We conceive of planning as an iterative process within the context of our Mission and Values.
Creating student success and making a difference in our communities through educational leadership.
NWCCD will help fill the Wyoming skills gap by producing 1,000 graduation awards per year by 2020. We will align our programs to the local and regional economies and ensure our curricula, schedules, campus environment and services help students graduate on time with minimal debt and multiple job opportunities.
- Respect: Treat everyone with dignity. Embrace diversity of people, ideas, and experiences.
- Integrity: Be honest, fair, and trustworthy. Communicate responsibly. Honor commitments.
- Excellence: Maintain high standards and clear expectations. Provide quality learning services and experiences. Innovate and create.
- Learning: Learn and grow as employees and as an organization.
“Student success and community success are our highest priorities. We interpret that to mean ensuring students earn a degree or certificate in the most affordable and efficient way possible. We take seriously our responsibility to partner with our communities so that our unique capabilities as an educational institution are aligned with community needs and plans. We are updating and expanding our campuses to meet student needs and support programming in areas important to our region.”
– Paul Young, NWCCD President
Our strategic priorities will help us award 1,000 meaningful degrees and certificates per year by 2020. Click here to learn more.
Strategic Planning Process
Trustees provide direction and feedback in response to strategies and goals developed by senior leadership. Broad employee participation takes place at All-Campus Conversations led by the President as well as in department meetings. Detailed planning is carried out by Senior Staff operating managers, working in consultation with direct reports who carry out implementation.
Our Annual Strategic Planning Retreat includes a review of strategies and their fit with our Mission as well as an Environmental Scan that integrates data about the college, our community, and the market as a whole. As a public institution, we also are guided by State Interests and Strategies as set forth in the Wyoming Community College Commission Strategic Plan.
Financial planning supports the strategic planning process. Master planning is aligned with our strategic planning process to ensure that capital priorities respond to actual needs. The Board-approved Master Plans for Sheridan and Gillette include campus maps showing existing and planned facilities. The plans are reviewed regularly with particular attention to physical plant capacity and its ability to support strategic priorities.
Our Institutional Scorecard is a snapshot of organization health based on seven key indicators.
For additional information contact:
The Office of the President
Whitney Building, Administration Wing
Sheridan, WY 82801