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CNCC Mission, Vision, & Strategic Plan

Colorado Northwestern Community College

Mission & Vision

Our Mission

The mission of Colorado Northwestern Community College is to enhance people's lives by providing an accessible, affordable, quality education.

Our Vision

Colorado Northwestern Community College will be the college of choice for students seeking a unique education grounded in the Colorado Experience.

Value Statement & Core Values

Innovative teaching, outreach education, and continual assessment will ensure that our students have the skills to further their education, succeed at meaningful careers, and prosper in a complex and increasingly diverse world.

  • Achievement: Provide holistic and broadly-based student support to prepare our students to achieve their educational, professional, and personal goals.
  • Life-long Learning: Offer educational programs that encourage continued education as well as respond to evolving workforce environments.
  • Equity and Inclusion: Promote a culture of equity and foster a safe positive environment of inclusion for all students, employees and stakeholders
  • Innovation: Utilize innovation to provide unique learning, leadership, and recreational experiences in the diverse natural environments of Northwest Colorado.
  • Community Involvement & Development: Create and nurture meaningful and mutually beneficial partnerships with the Northwest Colorado community and beyond.

An Inside Look at CNCC's National Park Ranger AcademyAt CNCC, it's Everyone's BusinessBeyond Cleaning Teeth: The Clinical Skills Dental Hygienists Learn In TrainingChoosing an Outdoorsy College CNCC Charts New Path During the PandemicCNCC's Non Credit Online ProgramGrow into a Career in Agriculture or Equine StudiesHigh-Flying Careers: Aviation Maintenance TechnologyMore Than Sunny Skies and Open Air: The Skills You'll Learn In Flight SchoolNew Program Director to Build on CNCC Aviation’s 60 Years as the Flight Path of the Western SlopePaleontology: It's More Than Just Dinosaur Dig Sites (Though, That's Pretty Cool!)School for Mechanics: Gearing Up On the Latest Auto Repair TechnologyStyle & Substance: A Look Into Cosmetology at CNCCNews Home PageCNCC News ListingCNCC Corner AugustCNCC Corner SeptemberCNCC Corner OctoberCNCC Flight Team Competing in NIFA SAFECON competitionCNCC Teams up with TalkCampusCNCC Corner NovemberCNCC’s Fall 2024 State of the College.CNCC Flight Team going to NIFA NationalsCNCC Corner DecemberCNCC Welcomes Tytus Coombs as Head Men’s Wrestling CoachCNCC Welcomes Tytus Coombs as Head Men’s Wrestling CoachCNCC Corner January 2025CNCC Corner February 2025CNCC Appoints Nicholas Cocozzella as Chief Operations OfficerColorado Northwestern Partners with StillWave for Student WellnesssCNCC Appoints Amanda Ott New Dean of Academics for Craig CampusCNCC Corner March 2025CNCC Launches New Radiologic Technology ProgramCNCC Discontinues its Softball and Rodeo ProgramsCNCC Corner April 2025CNCC Welcomes James "Logan" KingCNCC Corner May 2025CNCC NIFA Flight Team Achieves National RecognitionCNCC Corner JuneCNCC Corner July 2025CNCC Launches Archery ProgramCNCC Corner August Study Abroad EditionPark Ranger Law Enforcement Academy Enhances TrainingCNCC Corner September 2025CNCC Honors Meeker First Responders for Wildfire EffortsCNCC Corner October 2025CNCC Nursing Graduates Achieve 100% NCLEX-RN Pass RateCNCC Corner November 2025CNCC Corner December 2025CNCC Alumni SpotlightCNCC Corner - April 26 CNCC Faculty Contributes to Our Understanding of T-RexCNCC Appoints New Business Program DirectorThird Annual Spartan Scramble on June 28thCNCC Corner - July 2026

For more information contact

Kelly Scott
Chief Effectiveness Officer
kelly.scott@cncc.edu
970.675.3211

2023-2028 Strategic Goals

Mission & Vision Pillars

Goal: Enhance the Colorado Northwestern student experience.
Strategy Action Status Notes

Strategy 1: Increase student retention by making CNCC a place students want to stay and are successful. 

CNCC’s first time, full time retention was 54% for the Fall 2022 cohort.  In Fall 2023 it was 48%, Fall 2024 it was 48%, and Fall 2025 was 52% as of 8/4/26.

