Strategic Plan

Strategic Plan

Charter Oak State College developed a one-year strategic plan (2014-15) built upon the five goals of the Board of Regent's for the Connecticut State College and University System (CSCU).

  • A successful first year
  • Improve student success
  • Maximize affordability and sustainability
  • Cultivate innovation and economic growth
  • Ensure equity

The decision to develop a one-year plan instead of a new five-year plan gives the college a change to draw upon the discussions and results of the Transform CSCU 2020 goal setting initiative that will take place over this academic year. Additionally, Charter Oak will use this year to begin conducting a SWOT analysis that will assist in its five-year plan development.


Increase the number of students who successfully complete a first year at college
Currently at 58%, increase to 60%

Activity Measure Person Assigned
Ensure compliance with military Executive orders Student academic plans completed their specifications Director of admissions and Director of Academic  Services
Network with CSCUs to develop support network for military students and veterans Agreements with each of the CSCUs that have a support program for military/veterans Director of Admissions and Director of Academic Services
Advance as primary vehicle for inquiries and information for prospective students Revised Director of Marketing
Develop an online orientation for all students to better prepare students to take online courses and to decrease the number of calls for assistance. 10% of the new students will utilize the course during their first semester.  Academic Dean
Redesign IDS 101 course to increase students writing ability 2% increase in pass rate Academic Dean 
Develop online orientation for faculty that includes adult learning theory and pedagogy to increase student success. 100% participation by new faculty; 25% participation by current faculty. Academic Dean
Review admissions, financial aid, and business office processes for improvements in student service Increase positive experience of new;  Baseline Spring 2014 data: 92% pleased with admissions; 73% for FA; 68% for Business office Director of Admissions, CFO, Director of FA
Continue to work with Starfish to maximize its capabilities for "early alert" Decrease failures, AW and W grades based on 2013-14 data Registrar and Director of Academic Services
Implement new advising worksheet and degree audit Successful implementation Registrar and Director of Academic Services
Increase enrollment in WIT/CT Wage Full enrollment dependent on funding WIT/CT Wage Coordinator, Director of Financial Aid
Revamp advising process to align with new Cornerstone course and concentration/major planning 85% of students will have an approved concentration/major on their record within 1st semester, 100 % by end of second semester Director of Academic Support
Enhance associate degree student advising Increase associated degree one year retention by 5% Director of Academic Services
Collect data on persistence and graduation rates of students with disabilities to inform expansion of services Report to Executive Committee Director of Academic Services
Review approaches to work more flexibly with students that owe a balance in order to aid them in continuing their studies Completion of review by fall semester and developing potential approaches by the end of the fall semester Chief Financial and Administrative Officer

Graduate more students with the knowledge and skills to achieve their life and career goals
A dynamic community of online learners advancing the nation's workforce one graduate at a time.

Activity Measure Person Assigned
Improve graduation rate by 2% over 5 years Graduation rate for Fy 08 cohort was 63% College-wide goal
Improve measures of workforce and grad school preparedness Based on 2012-13 data: 83% prepared for Grad school; 73% job/career related to degree; 62% helped prepare for current occupation, 78% employment within 3 months College-wide goal
Convert Business and Psychology concentrations to majors Majors approved Academic Dean
Develop cybersecurity and HIM certificates Certificates approved Academic Dean
Develop one new major that is vocational focused. Major approved Academic Dean and Provost
Gain accreditation by CAHIM for HIM program Accreditation Academic Dean and Provost
Continue to evaluate the ECE/ARC program to ensure that it is meeting the needs of the students. Receive reaccreditation Provost and ECE/ARC Coordinator
Leverage Academic Software to provide student/faculty access to current software tools for free or discount to ensure that students are using current tool and resources as part of their academic program Graduation rate currently at 63% increase to 65% Assistant Manager of Project Management and Training

Maximize access to higher education by making attendance affordable and our institutions financially sustainable

