Strategic Plan

Strategic Plan 2020-2025

The Cincinnati State Strategic Plan is about focus and action, based on the College’s Mission, Vision, and Values

Read the 2020-2025 Strategic Plan

  • The plan was developed by the faculty, staff, and senior leaders of the College to help us focus on actions that have the highest impact on student success.
  • The plan will be updated as the College resets our work as a result of the COVID-19 pandemic.

Process for Creating the Strategic Plan

  • The College conducted a series of “Stakeholder Listening Sessions” in November 2018, at locations throughout our region, to hear the insights, hopes, and ideas of those we serve and those we partner with in the community.
  • Each 90-minute session included a short presentation about the College and a facilitated discussion about our shared future.
  • Listening sessions participants included:
    • Representatives from area businesses, schools and universities, and community and non-profit organizations
    • Current students and potential students
    • College alumni
    • College faculty and staff

Key Themes from Stakeholder Listening Sessions

  • CS’s messaging and communication with audiences outside and inside of the College should be greatly expanded, and also need to be more timely, targeted, and specific.
  • CS must become more forward-looking and agile in embracing change and in developing flexible and targeted pathways and training options for employers and students that extend beyond graduation.
  • Employers and students expressed the need for CS to increase its focus on integrating professional skills, “soft skills,” and employability skills into all levels of the College’s curriculum and operations.
  • CS must find ways that will allow it to expand its ability to continually assess and where needed modernize its facilities, programs, and equipment to keep quality high and to stay at the forefront of technological change and the economy.
  • Students, especially students coming out of high schools, are looking for more of a “college experience” at CS that extends beyond the classroom.
  • CS should expand its capacity to provide students with more non-academic support services.
  • CS should expand its partnerships with regional employers and other entities with the goal of increasing its relevance and sustaining its mission within the region.
  • At the end of each listening session, participants were asked to provide one word to describe how they felt about Cincinnati State and its future. The responses included: Vital. Accessible. Transformative. Curious. Adapting. Potential. Optimistic. Innovative. Improving. Speed. Collaboration. Prepared. Partnerships. Encouraging. Intriguing. Welcoming. Effective. Ethical. Hopeful. Confident. Evolving.

Strategic Plan Steering Committee

CS Board MemberJustin Howe
Foundation Board MemberJack Ridge
Alumni Board MemberJason Asic
President & Executive TeamMonica Posey, Lawra Baumann, Chris Calvert, Soni Hill, Robbin Hoopes, Ellliot Ruther, Amy Waldbillig
Chief Financial Officer/Vice President, Finance, & Treasurer, Board of TrusteesChristopher Calvert, JD
DeanLinda Schaffeld
FacultySue Dolan, Meredith Effler, Lesli Rice
Staff & AdministrationCara Benz, Kelly Harper
StudentSarah Wells
Community Influencers & EmployersCity of Cincinnati (Luke Blocher, Sheila Hill-Christian), CRBC (Toby Rau), SOCHE (Sean Creighton), Pilot Chemical (Chris Leedy), PCW (Mardia Sands), West Chester Hospital (Tom Daskalakis)