Strategic Roadmap

Strategic Intent

Clarkson College has a financially stable model supported by mission-consistent, demand-driven programs, expanded student scholarship and training partners, and a strong brand supported by alumni.

Critical Success Factors
Overarching College Strategic Goals

  • We will evaluate and improve academic services.
  • We will improve services to our students.
  • We will assess and improve the quality of the College.
  • We will implement annual goals to meet immediate needs.

 

CSF Wheel

College Priorities

  • Serve our students and community well
  • Increase customer services
  • Achieve financial sustainability through visibility

 

Strategic Drivers

Strategic Driver One

Expand and leverage partnerships that support student scholarships and education.

  • Fully engage and leverage Nebraska Medicine relationshps.
  • Build out rural support networks including community colleges and access associated funding.
  • Support existing community partners with educational needs.

Aligned with Critical Success Factors A1 & A2

Strategic Driver Two

Enhance financially sustainable, deman-driven, quality programs.

  • Increase enrollment to 1,500 degree-seeking students drawing from key populations.
  • Increase the percentage of overal revenue from community programs and certifications.
  • Develop and implement a comprehensive retention program.
  • Identify and develop new high-value specialty programs.

Aligned with Critical Success Factors A2, B1, & C1

Strategic Driver Three

Develop a clear brand, enabling support from alumni and others.

  • Implement a comprehensive fundraising campaign.
  • Envision and implement a broader campus master plan.
  • Create and implement a specific brand development process and campaign.
  • Fully leverage alumni connections.

Aligned with Critical Success Factors B1, C1, & C2

Critical Success Factors

Goal A.1: Implement an engagement structure to better serve the community, increase awareness of Clarkson College, and increase enrollment into academic programs and community advancement opportunities. The long-term outcomes of this strategy are to support urban and rural health care needs in NE and Southwest IA and across college enrollment demographics to sustain and grow enrollment and brand awareness beginning in 2023 and further developed through 2028.

Goal A.2: Explore, develop, and implement new and current programming (academic and/or community programming). The long-term outcomes of this strategy are to be leading and forward-thinking educators.

Goal B.1: Through a comprehensive plan to improve alumni and faculty empowerment, we will improve services to our students. Engagement of alumni and faculty are vital to student success both academically and professionally.  This long term CSF will focus on the role and resources alumni and faculty want and need to improve mentorship skills, motivational interviewing, and student recruitment and retention efforts.  This goal ensures Clarkson College can obtain financially sustainable enrollment to keep all academic programs operational, continue to employ top tier faculty, improve connections with alumni (internally and externally), and maintain a second to none culture, as we prepare students to be the best.

Goal C.1: Implementation of a long-term facilities master plan. This CSF is an action arm of the Path to 150 which was built on the premises of academic growth, facilities development and financial forecasting to promote the overarching College Foundational Values of Learning (CTL), Caring (Service), Commitment (IPE), Excellence (Wellness), and Integrity (All Operations).

Goal C.2: Develop opportunities for the College traditional and non-traditional, online and on-campus students to be engaged with Clarkson College (extended from AY 2024-2025 through 2027).

Goal D.1: Develop a comprehensive student orientation program aligned with career readiness skills.