strategic-plan

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Our Mission

Texarkana College is a publicly-supported, two-year community college Dedicated to serving the educational needs of diverse individuals, businesses and the community through Relevant programs and services that are high quality, affordable and accessible. These programs are offered in an Environment of Excellence supported by a highly qualified, engaged and informed faculty and staff committed to promoting and increasing student Achievement and success in the development of knowledge and skills necessary for a rapidly changing world. Measurable student learning and institutional outcomes provide a culture of continuous improvement and data-driven decision making.  In fulfillment of this mission, Texarkana College prepares individuals for Success in life and HOPE for a better tomorrow.

 


 

Five-Year Vision

For more information please contact:
Suzy Irwin
Director of Institutional Advancement, Texarkana College
(903) 823-3095
suzanne.irwin@texarkanacollege.edu

PRESS RELEASE- January 01, 2018

Texarkana, Texas- Survey results announced at Texarkana College’s regular monthly Board of Trustees meeting show 90% of surveyed students and general public answered “Yes” to the question: “Would you recommend TC as a place for a student to start or start over?” According to the College President, maintaining a visible presence throughout the entire service area and striving to build community trust and support have led to a high approval rate from constituents.

Over the last five years, the TC Board of Trustees accomplished their goal of providing citizens in the service area with opportunities to learn more about programs offered at Texarkana College and to express their views and concerns. Quarterly board meetings have been held away from the main campus, and members of TC’s faculty and staff have hosted town hall meetings and participated in community events throughout the entire service area.

“Our goal has been to keep a finger on the pulse of the communities we serve and continue to be the primary economic engine of our service area by providing a high return on investment for our students and the businesses that support our programs and depend on us to provide a skilled workforce,” TC President said.

A report by TC’s Vice President of Instruction indicated that the College had conducted a thorough review of all degrees and certificates TC offers. With completion goals as the catalyst for change, administrators evaluated program curricula to ensure TC courses offer rigorous and relevant instruction that leads to high demand occupations or transfer to a four-year degree program. TC participated in the landmark Department of Labor TAACCCT grants funding community colleges for creating enhanced and accelerated pathways to employment. TC was among the first community colleges in the nation to receive funding through a round one consortium grant focusing on health care education. In its round three grant consortium partnership, TC implemented cutting-edge technology that supported the use of open-source instructional software and materials which have facilitated a more affordable and efficient culture for both faculty and students.

“A student can now earn more than half of their degree through an open-source medium. This cuts down on student expense and provides access to state-of-the-art curriculum that has been developed by global leaders in education, business and industry,” said TC’s Vice President of Instruction. “This type of instruction has not been available within our community until now, and Texarkana College is pleased to be the first to offer this opportunity to our students.”

Leveraging experience from previous rounds, TC also became a round four consortium leader in the TAACCCT grant program to continue its work in creating technology-enriched educational programs that further supported economic growth and development for the community.

Over the last five years, the College has taken steps to ensure students reach their highest potential by earning a credential or degree. To support the student success endeavor, the Palmer Memorial Library has become a centralized Academic Learning Commons housing library services as well as a Student Success Center. Specialized advisors work with students to guide them toward accelerated pathways that lead to faster completion. Additional services include a Hispanic population outreach center and specialized tutorials, as well as job placement and credit transfer assistance. In addition, a student internship program has led to greater completion rates and job-placement within our community. One example is the utilization of students to assist with daily operations at the on-campus radio station KTXK FM 91.5, an NPR affiliate.

In a presentation led by the TC Faculty Association President, the Board of Trustees learned that TC was named as the “Best Place to Work” in the Northeast Texas Region of Community Colleges based on statewide and local survey data. Members of the Board noted that a focus on recruiting and retaining first-class human resources led TC to receiving this distinguished status. In addition, several recent updates have supported the prestigious designation. Updates include accessibility to online employment applications, yearly evaluation of all employees, a board-approved compensation manual, and 100% faculty compliance with SACS requirements. Board members also noted that TC’s faculty and staff are the institution’s most valuable asset, and the implementation of a campus-wide professional development plan has been a successful initiative within the College’s culture.

The Chief Financial Officer reported that TC had a break-even budget despite the fluctuations in state funding and revenues. Cost-savings initiatives that helped balance the budget include the adoption of an in-house Enterprise Resource Planning (ERP) system and the implementation of an energy management plan that resulted in significant savings on energy costs. These changes are the first phase of the College-wide master facility plan, which also includes updates on campus security and safety systems. In addition, the plan includes the expansion of campus facilities by repurposing and renovating the newly acquired Texas A&M University-Texarkana facilities to house growing TC programs. TC’s CFO reported that the net assets of the Texarkana College Foundation have exceeded $5 million, and the new full-time executive director has developed a plan to increase the amount to $10 million in the next five years.

