2023-2026 Strategic Plan
In 1906, a group of civic leaders came together to form what would become the College for Creative Studies (CCS) in order to keep beauty and craftsmanship alive in what was rapidly becoming an industrialized world.
Almost 120 years later, CCS continues to advance this mission as it nurtures the creativity that is vital to modern culture, educating artists and designers to be leaders in creative professions that shape society and advance economic growth.
Changing national demographics mean a growing number of adult learners and a sharp decrease in 18-year old students beginning in 2025.
In developing the 2023-2026 strategic plan with dozens of campus stakeholders, CCS chose to pave a new road instead of continuing forward on a path that has served it well.
30%
The share of ’22-23 CCS students who are Pell-eligible (defined as high financial need by the federal government)
1.4M
Fewer undergraduate students than before 2020 (National Student Clearinghouse Research Center, 5/22)
22%
Share of the 2020 US population 18 or older with some college education, but no degree
300K+
The number of people who have graduated from Google's Career Certificates program since 2017.
THE NORTH STAR
The College for Creative Studies will prepare, support, and inspire people from all backgrounds, enabling them to confidently fulfill their creative potential, achieve their goals, and make a difference in a challenging world.
CCS will become more nimble and flexible in order to rapidly adapt to ever-changing social, economic, cultural and technological contexts, always with an eye to the future.
YEAR ONE: IMPLEMENTATION
Higher education is facing multiple challenges including growing concerns about college debt and the value of a college education, changing national demographics, and new educational preferences. In 2022, hundreds of CCS community members, including external partners, worked together to develop a new 2023-2026 Strategic Plan which was approved by the Board of Trustees in December 2022.
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STUDENT CENTERED
Cultivate a culture of work at CCS that supports our faculty and staff in doing their best work in a student-centered institution. Our success hinges on pivoting away from old models of work in higher education to new models that are more agile, collaborative, inspiring, and supportive.
2023 Progress
to be inclusive of all stakeholders, including staff, faculty, alumni and students to employ and enhance student-centered practices throughout the institution.
by granting all students 3 a.m. access to studios/labs and seniors 24-hour access.
by training all faculty in-person and creating video tutorials regarding grade weighting and gradebook.
and designated a checklist for Chairs and appropriate supervisors to use when evaluating faculty Canvas pages.
by implementing lecturer/instructor positions that carry a 4/4 load and handle like sections to create consistency across sections.
for consistency and workload equity from section to section.
in order to develop student-centered strategies for improvements in the future.
NEW PATHWAYS
Leverage all of our assets to help CCS and its community make a greater difference in the world. With more collaboration and investment, CCS’s deep base of talent, relationships, inclusive community-based programs, and state-of-the-art facilities can help CCS develop a broader base of learners and do even more to support their aspirations.
2023 Progress
showcasing the curriculum and learning outcomes of all programs at CCS which visually demonstrates the impact of a CCS education as well as identifying opportunities for collaboration and innovation.
and increase mentorship and other support resources available to these students.
making CCS financially more accessible to students from Kalamazoo.
primarily through the new interdisciplinary Art + Design program.
by hiring a new Ed Tech director, implementing a new strategic plan, and investing in the office.
For example, hosting a 3D Animation Masterclass bu the Animation Collaboration and developing an upskilling/reskilling proposal for an industry partner.
by expanding the Career Launch program to test a four-week long pilot within Liberal Arts.
by expanding the number of design sprint partnerships with external partners taking place within academic departments.
COMMUNITY
Re-imagine the pathways to a creative career and the supports needed for an increasingly diverse student population. As CCS seeks to support the development of more people’s creative potential, it will mean providing the right offering for the right learner at the right time. Over time, this will mean CCS becomes the go-to resource for anyone seeking creative career growth, extending beyond degrees to other services and supports we offer.
2023 Progress
and implemented a new marketing strategy to build an audience base.
specifically alumni, and determined that CCS already offers greater access than peer institutions. Will explore ways to better communicate access opportunities to alumni.
with a steering and technical review committee which has requested proposals as part of an inclusive and comprehensive process. (Consultant selected in February 2024.)
for on-campus dining to being Winter 2024.
by sharing resources and cross-promoting to each other’s audiences.
WORK CULTURE
Place the student at the center of our educational model. By designing the student experience to support the learners encountering the greatest challenges to their success, all students at CCS will benefit. This will allow students to receive the right credentials and support needed to achieve their goals.
2023 Progress
including key results, scorecards to track progress, public progress reviews, and the Compass Conversation model.
so that they could better support front line employees.
and set a regular training schedule for the ’23-24 academic year in order to better support supervisors in leading their teams.
including a supervisor edition aimed to build people leader skills and knowledge; and an all employee edition which focuses on employee wellness.
including a salary band explainer, FY24 budget report and analyses, and meeting minutes from several campus bodies.
by collaboratively developing a template that any office can use to articulate key processes. (Template to be rolled out in 2024.)
by looking for contract savings, understanding workload allocations, and tapping subject matter expertise.
FAQS
What kind of Strategic Plan is this?
Objectives can and will change as progress is made. Key Results drive forward movement towards our objectives and can be accomplished within a year. More information about CCS’s Objectives and Key Results will be shared in the coming months.
How did we develop this plan?
It was guided by a Steering Committee comprised of a diverse group of faculty and staff at all levels of the institution, a subcommittee of the Board of Trustees and through periodic interaction with Student Government with the support of MGStrategy, an external consulting firm.
How will this plan be implemented?
CCS’s senior leaders have identified an initial set that can build a foundation for the plan. As these are accomplished, new ones will be identified based on new learnings, changed circumstances or fresh opportunities. Progress will be periodically reviewed with the campus community in order to share results and engage more perspectives in driving the plan forward.