Activity Measure Person Assigned
Pilot giving scholarships for PLA activities to see if students will use it to reduce cost of education Increase in number of students using PLA after matriculating at college  5 year goal of 20% of students graduating with some form of PLA. Provost and PLA Coordinator
Explore adding a non-credit version of portfolio development to reduce cost of portfolio process Course developed PLA Coordinator and Provost
Gain approval from Department of Education for experimental site for financial aid for PLA Increase in number of students using PLA Provost and PLA Coordinator
Continue to explore a joint PLA program with our peer institutions to reduce the cost of non-credit program evaluations and to make credit for those more accessible to our students Signed agreement Provost and PLA Coordinator
Complete the development of the PLA audit tool so students can self-assess if they are good candidates for PLA. Thus reducing the cost of their education and time to degree. Tool developed Povost, PLA Coordinator, IT
Strengthen our PLA marketing Increase in usage of PLA by our students over 2013-14 PLA Coordinator and Director of Marketing
Continue to seek outside funding for the WIT and CT wage program to make college more affordable for low income students. Increase support by $10,000 WIT Coordinator
Pilot an Open Educational R resource (OER) course development initiative in the Spring of 2015 to remove the cost of textbooks. Report of pilot to distance learning committee and administration. Academic Dean
Increase testing dates and times Increase access by 5% and revenue by 10% Registrar
Continue to work with the ConnSCU schools to develop TAP agreements. All TAP agreements developed Provost, Faculty, Registrar, Academic Dean
Develop 3 reverse transfer agreements Agreements developed Provost, Registrar
Utilize yearlong course schedule to assist in degree planning and retention to graduation 1% increase in retention rate Director of Academic Services
IT reorganization-Information Security Program-Proactive steps to mitigate the risk of a catastrophic data loss. Costs would be passed onto students with increase in costs or cuts in service level Reorganization and construction of new procedures and guidelines Director of MIS

Create educational environments that cultivate innovation and prepare students for successful careers in a fast changing world

Activity Measure Person Assigned
As part of the academic program review process, ensure that all courses teach critical thinking, information analysis, and effective  communication skills.   Academic Dean
Design and deliver courses that integrate technology and/or various types of electronic media. 2% increase in courses using technology/electronic media Academic Dean
Improve the management of non-credit courses and programs Develop a report based on software reviews or develop an RFP for a management tool. Registrar and Academic Dean
Hold information sessions for students on careers and graduate school plans Reach 150 students Director of Academic Services
IT Reorganization to provide academic technology/software support Reorganization and change of position description Chief Information Officer

Eliminate achievement disparities among different ethnic/racial, economic, and gender groups

Activity Measure Person Assigned
Review data on minority students to determine why decline in retention Develop report for Executive Committee with recommendations Director of Institutional Effectiveness
Explore how the alumni association can assist in serving minority population.   Director of Admissions
Review all courses to see if they support the learning needs of a  diverse student population. Report of number that need changes and a plan for making the changes. Academic Dean
Develop two additional support programs for WIT/CT Wage students Increase retention by 2% WIT Coordinator

Increase new student enrollment

Activity Measure Person Assigned
Develop articulation agreement with HIM/HIT programs in CT, OH, TX, FL Enroll 180 students in health care programs Director of Admissions 
Hold recruitment events in CT and FL for both PSA and CJ concentrations Enroll 85 students in public safety programs Director of Admissions
Identify target market for cybersecurity and plan recruiting activities Enroll 50 students in cybersecurity program Director of Admissions
Recruit at CT community colleges Market through SHRM and Chamber events Enroll 30 students in Human Resources Director of Admissions
Implement targeted marketing in TX, FL, and Ohio Increase out-of-state enrollment by 20% Director of Admissions and Director of Marketing
Process GBTGA leads Enroll 350 GBTGA students in fall and 250 in spring Director of Admissions
Utilize Chambers, WIB's, DOL: to identify underrepresented populations for recruiting purposes Increase prospects by 2% Director of Admissions
Establish trusts/login principles to facilitate sharing of resources for students and staff (library, video, conference, etc.) Integration Chief Information Officer

Integrate into the ConnSCU system

Activity Measure Person Assigned
Integrate our college branding with the system branding A coordinated brand Director of marketing
Continue to explore ways Charter Oak can articulate program development with the other colleges Develop at least one jointly developed program Provost and Dean
Work with the colleges to promote prior learning assessment Expand PLA at all of the colleges. Develop at least one PLA agreement Provost and PLA Coordinator
Serve on ConnSCU committee to develop an electronic transcript exchange Transcript exchange implemented Registrar
Serve on committees to develop TAP agreements TAP agreements developed Provost, Registrar, Faculty, Academic Dean
Continue to lead the Go Back to Get Ahead Project All funds from legislature expended and final report submitted to BOR and Governor's office Provost, Director of Admissions, Director of Marketing, CIO, CFO, President
Serve on committee to work towards integration of online data bases Plan produced Provost, Associate Academic Advisor, Academic Dean
Serve on committees focused on standardizing financial practices for all 17 institutions Development of Policy manual my May 2015, creation of universal charts of accounts by February 2015 Director of Finance and CFO