STRATEGIC PLAN 2023 - 2026
STUDENT SUCCESS THAT DRIVES THE STATE'S SUCCESS
With campuses in every region of the state and most of our students in-state residents, CCSNH plays a dominant role in educating New Hampshire’s population and workforce. The colleges offer a broad range of high-quality associate degree and certificate programs as well as more specific workforce offerings that provide pathways to skilled employment and transfer to four-year colleges and universities, and that build strong communities of educated and civically engaged residents. The System Office provides leadership, coordination, and support to optimize the work of the seven community colleges, and is designed to create organizational efficiencies to ensure that CCSNH meets its statutory obligation to “operate as a well-coordinated system of public community college education.” All CCSNH colleges are accredited by the New England Commission on Higher Education.
Higher education is ever-changing, especially at the community college level, given the focus on developing and providing educational programming geared towards a constantly evolving workforce. Our seven CCSNH colleges must continue to be nimble to address community workforce needs and remain affordable to best serve a diverse group of students – the vast majority of whom remain in New Hampshire after completing their education and contribute to the quality of life in the Granite State.
This three-year strategic plan has been developed through a collaborative process across the seven colleges, the Board of Trustees, The Foundation for New Hampshire Community Colleges (Foundation), and external advisors. Through this process, five pillars were established each with associated goals, objectives, tactics, and metrics to allow for guidance and to evaluate progress. Each pillar has a symbiotic relationship with one another, and progress on each necessitates an integrated process through working groups and ongoing collaboration. CCSNH colleges shall work to align individual college plans with the goals outlined herein. We anticipate there will be an intensive review at the halfway point of this plan’s implementation (June of 2024) to analyze progress and recommend modifications for continued relevance.
The vision behind CCSNH’s 2023-2026 strategic planning effort is that the execution will lead to two overarching outcomes:
By providing affordable, accessible, and high-quality education focused on student success, we will ensure that our students have access to meaningful learning that is well-aligned with their personal and professional aspirations and with the needs of New Hampshire’s workforce today and into the future; and
CCSNH will be recognized as a foremost and essential postsecondary resource for a well-educated workforce in New Hampshire.
The strategic plan shall:
Prioritize innovation and areas for increased collaboration as a coordinated system of colleges
Use data to guide and inform decision-making, improve the student experience, and guide future planning
Complement and align with individual college strategic plans
Highlight and embrace the importance of partnering with internal and external stakeholders
Increase credential completion across the state.
OBJECTIVE ONE: Recruit, advise and support students throughout the entirety of their post-secondary career and beyond.
OBJECTIVE TWO: Ensure CCSNH colleges offer high quality and relevant academic programs and workforce training that responds to workforce demands and student interest and promote strong local economies.
Identify and reduce barriers for students.
OBJECTIVE ONE: Develop and deploy mechanisms and services dedicated to the removal of barriers to help students where it matters most in their journey.
Employer of Choice
Given our role as a state-wide employer serving the citizens, businesses, and communities of New Hampshire, CCSNH strives to be an employer of choice that embraces professional work cultures and environments that attract and retain highly skilled, talented, and engaged employees and encompasses a workforce that reflects the people we serve. CCSNH seeks to understand what our employees value in their career, what motivates them to continue working in public higher education, and what we can do to better support their employment. Through thoughtful creation and implementation of best practices, employees are empowered to make decisions and take responsibility for how they do their jobs.
Provide insight and data to support strategic changes that continue to enhance the institution’s culture, employee job satisfaction, and job performance which will lead to increased student success.
OBJECTIVE ONE: Obtain feedback from the entire CCSNH community using various tools to help us enhance the culture and increase the sense of value and belonging for all employees as we continually improve the work that we do for our students.
Identify gaps and recommend solutions to provide comprehensive ways that we can help our employees enhance their skills and obtain job-related knowledge to increase productivity, efficiency, professional growth, and personal job satisfaction
OBJECTIVE THREE: Maintain a Classification and Compensation structure reflective of higher education institutions.
DIVERSITY, EQUITY, INCLUSION + BELONGING
Diversity, equity, Inclusion + Belonging (DEIB)
Given our role as educators and employers across the state, CCSNH is committed to understanding, celebrating, and effectively fostering an inclusive environment for our community. The advancement of diversity, equity, inclusion, and belonging efforts is essential for the efficacy of our organization, and for the success and well-being of our employees and the individuals that we serve in fulfillment of our mission. It is also integral to CCSNH’s mission to provide affordable, accessible, high-quality education to all residents of the state of New Hampshire.
Elevate performance, innovation, creativity, productivity, and overall efficacy of CCSNH through the development and incorporation of a diverse, equitable, and inclusive culture of belonging for all members of the CCSNH community.
OBJECTIVE ONE: Build a foundation that will empower CCSNH to become an organization that embraces and benefits fully from a robust DEIB culture.
OBJECTIVE TWO: Promote and provide support for a diverse workforce and student body, increasing representation across the ranks of faculty, staff, senior leadership, and the board of trustees.
Instill DEIB culture into the Student Success Pillar.
OBJECTIVE ONE: Enhance access and success for historically underserved and marginalized student populations.
Instill DEIB culture into the Employer of Choice Pillar.
OBJECTIVE ONE: Attract and retain a diverse workforce, striving to create and maintain working and learning environments that are inclusive, equitable and create a sense of belonging for all.
OBJECTIVE TWO: Promote cultural awareness and competencies through ongoing training and education for all CCSNH employees.
CCSNH plays a dominant role educating New Hampshire’s workforce. CCSNH and our colleges are well-connected to employers within their communities, with mechanisms and partnerships that help academic programs stay connected with industry across the state. As workforce needs continue to evolve, so too will the curriculum and programmatic offerings that we provide and make available in convenient and flexible ways. Additionally, with more of the workforce no longer place-based, we need to consider how we can provide training opportunities that serve the growing virtual worker culture.
Respond to the State’s current and emerging workforce needs by providing innovative approaches to relevant skills training for individual and business growth.
OBJECTIVE ONE: Develop an effective approach as to how our seven colleges will work in concert (structures, systems, apprenticeships, budgets) to enhance collaboration while providing the education and training needed in local communities and across the state.
OBJECTIVE TWO: Respond to high demand needs of the state and local workforce
OBJECTIVE THREE: In collaboration with industry partners, create additional pathways for students through badging, micro- and stackable credentials, non-credit to credit, apprenticeships, and prior learning assessment approaches.
OBJECTIVE FOUR: Develop a data dashboard and assessment criteria including financial indicators to determine the effectiveness of existing programs and provide insights and direction for future programming.
SUSTAINABILITY + STEWARDSHIP
Financial Sustainability + Stewardship
To secure resources and develop operational strategies that enable the continued delivery of an affordable, accessible, high-quality student experience and work environment.
OBJECTIVE ONE: Identify and invest in internally collaborative strategies that are forward-looking and can lead to better efficiencies across CCSNH to meet our student service and operational needs.
OBJECTIVE TWO: Diversify revenue sources, strengthen existing sources of support, and identify new funding opportunities and partnerships that will ensure financial health and sustainability.
To leave a financially strong organization for future generations.
OBJECTIVE ONE: Address unfunded liabilities and deferred maintenance with a plan to minimize future impacts.
OBJECTIVE TWO: Plan and make investments that will optimize our colleges and system for the future.
OBJECTIVE THREE: Address the financial impact of program costs across the colleges and develop a financial model supporting shared programming and services.