 Communicate to students about events and the updates and improvements the college made related to student feedback in a digital, printed and in-person formats 60% - Current Priority Meeting students where they are by expanding digital communications by reintroducing student life social media (snapchat, Instagram, TikTok).  Student focus groups to follow up on CCSSE responses occurred in April 26.  Need to develop implement plan to address feedback and communicate back to students.   Student life has increased programming in the residence halls and on campus.   
- Implementing improvements to address EAB secret shopper feedback. 25% - Current Priority Working on at June 2026 Super Enrollment Team Retreat.
- Evaluating effectiveness of and improving student orientation.  25% -  Current  Priority Following up to see if Fall 2026 orientation is effective.

Strategy 2: Increase enrollment by developing and implementing a strategic enrollment management plan.

 Strengthen & Implement Strategic Enrollment Management Plan (via tactics) 50% - Current Priority

Automate and improve prospective student communication and programming with Recruit software by 6/22/26.  EAB representatives are going to come to campus to provide in person training on better utilization of Navigate 360 in late summer or fall 2026.  Retreat on June 22 and hope to have plan drafted by to share at Fall 26 Convocation. Implementing Twillo for text campaigns.    

Strategy 3: Improve the student life experience by putting customer service first and building on traditions that foster pride in CNCC.

 

 Front Loading Career & Transfer Education 50% - Current Priority

Advisors are being more proactive and intrusive to address future goals earlier.  Partnering with Lamar CC to share a position focused on career preparation will start July 1.

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 Ensure Holistic Customer Service/ Advising Lack of Runaround 60% - Current Priority

VPSA and advisors met with instructional deans to discuss handing off CTE students to program coordinators. Deans provided a list of CTE programs and coordinators/advisors and advisors and FYE Coordinators/Recruiters will refer students to program coordinators/advisors. FYE coordinators have worked with deans to pull new and prospective student lists to share with program coordinators who do not have access to Recruit which will allow program coordinators/advisors to connect with those who are interested.

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 Improve and Increase Campus Activities 75% Current Priority

Student Life transition has allowed for an increased focus on this.  An annual calendar of activities that make up the “Colorado Experience” is being developed and implemented starting in Spring 2026. Need 2 vacant positions to be filled for this to continue at level expected.  Outdoor equipment such as paddle boards, canoes, games, seating, BBQ’s etc have been purchased for both the Rangely Campus and Craig site to better support student activities and to enjoy the beauty of what Colorado has to offer. Student Life has also purchased various electronic and other games to engage students in networking and social activities. Student Affairs will also start to transform the under-utilized areas within the Johnson building to provide spaces for students to engage with each other. The exercise equipment from Holland West will be moved to the multipurpose room in the Johnson building. Large screen TV’s have been purchased to host watch parties, movie nights, and online gaming tournaments. The goal is to provide after-hour services for students to relax, network, experience the Zen den, and grab a bite to eat in our student pantry.   Student Life also hosted Sparty’s After Dark in partnership with Aladin (Elior) to provide an after-hours venue for students to grab a bite to eat and enjoy games and karaoke. Sparty’s After Dark was a rousing success and we plan to continue in the next school year. The current Student Life Director has been working with local vendors to offer Colorado Experience activities such as skiing and river rafting. A schedule of those activities will planned for the 2026-2027 school year. One to two activities will be hosted per semester. Student Life also hosted a end of the year Hoedown which was open to current students as well as community members. We had approximately 300 people attend. We partnered with Cool Cravings, a local vendor, to provide dirty soft drinks for participants. El Heffe the bull was also available to participants to ride and other games and activities were also available. Student Life also hosted watch parties for the Superbowl and the final Game of the college basketball tournament.

Goal: Increase targeted internal and external communication about CNCC’s vision, priorities, and progress.
Strategy Action Status Notes

Strategy 1: Strengthen and promote CNCC’s value proposition.

 Improve Website 60% - Current Priority Consultant reviewed website and recommended changes.  Determining how to implement, given the assistant director of marketing vacancy.    Monthly marketing reports showing website traffic has grown, but not driving increased applications as expected so working to investigate.
- Improve social media presence.  25% - Current Priority Facebook and Linked In are currently being focused on by marketing.  Need to add Tik Tok, Instagram and Snapchat to be relevant. Student Life is working on them, but need to be centrally coordinate and consistently track analytics.

Strategy 2: Build an internal culture of accountability for sharing and receiving information.

