;    Department      Required      100% of the                             professional             leading alumni,          leading alumni,            leading alumni,
         supporting them         mate rials and case          Chairs                        currently offered                       memberships.             recruite rs and          recruite rs and            recruite rs and
         with conte nt and       studies within last 5 - 7                                  courses have                            Update faculty portal    employer HR              employer HR                employer HR
         information.            years.      Faculty portal                                 been update d.                          with information 2       professionals.           professional.              professional.




41
                                 provided monthly with                                      Faculty portal                          time per year.           Portal update d          Portal update d every      Portal update d
                                 tips and trends.                                           launched                                WebEx 2 x per year.      quarte rly.              other month.               monthly.
                                       We bEx Se minars                                                                                                      WebEx 4 x per year       WebEx 8 x per year         WebEx 12 x per year
                                 offered monthly


     4.4 Improve te aching       Reduction in number of     VPAA, Director    Annual           Reduction in     Partially           Analyze student          Report on student        Assess improvement         Implement improved
         by using results of     courses/instructors rate d of Student and    Actions           number of       complete            course evaluation        course evaluation        in student evaluation      evaluation process
         student feedback        far below average in       Career Services   Required      courses/instructors                     data and share results   data and share results   of courses as well as      Report on rete ntion
         from course             student course                                               rate d far below                      with faculty.            with faculty.            classroom                  rate /faculty report.
         evaluations and         evaluations.                                               average in student                        Develop rete ntion       Develop rete ntion     evaluations by faculty     Student satisfaction
         other surveys and       Student classroom                                                course                            rate /faculty report.    rate /faculty report.    chairs Report on           >90% Assessment
         an active faculty       satisfaction 90%.                                             evaluations.                         Student satisfaction.    Student satisfaction     rete ntion rate /faculty   process in place
         performs                Active performance                                               Student                           >90% Hold grading        >90% Assessment          report. Student            Performance
         management              management process -                                       satisfaction >90%                       rubrics workshop and     process in place         satisfaction. >90%         management
         process.                100% review.                                                 except for Gov.                       include in new faculty   Performance              Assessment process         performed 6x per year
                                                                                               Cont. Mngt.                          orientation              management               in place
                                                                                               Performance.                         Performance              performed 2x per year    Performance
                                                                                                Mang. Est.                          management                                        management
     4.5 Continue to             Continuous training in   VPAA, Director      Annual        100% of faculty     Complete            Increase involvement     Use online               Host a Washington          Assess faculty
         develop a culture of    assessments conducte d 4 of Institutional    Actions       consiste ntly using                     of faculty in Academic   departmental forums      DC Assessment              involvement in and
         assessment among        x per year               Assessment          Required      grading rubrics                         Committe e. Train        to involve faculty.      forum on assessing         accountability for
         faculty.                Assessments performed                                                                              one time                 Training 2x per year     urban adults.              assessment
                                 100% on time on                                                                                    Assessments at 50%       Assessments at 70%        Training 3x per year      Training 4x per year
                                 schedule.                                                                                          on time on schedule      on time on schedule       Assessments at            Assessments at
                                                                                                                                                                                      90% on time on             100% on time on
                                                                                                                                                                                      schedule                   schedule
                               Goal 5: Develop and support a flexible teaching and learning environment featuring collaborative learning as a
                             central means of educating Potomac College’s primarily multicultural adult student body in professional programs.
              Obje ctive s                Me asure s               Re sponsible                         Actions           Progre ss              Actions                      Actions                     Actions                     Actions
                                                                                     De adline           2010           against 2010               2011                        2012                         2013                        2014
                                                                                                                           Targe ts
     5.1 Expand te chnology      Collaboration through           VPAA,               Annual       Re fine stude nt      Comple te      Upgrade Le arning             Establish tracking           Upgrade Le arning           Asse ss Le arning
         infrastructure to       te chnology taking place        De partme nt        Actions      portal, launch         100% fac.     Manage me nt Syste m          me trics to asse ss          Manage me nt Syste m        Manage me nt Syste m
         e nhance acce ss and    in all online and on            Chairs, Dire ctor   Re quire d   faculty portal        use            to ne xt ge ne ration         e ffe ctive ne ss of         to ne xt ge ne ration       upgrade .
         provide basic           ground course s.                of Stude nt                      100% usage ,          57% of         and e xpand portal use        te chnology use d for                  100% faculty      100% faculty acce ss
         collaboration tools            Stude nt acce ss to      Se rvice s,                      launch PC e -mail     stude nts                  100%              collaboration                acce ss                                  Online
         as a ce ntral me ans    portal 100%                     Dire ctor of                     syste m and asse ss   portal use     faculty acce ss                  100% faculty              Online stude nt             stude nt acce ss 100%
         of le arning. Expand                   Faculty          Information                      succe ss to support   Email               Online stude nt          acce ss                      acce ss 100%                              Stude nt
         acce ss and activity.   Acce ss to portal 100%          Te chnology                      collaborative         accounts       acce ss 100%                  Online stude nt                   Stude nt Portal        Portal Acce ss
                                                                                                  le arning. Te st      e stablishe d       Stude nt Portal          acce ss 100%                 Acce ss            90%       100%
                                 Online Stude nt acce ss                                          social me dia tool                   Acce ss 70%                          Stude nt Portal                                       Launch online
                                 100%                                                             to incre ase pe e r   Online                Re vie w social        Acce ss 80%                  Automate de gre e           re gistration
                                                                                                  collaboration         acce ss        ne tworking me trics                                       maps
                                                                                                                        issue s        and de te rmine ne xt
                                                                                                                        solve d by Q4 ste p
                                                                                                                          Social
                                                                                                                        ne tworking
                                                                                                                        pilot in De c.


