Facilities Master Plan

GRCC Strategic Plan:

Strategic Planning Process

Green River began its strategic planning efforts in 1996 when the college adopted its current strategic planning model.  It is a comprehensive model that integrates strategic planning with operational planning so that the college can successfully achieve its goals and demonstrate its effectiveness to various constituencies.      

The strategic planning model integrates strategic planning or long-term planning with operational or annual planning and calls for a three-year strategic planning cycle.  Following this model, the college revises its mission and goals every three years and employs a comprehensive, participatory approach that involves staff, faculty, administrators, the Board of Trustees, community members, and students.  As a result, the vision and mission are succinct and widely understood. In addition, college goals are identified to give direction to all college activities for the next three years.

For the college vision, mission, and goals statement, go to:http://www.greenriver.edu/mission/ 

The Board of Trustees approved the following goals effective July 1, 2005 

Goal #1: address student learning 

• Students will benefit from Green River’s commitment to learning as its highest priority.   

• Transfer students will meet the requirements for transfer to successfully pursue a baccalaureate degree.
• Professional Technical and Workforce students will master the skills sought by employers to be successful in the workplace.
• Under-prepared students will demonstrate competency in reading, English, and math, which prepares them for success in college-level courses.
• Community members will have opportunities for life-long learning to enrich their lives personally, socially, and culturally.

Goal #2: address student access to college programs, classes and services

• Members of our diverse communities will have reasonable access to affordable educational programs and services that meet their needs. 

Goal #3: address success of under-represented students 

• Under-represented students will be provided services that support their learning and promote student success.

Goal #4: address community involvement

• The community will benefit from Green River’s active participation in programs, events, collaborative partnerships, and entrepreneurial activities with government, business, and community organizations.

 Goal #5: address financial stewardship and public accountability  

• The citizens of Washington will be ensured of Green River’s consistent practice of responsible fiscal stewardship and public accountability.

Yearly Operational Planning

For each three-year strategic planning cycle, the college engages in three one-year operational planning cycles.  The annual operational planning cycle encompasses short term planning and budgeting and allows the college to systematically evaluate and plan for all of its activities.  Each year, divisions and departments review their major functions and mission, determine unit goals, report on achievement of goals from the previous year, and put forth new proposals.  This process culminates in divisions and departments making a presentation to the President’s Cabinet in the spring of each year at open budget hearings.  It ensures that divisions and departments are working together toward accomplishing the college mission and goals.  It also helps the college create a balanced budget where the human, physical, and financial resources are in alignment, and ensures that faculty and staff has adequate resources (within fiscal limitations). 

Critical Issues and Priority Initiatives for 2006-2007

Established by the President’s Staff and Cabinet on February 28, 2006: 

 Issue #1: Student Engagement

To improve student persistence and academic achievement, Green River will identify and implement institutional practices to facilitate students’ more active engagement in the learning process.

Goal(s) Supported by Issue: 1, 2, 3

Priority Initiative 1.1: Develop or enhance support services and instructional activities that increase student engagement with faculty and staff, other students, and with the subject matter they study.

Issue #2: Under-prepared Students

Anticipating increased enrollment of under-prepared students, Green River will improve instructional practices and student support services to enhance student success.

Goal(s) Supported by Issue: 1, 2, 3

Priority Initiative 2.1: Design or refine services and offerings to promote student transitions from Basic Skills to Developmental Education, from Developmental Education to college-level courses and, ultimately, to certificate/degree completion.

Issue #3: Diversity

Green River recognizes that valuing diversity is critical for the success of our students. We will implement initiatives to foster diversity in all facets of the college.

Goal(s) Supported by Issue: 1, 2, 3

Priority Initiative 3.1: Increase student diversity and ensure the academic success of under-represented students.

Priority Initiative 3.2: Increase staff and faculty diversity to more closely reflect the diversity of our students and community. 

Issue #4: Innovation and Entrepreneurial Activities

In order to remain a leading community college, Green River must continue to be innovative in its programs and services and actively engaged in entrepreneurial activities.

Goal(s) Supported by Issue: 1, 2, 4, 5

Priority Initiative 4.1: Enhance and promote high-profile programs and satellite campuses.

Priority Initiative 4.2: Expand and strengthen our strategic collaborations with educational, business, governmental and community organizations.

Issue #5: The Digital Divide

The college will be responsive to technological innovation and change. Particular emphasis will be devoted to technology that supports student learning.

Goal(s) Supported by Issue: 1, 3

Priority Initiative 5.1: Provide technology and training for faculty, students, and staff that will allow for technology-enriched learning and support services.

 Issue #6: Customer Service

Green River recognizes that exceptional customer service is vital to the successful recruitment and retention of our students, faculty and staff.

Goal(s) Supported by Issue: 1, 2, 3, 5

Priority Initiative 6.1: Implement strategies to better serve students in their non-instructional interactions.