In final business, a presentation was made to the Board of Trustees by TC performing arts students who have helped with the development of the newly established “Center for the Arts” on the TC campus. The students presented a plaque to the trustees showing their appreciation for their vision of strengthening relationships within the community and the development of the arts in the region.

 


 

Belief 1: Student success and completion are our highest priorities.

According to national data, community colleges educate nearly half of all undergraduates in the country, yet fewer than half of these students who enter community college with the goal of earning a degree or certificate have met their goal six years later.

The very foundation of our mission at TC and, ultimately, the economy depends on increasing student success and the completion of a credential. To support this endeavor, the Palmer Memorial Library will become the Academic Learning Commons housing the Palmer Memorial Library and the Student Success Center to provide a centralized focus on improved and accelerated pathways for student completion.  Focused leadership in the Academic Learning Commons will emphasize an active and cooperative learning environment for all students, as well as improved tutorial, research, and assistance services for students.

A prime focus of this initiative will be to reach previously underserved and high risk populations to increase their successful completion rates. To provide greater support for completion, transfer or employment, TC will also develop a job placement and transfer center to facilitate career and university pathways for students.

Through these collective efforts, Texarkana College will exceed the state average on percentage of Momentum Points Funds available during the 2014-2015 biennium.

 

12-Month Goals

1A. Texarkana College will beat the state average on percentage of Momentum Points Funds Available during the 2014-2015 Biennium.

1B. The Palmer Memorial Library will become the Academic Learning Commons, housing the Palmer Memorial Library and the
Student Success Center.

1C. TC will develop a job placement and transfer center to facilitate career and university pathways for students.

 


 

Belief 2: Excellence in financial management, facilities/grounds, and safe and secure learning environments is non-negotiable.

As Texarkana College continues work to address the fluctuations associated with funding and revenues, the institution will achieve a break-even budget for 2013-2014 while maintaining the existing tax rate as part of its annexation campaign commitment without utilizing Perot funds to balance the budget.

One long-rang initiative for cutting costs involves the campus Enterprise Resource Planning (ERP) system. Through extensive research and comparative analysis, TC will make a decision to bring Banner operations in-house or to adopt an ERP system that can be managed in-house resulting in ERP-independence by August 31, 2014.

As an additional part of the plan to balance the budget and to initiate green energy practices on campus, the college will implement the Energy Management Plan Phase I by August 31, 2014 which will result in significant savings on energy costs. These efforts will represent the beginning of the College’s implementation of a college-wide master facility plan.

Major components of the master facility plan will include board-approved safety and security updates, as well as the transfer of the Texas A&M University-Texarkana facilities to Texarkana College. The transfer of the facilities will serve to bring enhanced functionality to many buildings on campus through thoughtful redesign and reallocation of spaces.

In addition to a renewed vitality of the buildings on campus as they are renovated and repurposed, aesthetically pleasing grounds will become the norm to accentuate the improved learning environments.

 

12-Month Goals

2A. Using the existing tax rate, the 2013-2014 budget will break even without using Perot funds.

2B. TC will save on energy costs by implementing the Energy Management Plan Phase I by August 31, 2014.

2C. Texas A&M University-Texarkana will transfer its facilities on the TC campus to the College, and TC will implement a College-wide
master facility plan including board-approved safety and security updates.

2D. Aesthetically pleasing grounds and buildings will become the norm on campus.

2E. TC will be ERP-independent as of August 31, 2014, by bringing Banner operations in-house or by adopting an ERP system that can
be managed in-house.

 


 

Belief 3: Community trust and support are critical to the College’s success

Through renewed interest and activity of the Texarkana College Foundation Board members, the net assets of the Foundation will exceed $5 million with a plan in progress to increase those assets to more than $10 million.  As a catalyst for growth in the College endowment, TC will hire a full-time Foundation/Alumni Director who will assist in developing and executing the Foundation’s fundraising plan.

Other goals which serve to support this broad initiative include maintaining a visible presence throughout the service area by holding quarterly Board meetings away from the main campus, hosting town hall meetings, and participating in community events throughout the service area. In addition, TC will strengthen its relationship with a local performing arts entity by providing opportunities for the entity to have an on-campus presence.