     5.2 De ve lop hybrid        Collaboration through           VPAA,               Annual                                              Colle ct “Be st             Establish Hybrid             Introduce first hybrid      Introduce additional
         course s to e nhance    te chnology taking place        De partme nt        Actions                                             Practice s” and             Course Protocol;             course s and asse ss        hybrid course s in
         collaboration in an     in all online and on            Chairs, Dire ctor   Re quire d                                          le ssons le arne d about    ide ntify course s           the m compare d to          e ach program are a.
         online e nvironme nt.   ground course s.                of Stude nt         be ginning                                          hybrid course s,            maximizing format.           online and on ground        Expand portal use to
         Mirror workforce             Hybrid course s            Se rvice s,         in 2011                                             Ensure that                 Establish tracking           course s. Upgrade           include collaborative
         collaboration.          introduce d across              Dire ctor of                                                            te chnology is use d for    me trics to asse ss          Le arning manag.            le arning activitie s in
                                 de partme nts use d in          Information                                                             collaborate le arning       collaborative te ch.         syste m to e xpand          all online course s and
                                 75% of classe s                 Te chnology                                                             activitie s in all online   e ffe ctive ne ss            inte ractivity and          at le ast 100% of on
                                           Expand use of                                                                                 course s and 50% on         Expand portal use to         audio / vide o              ground course s.
                                 audio and vide o on on                                                                                  ground course s             include collaborative        capabilitie s. Expand              Asse ss the
                                 ground and online                                                                                       Expand use of audio         le arning activitie s in     portal use to include       e ffe ctive ne ss of
                                 programs 60%                                                                                            and vide o to improve       all online course s and      collaborative le arning     le arning manage me nt
                                                                                                                                         alte rnative le arning      at le ast 50% of on          activitie s in all online   syste m




42
                                                                                                                                         modalitie s for both        ground course s.             course s and at le ast      Use of audio/ vide o in
                                                                                                                                         online and on ground -             Use of audio/         75% of on ground            60% of classe s
                                                                                                                                          30% of classe s            vide o in 30% of             course s.        Use of
                                                                                                                                                                     classe s                     audio/ vide o in 40%
                                                                                                                                                                                                  of classe s




     5.3 Incre ase usage of      Expand usage of e -             Librarian,          Annual       Evaluate e Books      Partially        Formal instruction on       Formal instruction on        Formal instruction on       Formal instruction on
         the Le arning           le arning including e -         De partme nt        Actions      to e xpand usage of   comple te . E-   collaboration, info         collaboration, info          collaboration, info         collaboration, info
         Re souce                books, e -database s;           Chairs and          Re quire d   e Books whe re        Books            lite racy, visual           lite racy, visual            lite racy, visual           lite racy, visual
         Ce nte r/library and    online tutoring and             VPAA                             possible and          te ste d and     lite racy and te ch         lite racy and te ch          lite racy and te ch         lite racy and te ch
         othe r re source s to   incre ase d use of                                               available             use d whe re     lite racy de live re d to   lite racy de live re d to    lite racy de live re d to   lite racy de live re d to
         e nhance stude nt       Inte grate d Library                                                                   available .      30% of stude nts.           40% of stude nts.            60% of stude nts.           80% of stude nts.
         le arning               Syste m (ILS). Formal                                                                  Some             Establish agre e me nts       Incre ase e ase of           Upgrade e le ctronic              Adjust acce ss
                                 instruction on info                                                                    agre e me nts    with local librarie s for   acce ss to ILS through       database s to support       and training in
                                 lite racy, visual lite racy,                                                           e stablishe d.   acce ss by Potomac          Stude nt Portal.             ne w programs.              re sponse to
                                 collaboration and te ch                                                                (Se e 2011       stude nts                                                                            asse ssme nt
                                 lite racy de live re d to 80%                                                          goal)
                                 of stude nts



     5.4 Incre ase               80% of re quire d course s      VPAA and                         33% of re quire d     Comple te     Imple me nt 100% of            Gathe r data and             Re se arch pote ntial       Imple me nt use of 3rd
         collaboration tools     have e mbe dde d                De partme nt                     course s have          More than    re quire d course s            faculty fe e dback to        third party online          party collaborative
         and proje cts in        collaborative                   Chairs                           e mbe dde d           50% of        have collaboration.            asse ss e ffe ctive ne ss;   collaborative               workspace
         online classroom        assignme nts; 100% of                                            collaborative         course s have                                re comme nd                  workspace s                  Course s with
         and acce ss for on      graduate s had at le ast 8                                       assignme nts;         collaborative                                corre ctions and roll-           More than 70%           collaborative
         ground stude nts        course s with                                                                          assignme nts.                                out plan base d on           of course s have            assignme nts - 80%
                                 collaborative                                                                                                                       asse ssme nt                 collaborative                     100% of
                                 assignme nts.                                                                                                                       Course s with                assignme nts.               graduate s had at le ast
                                                                                                                                                                     collaborative                                            8 course s with
                                                                                                                                                                     assignme nts - 60%                                       collaborative
                                                                                                                                                                                                                              assignme nts.
                          Goal 6. Improve Potomac College’s academic and institutional assessment processes to support the achievement of its
                                                          goals, objectives and student learning outcomes.
              Obje ctive s                Me asure s              Re sponsible                         Actions              Progre ss               Actions                    Actions                    Actions                    Actions
                                                                                  De adline              2010             against 2010               2011                        2012                      2013                       2014
                                                                                                                             Targe ts
     6.1 Inte grate and           Each acade mic program        Dire ctor of      Annual         Each de partme nt      Comple te           Re sults of 2010           Re sults of 2011           Re sults of 2012           Re sults of 2013
         improve pre vious        has an asse ssme nt plan      Institutional     Actions        and program has        and ongoing.        asse ssme nt use d to      asse ssme nt use d to      asse ssme nt use d to      asse ssme nt use d to
         asse ssme nt             which asse sse s all          Asse ssme nt,     Re quire d ;   an asse ssme nt                            e stablish action plans    e stablish action plans    e stablish action plans    e stablish action plans
         initiative s into a      de partme ntal/program        Pre side nt,      planning       plan, has ide ntifie d                     for improve me nt;         for improve me nt.         for improve me nt.         for improve me nt.
         colle ge -wide           goals ove r a 3-ye ar cycle   Exe cutive        proce ss in    a cycle of                                 Goals for 2011 are         Goals for 2012 are         Goals for 2013 are         Goals for 2014 are
         asse ssme nt plan for    and use s the re sults to     Committe e and    fall           asse ssme nt for its                       asse sse d.                asse sse d.                asse sse d.                asse sse d.
         institutional            improve the de partme nt      Chairs                           goals and has                              100% participation in      100% participation in      100% participation in      100% participation in
         asse ssme nt and         or program.                                                    be gun asse ssing                          planning for               planning for               planning for               planning for
         asse ssme nt of          De partme ntal plans are                                       the goals                                  asse ssme nt and the n     asse ssme nt and the n     asse ssme nt and the n     asse ssme nt and the n
         stude nt le arning       asse sse d annually for the                                    ide ntifie d for this                      asse ssing re sults        asse ssing re sults.       asse ssing re sults.       asse ssing re sults.
         outcome s.               strate gic planning                                            ye ar; training on                                                    Asse ss ove rall           Asse ss ove rall           Incorporate fe e dback
                                  proce ss 100%                                                  be st practice in                                                     e ffe ctive ne ss of       e ffe ctive ne ss of       loop using inte rnal
                                  participation in planning                                      asse ssme nt for                                                      stude nt le arning         de partme ntal             and e xte rnal
                                  for asse ssme nt and the n                                     faculty and staff.                                                    outcome s asse ssme nt     asse ssme nts using        be nchmarks.
                                  asse ssing re sults                                            100%                                                                  using inte rnal and        inte rnal and e xte rnal
                                                                                                 participation in                                                      e xte rnal be nchmarks.    be nchmarks.
                                                                                                 planning for
                                                                                                 asse ssme nt and
                                                                                                 the n asse ssing
                                                                                                 re sults

