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Strategic Plan

Focus on the Student

Support students’ needs and expectations to align recruitment, retention, instruction, and student life accordingly.

Objectives and KPI’s

  1. Focus on the student as the primary stakeholder
    • Increase number of certificates and degrees awarded by 5% each academic year beginning spring 2019.
    • Increase the fall to fall retention rate by 3% each year over the next 5 years.
    • Increase the transfer rate by 4% each year for the next 5 years.
  2. Teach students how to learn
    • Increase percentage of students who successfully complete credit courses in English and math after completing a remedial course by 5% each academic year
    • Increase the number of students who successfully complete remedial classes and transition into college-level courses earn a C or better by 5% each academic year.
    • 80% of student responses based on course satisfaction survey will report satisfaction with courses each semester. 2018/2019 will be a baseline year to create the survey and train faculty on how to administer the survey.
  3. Improve the student environment to increase enrollment and retention
    • Maintain an average student satisfaction of 75% or higher overall on the SSI administered each spring.
    • Increase course retention by the number of students who are retained from census day to final exam by 5% each year (students with earned grades).
    • Align program offerings with community and workforce needs by adding 5 new programs and evaluating existing programs for continued need over the next 5 years.”
  4. Develop connections and nurture relationships with students
    • Increase the number of student engagement activities offered by 8% each semester.
    • Increase the diversity of the student population by 5% each year.
    • Close the success gap between underrepresented students and other students.
  5. Engage students in a diverse and vibrant college experience to encourage holistic growth
    • Increase student attendance at social and academic programs or events. A baseline will be established 2018/2019 academic year and the % increase will be set for 2019/2020 academic year.


Develop a fluid framework to promote transparent communication to all internal and external stakeholders.

Objectives and KPI’s

  1. Make communication a priority
    • Distribute by email monthly college reports sent to the state each month to CNCC entire.
    • Provide more opportunities for feedback and communication for the students through forums, emails, and person to person.
  2. Develop deliberate protocols for collaborative and transparent communication
    • Communicate to external constituents monthly (through boards, newspaper, meetings).
    • Distribute department updates by division leaders on a monthly basis to internal stakeholders.
    • Increase social media impressions, reach and click-through rates by 8% every year. In year 2018/2019 establish a committee to provide a recommendation to move the college forward with social media to include management of content in compliance with SP3-125f (system president’s procedure).
  3. Develop tools and training to collect, use, and disseminate information for enhanced communication
    • Train 90% of employees in the Loyalist Team program during academic year 2018/2019.
  4. Solicit and utilize feedback from stakeholders
    • Utilize the CNCC and CTE advisory boards each year to help develop strategies to solicit and utilize feedback from stakeholders.


Purposefully develop and nurture partnerships with alumni, communities, businesses, industry, and institutions for mutual benefit.

Objectives and KPI’s

  1. Participate in economic, community, industrial, and infrastructure development
    • Increase faculty and staff involvement in community or government organizations by 6% each year. 2018/2019 establish a baseline for community organizations.
    • Increase industrial partnerships by 10% each year. 2018/2019 establish a baseline for industrial partnerships.
    • Identify one major community service project to accomplish at each campus each year, completing three projects by 2021.
    • Increase the participation in local economic development committees on each campus by 1.
  2. Consistently maintain and assess partnerships for mutual benefit
    • Increase community programs and events by 5% each year. 2018/2019 establish a baseline for community programs and events.
  3. Foster and enhance relationships with alumni
    • Increase post graduate communication with alumni by 35% by the end of 2018/2019 fiscal year.
  4. Strengthen our relationships and communication with other institutions
    • Increase communication reach with K-12 and postsecondary educational partners by 25% by the end of 2018/2019 fiscal year.
  5. Prioritize customer service
    • Develop customer service training based on the results of the SSI and employee climate survey by fall 2019.
  6. Promote positive change
    • Increase employee satisfaction as indicated on a climate survey administered bi-annually. 2018/2019 will be the baseline year. Climate survey will be administered in fall 2019.


Colorado Northwestern Community College will prioritize organizational stability through innovative and intentional growth.

Objectives and KPI’s

  1. Consistently make financial decisions based on the most efficient use of resources.
    • Increase the reserves by 8% each fiscal year.
  2. Provide students with an affordable education and meaningful experience.
    • Calibrate tuition levels to other Colorado institutions of higher education, maintaining greater affordability
    • Increase the amount of third party scholarships by 20% by 2023.
  3. Strategically budget to maintain and enhance facilities, equipment, and infrastructure.
    • Develop and implement a robust controlled maintenance plan by December 2020.
    • Meet or remain under budget by all of cost centers at fiscal year-end each year.
    • Increase the current unrestricted deferred maintenance budget by 15% each year.
  4. Fostering employee growth
    • 100% of CNCC employees will participate in professional development activities by the end of each year.
    • Increase the faculty and non-faculty professional development budgets by 10% each year.
  5. Recruit and retain quality employees.
    • Decrease employee turnover by 10% each fiscal year.
    • Decrease the recruiting process time by 25%.

About CNCC

Colorado Northwestern is one college in two Colorado communities. Depending on what you want to study, CNCC has the perfect surroundings and facilities to meet your needs. Founded in 1962 as “Rangely College,” CNCC now serves nearly 1,800 students on two campuses, two service centers and online. Our two campuses are located in Craig and Rangely and are 90 miles apart in the mountains and canyons of Northwestern Colorado.

©2021 Colorado Northwestern Community College • 1-800-562-1105
500 Kennedy Drive • Rangely CO 81648 / 2801 West 9th Street • Craig, CO 81625