CCCS Internal Strategic Plan
Creating a Shared Vision for Community Colleges
In collaboration with stakeholders, CCCS created a strategic plan to make Colorado community colleges leaders in quality education. Our goals include:
- Enhancing student and workforce experience
- Creating education without barriers
- Focusing on accessibility, affordability, equity, student completion, accountability, resource development, and operational excellence
2025-2030 Strategic Planning Process
Now more than ever, Colorado needs its community colleges.
Too many Coloradans are struggling to make ends meet and need pathways to family-sustaining jobs. Meanwhile, employers continue to face longstanding worker shortages in healthcare, construction, and other industries critical to our state’s success.
The Colorado Community College System is committed to adapting and growing to meet these challenges—guided by the insights and needs of our students, communities, and industry partners.
Why a New Strategic Plan?
Since 2015, our current strategic plan has guided our priorities and actions. A lot has changed since then!
Together with feedback from students, employers, and Colorado communities, we’re drafting a new plan that will meet the needs of today’s learners while keeping ahead of emerging workforce and industry trends.
How Will CCCS Develop the New Plan?
To build a responsive and forward-looking plan, CCCS is partnering with the Keystone Policy Center.
Together, we conducted a statewide listening tour from March to April 2024. Now, we are synthesizing those insights to create actionable goals and strategies. Our 2030 Strategic Plan is set for finalization in December 2024.
CCCS thanks our philanthropic partners ZOMA Foundation, The Colorado Trust, and Gary Community Ventures for supporting the 2025-2030 strategic planning process.
Strategic Plan Timeline
COMPLETE
Discovery & Engagement
- CCCS organized a statewide listening tour across all 13 colleges.
- Together, we successfully conducted 36 sessions, visited every campus, and engaged deeply with students, faculty, staff, and community members.
COMPLETE
Defining Core Principles
- Following the feedback from the Discovery & Engagement phase, CCCS collaborated with board members and leadership to refine mission, vision, and values statements.
- These sessions ensured that the strategic goals and guiding principles align closely with the community’s aspirations and needs.
COMPLETE
Goal Setting & Performance Measures
- Next, goals were developed through a co-creation process over three sessions.
- Performance measures were also determined for each goal for reporting future progress to the state board.
- CCCS staff will develop baseline data and targets for the measures.
IN PROGRESS
Strategic Blueprint Drafting
- Currently, CCCS is actively shaping the strategic plan, integrating insights and goals from previous phases.
- The team is focused on refining innovative solutions, strengthening partnerships, and enhancing inclusive education to ensure the plan addresses both current challenges and future opportunities.
- The 2030 Strategic Plan is set for finalization in December 2024.
JANUARY 2025
Launch & Activation
- With board approval, CCCS plans to launch the new strategic plan at the end of January.
- Progress will be monitored closely and collaboration across all stakeholders will be fostered to achieve the desired goals and drive long-term success.
Discovery and Engagement
We extend our heartfelt thanks to everyone who participated in the Discovery & Engagement phase.
- 13 Colleges
- 36 Listening Sessions
- Hundreds of Students, Faculty, Staff, and Community Members
CCCS Listening Tour
Each college hosted listening sessions to gather input from students, faculty, staff, and community members, with both in-person and virtual options available.
Participants discussed what they valued about community colleges, identified challenges, and brainstormed future opportunities.
Feedback was collected through group activities, virtual tools, and an online survey, generating thousands of insights.
Input was organized into a comprehensive report that summarizes key themes based on the guiding principles of Education for All, Economic Mobility, Partner of Choice, Empowered Talent, and Power of 13.
Defining Core Principles
After considering the Phase 1 data and themes, CCCS’s mission, vision, and values statements were reimagined.
Mission
The Colorado Community College System, powered by 13 colleges, enriches lives and builds communities as the premier provider of education that is high-value, career-connected, and life-long.
Vision
CCCS will be the first and best path for all to achieve a more prosperous and fulfilling life.
Values
Learners First – We prioritize success in all that we do by creating supportive environments that empower learners to define and achieve their goals.
Educational Excellence – We deliver relevant, data-informed, valuable learning experiences that meet the highest standards of academic and professional training.
Culture of Belonging – We uplift diverse communities to strengthen our collective impact by ensuring all learners and employees are valued, included, and supported.
Bold and Creative Leadership – We seize opportunities to collaborate and challenge each other to take risks, find solutions, and continuously improve as we reimagine higher education.
Community Advancement – We integrate with our communities to drive shared prosperity by cultivating skilled talent, enriching cultural and civic engagement, and fostering meaningful employment that supports state and regional economies.
Goal Setting and Performance Measures
Economic Mobility
Increase relevant offerings that will result in successful learners earning a sustaining wage.
Education For All
Increase equitable, learner-centered environments that support all learners meeting their goals.
Empowered Talent
Increase our ability to attract, retain, and sustain the highest quality workforce to advance our mission.
Partner of Choice
Increase capability, trust, and credibility with partners across all sectors to build shared prosperity.
Power of 13
Increase shared opportunities to grow enrollment, improve quality, and achieve cost efficiencies through consortial models and collaboration while leveraging each college’s unique strengths.
