Watch the strategic plan virtual forum
from Friday, February 5
For more than 250 years, the College of Charleston has been a leader in quality education, student life and affordability. While the College values its traditions, it will continue to grow and innovate. Today’s students, faculty, staff and alumni can and will be just as influential as the College’s founders.
During the strategic planning process, the campus community identified three key pillars on which to build a future. The pillars are student experience and success, academic distinction and employee experience and success. The strategic plan steering committees are tasked with meeting the goals established by these pillars in the strategic plan.
With the strategic plan in place, the College has the roadmap for continued transformation.
Now is the time for the College of Charleston to realize its potential and raise itself onto the national stage – a place where it belongs.
In Case You Missed It:
STUDENT EXPERIENCE & SUCCESS
Ensure an effective support system that increases retention and graduation rates and enables students to learn and grow in every aspect of their College experience, preparing them to work and lead in a globally connected world.
Strategies
Enhance and provide easy, centralized access to academic support resources (e.g., advising, mentoring, career prep, workshops, scholarships).
Bolster quality of and access to physical, emotional, social and financial wellness services.
Upgrade and maintain physical facilities to enable and foster effective learning and well-being.
Recruit, retain and graduate greater numbers of underrepresented minority and first-generation students.
Create a welcoming and inclusive environment where all students feel they belong.
Example success metrics
- Five-year retention rate (87% by 2026)
- Graduation rate (61% Four-Year, 70% Five-Year,
72% Six-Year by 2026) - Percent of URM and first-generation students in student
population - Facilities condition index (FCI)
- Number of students receiving financial assistance
- Decrease in number of discriminatory incidents
ACADEMIC DISTINCTION
Become ranked as a national university distinguished by our innovative liberal arts core and high-achieving students and alumni.
Strategies
Establish an integrated, interdisciplinary, experiential liberal arts core that equips every student to succeed academically and professionally in a globally connected world.
Attract and enroll more highly qualified, civic-minded and intellectually curious students.
Identify and develop signature undergraduate, master’s and doctoral programs and institutes that will advance our profile as a national university.
Make experiential learning a differentiator of the College of Charleston educational experience.
Support and incentivize faculty to lead the way in implementing innovative teaching models and practices and contributing to cutting-edge thought leadership and research in their respective fields.
Example success metrics
- Carnegie classification and national rankings
- New program enrollment
- Admissions selectivity
- Nationally recognized institutes, speaker series, etc.
- Percent of students having participated in experiential learning opportunities upon graduation
- Student success outcomes (e.g., graduation, retention)
- Faculty success outcomes (e.g., redesigned curriculum, publications and research)
EMPLOYEE EXPERIENCE & SUCCESS
Create an inclusive workplace that inspires excellence and innovation resulting in a thriving faculty and staff community.
Strategies
Address compensation, salary compression and cost of living.
Recruit, retain and promote more women and underrepresented populations into faculty, staff and management positions.
Invest in faculty and staff learning and development to foster professional growth, leadership and lifelong learning.
Recognize and encourage efficiencies and innovations in programs, processes and procedures.
Create a sense of purpose and belonging for all.
Example success metrics
- Improve ranking on Great Colleges to Work For list
- Staff and faculty retention
- Percent of staff and adjuncts receiving non cost-of-living
pay raises - Percent of URM faculty and staff
- Promotions for URM and women
- Participation in professional development opportunities