As we move further into the summer months, I want to express my appreciation for the dedication, professionalism, and collaborative spirit demonstrated across the WTC community. Summer remains an important season of planning, progress, and preparation as we continue advancing initiatives that strengthen institutional operations, support students, and position WTC for long-term success.

Our strategic planning work, Serving Students Together, continues to move forward steadily as we finalize institutional priorities, measurable outcomes, and long-term strategies that will guide WTC’s future direction. Much of the work occurring across the institution this summer directly supports the foundational priorities and operational goals identified through this planning process.

In conjunction with the formal release of the strategic plan during August 2026 in-service, companion planning documents are also being developed, including a Strategic Enrollment Management Plan and the WTC Agricultural and Rodeo Complex Strategic Implementation-Advancement Framework. Together, these documents will help provide operational direction, enrollment priorities, and long-term advancement strategies that support the college’s mission and future growth.

WTC was not selected among the 25 community colleges named as semifinalists for the 2027 Aspen Prize for Community College Excellence. However, the college did receive a comprehensive institutional data analysis that is providing valuable insights.

The analysis affirmed several areas of institutional momentum and progress, including improving graduation outcomes, strong gateway course completion rates, and positive completion outcomes for transfer students. The review also identified several important areas for continued focus and improvement, including student retention, transfer participation, low-income student access, and long-term labor market outcomes.

These insights are already helping inform strategic planning discussions, pathway development, student success initiatives, enrollment strategies, and institutional priorities as we continue strengthening WTC’s long-term impact and effectiveness.

Significant progress has also been made in reviewing and strengthening the college’s organizational structure. An updated organizational chart and an employee listing by division have now been developed to better reflect reporting relationships, operational responsibilities, and alignment across the institution. These updated structures provide greater clarity regarding institutional leadership, divisional organization, and operational coordination as WTC continues moving forward strategically.

I am also pleased to share that reviews and updates of all full-time staff position descriptions have now been completed. This work represents an important step toward improving role clarity, evaluation alignment, and operational consistency across the institution.

Work is now actively underway on the review and updating of part-time staff and faculty position descriptions. These efforts will continue throughout the summer and into the upcoming academic year as we work to ensure position expectations remain aligned with institutional needs, responsibilities, and student success priorities.

Important work also continues related to strengthening WTC committee structure. Standing committees across the college are being reviewed and aligned to ensure each committee has a clearly defined purpose, delegated responsibility, and meaningful connection to institutional priorities and strategic initiatives.

As part of this work, standing committee structures are being refined to clarify membership expectations, terms of service, reporting relationships, and operational responsibilities. This effort is designed to strengthen communication, improve effectiveness, and create expanded opportunities for employee participation, collaboration, and shared leadership across campus. A current version of the college’s standing committee structure and assignments by role is available for employee review and feedback.

As part of our ongoing efforts to strengthen institutional operations, improve clarity, and ensure consistent practices across the college, several important administrative procedures have recently been finalized or are currently under development and review.

Recently finalized procedures include:

• Banked Campus-Closed Time for Hourly, Non-Exempt Staff Employee: Establishes guidelines for eligible hourly, non-exempt staff employees whose responsibilities require them to work during designated campus closures or modified operating schedules. This procedure helps ensure equitable practices while supporting operational continuity and compliance.

• Teacher Retirement System of Texas Retiree Employment Compliance and Surcharge Responsibility: Establishes institutional expectations related to TRS retiree employment compliance and surcharge responsibility.

In addition, work is currently underway on several other important procedures and review processes, including:

• Service and Assistance Animals (Tanya Lytle, Nancy Hernandez, Darla Wiggins): Under development to establish a consistent process for reviewing and managing service animal and housing-related assistance animal requests while supporting accommodation rights, housing operations, and college safety.

• Employee-Student Professional Boundaries and Conduct Review (Ralph Ramon, Tammy Davis, Tanya Lytle): Under development to clarify expectations related to professional employee-student interactions, reporting responsibilities, and institutional review processes involving inappropriate or exploitative conduct concerns.