     6.2 Asse ss progre ss        By 2014 SP obje ctive s       Dire ctor of      Annual         De ve lop an action      Comple te -       Imple me nt change s       Utilize e xpande d         Insure that all re sults   At le ast 80% of
         toward achie ving        are asse sse d as be ing      Institutional     Actions        plan for                 Be yond 70%       to programmatic and        asse ssme nt and           ove r multi-ye ar are      obje ctive s for 2014
         Institutional            comple te d or partially      Asse ssme nt,     Re quire d ;   improve me nt of         rate .            course le arning           re cording fe ature s of   inte grate d into          are cate gorize d as
         Mission and Goals        comple te d at 90% rate .     Pre side nt,      planning       stude nt le arning       Targe te d        outcome s to e nhance      Top School and             institutional plan         comple te d or partially
         by asse ssing le ve l                                  Exe cutive        proce ss in    outcome s and            goals have        achie ve me nt and         inte grate ne w                     Asse ss           comple te d.
         of succe ss in                                         Committe e ,      fall           inte rface s with        be e n            de sire d e mployme nt     software package s         Annual Actions -           Asse ss Annual
         achie ving the                                         Chairs                           institutional            e xce e de d.     compe te ncie s                 Asse ss Annual        me e t 90% of              Actions - me e t 95%
         obje ctive s of the SP                                                                  obje ctive s.            Some              Asse ss Annual             Actions - me e t 85%       re quire me nts            of re quire me nts
         2010-2014.                                                                              Asse ss Annual           obje ctive s      Actions - me e t 80%       of re quire me nts
                                                                                                 Actions - me e t         acce le rate d    of re quire me nts
                                                                                                 70% of                   base d on




43
                                                                                                 re quire me nts          Institutional
                                                                                                                          ne e ds othe rs
                                                                                                                          de laye d

     6.4 Pe rform compliance Audit of two (of six) are as VP Compliance           Annual         Initial inte rnal        In progre ss;     Acade mic Affairs and      Asse ss improve me nt      Asse ss improve me nt      Asse ss improve me nt
         audits of e ach     comple te d e ach ye ar.                             Actions        audit of financial       first audit       Financial Aid audits       in AA and FA;              in Finance and             in Admissions and IT.
         functional are a of                                                      Re quire d     aid initiate d in mid-   sche dule d to    comple te d.               comple te audits for       Stude nt Se rvice s;        Comple te audits for
         the Colle ge .                                                                          ye ar.                   be gin                                       Finance and Stude nt       comple te audits for       Re gistrar and Library.
                                                                                                 100% file re vie w       De ce mbe r.                                 and Care e r Se rvice s.   Admissions and
                                                                                                 to be comple te d                                                                                Information
                                                                                                 by De ce mbe r;                                                                                  Te chnology.
                                                                                                 approximate ly 700
                                                                                                 file s

     6.5 Enhance human            Me asure s:                   Board             Annual         Pre side nt and          Comple te         Continuous                 Continuous                 Continuous                 Continuous
         and capital                                            Pre side nt,      Actions        Board to re vie w        Ope rating        asse ssme nt and plans     asse ssme nt and plans     asse ssme nt and plans     asse ssme nt and plans
         re source s to           Capital plan in place         Exe cutive        Re quire d     ope rating               shortfalls        for improve me nt in       for improve me nt in       for improve me nt in       for improve me nt in
         maximize growth                   Employe e and        Committe e , HR                  shortfalls, put          asse sse d /      fiscal stability and       fiscal stability and       fiscal stability and       fiscal stability and
         and quality and          Faculty Handbook                                               capital plan in          Capital plan      tale nt acquisition and    tale nt acquisition and    tale nt acquisition and    tale nt acquisition and
         support colle ge         update d.                                                      place and take           in place .        re te ntion                re te ntion                re te ntion J84            re te ntion
         mission and goals        Employe e and Faculty                                          ste ps to re me diate         Board          Employe e and               Employe e and                   Employe e and         Employe e and
                                  Re te ntion Rate - 80%                                         future budge ts          asse ssme nt      Faculty re te ntion rate   Faculty re te ntion rate   Faculty re te ntion rate   Faculty re te ntion rate
                                        Pe rce ntage of                                                 Pre side nt to    on re te ntion    e stablish Base line       60%                        70%                        80%
                                  Employe e s who posse ss                                       comple te                comple te .                                  Employe e s who            Employe e s who            Employe e s who
                                  post se condary and                                            re te ntion analysis;    De te rmine d     Pe rce ntage of            posse ss post              posse ss post              posse ss post
                                  advance d de gre e s - 80%                                     e stablish base line     factors that      Employe e s who            se condary and             se condary and             se condary and
                                                                                                 for re te ntion.         le ad to          posse ss post              advance d de gre e s -     advance d de gre e s -     advance d de gre e s -
                                  Provide 8 hours pe r ye ar                                       Employe e profile      attrition         se condary and             50%                        70%                        80%
                                  of Employe e Pe rsonal                                         me e ts goal of post     On targe t to     advance d de gre e s                8 hours of                 8 hours of                 8 hours of
                                  De ve lopme nt Training                                        se condary and           me e t de gre e   50%                        Employe e training         Employe e training         Employe e training
                                                Conduct                                          advance d de gre e s.    re quire me nts          8 hours of                        Conduct                    Conduct                    Conduct
                                  annual pe rformance                                                                      of 40%           Employe e training         annual pe rformance        annual pe rformance        annual pe rformance
                                  re vie ws and approve                                          Incre ase d the          Employe e                      Conduct       re vie ws and approve      re vie ws and approve      re vie ws and approve
                                  forward ye ar goals                                            amount of                handbook          annual pe rformance        forward ye ar goals        forward ye ar goals        forward ye ar goals
                                                                                                 Employe e                comple te         re vie ws and approve
                                                                                                 Pe rsonal                                  forward ye ar goals
                                                                                                 De ve lopme nt
                                                                                                 Training.
                PART D
2010 – 2014 STRATEGIC PLAN DETAIL MATRIX
    BY GOAL, OBJECTIVE AND BUDGET




