Strategic Plan

Three Rivers Community College Strategic Plan

Initiated simultaneously with the NEASC 5-year Interim Report, work on the Strategic Plan began in May 2017 and was completed in November 2017. It was developed using feedback from surveys and multiple meetings with each of the constituencies of the campus community (faculty, staff, students, external partners and Foundation Board members). The experienced team of Jon Heller and Charlie Coiro from the US Coast Guard, ADM James M. Loy Institute for Leadership facilitated the meetings. The planning process was collaborative and inclusive with cooperative efforts to create a plan that reflects the thinking and aspirations for Three Rivers for the next three to five years. Metrics have been developed for each of the four goals so that we, as a community, can measure our progress in implementing the strategic plan.

Three Rivers Community College Strategic Plan 2017-2020

Goals

Activities

Metrics

Champions and Key Contributors

1. STUDENT SUCCESS Provide excellent educational experiences to prepare students for advancement to four-year institutions or for career readiness / enhancement. Three Rivers will provide excellent educational experiences to prepare students for advancement to four-year institutions or for career readiness
  • % students enrolled in >=15 credits in one semester (fall or spring)
  • % of students enrolled in >=30 credits in one year (fall, spring, summer)
  • % of students enrolled in distance-learning courses
  • % of students passing developmental English or Math courses in their first year (fall, spring, and summer)
  • % of students completing gateway English or Math courses with a C or better
  • Number of tutoring sessions offered in one year (fall, spring, summer)
  • % of students retained fall-to-spring and fall-to-fall
  • % of credential-seeking students who complete a degree or certificate within 3 years of initial enrollment.
1. Student Services Dean, Champion

2. Academic Dean, Co-Champion

3. Academic Department Chairs

4. Guided Pathways to Success Committee

5. Office of Institutional Research


Students in career-focused programs are well-prepared for work, and programs demonstrate marketable quality.


  • Employer satisfaction with student preparation survey (data currently not available)
  • Number of focused workforce development programs validated by local / regional labor data for high-demand jobs.
  • Seek/maintain accreditation for career-focused programs, i.e., nursing.

College sustains an excellent reputation in transfer preparation.


  • Number of articulation agreements
  • Top ten 4-year institutions TRCC students transfer into.

College expands support of faculty development to advance teaching and learning.escription


  • Number of Center for Teaching events
  • Number of professional development days.

Establish clear, goal-oriented process to evaluate academic programs.


  • Systematically evaluate all certificate and degree programs to determine their relevance.

Goals

Activities

Metrics

Champions and Key Contributors

2. IMAGE College of choice; promote the value and recognition of Three Rivers Community College and the CSCU as excellent venues to achieve educational goals. Increase Marketing Efforts – Continue to create a paradigm shift – that TRCC is a legitimate choice for college, not a last resort; it is for successful students as well as for students needing remedial help; it’s a responsible financial choice that reduces college debt; that transferring to 4-yr college is straightforward with no loss of credit.
  • % increase of enrollment of credit first year and transfer broken out by traditional students (up to age 21) and adults (22 and older), by semester, and by part-time and full-time
  • # of students who successfully transfer (if access to additional data from National Clearing House is allowed, add successful completion of Bachelor’s degree)
  • Top Ten Transfer-Receiving Four-Year Institutions
  • % increase of enrollment of non-credit students
  • Data gathered on 15 credit/semester students (enrollment, retention, eventually graduation)
  • Graduate Survey (specific questions only)
  • Top Ten Feeder high Schools
  • Applicant yield rate
  • College Career Pathway Enrollment
1. Director of Marketing, Champion

2. Academic Dean

3. Director of Institutional Advancement

4. Director of Admissions

5. Associate Dean of Workforce Development

6. Guided Pathways to Success Committee

7. Office of Institutional Research


Optimize academic programs with a student-centered approach including making offerings more convenient to students, respond quickly to job market trends and future forecasts, and full-time career counseling.


  • Graduate Survey
  • Data gathered on 15 credit/semester students (enrollment, retention, eventually graduation)
  • Percentage of students taking online classes by term

Strong regional socio-economic opportunities – Make TRCC an acknowledged and trusted resource for the business and industry community to partner in creating strong regional socio-economic opportunities.


  • Annual numbers and donations to Foundation by area businesses
  • Measure numbers and types of connections with businesses (large and small) – not yet available – need comprehensive list of all businesses involved in all departments/ divisions through advisory boards, committees, internships, etc.

Goals

Activities

Metrics

Champions and Key Contributors

3. STEWARDSHIP Cost effective and efficient; improve the fiscal stability through increased enrollment, alternate sources of revenue and effective management of resources. Maximize the use of facilities. Consider using facilities for community engagement and development, language courses and lecture series, and implement a more agile scheduling process.
  • Room Utilization
  • Energy Utilization
  • # of non-TRCC events hosted
  • Fall, Spring, and Summer enrollment by student types
1. Administrative Services Dean, Champion

2. Academic Dean

3. Office of the President

4. Academic Department Chairs

5. Office of Institutional Research

6. Student Services Dean

7. Office of Institutional Advancement


Develop a more robust evaluation program that incorporates both measures of effectiveness and efficiency according to the CIHE standards.


  • Effectiveness Measures
  • Budget analysis

Engage and Inspire faculty innovation.


  • # of faculty and staff attended professional development by type (conference, workshop, courses, etc.),
  • # of curriculum change requests (new, modify, termination),
  • Percentage of faculty who have completed Teaching Effectiveness Certificate Program.

Goals

Activities

Metrics

Champions and Key Contributors

4. PARTNERSHIPS Leverage and strengthen collaboration, partnerships, and responsiveness to students, employers, and communities. Foster more collaboration with industry and other external partners; this includes recruiting subject matter experts from industry to serve as advisors and adjunct faculty.
  • Meet critical needs of Eastern Connecticut’s manufacturing industries. Collaborate with Eastern Workforce Investment Board, General Dynamics-Electric Boat, EAMA, and Department of Labor to identify and deliver workforce training and funding. As the Trainer-of-Choice for Outside Machinist, Welding, Introduction to Manufacturing, Carpentry, Painting, and Design classes, deliver training outlined in the EWIB 3-year manufacturing pipeline. Provide assessment of pipeline annually.
1. Student Services Dean, Champion

2. Academic Dean

3. Associate Dean of Workforce Development

4. Office of Institutional Advancement

5. Academic Department Chairs

6. Guided Pathways to Success Committee

7. Director of Nursing and Allied Health

8. Office of Institutional Research


Pursue more partnerships with Healthcare/Allied Health programs serve community & students Program expansion & creation, weekend, RN-BSN, Allied health, IT/Network, Hospitality, Online courses.


  • Implement a Medical Assisting Associate of Science Degree program by Fall 2018, creating alternative degree programs and career opportunities for current and prospective students.
  • Implement a Medical Administrative Assistant Certificate program by Spring 2018, creating alternative certificate programs and career opportunities for current and prospective students

Increase internship opportunities for students.


  • Appoint a TRCC internship coordinator who collaborates with industry and local employers to increase internship opportunities, and post them on TRCC’s College Central Network.
  • # of students participating in internships/co-ops/practicums by academic year
  • Annual expenditure of Foundation-sponsored activities