A Vision of Parkland in 2017
Parkland’s Core Values will guide the direction of the college and the decisions made on a daily basis. It is apparent to the casual observer that Parkland's modern, clean, and well-equipped campus serves as a gateway to higher education for individuals, employers, employees, and K-12 students.
It is well known that the mission of Parkland College is to engage the community in learning.
The faculty and staff are engaged with and supportive of our students, recognizing that learning takes place at different paces and in different ways as the teaching and learning process is equal parts art and science. Learning is supported.
Our students are supported by a carefully constructed first-year experience that connects academic and student services. Our Center for Academic Success is well known and all students are directly connected to a full range of support services.
Parkland students, no matter where they are in the world, will have access to these same support services, including library resources, online technical assistance, tutoring, financial aid, career planning, and mentoring. Individuals who are not yet ready for college-level learning and who have minimal career opportunities will be supported by a training continuum in which they can access adult education, short-term skills training, job-readiness skills, life-skills training, and connections to employers.
All are familiar with the Center for Excellence in Teaching and Learning because it is the place where professional development occurs; instructional skills workshops, seminars, and courses that effectively address the professional needs of faculty and staff are delivered regularly and open to all. Our desire to sustain and grow Parkland’s reputation as a premier learning institution continues to support ongoing professional development of both faculty and staff.
Continuing our service as a key resource to our district in terms of economic and workforce development, we understand the pressures facing businesses and industry. We understand our role in supporting organizations that need trained employees and students to move quickly into jobs or advanced education.
Nearly every aspect of the college is reviewed and evaluated in order to streamline procedures and to be more responsive to these needs. Parkland College remains the first, best option to provide employees with opportunities to attain certifications that meet worldwide quality standards.
As the call for accountability at the federal and state levels grows, our staff and faculty continue to embrace the philosophy of using data aggressively — and sharing it. We know that “hard numbers” can be persuasive with many audiences: legislators, high school administrators, Trustees, our community, and others.
Programs and services will remain agile and innovative based on the needs and demographics of our community. As demand for technology-mediated instruction increases, Parkland will remain a leader in making learning available anytime, anyplace.
Diversity and inclusiveness will permeate Parkland’s learning culture, our hiring practices, pedagogy, programs and services, curricula, and policies. Parkland will continue to be a convener and a safe, common ground for solving our community’s most challenging problems and embrace our role by fostering a more sustainable campus through management of our physical resources, curricular development, and in outreach to the community.
Derived from a desire to better serve our communities and students, as well as to enhance and maintain the college’s financial stability, Parkland College will continue to assess long-range fiscal health. It is common practice to look beyond conventional sources of income and partners, as well as conventional instructional methods and program structure. We seek to adapt to change and to streamline our processes.
We will demonstrate the highest return for donors interested in providing a stable, reliable funding source that enhances development, promotes economic growth, and affords access to higher education for Parkland College students.
2012-2017 Strategic Plan For Excellence
In order to realize its vision, Parkland College has established the following strategic goals. The related strategies that follow each goal will be implemented through the annual planning process.Goal A: Parkland College will build on its history of academic excellence, innovative and effective use of technology, and attention to assessment and accountability measures.
A1. Continually evaluate the quality of student learning outcomes and alignment of instruction with appropriate standards of student performance in all academic programs and disciplines. Goal B: Parkland College will promote relationships with secondary education, the private sector, local government in District 505, and the community at large to enhance seamless transitions, maximize access and opportunity, and foster a better understanding of the mission of Parkland College.
A2. Continually assess the work of the instructional support units to ensure they are achieving their stated benchmarks for institutional effectiveness.
A3. Continually assess learning outcomes to ensure that students are receiving the highest quality education. Provide data regarding the performance of the College relative to graduation, persistence, and completion rates, taking steps to improve performance where needed.
A4. Support faculty in the development and dissemination of improvements in teaching and learning strategies, innovative applications of instructional technology and related pedagogies that address students’ diverse challenges and learning styles.
A5. Continually assess the educational, financial, and support needs of the increasing number of students who are not prepared or are underprepared for college-level work and/or who are at risk, and allocate intellectual and physical resources to support this population.
A6. Elevate data-driven decision making at Parkland by making data easier to access and providing professional development and other resources to assist employees in using data to efficiently achieve the strategic goals of the College.
B1. Grow business and university partnerships to increase enrollment and expand opportunities for both traditional and non-traditional students and employers whose educational needs remain unmet. Goal C: Parkland College’s facilities will support all learners.
B2. Expand articulation and dual credit courses with District 505 schools to facilitate students' transition to post-secondary education.
B3. Engage our partners in business, industry, and the trade unions to develop, deliver and assess technical, career and professional programs. Partner with the business community and area agencies to mutually refer, support, and better serve small and underserved businesses as well as large businesses. Assess the needs of our business and industry partners on a regular basis via our town-hall styled strategic planning initiatives.
B4. Engage our P-20 partners – teachers, administrators, parents, students, and Education For Employment System #330 – to create seamless transitions for students from district high schools to Parkland College.
B5. Capitalize and build on the strengths of the College: affordability, small class-size, outstanding faculty, dedicated and knowledgeable staff, flexible and relevant programs and services, and student success.
B6. Aggressively market programs of study and other educational opportunities that meet the employment needs of the community and the interests and talents of students.
B7. Develop annual staffing plans based on enrollments, programming, and resources.
B8. Provide credit and non-credit life-long learning and other educational opportunities to members of District 505 community, especially to adults and individuals in transition.
C1. Plan and construct a Student Services Center so that the full array of support services will be easily accessible by students and potential students in a comprehensive, efficient, and logical manner.
C2. Remodel life science, theatre, and art facilities to provide high quality, modern physical spaces that reflect the high caliber of learning that occurs in these spaces.
C3. Re-purpose existing spaces on campus by taking into consideration enrollment, programming, and resource needs as well as the economic and social needs of the community.
Goal D: Parkland College will contribute to the development of the individual learner as well as to the development of social responsibility.
D1. Assure that all students completing a degree program at Parkland have been exposed to and assessed on each of Parkland’s General Education Objectives.
D2. Incorporate Parkland College's student development learning objectives in order to fully develop a collegiate community of learners that demonstrates personal and institutional values and a positive work ethic, as well as job and career skills, including communications, basic computer use, problem-solving and critical thinking/decision-making, interpersonal/conflict resolution, and the ability to work in teams.
D3. Develop in students’ civility and work ethic that will assist them in a diverse society and job market where rapid changes are commonplace.
D4. Provide professional development opportunities that address the history, culture, objectives, and statement of values of the College. Parkland will facilitate leadership development and the value of recognizing one’s full potential.
D5. Commit to cultural change at the College through implementation of sustainable practices on an everyday basis.
D6. Recruit and retain a faculty and staff whose composition reflects the diverse student population being served.
D7. Promote awareness and access to global/international perspectives across the curriculum.
D8. Prioritize the maintenance and replacement of instructional equipment, and implement the Campus Master Plan.