• Vacation Buyout Procedures for Staff Employees (Tanya Lytle, Ashley Ramirez, Geoff Pinkerton): Under development to establish a consistent annual process allowing eligible staff employees to request limited payment for accrued vacation leave based on years of service and established eligibility requirements.

WTC continues to prioritize refinements and long-term strengthening of the College Safety and Security Office to better support the needs of the institution, employees, students, and campus visitors. As part of this work, safety and security protocols, expectations, and operational procedures are currently being reviewed, refined, and codified into a comprehensive reference document for both full-time and part-time personnel.

Operational staffing adjustments are also underway to strengthen campus coverage and responsiveness. The College Safety and Security Director and Security Guard II will maintain staggered daytime schedules to provide expanded daytime operational coverage. In addition, a new full-time position is being developed to strengthen evening and overnight campus coverage and support. Part-time Campus Security Assistants will also be hired to assist with supplemental staffing and scheduling needs.

The college is also currently prioritizing a campus security camera system upgrade designed to expand camera coverage, improve monitoring capabilities, and modernize campus security infrastructure across key areas of the institution.

These efforts reflect WTC’s continued commitment to campus safety, operational preparedness, and the development of a responsive and student-centered campus environment.

I am excited to share that Western Texas College has officially been awarded a 2026 Blue Cross Blue Shield of Texas – National Fitness Campaign Healthy Campus Grant. Through this award, WTC will receive $40,000 to support the development of a Fitness Court® and wellness initiative designed to expand access to free outdoor fitness opportunities for both our campus and community.

This initiative strongly aligns with our commitment to student well-being, community engagement, and healthy living. The project includes the future installation of an outdoor Fitness Court Studio, wellness programming, community fitness events, and partnerships designed to promote long-term health and activity across the region. The Fitness Court concept also supports the priorities outlined in our strategic plan, Serving Students Together, by creating an engaging “third space” where students, employees, and community members can gather, recharge, and invest in their physical and mental well-being.

To help guide the exploration and development of this initiative, a cross-functional work group has been established:

• Tammy Davis — Athletics Division connection

• Darryl Davis — Student Activities connection

• Tanya Lytle — Employee wellness connection

• Lora Poe — Advancement and donor opportunity connection

• Shawn Fonville & Mischa Norris — CTE and Continuing Education programming connection

• Billy Hefflinger — Academic programming connection

• Patrick Schneider — WTC Association connection

Over the coming months, WTC will work alongside the National Fitness Campaign team to complete project planning, funding alignment, site development, and implementation milestones. We look forward to sharing additional updates as this exciting project progresses.

Our cross-functional work groups continue to make important contributions toward strengthening institutional practices and supporting a positive campus environment.

• The Outside Aesthetic and Environment Work Group (Patricia Claxton, Geoff Pinkerton, Darla Wiggins, Lorenzo Sands, Patrick Schneider, SGA representative) continues its work to enhance the exterior campus environment, including landscaping, signage, lighting, and outdoor student spaces. The group has recently helped address concerns related to the campus cat population while also supporting several minor outdoor aesthetic improvements across campus. These efforts represent important near-term steps as the group continues advancing longer-range priorities that strengthen campus pride, student engagement, and recruitment efforts.

• The Comprehensive Program Audit Work Group (Stephanie Ducheneaux, Shawn Fonville, Patricia Claxton, Dr. Don Sewell, Mischa Norris, Molli Fleming) has concluded Phase I of its comprehensive review process. The group completed analysis related to enrollment trends, workforce alignment, credentials of value, and program sustainability. Current next steps include exploring additional certificates and pathway opportunities, evaluating select program alignments and consolidations, and supporting targeted recruitment efforts for specific programs.

As we continue through the summer, I remain optimistic about the direction of WTC and the opportunities ahead. The progress we are making reflects the dedication of employees across every area of the institution and our shared commitment to continuous improvement.

Thank you for your continued service, professionalism, and commitment to our students and communities! I look forward to the important work ahead as we prepare together for a strong start to the fall semester.

Dr. Laurie Sharp

People first. Purpose always. Forward together.