Panther Pathways
Led the design and launch of Panther Pathways, a cohort-based academic model integrating structured program pathways with wraparound student supports. Developed through cross-functional collaboration with faculty and staff, the model emphasizes clear progression, community, and proactive support.
The initiative has been expanded across multiple distinct pathways, including early college, health careers, criminal justice, and engineering, each aligned with student interests and regional workforce needs. The model is designed to provide both structure and flexibility, enabling students to progress efficiently while engaging in tailored academic and career experiences.
Early results include strong student engagement and a fall-to-spring persistence rate of approximately 95 percent among the inaugural cohort. The initiative has also served as a foundation for broader efforts to align academic programs, student services, and institutional strategy around student success.
Enrollment and Instructional Redesign
Directed a comprehensive effort to align enrollment strategy, course scheduling, and program delivery in response to shifting student demand and resource constraints. This work required close collaboration with academic leadership and faculty to balance access, quality, and sustainability while reinforcing institutional priorities.
This redesign included establishing clearer scheduling expectations, improving alignment between program pathways and course offerings, and supporting deans and faculty in making data-informed decisions about section management and resource allocation.
The result was improved instructional efficiency and financial performance, including a reduction in course sections alongside an increase in average class size, generating approximately $1.1 million in annual impact while maintaining a focus on student success and access.
Accreditation and Institutional Effectiveness
Led institution-wide efforts to address accreditation concerns following HLC “Notice” status and to strengthen systems for planning, assessment, and data-informed decision-making. This work included improving transparency, aligning governance structures, and establishing clearer processes for program review and institutional planning.
In partnership with the CFO, I helped design and implement a more aligned approach to budgeting and planning, ensuring that resource allocation decisions were directly connected to institutional priorities and student success outcomes. I also supported the college’s participation in the HLC Assessment Academy, strengthening faculty engagement in assessment and reinforcing a culture of evidence and continuous improvement.
As a result, the college was removed from HLC “Notice” status, with the Commission citing progress in planning, leadership, and institutional culture as evidence of meaningful institutional transformation.
Organizational Restructuring and Alignment
Led a comprehensive reorganization of academic and student affairs to improve alignment, clarify roles, and support institutional priorities. This included restructuring academic divisions around career pathways and establishing new cross-functional units focused on institutional effectiveness, workforce partnerships, and teaching and learning.
To support this work, I introduced a series of 100-Day Challenges designed to build momentum, align teams around shared priorities, and translate strategic goals into focused, time-bound action. These initiatives engaged leaders across the institution in advancing key areas such as student success, teaching and learning, and community engagement.
Together, these efforts strengthened coordination across the institution, reinforced a culture of shared ownership and accountability, and created a more coherent structure to support strategic planning and execution.
Workforce and Community Partnerships
Expanded partnerships with school districts, employers, community organizations, and state agencies to align academic programming with regional workforce needs and expand opportunities for students.
This work included developing and strengthening pathway-aligned partnerships, supporting grant-funded initiatives, and positioning the college as a key collaborator in regional workforce and economic development efforts. I also supported the development of a state-level legislative pilot focused on strengthening pre-apprenticeship and workforce pathways, reflecting a broader commitment to aligning education and workforce systems.
Through these efforts, the college has enhanced its role as a connector between education, industry, and community—supporting both student mobility and broader economic impact.
Strategic Vision and Facilities Planning
Advanced the development of a long-range capital vision to support future program growth, workforce alignment, and student success. This work included conceptual planning for new facilities aligned with high-demand fields such as advanced manufacturing, automotive technology, and emerging areas like electrification and EV systems.
The proposed multi-phase plan, representing an estimated $150 million investment, reflects a strategic approach to aligning physical infrastructure with academic priorities, regional workforce needs, and long-term institutional sustainability.
This effort has positioned the college to pursue future development opportunities that expand capacity, strengthen partnerships, and support economic mobility in the region.
Sheldon Walcher 