                   44
                                Goal 1: Improve the quality of Potomac College’s programs and the marketability of its graduates.
             Objectives                 Measures              Responsible
                                                                              Budget 2010   Budget 2011   Budget 2012   Budget 2013   Budget 2014    Total

     1.1 Improve                Launch of testing and       VPAA, General
         foundational           transitional studies        Education
         Program.               program. Improvements       Department
                                in first year retention -   Chair               $95,234       $35,000       $40,000       $65,000       $65,000     $300,234
                                30% improvement


                                Launch of testing and       VPAA, General
                                transitional studies        Education
                                program. Improvements       Department
                                in first year retention -   Chair
                                30% improvement

                                Improvements in             VPAA, Chair of
                                graduation rate of 40%      Advising, Chair
                                by 2014                     of IT
     1.2 Enhance, augment       Increase in honors          VPAA, Gen Ed
         and market the         participants to 5% of       and discipline
         honors program.        total students              Department
                                                            Chairs, VP          $5,000        $10,000       $20,000       $50,000       $50,000     $135,000
                                                            Student and
                                                            Career Services

     1.3 Evaluate and           Current course upgrade -    Department




45
         upgrade existing       Syllabi in all courses in   Chairs and VP
         programs and           each major and in           Marketing and
         review courses to      General Education           Admissions
         ensure that they are   reviewed and revised as
         current and reflect    necessary. Meet gainful
         collaborative          employment metrics of                           $30,000       $30,000       $57,543       $50,000       $50,000     $217,543
         learning activities    8% debt ratio
         with appropriate
         assessment.
         Diversify Mix


                                Improve expansion and       Department
                                marketability of            Chairs and VP
                                programs satisfying the     Marketing and
                                growth desires and the      Admissions
                                rules of gainful
                                employment. Improve
                                attractiveness of
                                programs as measured by
                                placement or gainful
                                employment by 2014.
                                               Meet
                                Placement /
                                Advancement goals
                               Goal 1: Improve the quality of Potomac College’s programs and the marketability of its graduates.
              Objectives              Measures              Responsible
                                                                            Budget 2010     Budget 2011     Budget 2012     Budget 2013     Budget 2014     Total

     1.4 Increase the          PAC established and        Department
         market                operating in support of    Chairs and VP
         effectiveness of      the degree programs and    Marketing and
         Potomac students      placement of students.     Admissions
         by offering new       Meet gainful employment
         programs that are     metrics. New programs
         high job demand.      represent 15% of
                               students in 2014




                                                                                      $0          $28,234         $50,000        $100,000        $100,000   $278,234
     1.5 Improve online        Continuous improvement     VPAA,
         offering to best in   in online program.         Department
         class by 2013         Upgrade classes through    Chair; Director
                               continuous improvement     of Admissions
                               reaching level 3 by 2014




46
                                                                                  $30,000         $30,000         $50,000         $87,852         $97,910   $295,762
                                            Goal 2: Increase the size and the socio-economic and cultural diversity of Potomac College
                                         Potomac College while continuing to serve its core adult urban student
               Objectives                 Measures              Responsible
                                                                                Budget 2010      Budget 2011      Budget 2012       Budget 2013     Budget 2014     Total

     2.1   Implement a            All key metrics improve. Director of
           process of                    1) Percent of Paid Admissions
           continuing             Applications/Leads
           improvement in         2) Lead /
           admissions             Enrollment/Admitted
           operations.                               3)
                                  Cost per sitting student
                                                                                  $75,000          $119,406          $145,703            $114,501    $101,898     $556,508




      2.2 Increase the size       Achieve growth and          Director of
          and economic and        economic and cultural       Admissions
          cultural diversity of   diversity plan among this
          our multicultural       population over the
          urban adult             course of the five-year
          population.             plan.


                                                                                  $100,000         $150,000          $200,000            $300,000    $360,000     $1,110,000




47
      2.3 Improve visibility      25% of local applicants     Director of
          and name                come through non-paid       Admissions,
          recognition of          sources (Personally         President
          Potomac College in      Developed Leads,
          the marketplace.        referrals or website),
                                  rather than acquired
                                  leads.                                          $30,000           $50,000          $100,000            $100,000     $75,000     $355,000




      2.4 Implement               Private sources launched President, CFO,
          additional means of     and contributing at least Director of
          student financial       12% of revenue.           Financial Aid
          support.                Withdrawal due to
                                  financial concerns
                                  reduces by 25%

                                                                                   $5,000           $25,000          $50,000             $50,000      $50,000     $180,000
                                          Goal 2: Increase the size and the socio-economic and cultural diversity of Potomac
                                               College while continuing to serve its core adult urban student population
             Objectives               Measures            Responsible
                                                                        Budget 2010   Budget 2011   Budget 2012   Budget 2013   Budget 2014     Total

