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A Regional Force in Education and Beyond

When you think of college, what kind of institution comes to mind?

In our experience, most people think of an ivy-covered four-year institution. It's rare that this question conjures up an image of a community college.

Yet, the 1,132 accredited community colleges in the U.S. enroll 44% of all domestic undergraduates. About half of all students at four-year colleges and universities in the U.S. attend community colleges prior to earning their degrees. In recent years that has translated into an annual community college enrollment of about 8 million students in credit programs and another 5 million for non-credit courses.

What is presented in NVCC's 2013-2016 Strategic Plan builds on the previous plan, maintaining the well-tested framework of five goals to serve as grounding forces in all that we do. Each goal then includes three initiatives, many of which got started or built momentum under our 2010–13 Strategic Plan. These goals and corresponding initiatives will drive activities on campus, focusing where in the higher education educational continuum—from pre-collegiate to program completion, graduation, employment and transfer—we think we can leverage significant impact to improve the 10 college-wide outcomes we will collectively strive for by 2016. Most importantly, they represent our efforts to even more fully realize our potential as a regional force in education and beyond.

Goal Framework

Connecticut State Colleges and Universities

Transform CSCU 2020

  1. A Successful First Year: Increase the number of students who successfully complete a first year of college.
  2. Student Success: Graduate more students with the knowledge and skills to achieve their life and career goals.
  3. Affordability and Sustainability: Maximize access to higher education by making attendance affordable and our institutions financially sustainable.
  4. Innovation and Economic Growth: Create educational environments that cultivate innovation and prepare students for successful careers in a fast-changing world.
  5. Equity: Eliminate achievement disparities among different ethnic/racial, economic, and gender groups.

Five Goals, Fifteen Initiatives

Goal I: At NVCC, students achieve their goals.

  1. Deepen the college-wide advising program.
  2. Assess and fine-tune first year learning communities.
  3. Redesign remedial and developmental course offerings.

Goal II: NVCC faculty and staff make a difference—at the college, in the community, in their fields of study, andin the lives of students.

  1. Expand faculty and staff development.
  2. Deepen volunteerism, mentoring, and service learning.
  3. Improve equity and outcomes for underrepresented groups.

Goal III: NVCC programs meet and beat academic andindustry standards.

  1. Strengthen liberal arts, general education, and transfer.
  2. Improve job placement efforts.
  3. Incorporate 21st century technology inside and outside the classroom.

Goal IV: NVCC is an engine of change within Waterburyand the broader community.

  1. Build partnerships and community presence in Waterbury, Danbury, Naugatuck and the broader service region.
  2. Enhance pre-collegiate pathways to higher education.
  3. Build workforce pathways in high-demand careers.

Goal V: NVCC is an effective, performance-based institution.

  1. Fashion a comprehensive development and communications strategy.
  2. Link data to decision-making for greater institutional effectiveness.
  3. Build campus infrastructure and access.

10 Anticipated Outcomes by 2016

  1. FTE enrollment will increase by 10%.
  2. Retention rate for first-time, full-time freshmen will increase by 10%, bringing NVCC closer to the top tier nationally for community college retention.
  3. Graduation rate will increase by 57%, achieving the community college national average.
  4. Graduation rate for underrepresented students will increase by 75%.
  5. Increase the total number of degrees and credit certificates by 57% and non-credit certificates by 15%.
  6. Job placement rate of completers within a year after graduation will increase by 10%.
  7. 90% of completers of degrees or certificates in high- demand career areas will have secured a job relevant to their study or will have transferred to another higher education program within a year.
  8. Annual transfer headcount to four-year colleges will increase by 25%.
  9. Current and future community and employer partnerships will become models for best practices and impact.
  10. External funding portfolio for campus-driven initiatives will increase by 25%.
Institutional Master Plans

Academic Master Plan Goals

Goal 1: Provide Relevant Academic Offerings that Meet the Need of a Global Economy and the Workplace

Goal 2: Ensure Student Engagement and Success

Goal 3: Enhance Academic Leadership and Professional Development

Goal 4: Encourage Community Engagement and Partnerships

Goal 5: Promote Student Learning and Academic Effectiveness

Goal 6: Maximize Effective Use of Technology to Ensure Student Success

View the Academic Master Plan »

Enrollment Management Master Plan Goals


Goal 1: To increase the enrollment of the traditional 24-year-old-or-less student population.

