2013 - 2017 Strategic Plan

The 2013-2017 Strategic Plan was developed through the combined efforts of the Strategic Planning Steering Committee, the President's Cabinet and informed discussions with the College's Board of Trustees.  Through a series of strategic planning forums held during the 2012 year, input into the development of the Plan was received from a broad cross section of internal and external campus constituents.

View the 2013-2017 Strategic Plan

Strategic  Planning Process

The process to draft the 2013–17 Strategic Plan began in January 2012 with a review of external and internal environmental scans, developed by the College’s Institutional Research department. A Strategic Planning committee was charged with the responsibility of identifying the priorities, goals and strategies that will guide the College in its decision making and resource allocation over the next four years.

The strategic planning process was viewed as serving a variety of purposes including:

• Establishing realistic goals and objectives consistent with the College’s mission.
• Communicating the College’s goals and objectives to key stakeholders and constituents
• Ensuring that the most effective use is made of the College’s resources
• Providing a base from which progress can be measured and establishing a mechanism for informed change when needed.
• Providing a transparent opportunity to build consensus about where the College is going and develop a sense of ownership within the College community.

A process was put in place to ensure that a broad audience was involved in the strategic planning discussion, including faculty, staff, students, volunteer leadership and external partners. Along with the scans, the committee considered the College’s mission and vision to determine the guiding principles that would be the framework for the process. Five guiding principles were developed: Student Success, The City’s College, Visibility, Fiscal Stability and Impact. These were used to create a series of roundtable discussions where more than 200 participants were encouraged to tackle hard questions and develop transformational ideas. The roundtables were well attended and well received.