     2.5 Continue to build     Increase online          Director of
         online population     enrollment to 300        Admissions
         consistent with       students by 2014
         marketplace trend.
                                                                          $95,506      $150,000      $200,000      $300,000      $360,000     $1,105,506




     2.6 Increase the          Non-Title IV student     Director of
         number of             percentage remains       Admissions
         diversified sources   comfortably below 90%.
         to access Potomac's   Diversify sources by 20%
         target population.
                                                                          $20,000       $75,000      $101,300      $197,340      $197,340     $590,980




48
              Goal 3: Contribute to the improvement of student success through the delivery of student services
     appropriate for Potomac College’s students and fully integrated with administrative, instructional and support systems.
                 Obje ctive s                Me asure s                Re sponsible
                                                                                            Budge t 2010   Budge t 2011   Budge t 2012   Budge t 2013   Budge t 2014    Total

        3.1 Incre ase re te ntion   Re te ntion goal mod-to-         Dire ctor of
            and graduation          mod 90%; Graduation              Stude nt and
            rate s.                 goal - 40%;                      Care e r Se rvice s


                                                                     Faculty and
                                                                     Chairs
                                                                     Exe cutive
                                                                     Committe e
                                                                                              $25,000        $50,000        $60,000        $100,000       $122,951     $357,951




        3.2 Continuous              Stude nt Satisfaction rate s Dire ctor of
            improve me nt in        of 90%                       Stude nt and
            communication                                        Care e r Se rvice s
            within Potomac
            Colle ge 's
            de partme nts and to                                     Faculty and




49
            our constitue ncie s.                                    Chairs
                                                                     Exe cutive
                                                                     Committe e


                                                                                              $17,229        $23,629        $35,000        $35,000        $35,000      $145,858




        3.3 Cre ate and             Establish e ffe ctive care e r   Dire ctor of
            augme nt care e r       ce nte r. Track the              Stude nt and
            opportunitie s for      participation and                Care e r Se rvice s.
            our Stude nts           satisfaction of stude nts        VPAA
            through Care e r        and e mploye rs. Me e t
            Se rvice s              gainful e mployme nt
            De partme nt.           pe rce ntage s by program.
                                     De te rmine me asure s for
                                    place me nt / advance me nt.
                                                                                              $25,000        $50,000        $70,000        $79,144        $100,000     $324,144
              Goal 3: Contribute to the improvement of student success through the delivery of student services
     appropriate for Potomac College’s students and fully integrated with administrative, instructional and support systems.
                 Obje ctive s               Me asure s              Re sponsible
                                                                                   Budge t 2010   Budge t 2011   Budge t 2012   Budge t 2013   Budge t 2014    Total

        3.4 Furthe r de ve lop      Achie ve admissions           Pre side nt,
            Potomac Colle ge 's     growth as pe r plan.          Exe cutive
            campuse s as              Continuous                  Committe e and
            we lcoming, se cure     improve me nt in PPE          Chairs
            and thriving place s            Maintain se curity
            of calibration and                     100% of
            le arning.              Staff is traine d on
                                    Colle ge s Campus
                                    Continuity Plan
                                    Establish e me rge ncy
                                    contact list


                                                                                     $25,000        $25,000        $45,000        $75,000        $90,000      $260,000




        3.5 Continuous              Instructional and support     Pre side nt,




50
            improve me nt in        syste m satisfaction          Exe cutive
            instructional and       score s 90%        Stude nt   Committe e
            othe r stude nt         Finance Error rate - le ss    Re gistrar,
            support                 than 5%,                      De partme nt
            de partme nts and       Stude nt Re cord Error        Chairs and
            proce sse s.            Rate - le ss than 5%;         Bursar
            Enhance othe r                           Stude nt
            stude nt functions to   satisfaction - 90%
            promote                            Re duce bad
            institutional growth.   de bt / incre ase
            Incre ase utility of    colle ctions / re duce
            stude nt and othe r     de faults Bad de bt
            MIS syste m to          unde r 10%
            promote smooth                                                           $25,000        $25,000        $45,887        $75,000        $90,000      $260,887
            functioning of core
            proce sse s.
          Goal 4: Increase the influence and effectiveness of the faculty in creating an exceptional learning environment through
                the use of innovative teaching methodologies and incorporating best industry practice into the curriculum.
              Objectives                Measures               Responsible
                                                                             Budget 2010   Budget 2011   Budget 2012   Budget 2013   Budget 2014     Total

     4.1 Develop a cadre of     Over 75% of the faculty VPAA, Director
         adjunct faculty with   have terminal degrees or of HR
         appropriate            master’s degrees with a
         credentials and        significant amount of
         experience for the     relevant practical                            $100,000      $100,000      $187,560      $341,597      $480,000     $1,209,157
         College’s              experience.
         professional
         programs.

     4.2 Improve the            Increased number of       VPAA,
         classroom              faculty are using best    Department
         experience for         practice in teaching      Chairs
         students by            techniques and applying
         supporting faculty     appropriate technology to
         in using industry      engage students in
         recommended best       collaborative learning.
         practice in teaching   Varied teaching methods
         and supporting         evidenced in 90% of                           $100,000      $100,000      $200,000      $300,000      $380,000     $1,080,000
         them with tools.       classes.
                                100% developed and
                                executed professional
                                development plans




51
     4.3 Assist faculty in      Review of faculty and        VPAA,
         staying current in     course material for          President,
         their fields and       relevancy and timeliness;    Department
         supporting them        materials and case           Chairs
         with content and       studies within last 5 - 7
         information.           years.      Faculty portal                    $100,000      $100,000      $200,000      $300,000      $476,765     $1,176,765
                                provided monthly with
                                tips and trends.
                                      WebEx Seminars
                                offered monthly


     4.4 Improve teaching       Reduction in number of VPAA, Director
         by using results of    courses/instructors rated of Student and
         student feedback       far below average in      Career Services
         from course            student course
         evaluations and        evaluations.
         other surveys and      Student classroom                              $36,648       $36,648       $50,000      $130,000      $175,000     $428,296
         an active faculty      satisfaction 90%.
         performs               Active performance
         management             management process -
         process.               100% review.


