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Strategic Planning at Ocean County College is the means through which the college defines its priorities, sets measurable goals, and outlines the strategies it will take to achieve these goals. The Strategic Plan is an essential roadmap that focuses institutional resources and employees on the path to attaining the college’s mission.
2021-2026 Strategic Plan: OCC at the Helm
A twelve-member Core Planning Team, composed of a diverse mix of college employees worked with two strategic consultants from Ellucian to develop OCC at the Helm. This collaborative planning process included the participation of over 70 campus constituents, including faculty, staff, students, and Board members. In addition, five K-12 school districts and a major college donor participated in guided discussions to solicit input on the future of the college. The result is a well-informed plan that will guide the College through the disruptive waters of higher education, placing Ocean County College at the Helm as it innovates for the future.
Guiding Coalition Final Reports and Scorecard
The Guiding Coalition is the body that holds the institutional leadership accountable for attaining institutional goals and objectives. This body consists of representatives from all areas across the College. The Guiding Coalition issues an annual report on the progress of the overall strategic plan.
The Scorecard tracks the progress of the Goals, KPIs, Objective Measures, and Initiatives in the Strategic Plan.
Key Performance Indicators (KPI)
The college’s KPI’s evaluate the success of achieving institutional goals. Each goal has one or more KPI’s with set targets that are tracked on an annual basis.
| Strategic Goal | Key Performance Indicator | 2021 Baseline | 2026 Target | FY 2022 | FY 2023 | FY 2024 | FY 2025 | FY 2026 |
| 1. Empower Students | Percentage of students who complete 30 credits or more within a 2-year period. | 60% | 70% | 50% | 44.1% | |||
| Percentage of non-credit students who complete an industry-valued credential, HSE, or proficiency/measurable skills gain (ESL) within a year period. | 65% | 65% | 75% | 71.12% | ||||
| 2. Optimized Enrollment | Total number of credits enrolled each year. | 178,376 | 196,900 | 167,352 | 163,455 | |||
| Total unduplicated international headcount enrolled. | 115 | 1,000 | 50 | 30 | ||||
| Total non-credit net revenue | $1,705,000 | $2,093,160 | $1,191,342 | $1,220,573.70* | ||||
| 3. Elevate Effectiveness | Achievement of Goal 1, 2 and 4 KPIs. | established in FY2022 | 100% of Targets met | 50% | 1 | |||
| 4. Expand Relationships | Established quarterly stakeholder communication meeting with panelist and participants. | 0 | 20 total meetings | 12 | 12 | |||
| Measurement of connectivity between multiple college divisions and individual stakeholders – Existing | establishing baseline in FY2021 | 10% increase annually | 23 | 83 | ||||
| Measurement of new stakeholders and innovative partnerships. | 0 | 20 | 24 | 83 |