Arizona Western College
Growing Our Communities
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Strategic Plan 2025
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Strategic
Unveiling
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Organizational
Values
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Student
Experience

Our Strategic Plan

The Purpose

Strategic Planning evolves from collaborative engagement with the campus, local, and regional communities to articulate a shared mission, vision, and set of values that drive all decision-making at Arizona Western College. The Strategic Plan that develops out of this process is dynamic and provides a flexible but focused framework for our future.

 

The History

In November 2016 AWC President Dr. Daniel Corr launched a 15-month Strategic Planning Initiative. He worked with the Classified Association, Faculty Senate, and the President's Cabinet to select Biridiana Martinez, Ellen Riek, and Lori Stofft as tri-chairs for this process.  Dr. Corr gave only two directions for the tri-chairs: make the strategic planning process inclusive, and make it transparent. Research into successful strategic planning at other institutions and preliminary discussions with consultants revealed that we should develop a Task Force with balanced representation from our three employee groups, to collaborate with President's Council and AWC students to drive our Strategic Planning process.

Learn More

To ask questions, or to provide ideas and feedback, please email the tri-chairs:

Strategic.Planning@azwestern.edu


Implementation Team Work

Agility

Biri Martinez, Nick Byles, Laura Shepherd (team list)
The Agility Team hosted two workshops in the Fall semester focusing on educating the district on the four guiding principles of agility. 

Technology

Stephen Moore, Ashley Macawile, Mandi Soulliard (team list)
Writing a charter for a new cross-functional technology advisory council; creating plans for increased automation in Student Services.

Accessibility

Kathy Ocampo, Eric Lee, Julissa Fitts (team list)
Piloting standardized scheduling to make room for a centralized scheduling module; seeking partnerships at regional high schools to develop and deliver developmental curriculum to reduce barriers to college-level courses; adopted a model for Guided Pathways and initiating three work teams to bring the plan to life.

Prosperity

Maria Aguirre, Bertha Avila (team list)
Adopted a shared set of Guiding Principles for Learning and initiating plans to embed these principles in the classroom and extracurricular activities; researching Prior Learning models from the state and across the nation; creating a joint workgroup to address workforce gaps for regional economic growth.


Important Documents

File Name File
Strategic Plan 2025 Booklet Download
Strategic Plan Presentation - Dec. 2018 Download
Action Plans - Dec. 2018 Download
Implementation Workshop - May 2019 Download
Implementation Workshop Questions - May 2019 Download
Implementation Workshop Feedback - May 2019 Download
Project Funding Request Download
Travel Proposal Download
Newsletter File
April 2019 Download
March 2019 Download
February 2019 Download

 

 

VALUES

Goal Logo

AGILITYWe welcome change, anticipate stakeholder needs, identify flexible, innovative solutions, adapt to meet constituent needs, and are process focused.

PASSIONWe dream big, propose creative solutions, exceed expectations, and foster an engaging and supportive environment.

TRANSPARENCYWe build trust through honesty and openness, include stakeholders in decision-making, and communicate thoughtfully and clearly.

UNITYWe collaborate to develop and achieve goals, find opportunities to create synergy and empowerment, and work holistically toward student success.

EMPOWERMENTWe are inspired to do our best work when governance and responsibility are shared equitably, individuals are encouraged to express diverse and innovative perspectives, and courage is esteemed over comfort.

RESPECTWe express the highest levels of professionalism and kindness, seek common ground with openness & inclusivity, challenge ideas with an empathetic mindset, and listen to and acknowledge others’ ideas with civility and courtesy.

FRAMEWORK

STRATEGIC DIRECTION

AGILITY

Cultivate an agile culture and institutional model that strengthens the future of AWC and the region

  • Establish an equitable model of shared governance that builds a culture of empowerment by minimizing hierarchy and broadening decision making. January 2019
  • Review processes, procedures, and policies to improve efficiency and create sensible workflows to increase student and faculty/staff satisfaction. July 2019
  • Design a cross-training model to support collaborative staffing resource flexibility. July 2019
  • Create and fund a professional development model to grow bench strength and assist with succession planning. January 2020

TECHNOLOGY

Improve student success by leveraging technology that personalizes the student experience and increases organizational effectiveness

  • Deliver upgraded technology that increases automation in Student Services. July 2022
  • Develop a stable, well-supported, technology-rich teaching and working environment dedicated to current and equitable technological resources. August 2022
  • Eliminate negative IT audit findings. December 2020
  • Develop a technology-literate workforce that embraces IT as a component to improve responsiveness, efficiency, pedagogy, and student learning. August 2021
  • Deliver upgraded technology that reflects best-practices in teaching and learning and supports an enriched student experience. August 2022

ACCESSIBILITY

Eliminate cultural, financial, time and place barriers to education

  • Develop and implement a multiyear data-driven class schedule that aligns with program offerings and transfer/ workforce demands to increase enrollment by 5% at all campuses. June 2020
  • Offer open educational resources in 50% of all classes. July 2022
  • Allocate appropriate resources to meet the growing community and educational needs in South County and other district priorities as identified by the Facilities Master Plan. January 2025
  • Develop and deliver “wrap-around” services that accelerate student time to completion. January 2022
  • Research and adopt a Guided Pathways model that aligns with AWC student & community needs. November 2018
  • Develop a partnership with the high school district to design and deliver aligned developmental curriculum at the High School level to reduce barriers to college-level courses. June 2020

PROSPERITY

Grow and sustain academic programs that leverage our competencies, fuel economic growth and position graduates for prosperity

  • Create regional economic growth by collaborating with key business and industry partners to develop programs tailored to meet the existing employee deficit. January 2020
  • Develop and deploy three interdisciplinary programs that t local industry needs using flexible delivery models. June 2020
  • Explore learning processes to obtain credits based on experience, skills, and prior learning. July 2019
  • Develop Institutional Learning Outcomes (ILOs) for all AWC students. October 2018