
Community College | Public 2-year
Atlantic Cape Community College
Aligning Innovation with Strategic Priorities
Download Full Case Study (PDF)Improving the Use of Designated Innovation Funds at Atlantic Cape Community College
The Problem
Atlantic Cape Community College serves 6000+ students annually at multiple campuses across the southern coastal region of New Jersey. The institution offers over 80 academic, certificate, and professional programs. Students served live in communities where employment opportunities have shifted significantly over the past decade, and future opportunities remain equally dynamic, and unpredictable. The institution's chief business officer (CBO) and her colleagues strive to be agile, open to new ideas, and supportive of innovation.
The Action
Atlantic Cape maintains a designated Innovation Fund to support investment in improving student outcomes. These funds were underutilized; therefore, a structured process was needed to elicit ideas from college stakeholders, generate requests for funds aligned with strategic priorities, and create practices allowing for assessment and evaluation. The institution hoped to encourage more submissions for the use of the funds by developing a process that is transparent and accessible. The CBO wanted to develop an approach to generate more consistent submissions that could be evaluated and funded in line with the budget planning cycle. Atlantic Cape's CBO brought together a small team of subject matter experts, including institutional research, academic, and student advising professionals, to provide input to modifying the Budget Builder templates and developing process guidelines. Two cycles of innovation funding have been successfully completed at Atlantic Cape using the Budget Builder form and supporting resources.
The Results
“The use of the NACUBO Budget Builder Toolkit helped us to discover and address barriers beyond our initial expectations. Yes, requests were funded. But other ideas that were put forward that did not receive innovation funds were still able to happen because of interdisciplinary conversations that occurred through this process. I could call them secondary outcomes, but they had an equally significant impact.”
Leslie JamisonChief Financial Officer
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