The purpose of strategic planning at Rogue Community College is to address the college’s most pressing challenges over a realistic time frame so RCC can better serve students and the community.
Strategic planning is a collaborative process that includes faculty, staff, students and community representatives. Together, these groups review and update the college mission, vision and values and develop a multi‑year plan that guides institutional priorities and decision‑making.
Strategic Plan Overview
RCC’s Strategic Plan was originally approved by the Board of Education on June 16, 2015 and has since been periodically reviewed, revised and updated, most recently in 2024. Performance on the Strategic Plan’s goals and indicators is measured through the annual Mission Fulfillment Scorecard. Mission Fulfillment Scorecards for the most recent years are available at the link.
Generally, the Mission Fulfillment Scorecard for an academic year becomes available in the late summer following the conclusion of that academic year.
How the Strategic Plan Is Used
The Strategic Plan is supported by collegewide initiatives, such as the implementation of Guided Pathways, as well as annual departmental planning. Departments play a vital role in fulfilling RCC’s mission by aligning their yearly goals with the overarching strategic priorities of the college.
Each year, departments assess their progress and outcomes as part of the planning process. This alignment ensures that individual efforts contribute directly to RCC’s strategic objectives.
Shared Goals and Collective Impact
Departments are often the first to identify goals specific to their work and to recognize
priorities that support institutional success. While goals may differ across departments,
they are designed to move the college in a shared direction.
By aligning efforts and measuring outcomes, departments collectively contribute to
RCC’s “Wildly Important Goals (WIGs).” This approach helps break down silos, encourages
collaboration and ensures that the college moves forward together.
A Tool for Alignment and Improvement
The institutional Strategic Plan serves as a unifying framework that helps align work across the college. It provides clarity, supports collaboration and helps ensure that daily decisions and long‑term strategies work together to advance RCC’s mission.
Strategic planning at Rogue Community College is an ongoing process focused on continuous
improvement, student success and community impact.
Wildly Important Goals: Core Themes
WIG 1: Equitable Access creates a welcoming and inclusive environment for all.
Objective 1: Improve community access to educational opportunities and support systems.
Objective 2: Foster greater participation of under-served populations in RCC programs.
Objective 3: Strengthen adaptable and responsive training and learning opportunities aimed at
boosting student participation.
WIG 2: Student Success helps all students progress on their learning pathway.
Objective 4: Provide holistic resources and support to ensure students meet their learning goals.
Objective 5: Employ effective student engagement strategies to increase student persistence.
Objective 6: Reduce the time and number of credits to completion of a credential.
WIG 3: Building Community strengthens and expands internal and external collaborative partnerships.
Objective 7: Expand comprehensive outreach with business and industry partners.
Objective 8: Foster advanced educational partnerships to enrich learning opportunities.
Objective 9: Enhance internal systems and communication practices for improved collaboration.
WIG 4: Institutional Excellence builds a campus culture of continuous improvement.
Objective 10: Utilize assessment and institutional data to optimize instruction, services and
operations in support of student success.
Objective 11: Increase participation in professional development programs that elevate teaching
and learning, student success, and operational effectiveness.
Objective 12: Leverage existing, new, and emerging technologies to improve the student experience
and operational efficiency.
WIG Objectives revised 10/15/2024