 Implement monthly budget/actual (automatic reports) for CNCC's budget owners. 10% - Current Priority Cognos or CCCS Edify should make this happen.  Still being implemented.  Goal is to have ready by end of 1st quarter of FY27.
- Create and communicate marketing plan. 70% - Current Priority Marketing plan’s effectiveness will be presented to taxing district boards in Fall 2026.    Super enrollment team will be having a retreat in June to discuss communication efforts with prospective and currently enrolled students. 
- Improve Communication Cycle with Stakeholders - using feedback to drive action and communicating that action back. 50% - Current Priority President communication with external stakeholders is strong.  Monthly cabinet level updates to external boards and internally via webpage.  Student in person focus groups held in April on each campus focused on digging into CCSSE results. VPSA will host semesterly listening sessions with students starting in Fall 2026.
- To address the increased pressure of outcomes and accountability, ensure academic programs success outcomes are communicated with stakeholders. 50% - Current Priority ACEN action is occurring but retooling for all advisory boards.
- Monthly Lunch with Cabinet 75% - Current Priority This is a lunch on each campus where all employees are invited and can ask any questions that cabinet member might be able to answer.  If no questions, the Cabinet member can provide an update on things they are working on.  Finance, Student Affairs, HR, Academics and Advancements held lunches in spring 2026.  Other departments scheduled (Presidents, IE, Concurrent/Craig) for Fall 2026 then cycle will start over with 6 lunches together.   
- Monthly HR newsletter shared collegewide. 25% - Current Priority HR began this in Spring 26

Goal: Strategically approach partnerships with targeted, tangible outcomes.
Strategy Action Status Notes

Strategy 1: Build and support partnerships that facilitate learning, community advancement, financial solvency, and advancement of institutional priorities.

 Partner with service area high schools to increase the number of CE students who enroll in CNCC after HS graduation. 50% - Current Priority Based on summer 2025 research, the number of concurrent enrollment students enrolling at CNCC after graduation is declining (33 in 2020-21 and 2021-22, 30 in 2022-23 and 23 in 2023-24.  CCCS dashboard reports % of concurrent enrollment students who matriculate to CNCC has slightly increased (20.1% in 2023, 19.3 in 2024, 21.7 in 2025). Re-evaluate purpose and ROI for future CTE signing days with high schools.  Investigate how we can be more visible in high school.  T shirt to all concurrent in Fall 26.  Still want to create a mobile admissions unit.  Did an effort at selective high schools but need to check ROI.
- Develop a sustainable and scalable donor pipeline to increase long-term funding and support. 50% - Current Priority Foundation board created President's Society but not heavily marketed yet.  Donor wall was unveiled at Homecoming 2025.
- Develop a CNCC College/Career fair to help impact students’ futures, and engage with community partners 25% - Current Priority College/Career Fair will be hosted FA26 end of October on Rangely campus. Working with SWAP for Rangely and Meeker to have aerospace internships for students again in summer 26. Goal for student services is to have annual career fair in fall and transfer fair in spring. CNCC will be partnering with Rio Blanco to provide a Career Pathways Summitt where CNCC and Rio Blanco students from both Rangely and Meeker will attend the event. This event is offered every two years.

Goal: Expand institutional human and financial resources.
Strategy Action Status Notes

Strategy 1: Build unrestricted reserves to comply with stakeholder requirements and be better prepared for the future.

 Contribute to facilities master plan 90% - Current Priority

Holland East was remodeled in FY26. 

A new roof was put on Holland East.  A pig blanket was put on Holland West to slow/eliminate leaks.   New siding was put on Allsebrook/Blakesly and new windows on McLaughlin and new doors throughout campus. A new roof on Weiss was completed in Fall 2025.

 

 

 

 

Strategy 2: Grow grant and capital revenue to support the CNCC Mission and improve campus infrastructure.

 Launch capital campaign for a student center. 0% - Current Priority Student center has been identified as a project.  Partnership MOU and scope of work is drafted with University Technical Assistance Program through CU Denver to do initial groundwork before the launching of the campaign. 

Goal: Foster and maintain internal partnerships through increased employee engagement.
Strategy Action Status Notes

Strategy 1: Lead by example to mentor and engage all employees to strengthen a foundation based on shared governance and mutual respect.

 Implement Enhancing Institutional Leadership Trainings to improve Psychological Safety, Shared Leadership and Effective Communication throughout all levels of CNCC for improved employee retention. 10% - Current Priority Training for all levels of employees with ACC support in Summer 2026 continuing through Summer 2027. 
- Ensure all supervisors have appropriate training. 5% - Current Priority Angela at ACC will be implementing these trainings at the cabinet level starting in June 2026 and then with supervisors in August 2026. Our HR Processes will continue to build on this over the next few years. Conflict resolution, proper employee/staff conversations, and HR relationships.
- Develop plan to address need for Talent Management and Succession Planning to address turnover. 5% - Current Priority The VP of Business and Administration will take lead on this, partnering with HR and other leadership.
- Employee Mentorship Program 30% - Current Priority HR will attend Staff and Faculty Senate meeting in Fall 2026 to ask what they would like to see.   Work to embed onboarding.  Look at connecting parallel position mentors within CCCS. 
- Extended Cabinet (E-Cab) conduct focus groups with employees to gain better understanding of employee climate survey and Fall 2025 Convocation survey.  10% - Current Priority E-Cab turnover has delayed, but President has spoken with new E-Cab leadership.  Ask E-Cab to summarize plan at August 2026. Convocation.    
       

