CCV Strategic Plan 2025 – 2030

CCV is excited to present the 2025-2030 strategic plan, which articulates priority efforts that will enable the College to make a significant positive impact on Vermont.

Dear Friends,

Since its founding in 1970, the Community College of Vermont has established itself as a provider of high-quality courses and programs, a pathway to good jobs and further degrees, a leader in workforce education, and a champion of opportunity for all students. This is who we are.

With many thanks to our 2025-2030 Strategic Planning Committee, it is my pleasure to present CCV’s strategic plan for the next stage in our journey. In the past year, this group of faculty and staff has performed an enormous task. They conducted an environmental scan of conditions affecting our work, our state, and higher education nationally; they scanned the relevant literature and did a significant amount of reading and research; they interviewed partners and thought leaders from across Vermont; and they probed the internal College community in more than a dozen SWOT analysis sessions with a variety of groups. They then made a deep dive into all they gathered and synthesized it into emergent themes as they relate to CCV’s mission, vision, and values.

These themes are the basis of the five pillars of our new plan: Student Experience, Relevance, Value, Excellence, and Sustainability (note the fitting acronym, SERVES). The pillars of our plan set the direction for our work in the next five years and provide guardrails for the choices we face. The priorities listed under each pillar show the institutional changes we will undertake in each area. They are ambitious, strategic, and they are vitally important to our future.

Significant challenges lie before us: skepticism about the value of higher education, Vermont’s aging demographics and worker shortages, and the need for opportunities for underserved populations, to name a few. CCV is a key partner with business, governmental, education, and service sectors working to address these issues, and we do not just sit at the table, we play a leadership role. Vermonters see the effects of our work in the students we serve, and they look to CCV to be part of the solution. Our ability to succeed in our work is only as strong as our relationships across the Vermont community are deep.

In a letter nominating one of our faculty members for the 2024 Teaching Excellence Award, one student wrote, “She took our classroom and made it a community.” My hope is that our new strategic initiatives will help us work this type of magic in our every endeavor, from teaching to advising, working with businesses, community partners, charitable donors, and in our work together as faculty and staff, lighting the fire that propels students into a future of opportunity for themselves and their families.

At CCV, we build on our laurels, not rest on them. That is the spirit in which we take up the implementation of our new strategic plan.

Joyce Judy
President