Strategic Planning, Goals and Priorities

Strategic, Planning, Goals, and Priorities

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 2016-2026 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 NVCC's 2013–16 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. 



TechHallExterior

Strategic Plans, Final Reports, Midpoint Reports, and Community Reports

Current Strategic Plan

Current Strategic Plan and Progress Reports: 2016-2026

2016-2026 Strategic Plan:  2020 Progress Report



2016-2026 Strategic Plan | Towards a Splendid College


    Current Community Report

    Current Community Report and 2016-2019 Archives

    2019-2020 Community Report


    Community Report Archives: 2016-2019

    Institutional Master Plans

    Institutional Master Plans

    Academic Master Plan Goals

    • Goal 1: Increase student success (Student Lens)
    • Goal 2: Promote opportunities for stronger collaboration and communication across the college (Faculty and Staff Lens)
    • Goal 3: Encourage community engagement and partnerships (Community Lens) 
    View the 2019-2024 Academic Master Plan


    Academic Master Plan Archive

    2012-2017 Academic Master Plan

    2019AcademicMasterPlancover

    EnrollManagement

    Enrollment Management Master Plan Goals

    Recruitment:
    • 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. 

    Retention: 

    • Goal 1: To increase the traditional age student retention rate. 
    • Goal 2: To increase the non-traditional student retention rate. 

    Graduation: 

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

    View the Enrollment Management Master Plan

    Information Technology Master Plan Goals

    Goal

    Description

    Strategic Goal Area

    Projected Outcomes

    1

    NVCC Information Technology supports teaching and learning with technology.

    Success 
    Contribution 
    Results

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

    2

    NVCC Information Technology services are easy and simple to access.

    Success 
    Contribution 
    Community 
    Results

    • Satisfaction with services is above 90%

    3

    NVCC Information Technology assists students to learn to use technology.

    Success 
    Contribution 
    Employment

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

    4

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

    Success 
    Community

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

    5

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

    Contribution 
    Community 
    Results

    • Grants applied for increase 100%

    View the Information Technology Master Plan 

    InformationTechnology

    InstitutionalEffectiveness

    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

    NVCCFacilitiesMasterPlanCover

    Facilities Master Plan Objectives

    • The Master Plan will respond to the institution’s mission, demographics and projected future enrollment
    • Program space needs will reflect best practice standards and address emerging higher education goals
    • Land planning will balance guidance and flexibility, long-term development capacity and stewardship
    • The Master Plan will optimize the use of existing facilities in the utilization of space, the location of functions, and the renewal of buildings to meet future needs.
    • Proposed new buildings will reflect realistic program need and will be used to the greatest extent feasible to enable needed renovations to maximize investment benefit.
    • Site access and circulation will be addressed in a comprehensive manner to support a safe, efficient and welcoming campus.
    • Future development will strengthen the architectural and landscape character of the campus to foster a cohesive, attractive setting.
    • The Master Plan will integrate sustainability throughout and identify strategies for energy conservation.
    • Major campus infrastructure needs will be addressed to support university operations.
    • The resulting Master Plan will be a comprehensive vision comprised of a series of capital projects, with associated institutional priorities and phasing strategies.

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