Strategic Plan 2025-2028  Strategic Direction: Accountability & Transparency

TC3 demonstrates its integrity by being accountable to internal and external constituencies through transparent governance and sharing of data, including institutional effectiveness and learner outcomes.
 

Goal 1.1 
Refine the shared governance structure to incorporate best practices in shared governance; develop mechanisms for communication and training in shared governance at all levels by the end of Fall 2028.

Objectives

  •  1.1.1. Create a map of the current shared governance structures on campus to understand the current state by the end of Fall 2025.
  • 1.1.2. Create a shared governance online presence with committee charge documents, meeting minutes, and annual/semester updates by the end of Fall 2025.
  • 1.1.3. Identify gaps in the shared governance model and use best practices to develop a framework with recommendations by the end of Spring 2026.
  • 1.1.4. Implement all recommended changes in shared governance by the end of Spring 2028.


Goal 1.2 
Set student success and institutional effectiveness benchmarks based on an analysis of aspirational community colleges to serve as goals to be met by the beginning of Spring 2028.

Objectives

  • 1.2.1. Establish annual goals for credit momentum, retention, completion (graduation rates), transfer, and employment for A.S., A.A.S., certificate and microcredential offerings by the end of Fall 2025 using best practices in benchmarking.
  • 1.2.2. Research, review, and determine institutional effectiveness metrics to be met in annual targets for 2026, 2027, and 2028 by the beginning of Spring 2026.
  • 1.2.3. Convene an annual college-wide reflection regarding enrollment projections, student outcomes, and institutional effectiveness metrics by end of Fall 2026.
     

Goal 1.3 
Launch and maintain a college-wide, data-driven planning and assessment infrastructure that aligns institutional planning and financial planning to meet academic and student services success metrics by the beginning of Spring 2028.

Objectives

  •  1.3.1. Establish a new planning and assessment structure by the end of Fall 2025.
  • 1.3.2. Train relevant stakeholders to gain a shared understanding of new technology tools and best practices in non-academic assessment by the end of Spring 2026, and complete one full cycle of implementation with input from the college's institutional effectiveness committee.
  • 1.3.3. Enhance and create robust annual opportunities for non-academic and academic assessment training to enhance institutional capacity by the end of Fall 2026.


Goal 1.4 
Create a structural framework for organizational community relations by the beginning of Fall 2028.

Objectives

  •  1.4.1. Identify stakeholder groups for regular engagement by the end of Spring 2026.
  • 1.4.2. Develop yearly methods for sharing institutional updates to the community that include a calendar and communication plan for annual events and publications by the beginning of Fall 2026.
  • 1.4.3. Organize annual opportunities for any student or employee to participate in community service beginning in the Fall 2026 semester and each subsequent semester.
  • 1.4.4. Refine annual institutional responsibilities for community relations and define a regular cadence for check-ins with key community groups by the end of Fall 2025.