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Create a culture of innovation through improved processes and collaboration, modern technology and ongoing professional development to support student and employee success.

In this unprecedented time of uncertainty about our future, one thing is sure – if Bristol
is going to thrive in this new environment of changing market factors, we must build a culture of innovation that spans every process, every department and every function at our college. We must build a culture of trust and collaboration that is designed to support every employee’s professional growth and development.

Collaboration, transparency and innovation must be at the forefront of everything we do. We must use our collective knowledge, ingenuity and problem-solving skills to develop models that help all our students succeed – even in the most challenging of circumstances.

Organizational Excellence Action Plan

Action Items:

  1. Complete a third party assessment of the strategic staffing plan for the ITS Dept. including staff, skill sets and systems needed.
  2. Develop a complete list of operational systems  in need of repair and/or processes that have been eliminated as a result of the cyber attack (scanning, college ID's, etc.)
  3. Identify and address issues with ARGOS. Identify the top accessed reports and develop descriptions and training for each report (include DID portal).
  4. Develop and implement a training plan that supports the technical needs and competencies of our employees -  things like Teams, Outlook and Excel should be included (use data collected from the internal ticket system to identify areas of focus).
  5. Assess the existing systems and programs for redundancy and /or gaps and develop a plan to consolidate programs.
  6. Develop a plan to evaluate and consolidate our existing software.
  7. Develop a business continuity plan to ensure smooth operations should a crisis impact our ability to function.
  8. Develop a process for improving future IT purchases - what criteria should we use to assess the viability, effectiveness and actual costs of systems being purchased.
  9. Identify the systems, dynamic forms and access associated with each department and function of the college (work in conjunction with HR- included in the onboarding plan for new employees).
  10. Complete an AACRO analysis and improve our systems and processes related to Title IV compliance.

Action Items:

  1. Create an onboarding process that identifies the needs of each new employee based on their function, access to necessary systems and programs, necessary training, key functions of job, any processes or forms that are linked to the role, etc.
  2. Develop a common resource of standard SOP's at the college.
  3. Create a resource portal of important information employees may need to access within their first 90 days on the job.
  4. Create an inventory of all existing dynamic forms and review the process and purpose of each  - eliminate unnecessary steps and forms in an effort to streamline each process.
  5. Create tools and systems to recognize individual and team accomplishments and promote throughout the college.
  6. Create more points of pride throughout college  buildings (i.e. photos of faculty, alumni, employees, accomplishments, art from our students, pics of our major events).
  7. Increase the data literacy of our management staff.
  8. Cultivate a contract expert to provide guidance and interpretation of AA and HR functions.
  9. Provide guidelines and training on social media; encourage the use of personal LinkedIn profiles as a promotional tool.

Action Items:

  1. Develop a grant approval process that aligns with our values, strategic priorities, goals and capacity.
  2. Provide trainings to PI's responsible for managing grants.
  3. Create a space where acquired grants are shared with the college in an effort to increase awareness and identify opportunities to expand potential spending to meet goals.
  4. Create a measurement tool/process that prioritizes strategic projects based on pre-determined criteria such as ROI, Implementation, impact, opportunity costs, etc.
  5. Increase foundation funded strategic projects by aligning the strategic needs of the college with potential donors (foundation feedback).
  6. Develop an operational plan for all campus locations that ensures maximization of space, consistent service offerings and alignment of needs and opportunities.
  7. Develop a new plan and area to conduct risk assessment activities (who will do it, what will be done and how will it be maintained).

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