Introduction

Cincinnati State’s 2025-2030 strategic plan outlines a comprehensive roadmap for advancing student success, strengthening workforce development, and enhancing institutional effectiveness. Guided by our mission to provide access, opportunity, and support for individuals seeking exceptional technical, transfer, experiential, and workforce education, the plan pursues a bold vision to make Cincinnati State the college of choice driving educational and economic vitality.

Pillars and Objectives

In several planning sessions, the Cincinnati State steering committee and expanded cabinet considered the information from the key insights summary to determine the priorities for the next five years. The plan for these priorities is organized into pillars, key performance indicators (KPIs), objectives, and strategies, which outline how Cincinnati State will bring its vision to life over the next five years.

• A Pillar is a central strategic focus area that organizes and drives the institution’s long-term goals and initiatives. Each pillar aligns with the College’s mission and vision, providing a framework of objectives and actionable strategies to gu8ide progress, measure impact, and achieve meaningful transformation across the College.
• Each Objective defines a specific aim to advance the College’s mission and address the need of its students, employees, workforce partners, and community as identified by the key insights. The accompanying strategies are the foundation for high-impact actions informed by institutional data and internal and external input. Together, the strategies form a cohesive roadmap to achieve the strategic plan.

Acknowledgements

The plan was informed by quantitative and qualitative data collected from institutional research reports, stakeholder surveys, and community listening sessions.

Strategic Plan Steering Committee

Faculty	Milene Donlin
Provost	Robbin Hoopes
CState Complete Program Manager	Allyson Knue
Associate Provost of Assessment and Accreditation	Denise Rohr
Faculty	Lesli Rice (Co-Chair)
Vice President, Enrollment Services and Workforce Development	Amy Waldbillig (Co-Chair)

The Cincinnati State Executive Team and President’s Advisory Council members made special contributions to the strategic plan alongside the Strategic Plan Steering Committee. Project management, facilitation, and lead writing were provided by Scale Strategic Solutions.

Equal Opportunity Employer

_{STATEMENT OF COMMITMENT}

Cincinnati State declares the following:

1. We will educate students by means of free, open, and rigorous intellectual inquiry to seek the truth.
2. Our duty is to equip students with the opportunity to develop the intellectual skills they need to reach their own, informed conclusions.
3. We are committed to not requiring, favoring, disfavoring, or prohibiting speech or lawful assembly.
4. We are committed to create a community dedicated to an ethic of civil and free inquiry, which respects the autonomy of each member, supports individual capacities for growth, and tolerates the differences in opinion that naturally occur in a public higher education community.
5. Our duty is to treat all faculty, staff, and students as individuals, to hold them to equal standards, and to provide them equality of opportunity, with regard to those individuals’ race, ethnicity, religion, sex, sexual orientation, gender identity, or gender expression.