Also serving patrons of the arts, KTXK 91.5 will continue to be the voice of Texarkana College in this community, and the station will begin to utilize student interns in daily operations. Reaching out to all populations within the community is critical; therefore TC will work to improve diversity in enrollment populations by forming a Hispanic outreach committee to increase Hispanic enrollment by 15% for the Fall 2014 semester. As Texarkana College enhances its presence throughout the service area to better serve constituents, the institution will have more than 90% of surveyed students and the general public answer “Yes” to the ultimate question: “Would you recommend TC as a place for a student to start or start over?”

 

12-Month Goals

3A. The net assets of the TC Foundation will exceed $5 million, and the Foundation will have an established plan to work toward exceeding $10 million.

3B. The College will hire a full-time Foundation/Alumni Director who will assist in developing and executing the Foundation’s fundraising plan.

3C. KTXK 91.5 will continue to be the voice of Texarkana College in this community, and the station will begin to utilize student interns in daily operations.

3D. More than 90% of surveyed students and the general public will answer “Yes” to the ultimate question: “Would you recommend TC as a place for a student to start or start over?”

3E. TC will strengthen its relationship with a local performing arts entity by providing opportunities for the entity to have on-campus presence.

3F. TC will form a Hispanic outreach committee and increase Hispanic enrollment by 15% for the Fall 2014 semester.

3G. TC will maintain a visible presence throughout its service area by holding quarterly board meetings away from the main campus, hosting town hall meetings, and participating in community events throughout the service area.

 


 

Belief 4: Texarkana College is the economic engine of our area, and workforce and academic programs provide a high return on investment for our students and our community.

In efforts to support the college completion goals, under the leadership of the Vice President of Instruction a campus-wide committee will review all degrees and certificates to ensure that the College offers a 21st century education that is rigorous, relevant and will lead to a career or efficiently transfer to a four-year degree.

Additionally, instructional off-campus programs will be structured to break even financially by offering programs and services relevant to the purpose or area they serve.

Measures to improve affordability and workflow for students and employees while embracing cutting edge technologies will be implemented through the appointment of a leader for open-source software and open-source instructional materials. By August 31, 2014, at least one degree pathway will have half of the classes available through this medium.

Finally, in cooperation with and supported by at least three area industry partners, TC will develop and receive approval for an industrial maintenance program.

 

12-Month Goals

4A. A campus-wide committee led by the Vice President of Instruction will review all degrees and certificates to ensure that the College offers a 21st century education that is rigorous, relevant and will lead to a career or efficiently transfer to a four-year degree.

4B. TC will appoint a leader for open-source software and open-source instructional materials to improve affordability and workflow for students and employees. By August 31, 2014, at least one degree pathway will have half of the classes available through this medium.

4C. Off-campus programs will break even financially, and they will be relevant to the purpose or area they serve.

4D. TC will develop and receive approval for an industrial maintenance program supported by at least three area industry partners.

 


 

Belief 5: Recruitment and retention of first-class human resources are paramount to student success.

Having a great college experience as a student includes more than making the grade in the classroom. A quality experience includes interaction with a diverse, engaged and committed faculty and staff that have student success as their main priority. In an effort to ensure all students encounter factors that lead to a satisfying and valuable experience, a campus-wide committee will develop a Professional Development Plan and an instructional calendar that emphasizes student engagement and collaborative learning as well as preparation to use data tools to evaluate the effectiveness of courses being taught.

The Texarkana College Board of Trustees recognizes that faculty and staff is the institution’s most valuable asset and in order to provide support for their efforts, TC faculty will return to a five-course workload. Texarkana College will be ranked as the “Best Place to Work” in the Northeast Texas Region of Community Colleges based on statewide survey data and local faculty survey data.

In support of the recruitment and retention of first-class employees, Human Resources will continue to update to current standards, including online applications, yearly applications of all employees, board-approved compensation manual, and 100% of faculty meeting SACS requirements. Through continuous efforts toward providing professional development and competitive wages for all employees, Texarkana College continues to focus on providing the best learning environment and experience for all students leading to a community of achievement.

 

12-Month Goals

5A. Human resources will continue to update to current standards, including online applications, yearly evaluation of all employees, board-approved compensation manual, and 100% of faculty meeting SACS requirements.

5B. TC faculty will return to a five-course workload, and the College will be ranked as the Best Place to Work in the Northeast Texas Region of Community Colleges based on statewide survey data and local faculty survey data.

5C. A campus-wide committee will develop a professional development plan and an instructional calendar.