Strategic Plan
President's Message
The cornerstone of every successful academic institution is a commitment to academic excellence and student success through a focus on equity, teaching, learning, and personalized support. At TCC, our student success trajectory, measured by national and state standards, identifies our college as a national leader in community colleges, especially in providing dynamic improvements in key performance indicators.
Our successes are not by happenstance. Rather, our success is directly tied to the College’s strategic plan, developed in 2019 with input from both internal and external constituents. The plan has guided us through achieving major projects such as redesigning our student experience resulting in the Culture of CARE (Connections, Academics, Resources, and Engagement) initiative, new student onboarding, teaching and learning framework, improving operations, and most importantly, enhancing our students’ success, job placement, and completion rates.
The strategic plan also guides day-to-day operations such as budgeting and performance evaluations. As a result, the strategic plan is now a living document embedded in all aspects of Tallahassee Community College’s operations.
The following illustrates the high-level aspects of the plan including the vision, mission, strategic pillars, and high-impact practices for the 2019-2023 Strategic Plan. I would like to thank all of our students, faculty, staff, trustees, and community members who contributed to our Strategic Plan, and I invite you to stay engaged with us in the years ahead.
Sincerely,
Jim Murdaugh, Ph.D.
President
From the President
Jim Murdaugh is the sixth president of Tallahassee Community College. His personal vision is to make TCC the College of Choice for students, the Employer of Choice for faculty and staff, and the Partner of Choice in the community.
Mission and Vision
Our Mission
The mission of the College is to provide a learning environment that prepares students for success in a global economy by offering higher education pathways, workforce opportunities, and civic engagement.
Our Vision
To be recognized as the college of choice.
Strategic Priorities and Strategies
Access
Strengthen and expand access by increasing awareness of educational opportunities that are reflective of student, business, and community needs.
Strategic Priorities:
(1.1) Ensure clear pathways for all students to pursue a post-secondary education that leads to economic mobility.
(1.2) Create and implement a clear and comprehensive strategic enrollment management plan that addresses the ongoing needs of student recruitment and engagement.
(1.3) Increase the college-going rate of students from every district high school, and the percentage of district high school graduates who apply and enroll at TCC.
(1.4) Ensure programs are accessible and affordable.
Student Success
Promote a student-centered environment that focuses on student achievement, engagement, and educational excellence
Strategic Priorities:
(2.1) Develop a comprehensive student services model that ensures early connections to college, academic and career pathways and personalized support for students.
(2.2) Provide integrated, targeted support services that promote student success.
(2.3) - Employ data-informed teaching and learning techniques to promote academic excellence and student achievement.
(2.4) - Assure equity in outcomes for all groups in relation to persistence, degree and certificate completion, and transfer rate.
Workforce
Achieve regional and statewide recognition as a premier College of Choice for providing workforce training by delivering high-quality programs and instruction that enable students to grow, succeed, and stay globally competitive.
Strategic Priorities:
(3.3) - Ensure high-quality programs that allow students to enter, remain and/or advance in the workforce.
(3.2) - Align programs to meet the workforce needs in high-demand, high-wage jobs.
(3.3) - Adopt a comprehensive approach to career counseling that provides information and experiences students need to make informed career decisions and pursue high-demand pathways.
(3.4) - Integrate critical employability skills and credentials using inclusive strategies that are effective for Florida’s multiethnic, multilingual, and multigenerational learners
Partnerships
Nurture collaborative relationships with K-12, universities, businesses, and community partners to develop a cohesive educational strategy that ensures seamless alignment and builds a skilled workforce that leads to economic mobility and increased educational attainment.
Strategic Priorities:
(4.1) Align the College’s engagement with community organizations and businesses, to meet community needs and increase awareness of the college’s mission and service.
(4.2) Formalize relationships with K-12 stakeholders to promote collaboration between institutions and ensure student access to post-secondary education.
(4.3) Coordinate student success efforts with university partners to ensure seamless articulation and completion.
(4.4) Lead community partners in efforts to increase attainment rates in the college’s service area.
Resources & Efficiency
Strategically leverage, grow, and utilize resources to maximize student success and institutional sustainability and effectiveness.
Strategic Priorities:
(5.1) - Enhance a culture of continuous improvement by utilizing data to inform decision-making.
(5.2) - Implement a college-wide enterprise resources planning (ERP) solution that transforms the experience of students, faculty and staff.
(5.3) - Invest in the College’s human capital and provide professional development aligned with college goals.
(5.4) - Maximize institutional financial capacity by increasing public and private investments and leveraging operational efficiencies.
Strategic Priorities 2022
Strategic Plan Tracker
2020-2021
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Year 1 Highlights
Year 2 Report
2021-2022
View Year 2 Report