     4.5 Continue to            Continuous training in  VPAA, Director
         develop a culture of   assessments conducted 4 of Institutional
         assessment among       x per year              Assessment
         faculty.               Assessments performed
                                100% on time on                                $50,000       $57,500      $100,000      $100,000      $150,000     $457,500
                                schedule.
                                  Goal 5: Develop and support a flexible teaching and learning environment featuring collaborative learning as a
                                central means of educating Potomac College’s primarily multicultural adult student body in professional programs.
              Objectives                Measures                 Responsible
                                                                                  Budget 2010   Budget 2011   Budget 2012   Budget 2013   Budget 2014    Total

     5.1 Expand te chnology     Collaboration through          VPAA,
         infrastructure to      te chnology taking place       Department
         enhance access and     in all online and on           Chairs, Director
         provide basic          ground courses.                of Student
         collaboration tools           Stude nt acce ss to     Services,
         as a central means     portal 100%                    Director of
         of learning. Expand                   Faculty         Information         $211,424       $25,000       $29,281       $34,637       $40,000     $340,342
         access and activity.   Access to portal 100%          Technology

                                Online Student access
                                100%


     5.2 Develop hybrid         Collaboration through          VPAA,
         courses to enhance     te chnology taking place       Department
         collaboration in an    in all online and on           Chairs, Director
         online environment.    ground courses.                of Student
         Mirror workforce            Hybrid course s           Services,
         collaboration.         introduced across              Director of
                                departments used in            Information            $0          $10,000       $28,000       $33,000       $39,000     $110,000
                                75% of classes                 Technology
                                          Expand use of
                                audio and video on on
                                ground and online
                                programs 60%




52
     5.3 Increase usage of      Expand usage of e-             Librarian,
         the Learning           learning including e-          Department
         Resouce                books, e-databases;            Chairs and
         Cente r/library and    online tutoring and            VPAA
         other resources to     increased use of
         enhance student        Inte grate d Library
         learning               Syste m (ILS). Formal                               $10,000       $10,000       $25,000       $33,000       $35,000     $113,000
                                instruction on info
                                lite racy, visual lite racy,
                                collaboration and te ch
                                lite racy delivered to 80%
                                of students

     5.4 Increase               80% of required courses        VPAA and
         collaboration tools    have embedded                  Department
         and projects in        collaborative                  Chairs
         online classroom       assignments; 100% of
         and access for on      graduate s had at least 8                           $10,000       $10,000       $22,000       $30,000       $33,993     $105,993
         ground students        courses with
                                collaborative
                                assignments.
          Goal 6. Improve Potomac College’s academic and institutional assessment processes to support the achievement of its
                                          goals, objectives and student learning outcomes.
             Objectives                 Measures              Responsible
                                                                            Budget 2010   Budget 2011   Budget 2012   Budget 2013   Budget 2014    Total

     6.1 Integrate and          Each academic program       Director of
         improve previous       has an assessment plan      Institutional
         assessment             which assesses all          Assessment,
         initiatives into a     departmental/program        President,
         college-wide           goals over a 3-year cycle   Executive
         assessment plan for    and uses the results to     Committee and
         institutional          improve the department      Chairs
         assessment and         or program.
                                                                             $103,849       $75,000       $75,000       $75,000       $75,000     $403,849
         assessment of          Departmental plans are
         student learning       assessed annually for the
         outcomes.              strategic planning
                                process 100%
                                participation in planning
                                for assessment and then
                                assessing results

     6.2 Assess progress        By 2014 SP objectives       Director of
         toward achieving       are assessed as being       Institutional
         Institutional          completed or partially      Assessment,
         Mission and Goals      completed at 90% rate.      President,
         by assessing level                                 Executive
         of success in                                      Committee,       $100,000       $75,000       $75,000       $75,000       $75,000     $400,000
         achieving the                                      Chairs
         objectives of the SP
         2010-2014.




53
     6.4 Perform compliance Audit of two (of six) areas VP Compliance
         audits of each     completed each year.
         functional area of
         the College.                                                         $25,000       $45,000       $50,000       $79,000       $75,000     $274,000



     6.5 Enhance human          Measures:              Board
         and capital                                   President,
         resources to           Capital plan in place  Executive
         maximize growth               Employee and    Committee, HR
         and quality and        Faculty Handbook
         support college        updated.
         mission and goals      Employee and Faculty
                                Retention Rate - 80%
                                     Percentage of
                                Employees who possess
                                post secondary and                           $110,000       $48,849       $65,408       $84,356       $89,100     $397,713
                                advanced degrees - 80%

                                Provide 8 hours per year
                                of Employee Personal
                                Development Training
                                             Conduct
                                annual performance
                                reviews and approve
                                forward year goals
  PART E
APPENDICES




    54
                                     APPENDIX ONE
                        PLANNING COMMITTEE ASSIGNMENTS

The Strategic Planning Committee of the College is composed of the following individuals:
             President – Ms. Cathleen Raffaeli
             Vice President of Academic Affairs – Dr. Cathy Eberhart
             Vice President of Admissions & Marketing – Mr. Ramon Gregory
             Vice President of Institutional Planning & Research – Mr. Walter Person
             Vice President of Student and Career Services – Ms. Deedy Gibbs
             Vice President of Compliance – Ms. Jan Stanley
             Director of Financial Aid – Ms. Melva Carty
             Director of Information Technology – Mr. Patrick McDonald
             Registrar – Mr. Tim Finklea
             Chairman of Business Programs – Mr. James Moses
             Chairman of IT Programs – Mr. Jay Gamble
             Chairman of General Education Programs – Dr. Stephanie Stallworth
             Chairman of Advising – Mr. Bryant Evans
             Institutional Analyst – Dr. Yvonne Chuang
             Chief Financial Officer – Mr. Will Tu
             President of the Alumni Association - Professor David Kimble
             President of the Student Government Association – Ms. Valerie Butts
             Virginia Campus Director

The Long Range Planning Committee of the Board is comprised of the following
individuals:

Dr. Dora Carbonell
Ms. Cathleen Raffaeli
Dr. Oksana Malysheva
Mr. Russell Elmer




                                             55
                                                          APPENDIX TWO
                                                TARGET MARKET ANALYSIS

