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雅伎著

Accreditation

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雅伎著 is accredited by the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC) to award Associate degrees. Questions about the accreditation of 雅伎著 may be directed in writing to the Southern Association of Colleges and Schools Commission on Colleges at 1866 Southern Lane, Decatur, GA 30033-4097, by calling (404) 679-4500, or by using information available on SACSCOCs website ().

Inquiries to SACSCOC should relate only to the accreditation status of the institution and not to general admission requirements, financial aid, educational programs or issues involving application of academic regulations.

Student Success at CCC

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雅伎著wants every student to graduate with a degree, diploma, or certificate; however, we understand that success does not look the same for every student. We believe that a student succeeds when they have the skills necessary to succeed in a highly competitive workforce or academic environment; or, have improved their quality of life through the achievement of personal goals.

Strategic Plan

At the core of any strategic planning effort lies the mission of the organization. 雅伎著 utilized its strategic planning process as a catalyst to revise its mission statement in order to reflect a renewed commitment to providing relevant education and training opportunities to our students, local businesses, and industry. This renewed commitment seeks to maximize the Colleges economic impact in the community it serves.

Mission

Driving student success and economic impact for individuals and businesses in our community through diverse education and training opportunities. Adopted by BOT 5/14/19

雅伎著 accomplishes its mission by

  • Employing qualified faculty and staff who create valuable learning opportunities to prepare our students for immediate success
  • Providing a variety of offerings, programs, and services in multiple delivery modes and scheduling options to meet the needs of the diverse students it serves
  • Acquiring financial resources to upgrade and maintain infrastructure, technology, and facilities which are safe, and conducive to student learning, and continuously align with workforce demands
  • Utilizing ongoing assessment cycles to evaluate resource needs, student learning and engagement, and the organizational climate to make datainformed decisions

Vision

To become the premier public education provider of choice.

Values

Compassion, Community, Excellence, Quality, Integrity, and Success

When asked to provide words describing the values to which 雅伎著 should aspire, the word “quality” was a recurring response (86 times) across surveys of all constituent groups (21 staff, 2 BOT, 13 Faculty, 11 Advisory Members, and 85 Students).

The word “success” recurred 122 times across all constituent groups (20 Staff, 10 Faculty, 7 Advisory Members, and 85 Students).

The word “integrity” was a recurring response (27 times) in four of the constituent groups (15 Staff, 6 Faculty, and 6 Advisory Members). While respondents provided many other words in response to this question, quality, success, and integrity occurred most frequently.

In addition, the words compassion and excellence were chosen to represent additional attributes for which the College wants to be known.

Strategic Plan Goals

The goals and objectives included in the Plan directly support the College Mission.

  • Objective 1.1 – Faculty Recruitment: Explore and adopt faculty recruitment strategies including ways to attract a more diverse pool of qualified applicants.
  • Objective 1.2 – Staff Recruitment: Explore and adopt qualified staff recruitment strategies including ways to attract a more diverse pool of qualified applicants.
  • Objective 1.3 – Faculty Retention Strategies: Identify and implement strategies to retain faculty.
  • Objective 1.4 – Staff Retention Strategies: Identify and implement strategies to retain staff.

  • Objective 2.1 – CCP and CECHS Awareness: Increase awareness of CCP and CECHS.
  • Objective 2.2 – Enrollment Management Plan: Implement Enrollment Management Plan.

  • Objective 3.1 – Address Equity Gap: Identify and implement additional supports for black students to address equity gap.
  • Objective 3.2 – College-level Math Support: Identify and implement additional supports in college-level math courses for students receiving Pell.
  • Objective 3.3 – College-level English Support: Identify and implement additional supports in college-level English courses for students receiving Pell.
  • Objective 3.4 – Basic Skills: Increase Basic Skills enrollment.

  • Objective 4.1 – Work-Based Learning, Internships, Apprenticeships: Increase number of students participating in any WBL, Internships, Apprenticeships.
  • Objective 4.2 – Business and Industry Partners: Increase number of businesses and industries who are willing to partner with the College to host WBL, Internships, Apprenticeships.
  • Objective 4.3 – Credentials: Increase number of credentials awarded.

  • Goal 5.1 – Increase collaborative program partnerships to address demand
    • Objective 5.1.1 – Identify three opportunities to collaborate with other colleges via Instructional Service Agreements
    • Objective 5.1.2 – Execute at least one collaborative opportunity identified in Objective 5.1.1
  • Goal 5.2 – Increase local funding and grant funding pursuit
    • Objective 5.2.1 – Move up in local funding rank from 46 to 30 by 2029.
    • Objective 5.2.2 – Pursue a minimum of 5 grant funding opportunities per year.
  • Goal 5.3 – Improve institutional efficiency and effectiveness
    • Objective 5.3.1 – Provide a safe, clean, well-maintained campus for all constituents.
    • Objective 5.3.2 – Continue to strengthen online learning.
    • Objective 5.3.3 – Comply with federal, state, system, and accrediting standards and reporting requirements.
    • Objective 5.3.4 – Ensure financial stability, sound accounting and budgeting practices, and regular employee training.
    • Objective 5.3.5 – Foster a healthy institutional climate/culture.
    • Objective 5.3.6 – Provide technology and training to all employees.
    • Objective 5.3.7 – Promote school spirit by offering products and services which garner high levels of customer satisfaction.
    • Objective 5.3.8 – Marketing will promote the College to those in the Colleges service area.

