RVCC 2019 NECHE Self-Study

direct feedback from Program Directors and Department Chairs expressing concern over
lack of control or understanding of the budget process for their individual areas. This
increased transparency has led to each program having an improved ability to plan and
evaluate spending trends in their area and allowed the College as a whole to have
improved understanding of their role in the budgeting process.
The Institution also utilizes a model of Standing Teams that ensures that a variety of
individuals are participating in the work of moving the institution forward. This list was
reviewed and updated at the All-College Staff Meeting during Fall of 2018.
Many programs have individual advisory boards which serve to guide the College forward
at the program level. The College Advisory Board and individual program advisory boards
allow for input from multiple constituents. Some program advisory boards include
students and adjunct faculty, providing both internal and external perspectives for
programs to consider when making plans for updates and improvements.
The College has support from CCSNH to access data, but it is sometimes unclear what data
is available for evaluation purposes at the college level and there are sometimes
uncertainties about how to utilize this support effectively. In January 2018, CCSNH
provided a training to a Rapid Insight program called NOABO, which was renamed Veera
Bridge in Summer 2018. This program allows Program Directors direct access to
enrollment data and trends and has been a welcome tool. Data is collected across the
system but can be filtered by each Program Director to review trends in their individual
programs and can even be drilled down to the level of individual students. Data can be
sorted in a variety of ways, including by location to pull out the Academic Centers
individually for improved analysis and planning. Program Directors for nationally accredited
programs in the Health Sciences and Allied Health fields keep additional data as required
by their accrediting bodies, but this is program-dependent.
In February of 2017, representatives from a broad spectrum of RVCC faculty, staff, and
administration, as well as a member from the Lebanon Chamber of Commerce,
participated in a planning and evaluation meeting. This gathering provided an opportunity
for evaluation of and reflection on the strengths and weaknesses of the Institution.
Attendees reviewed the current mission statement (from 2015); the College Ethics and
Core Values; the College’s slogan; and the Educational Philosophy Statement. Further
conversation revolved around marketing and branding, local relations, alumni, and
accessibility (meeting minutes, Strategic Planning Retreat 2/3/17). As a result of this
retreat, a list of six Initiatives were developed to guide the 2018 – 2021 Strategic Plan.
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