TARGET MARKET NEEDS

Potomac determined that its target market requires:
    Superior service and assistance in a one-on-one support format

                Small class sizes

                Flexible / accelerated learning

                An institution that bridges the „GAP‟ between theoretical (academic) and practical
                 (workplace)

                A multicultural educational focus; “people like me”

                Credit transfer policies tailored for the adult

                Affordable tuition plans


ANALYSIS OF KEY MOTIVATORS




                                Outcomes                   Needs


                                Advancement                                         
Motivators


                    Rational




                                                               A Degree                  Time

                                                                                                       Barriers
                                        Professional         Qualifications           Money
                                                              Skills                   Worth it?
                                             Financial



                                Respect                                             
                    Emotional




                                                               Badge Value               Fear of
                                             Of others       Reassurance               Failure
                                             Personal        Validation               Lack of
                                                                                         respect for
                                                                                         online
                                                                                         diploma




                                                                   56
                                APPENDIX THREE
                         5 PRIMARY ADMISSIONS MARKETS

Against these needs and motivators, Potomac serves five primary markets:

    1. MULTICULTURAL WORKING ADULTS
           `Age 30/34
           65% women, generally heads of households
           Multicultural
           Often have prior college experience
           Seeking affordable tuition to improve their professional status ad their life
            standards
           Needing to gain a specific professional profile
           Seeking promotional advancement at the work place
           Juggling between work, family, studies and community activities
           Busy, overwhelmed
           Financially constrained


2      CORPORATE PARTNERS
          Seeking to fill specific middle management jobs with talent strong in practical and
            current knowledge.
           Seeking to update and improve preparation and skills of the organization‟s talent
            base through Potomac‟s ad-hoc learning plans
           Seeking professional certifications
3. MILITARY
          Active duty seeking promotions and career advancement
           Veterans seeking degree completion




                                              57
4.     INTERNATIONAL STUDENTS
           Age 24+
           Mainly from East Europe, China, India, Middle East, Australia
           Either attending classes on location or on line from their home countries
           Ambitious and successful
           Seeking to improve their professional qualification with an American degree
           Looking to raise their stature in the local and international job market


     5. EDUCATONAL AFFILIATES
           Junior Colleges
           Career Colleges
           Corporate Universities




                                              58
                                    APPENDIX FOUR
                     POTOMAC COLLEGE – FACTS AT A GLANCE



     Enrollment Summary by Location
     Location            Enrollments Percentage
     DC                               179          41%
     VA                                25           6%
     OnLine                           235          54%
     Total                            439         100%

     Enrollment Summary by Program
     Management                      45%
     Information Systems             21%
     Accounting                      16%
     Government
     Contracting                       7%
     International Business            5%
     Undecided                         4%
     Network Security                  2%

     Enrollment Summary by Degree
     Bachelors                       65%
     Associates                      35%

     Enrollment Summary by Degree
     Female                          58%
     Total Minority Base             82%

     Distribution By Student
     Residencies
     DC                              26%
     VA                              17%
     MD                              33%
     Other                           24%



• Potomac sits on the border of NW DC and Maryland and draws a lot of its population from
      individuals who use the Red Line Metro for transportation that runs into Maryland.



                                            59
                                     APPENDIX FIVE
                                   PROGRAMS OF STUDY


The College is primarily a degree granting, undergraduate College. Potomac offers Associate of
Science and Bachelor of Science degrees plus Advanced and General Professional Certificates in
the following areas.

Bachelors of Science / Specializations
   • BS Management
          – Concentration in General Management
          – Concentration in Health Systems Management
   •   BS Accounting
   •   BS Information Systems
          – Concentration in Information Systems Management
          – Concentration in Cyber Security
   •   BS Government Contract Management
   •   BS International Business


Associate of Science / Specializations
   • AS Management
   •   AS Network Security Management
   •   AS Accounting
   •   AS Information Systems
   •   AS International Business


Concentrations / Programs in Development
   • Criminal Justice
   •   Finance
   •   Marketing
   •   Operations / Project Management
   •   Hospitality


                                              60
Advanced Professional Certificates           General Professional Certificates
  • International Business                      • International Studies

   •   General Management                       •   General Business

   •   Health Systems Management                •   Accounting Clerical Support

   •   Business Accounting                      •   Office Application Support

   •   Government Contract Management           •   Informational Network Security
                                                    Management

   •   Network Security Management              •   Project Management

   •   Information Systems Management           •   Information Assurance




       Potomac College - Active Student Population By Program & Campus

 Associates Degree                                  DC    VA Online    Total
 Accounting                                           9    1        10     20
 Information Systems                                 12    0        11     23
 International Business                               3    0         5       8
 Management                                          23    2        55     80
 Network Security Management                          5    0         4       9
 Undecided                                            0    0        13     13
 Total Associates Degree                             52    3        98    153



 Bachelor Degree                                    DC   VA Online    Total
 Accounting                                           22  6        20     48
 Information Systems                                  33  4        31     68
 International Business                                9  0         6     15
 Management                                           51 12        54    117
 Government Contract Management                       12  0        20     32
 Undecided                                             0  0         6       6
 Total Bachelor Degrees                              127 22       137    286




                                        61
                                         APPENDIX SIX
                              INSTITUTIONAL COMPARISON


A comparison of Potomac College with peer institutions in the Greater Washington DC area,
reveals several of Potomac‟s strengths, as well as the main opportunities for improvement and
focus. For the purpose of comparison, Potomac College‟s executive team chose eight (8)
colleges and universities which operate in the Greater Washington DC area, cater to a similar
student body, and provide comparable academic programs. The selected schools were:


   1.   Strayer University
   2.   Bowie State University
   3.   Montgomery College
   4.   Sojourner-Douglass College
   5.   Stratford University
   6.   Northern Virginia Community College
   7.   University of the District of Columbia (UDC)
   8.   University of Phoenix-Washington DC Campus

The Executive team then requested that the Institutional Assessment Department compare the
selected schools with Potomac College on a variety of factors, such as diversity, tuition charge,
financial aid, student status, and student-to-faculty ratio, as seen below:

Student-to-Faculty Ratio

Potomac College is committed to providing individualized support to each student, and the
student-faculty ratio is evidence of that support. With a student / faculty ratio of 8:1; Potomac
ties Sojourner Douglas for the highest level of faculty support. This personalized attention
results in more active learning but comes with a cost. Potomac will continue to provide more
personalized support for their students but continues to balance the competitive advantage of
“intimacy” against the very real cost of the support.