Goal 2: To increase enrollment of the non-traditional 25-plus-year-old student population.

Goal 3: To increase the on-line enrollment of both traditional and non-traditional populations.

Goal 4: To increase FTE enrollment in Danbury.


Goal 1: To increase the traditional age student retention rate.

Goal 2: To increase the non-traditional student retention rate.


Goal 1: To increase graduation rates to meet the 100% completion rate.

View the Enrollment Management Master Plan »

Information Technology Master Plan Goals



Strategic Goal Area

Projected Outcomes


NVCC Information Technology supports teaching and learning with technology.


  • Four-year computer replacement cycle is maintained
  • Purposeful technology deployed in classrooms


NVCC Information Technology services are easy and simple to access.


  • Satisfaction with services is above 90%


NVCC Information Technology assists students to learn to use technology.


  • Kiosks use increases 50%
  • Increase in students helped by remote IT Services
  • Ability to help students learn about technology increases 50%


NVCC Information Technology is a partner with departments and communities that use our services.


  • Increase in partnerships
  • NVCC IT is an agent for change


NVCC Information Technology identifies and cultivates alternate funding sources to support information technology initiatives.


  • Grants applied for increase 100%

View the Information Technology Master Plan »

Institutional Effectiveness Goals

Goal 1: Promote every department/division to develop a mission statement and identify goals and outcomes

Goal 2: Facilitate connections between departmental activities and institutional outcomes

Goal 3: Ensure that every department systematically assesses its outcomes

Goal 4: Ensure that every department/unit uses results to develop strategies for improvement

Goal 5: Identify, review and report performance measures indicators to ensure institutional effectiveness

Goal 6: Connect results with request for resources

View the Institutional Effectiveness Master Plan »

Institutional Development Goals

  • Annual Appeal
    • … solidify a database, identify a leader from the Board or community to write the letter each year, and finally grow it by 10% each year.
  • Scholarship Campaigns
    • …combine …small scholarship campaigns into a single Annual Scholarship Campaign, mail it with the Annual Appeal, and increase it by 10% each year.
  • Campus Wide Appeal
    • …increase the campus wide appeal by 10% a year.
  • Corporate Campaigns
    • Manufacturing Campaign - launch campaign in 2012 with a goal of $100,000.
      • …duplicate for other disciplines with goals of $5,000-$10,000 for each
  • Planned Giving Program
    • … produce one Planned Giving Event in 2012 and name the Planned Giving Society.
      • …goal will be determined by the “legacy “members.
  • Capital Campaign
    •  …to plan a Capital Campaign by the end of 2012.
  • Community Events
    • Naming Opportunities
      • … finalize an inventory of properties to be named and set levels of giving required for naming.
    • Annual Fundraiser
      • Send letters to those who have attended and supported the Murder Mystery event for the last 6 years. The goal of this campaign is $3,000.
      • 2013 and 2014 events
        • a new genre of event with a financial goal of $40,000
  • Grants Planning and Management
    • Hire a full-time Grants Writer this spring.
    • Faculty Grants Advisory Group
      •  … to enhance opportunities for faculty to make a difference in their fields of study.
    • Three-year plan.
      • …increase grant funding to NVCC by 25% each year.
  • Alumni Association
    • … to engage at least 200 alumni in the first year with a 50% increase in participation during the remaining two years of the plan.
    • Produced in collaboration with the Foundation Board, the Annual Alumni Appeal has a goal of $5,000 for 2012.

View the Institutional Development Master Plan »


1 American Association of Community Colleges 2012 Fact Sheet. 2 Ibid. 3 College Board Center for Innovative Thought. Winning the Skills Race and Strengthening America’s Middle Class: An Action Agenda for Community Colleges. January 2008, p. 16.