Strategic Plan for Institutional Excellence

For the academic year 2025-2026

 

Vision (Who we want to be)

Approved: June 1, 2021

To Enrich Everyone Through Education

 

Mission (Who we are)

Approved: June 1, 2021

We serve the educational needs and economic growth of our community, by promoting lifelong student learning and success.

 

Core Values (What guides us)

Approved: June 1, 2021

Support

Providing a helpful and encouraging environment where exceptional learning and experiences can exist.

Collaboration

Working together for a shared purpose by fostering positive and productive relationships with diverse populations throughout the college and our community.

Excellence

Striving for the ongoing pursuit of the highest quality inside and outside the classroom.

Integrity

Maintaining honest and open relationships, utilizing strong ethical principles, in everything we do.

Creativity

Encouraging thinking and exploring beyond the bounds of traditional ideas.

 

Strategic Goals and Objectives

Approved: June 1, 2021
Revised: May 28, 2025

Goals are defined for a 5-year period. The Objectives defined herein are for the 2025-2026 academic year only. Further objectives will be defined in the second half of the academic year for the following academic year.

Goal 1: Enrollment

Increase enrollments by 5% over a three-year period college-wide, focusing on targeted populations and emphasizing Haywood County residents.

Objective 1: Implement the formal strategic enrollment management plan that focuses on increasing the diversity of the student body and prioritizes programming that proactively responds to community and student needs.

Objective 2: Develop standardized metrics for enrollment in targeted programs with a plan to create tactics for improvement.

Objective 3: Optimize and monitor the holistic onboarding processes in coordination with NCReconnect and Inside Track to increase new student enrollment.

Goal 2: Engagement

Consistent year-over-year improvement on engagement levels with students, community, and employees.

Objective 1: Use a variety of measurement tools to track student engagement with a focus on communication method success and event/meeting attendance.

Objective 2: Create an alumni engagement plan to connect with students post-graduation via events and success stories.

Objective 3: Engage with the community to increase brand awareness, tracking events as part of the recruitment plan.

Objective 4: Engage with employees to foster organic program marketing and campus awareness.

Goal 3: Facilities and Infrastructure

Progress on short- and long-term infrastructure needs based on the academic and facilities master plan.

Objective 1: Develop a formal, comprehensive, and integrated technology, infrastructure, and facilities roadmap.

Objective 2: Conduct annual evaluations to prioritize capital project needs.

Objective 3: Create a communication strategy to inform stakeholders about capital improvements and future plans.

Goal 4: Talent

Meet or exceed expectations on engagement, diversity, development, and recruitment based on a culture of excellence and high performance.

Objective 1: Improve employee satisfaction by addressing identified needs and implementing planning strategies.

Objective 2: Provide meaningful and frequent professional development opportunities.

Objective 3: Monitor and respond to employee turnover with proactive planning.

Goal 5: Growth

Increase student success indicators to targets over three years, ensuring students progress and the college supplies skilled workers.

Objective 1: Monitor key student success indicators such as graduation, retention, and course success rates.

Objective 2: Increase course evaluation completion rates to 40%.

Objective 3: Execute and monitor the strategic retention plan across instructional areas.

Objective 4: Develop success indicators for continuing education and workforce development programs.

These outcomes were changed to better reflect the current conditions and future expectations regarding enrollment and retention.