Strategic Plan 2025-2028  Strategic Direction: Identity & Belonging

TC3 builds a culture of inclusion and belonging by creating a strong identity for the college community of learners, faculty, and staff, as well as a strong identity for the college with the communities we serve.

Goal 4.1 
Design and implement an integrated student development framework from initial recruitment through post-graduation, which addresses the diverse needs of our student population by the beginning of Fall 2027.

Objectives

  • 4.1.1. Reactivate the first year experience committee in the beginning of Fall 2025 to help create a coordinated student development experience for incoming students.
  • 4.1.2. Conduct a student needs assessment and equity audit by end of Spring 2026.
  • 4.1.3. Use the audit data to implement an integrated student development framework from admission to completion and beyond by the beginning of Fall 2027.
  • 4.1.4. Ensure student metrics outlined in the College's Equity, Diversity, Justice and Inclusion (EDJI) plan are reviewed annually, and that targets are met by the end of Spring 2027.


Goal 4.2 
Expand strategic alignment with community partners focusing on local high schools, transfer institutions, and regional employers by the end of Spring 2028.

Objectives

  • 4.2.1. Develop career-focused college in high school pathways with local high schools by the end of Spring 2028.
  • 4.2.2. Create dual admission agreements with four-year institutions to strengthen transfer pathways by the end of Spring 2028.
  • 4.2.3. Build a career center at the college by the beginning of Fall 2028 that serves as a hub for regional employers and for students/alumni seeking employment and internships.
     

Goal 4.3 
Cultivate a positive and supportive work environment that prioritizes training, professional development, and engagement for new and current employees at TC3 by the end of Spring 2028.

Objectives

  • 4.3.1. Establish a new employee orientation and mentorship ecosystem for implementation with new hires and continuing faculty and staff by the beginning of Fall 2026.
  • 4.3.2. Create a centralized hub to consolidate all professional development opportunities by the end of Spring 2028.
  • 4.3.3. Develop and publish a comprehensive calendar of social and community events for all faculty and staff by the beginning of Fall 2026.