                                                62
Tuition and Fees


According to the latest IPED‟s
report, Potomac College charges
higher tuition among eight peer
institutions in the academic year
2009-2010. This is in contrast to
competitive shopping done by the
marketing department and more
analysis is needed to understand the
disparity. However, the Executive
team is sensitive to this data, and
tuition and fees for students in
Potomac College have been frozen
since 2008. Potomac College is
committed to providing a quality
education and support of student
success while keeping education in
Potomac College affordable.


Students Pursuing Full Time Degrees

Potomac‟s students are adult students who take their education very seriously. They are
dedicated and focused on completing their degree in a short period of time. As a result, 76% of
students enrolled in Potomac College are enrolled as full-time students. This compares favorably
to the 2009 results and reflects the positive change in moving from a 4 week session to an 8
week session or from a 18-week to 16-week semesters. Within peer institutions, such as Strayer
University and Stratford University, Potomac College has a relatively high percentage of full-
time students. Potomac College continues to encourage students to accelerate their academic
progress through collaboration across the institution.




                                               63
Diversity of Student Base

While student‟s ethnicity distribution of Potomac College mirrors that of UDC, it is moderately
less diverse than some of its peer institutions. Potomac College enrolls predominantly African
American (67%), while Montgomery College and Northern Virginia Community College have a
more diverse student body in terms of ethnicity. In order to increase diversity of its student body
which in turn improves cultural understanding and brings individual talents, Potomac College
plans to recruit more international students, employer students, and other various resources as its
strategic goals for 2010-2014.




                                                64
Financial Aid


More than 80% of students in Potomac College received grant aid from various sources, which is
similar to Sojourner-Douglass College. Meanwhile, students in UDC (17%), Northern Virginia
Community College (19%), and Montgomery College (17%) are less dependent on grant aid. In
order to increase the socio-economic diversity of its student body and strengthen the financial
stability of the institution, Potomac College plans to enroll more students with varying
backgrounds and launch fundraising plans with Alumni in the 2010-2014 strategic plan.




Potomac College conducted pricing research comparisons in the summer of 2010. The results of
that research conflicts with IPEDs data. Additionally the GAO report issued in the summer also
suggests that Potomac College is more competitive than the IPED‟s data suggests (excerpt
below). The Administration intends to conduct a thorough pricing analysis in 2011.

GAO Report Excerpt on Pricing
“We found that with respect to the bachelor‟s degrees we were interested in, four out of five
times, the degree was more expensive to obtain at the for-profit college than the public college.
For example in Washington, D.C., the bachelor‟s degree in Management Information Systems
would have cost $53,400 at the for-profit college, and $51,544 at the closest public college. The
same bachelor‟s degree would have cost $144,720 at the closest private nonprofit college.”

  Table 3: Program Total    Location     For-Profit College   Public College Tuition   Private Nonprofit College
  Tuition Rates Degree                              Tuition                                              Tuition
  Bachelor’s – Management   DC         $53,400                $51,544                  $144,720
  Information Systems



                                                     65
In conclusion, Potomac College has several key strategic strengths, such as a higher percentage
of full-time students, the lower student-to-faculty ratio, and relatively stable student tuition
scheme, distinguishes itself from peer institutions, and the 2010-2014 Strategic Plan continues to
strengthen these advantages. Meanwhile, Potomac College is aware of the needs to diversify its
students body and broaden student financial support, and the Strategic Plan provides a systematic
guide to reach these goals.




                                               66
                                        APPENDIX SEVEN
                                     FACULTY SUMMARY ANALYSIS
                                                      Practioner
                                                        in field                At least
                                      Terminal       (previous or               Master's       On
         Last       First    Count    Degree           current)      FT         degree         ground       Online       Both

Basinger        William          1                              1                          1            1
Brydie          Daryl            1               1              1                          1                         1
Campbell        Aldith           1                                                         1            1
Cahountzi       Marilyn          1                                                         1                                    1
Chuang          Yvonne           1               1                         1               1                         1
Cummings        Jodie            1                                                         1            1
Donovan         Michael          1               1              1                          1                         1
Eberhart        Cathy            1               1                         1               1            1
Evans           Bryant           1                              1          1               1            1
Feller          Justin           1                                         1               1            1
Ferree          Scott            1                                                         1            1
Fisher          Frederick        1                              1                          1            1
Franklin        markell          1                              1                          1            1
Fuller          Jackie           1                              1                          1                                    1
Gamble          Jay              1                              1          1               1                                    1
Gindaba         Fekede           1                              1                          1            1
Haywood         Michelle         1                              1                          1                         1
Kimble          David            1                              1                          1                                    1
Kuykendall      Rasheki          1                                                         1            1
Mawell          Jeremy           1                                                         1            1
McKinney        Aimee            1                              1          1               1            1
Menon           Prakash          1               1              1                          1            1
Svetlana        Mitereva         1               1                         1               1            1
Monroe          Jinnae           1                              1                          1            1
Moses           James            1                              1          1               1                                    1
Mubarik         Yasir            1                              1                          1            1
Muekalia        Anabela          1                              1                          1            1
Muekalia        Domingos         1                                                         1            1
Parfiryeva      Alesia           1                              1                          1                         1
Person          Walter           1                              1          1               1                         1
Powell          Keith            1                              1                          1                                    1
Richards        Rhonda           1               1              1                          1                                    1
Ridge           Janet            1               1                                         1            1
Shirzad         Farzad           1                              1                          1                                    1
Simmons         Roy              1                              1                          1            1
Singh           Dharmendra       1               1                                         1                         1
Stallworth      Stefeni          1               1                         1               1            1
Williams        Nellie           1                              1                          1            1
Zeeman          Nicole           1                                         1               1                         1

Totals                          40            10                24         12          40            24           8            8
                                         25.00%            60.00%     30.00%     100.00%        60.00%       20.00%       20.00%




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