Goal: Enhance the Colorado Northwestern student experience.
Strategy Action Status Notes

Strategy 1: Increase student retention by making CNCC a place students want to stay and are successful. 

CNCC’s first time, full time retention was 54% for the Fall 2022 cohort.  In Fall 2023 it was 48%, Fall 2024 it was 48%, and Fall 2025 was 52% as of 8/4/26.

 Implement Behavioral Health Program in Craig, Rangely Ongoing Effort VPSA and Student Services staff did meet with faculty senate to ask about their needs in Spring 26.  Incorporating their suggestions of involvement into process and involving them in orientation and other programming (meet and greet planned).  Incorporated mental health and wellness into the student life coordinator positions on the Rangely campus.

Strategy 2:   Increase enrollment by developing and implementing a strategic enrollment management plan.

 Super Enrollment Team Kick Off Ongoing Effort Initial meeting in Fall 25 reviewed enrollment goals.

Strategy 3: Improve the student life experience by putting customer service first and building on traditions that foster pride in CNCC.

 Improve Food Service Ongoing Effort Finance is going to ensure that all contract components are being met with whoever the 5 year contract is awarded to now to ensure all is being met and will work to negotiate after hours food availability. Regular meetings to review student satisfaction will be part of the contract.  Student Life has partnered with Aladdin to host Sparty’s After Dark. The food service manager was able to transform left over food into delicious treats for students to enjoy at Sparty’s.
- Create a culture of pride in diversity, equity, and inclusion through a shared tradition Ongoing Effort

2nd Homecoming in Rangely complete but need to bring in so focus is on fewer, targeted events.  1st Fall Festival in Craig as part of Homecoming week was a huge success.  A Committee has been create a process to manage and maintain to ensure longevity. 

The Vice President of Academic Affairs and Student Affairs have agreed to lead the homecoming committee. Meetings will start in August to plan this year’s activities.
- Improve Campus Security Approach Ongoing Effort

Training has been designed for 5 modules.  Work on routine drills and trainings is ongoing.

Goal: Increase targeted internal and external communication about CNCC’s vision, priorities, and progress.
Strategy Action Status Notes

Strategy 1: Strengthen and promote CNCC’s value proposition.

 Marketing will work with each department each semester to develop an action/campaign plan and report on previous campaigns’ effectiveness. Ongoing Effort Marketing has been completing this since January 2026. Marketing has been reporting campaign results monthly and is working with instructional deans and program coordinators.
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Create a Craig Campus Strategic Plan

 Ongoing Effort Plan was completed and shared in Spring 2026.  Will be published with this update on website.

Strategy 2: Build an internal culture of accountability for sharing and receiving information.

 Ensure Course Eval Use Ongoing Effort Eval use is being utilized as part of annual faculty evaluations.

Goal: Strategically approach partnerships with targeted, tangible outcomes.
Strategy Action Status Notes

Strategy 1: Build and support partnerships that facilitate learning, community advancement, financial solvency, and advancement of institutional priorities.

 Institute partnerships with community entities and government agencies in the development of the Colorado Experience. Ongoing Effort Climbing gym has been upgraded.  Contracting (internal and external) to provide services on both campuses. RAs will be trained for challenge course.  Director of Student Life coordinating.
- Explore innovative course delivery modalities (i.e. online, hyflex, etc.) for the purpose of establishing a new academic business model. Ongoing Effort Part of the Learn from Experience project. Added Cohorts in CTE programs in Craig, changed bell schedule in Craig to support concurrent growth, growing online/hyflex adjunct pool.
- Engage with outside entities to promote student and community opportunities in strategic areas. Ongoing Effort Water conservation, Yampa Tika, STEM labs, clean energy, University of Wyoming (rare earth project)  wrapped up but S3 is still ongoing. NCIC (innovation center) added to aid with apprenticeships.
- Increase the number of opportunities for alumni and community to engage in college programs. Ongoing Effort Homecoming, Hall of Fame, State of the College Addresses, Founders Day, Craig Golf Tournament happening annually. 