 

Annual Report

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Our annual reports feature a variety of articles on topics including new degrees offered, our new faculty academy, an athletics update, a Small Business Center client testimonial, promise programs and student spotlights. After reading these articles, we hope you are as excited as we are about the future of 雅伎著.

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History of the College

  • July 1, 1965 – Cleveland Unit of Gaston College was established andled by Dr. James Broughton Petty
  • 1967 – Cleveland County Technical Institute became a standalone entity
  • 1969 – The College moved to its current location

  • Long-range plan was developed
  • 1974 – Two buildings constructed on campus – Wright Occupational Complex and B Building

  • 1980 – College renamed Cleveland County Technical College
  • 1981 – Jack Hunt Campus Center added, which included Rose Library and Keeter Auditorium
  • 1987 – College began offering two-year college transfer programs

  • 1990 – Founding president retired and Dr. L. Steve Thornburg assumed the presidency
  • 1999 – Classroom and office space added via construction of Paksoy Technology Center

  • 2002 – Brown Emergency Training Center opened, which houses a two-story residential burn building, rescue tower, space for vehicle extrication, and classroom space
  • 2009 – Bailey Allied Health and Science Center built to house all Health Science programs

  • 2011 – The 雅伎著 Foundation, with the support of the College’s Board of Trustees, entered into a historic partnership with Cleveland County Schools for the construction of the LeGrand Center, which houses offices, classroom space for CCC’s Continuing Education programs, Cleveland NCWorks, The Carl and Doris Dedmon Center for Cleveland Early College High School, space for Cleveland County’s economic development efforts, and a conference facility.
  • 2013 – The U.S. Department of Labor Employment Training Administration awarded over $23 million to 雅伎著 and a consortium of college and university partners for the development of a Mission Critical Operations program.
  • 2017 – Dr. Thornburg retired and Dr. William C. Aiken served as interim president
  • 2018 – Dr. Jason B. Hurst assumed the presidency on April 1, 2018
  • 2019 – Started an athletics program

  • 2022 – Speaker Tim Moore Advanced Technology Center opened. It houses career and technical programs of computer-integrated machining, automation engineering technology, electronics engineering, industrial systems and space for Cleveland County’s economic development efforts, formerly housed at the LeGrand Center.

Whom We Serve

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雅伎著exists to serve the citizens of Cleveland County. We want to help you achieve your educational and career goals.

If you are a high school student who is anxious to get a job after graduation, we want to help. If you are a high school student who wants to earn credits toward a bachelors degree and transfer to a four-year school, we want to help. If you are someone who has been working for a few years or many years, and want to take a few classes to gain new or updated skills, we want to help you too.

We believe in letting you do education your way, but that doesnt mean you have to do it alone.

雅伎著Research Procedure

In the normal operation of the College, data is collected on the internal and external environments of the institution. The appropriate staff analyzes the data collected on an ongoing basis and conducts research projects as needed to supplement the information needs of the institution. The Data Analyst assists the Dean of Planning and Institutional Effectiveness in coordination of data collection, retrieval, and distribution and assists in the development of research projects. The Colleges research activities incorporate requirements of accrediting and governing agencies.

Internal Research

When a member of the College faculty or staff needs to survey students, employees, or its constituents, the survey must be prepared in cooperation with Planning and Institutional Effectiveness. This process is to be used only when conducting normal College business.

  • Contact IE to request a survey.
  • The Dean of Planning and Institutional Effectiveness will create the survey and provide a copy to the author for editing.
  • The edited survey will be forwarded to the appropriate Vice President for approval.

External Research

Research to be conducted outside the scope of normal College business must be approved prior to contacting any proposed participants. This includes, but is not limited to, all surveys, interviews, focus groups, or data mining that is part of a class, a requirement to earn a degree, or due to other outside interests.

  • Complete the 雅伎著Research Proposal Form, located via the link below, and submit it along with a copy of the class assignment or proposal to the Dean of Planning and Institutional Effectiveness.
  • The Dean of Planning and Institutional Effectiveness will complete the Recommendation to Administration and forward all material to the Presidents Cabinet.
  • The Presidents Cabinet will make the final decision concerning approval.
  • The Dean of Planning and Institutional Effectiveness will contact the investigator with a final decision.

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