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 |
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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 |
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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. |
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College sustains an excellent reputation in transfer preparation. |
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College expands support of faculty development to advance teaching and learning.escription |
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Establish clear, goal-oriented process to evaluate academic programs. |
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Goals |
Activities |
Metrics |
Champions and Key Contributors |
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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. |
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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. |
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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. |
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Goals |
Activities |
Metrics |
Champions and Key Contributors |
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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. |
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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. |
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Engage and Inspire faculty innovation. |
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Goals |
Activities |
Metrics |
Champions and Key Contributors |
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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. |
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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. |
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Increase internship opportunities for students. |
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