Goal: Expand institutional human and financial resources.
Strategy Action Status Notes

Strategy 1: Build unrestricted reserves to comply with stakeholder requirements and be better prepared for the future.

 More efficiently implement local tax board budgets to ensure spend out without reallocation. Ongoing Effort For both taxing districts, anticipate minimal carry forwards that need reallocated in FY26, which is less than what has been in the past. 
- Grow unrestricted endowment to $125,000+ Ongoing Effort Balance as of 6/1/26 in CNCC endowment is $213,863.   It will continue to grow year over year as the board is committed to putting 50% of the funds raised during Foundation Dinner into the endowment.
- Maintain compliance with SB Policy 8-150 requiring 6% of Annual Budget retained as unrestricted reserves. Ongoing Effort Exceeding requirement.
- Increase CNCC held reserves to meet HLC and CCCS Composite Financial Index minimum requirement of 2.0. Ongoing Effort CNCC has a 3.06 CFI score in Spring 26. This is above HLC’s zone (1.1 to 10 to not require additional review). 

Strategy 2: Grow grant and capital revenue to support the CNCC Mission and improve campus infrastructure.

 Revitalize grant pursuit process Ongoing Effort Hiring a projects and grants director to keep up this positive momentum. 

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 Develop and Implement 5-Year IT Capital Plan - Purpose to build and retain recent progress to provide up-to-date IT resources to students & staff. Ongoing Effort IT has 5 year plan - need manpower to implement.  Sr. IT Pro position has been restructured so each IT tech is specialized and now IT is fully staffed.

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 Develop and Implement 5-Year Capital Renewal Plan to renovate/upgrade college facilities. Ongoing Effort Have Facilities Master Plan that Capital requests are based on. Funding released annually on State of Colorado budget process and available funds.  FY26 request for Weiss/Hefley reno not funded, this has been resubmitted in FY27 for FY28 implementation.  A FY26 for IT security and camera updates was not funded and has been resubmitted for FY27 with implementation in FY28.

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 Implement Facilities Master Plan Strategies Ongoing Effort Implemented ~10M in building upgrades/remodeling in FY26.  If funding received would continue updates in FY27 – requesting ~ $13 M.  Received ~897K for FY27 to update the Cramer building. 

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 Review all grant funded programs - are we meeting expectations of funders? Ongoing Effort Prior late and negligent reporting is resolved.  We provide Quarterly and/or Annual Reports to each of our Grant providers.

Strategy 3: Improve efficiency and data driven decision making.

 Build breakeven analysis for academic program and course instruction. Identify contributor and consumer courses. Ongoing Effort Was shared at FA25 convocation. Cabinet will discuss at June 26 Retreat.  

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 Improve Facilities Maintenance/ Custodial Cleanliness Ongoing Effort FY26 initiatives to improve appearance, cleanliness, safety/security of CNCC buildings: Nichols South Bathroom Remodel- $96,000, Nichols Breezeway/Apt Windows- $24,000, Weiss – New Furniture, etc.- $20,000, Holland East Bldg Paint/ Flooring/Remodel- $1,500,000.  Total FY26 Budgeted Improvements:  $1,640,000        FY26 Custodial/Maintenance Staff: CNCC has posted for (1) new Custodial position

 

Goal: Foster and maintain internal partnerships through increased employee engagement.
Strategy Action Status Notes
Strategy 2: Invest and develop staff and faculty through professional development and “reward for work” implementation Continue equity review across departments and positions. Develop strategies to bring, departments, position functions and salaries closer in line to the needs of the College and its stakeholders. Prioritize employees with longevity and those identified by CCCS for equity review. Ongoing Effort 3 phases of staff & admin adjustment FY25, FY26 & FY27 completed to bring up to base level, but needs to be continuously evaluated and improved to address compression and align with updated job descriptions and experience steps. Faculty salaries were evaluated and adjusted prior to this but will also be continuously improved. 

2023-2028 Strategic Plan Actions Summer 2026 Printable PDF Version

2023-2028 Strategic Plan Actions Spring 2026 Printable PDF Version

2023-2028 Strategic Plan Actions Spring 2025 Printable PDF Version

2023-2028 Strategic Plan Actions Fall 2024 Update Printable PDF Version

CNCC Craig Strategic Plan Printable PDF Version     

CNCC Strategic Enrollment Management Plan Printable PDF Version

 

For more information contact

Kelly Scott
Chief Effectiveness Officer
kelly.scott@cncc.edu
970.675.3211