Strategic Planning

CT State Community College has launched its first comprehensive strategic planning process as a unified, statewide institution, by starting with listening, learning and engaging with our campus communities. As the largest community college in the Northeast, this is a defining moment for us, the 65,000 students we serve each year, and our 5,000 talented faculty and staff.

At the heart of this work is our commitment to teaching and learning. We are focused on strengthening academic quality, supporting innovation in the classroom and ensuring that every student has access to high-impact educational experiences that lead to completion and meaningful opportunity.

Together, we will imagine what comes next by advancing student success, deepening our workforce impact and keeping students at the center of every decision we make.

This is our opportunity to shape the future of CT State, together.

Students, faculty and staff — help imagine the future of our college by completing these brief surveys. Your perspectives will guide our shared vision and shape what comes next for CT State.

Employee Surveys

Student Surveys

Two students fill beaker in science classroom.

Our Mission

Connecticut State Community College provides access to academically rigorous and innovative education and training focused on student success. The college supports excellence in teaching and learning, makes data-informed decisions, promotes equity and advances positive change for the students, communities and industries it serves.

Group of students sit around table in Tunxis library.

Our Vision

Connecticut State Community College is recognized for exceptional student success, educational leadership and transformative collaboration with business and industry, government, and educational and key stakeholders while advancing diverse opportunities for Connecticut’s citizens and communities.

Why Strategic Planning?

A Defining Moment for CT State

CT State was created to unify twelve colleges into one statewide institution: one accreditation, one curriculum, one brand and one set of standards, while still honoring and celebrating the local impact of our proud campuses. That structural work has largely been accomplished. Now, we turn to the next and more important question: What do we want to become?

Why Now?

We have not yet defined our institutional values as one college.

This is our opportunity to articulate the principles that guide how we lead, teach, serve and work together.
We are ready to move from structure to strategy.

The work of consolidation created consistency and scale. Now it’s time to focus on alignment by clarifying what matters most and how we move forward together as one college.
Our students are evolving — and so must we.

Students are balancing work, family and education in new ways. Nearly 40% of our students now take courses across multiple campuses. Our strategy must ensure their experience is seamless, supportive and student-centered wherever they learn.
Connecticut is counting on us.

As the state’s largest public higher education institution and workforce engine, CT State plays a critical role in economic mobility and regional growth. Our plan will strengthen how we align programs, partnerships and outcomes with workforce needs.
Higher education is changing.

Demographic shifts, technology, funding pressures and new expectations require clarity and focus. Strategic planning ensures we are proactive, not reactive.

Timeline

Spring 2026
Engagement and Listening
- Internal and external community engagement across all campuses
- Student, faculty, staff, employer and legislative input
- Data releases to inform discussion
- Collection of qualitative and quantitative feedback
Summer 2026
Analysis and Drafting
- Assess and analyze engagement feedback
- Additional review of institutional and environmental scan data
- Identify emerging themes and priorities
- Prepare preliminary draft of strategic plan
Early Fall 2026
Public Comment
- Release draft strategic plan
- Provide open comment period
- Hold campus forums and digital feedback opportunities
Late Fall 2026
Refinement and Approval
- Revise draft based on public comment
- Present final draft to President Royal
- Seek approval by end of calendar year

Students in library sitting in row of computers doing schoolwork

How We’re Engaging Our Community

Internal Engagement
- Data-informed, campus-based faculty and staff conversations
- Facilitated sessions
- Short surveys
- Digital feedback tools
Student Engagement
- Student Government Association conversations
- Student forums
- Club outreach
- Student surveys
External Engagement
- Employers and workforce partners
- Community organizations
- Campus foundations
Legislative Engagement
- Breakfast sessions and discussions
- Alignment with statewide priorities

Instructor helps students with dummy patient in lab setting.

What We’re Exploring

Institutional Values, Mission and Vision
- Do they reflect who we are now?
- What principles should guide us?
- What words define CT State at its best?
Student Experience
- What should it look and feel like at CT State?
- How do we keep students at the center of every decision?
- What do our students need from us?
Teaching and Learning
- How can we support instructional excellence across a statewide model?
- How can we foster innovation while maintaining academic quality?
- What are the impacts of artificial intelligence?
- How can we strengthen alignment between credit and non-credit programs to create seamless pathways, shared standards of quality and stronger connections to workforce needs?
Workforce and Community Impact
- How can we strengthen our role as Connecticut’s workforce engine?
- How can we better align with employer and regional needs?

Frequently Asked Questions

How can I participate?

Faculty, staff, students and community partners will have multiple opportunities to engage with and develop CT State’s future, through both in-person opportunities and digital feedback tools.

Will my feedback be anonymous?

If you’d like! Survey responses will be collected with the option for named or anonymous feedback. Engagement sessions will be summarized in themes rather than attributed to individuals. Our goal is to create space for honest input and open dialogue so the inaugural strategic plan is one informed by feedback.

How will decisions be made?

The strategic plan will be informed by community feedback, institutional data and environmental analysis. Our representative strategic planning steering committee will review input, identify recurring themes and priorities, and develop recommendations. Final approval will be determined by the college president for submission for board approval.

What happens after the plan is approved?

Once approved, the strategic plan will move to implementation. Clear goals, timelines, artifacts and accountable leaders will be identified. Divisions and campuses will align their annual priorities and resource planning to support the strategic direction of the college.

Following approval of our collegewide strategic plan, each of our 12 campuses will have the opportunity to develop its own campus-level plan aligned to the broader goals and priorities as guided by the Campus Presidents. These campus plans will reflect local strengths, community partnerships and unique student needs while advancing our shared direction as one unified college.

Strategic Planning Steering Committee

Co-Chair: Sharale Mathis, Campus President (Capital, Tunxis)
Co-Chair: Elle Van Dermark, President, College Senate

Tom Bayley: Associate Dean of Campus Operations (Three Rivers)
Peter Bonadies, Associate Professor of Visual Arts (Gateway)
Marie Clucas, Associate Professor of Sociology (Tunxis)
Linda Cocchiola, Associate Professor, ESOL (Capital)
Megan Delivron, Department Chair, Chemistry (Gateway)
Ezechiel Dominique, Academic Division Director, Nursing and Allied Health (Norwalk)
Teresa Foley, Interim Associate Dean of Non-traditional Transition Programs (Asnuntuck)
Ryan Garesio, Professor of English (Northwestern)
James Gentile, Professor of English (Manchester)
Fay Godbolt, Executive Dean, Workforce Innovations and Partnerships (College Office)
Felisha Guirand-Fleurimond, Advanced Manufacturing Technology Coordinator (Housatonic)
Sara Hanson, Associate Dean of Student Affairs (Middlesex)
Debbie Herman, Director of Library and Educational Technology (Manchester)
Jennifer Hernandez, Professor/Coordinator of Human Services (Middlesex)
Gail Kulas, Assistant Professor of Business (Northwestern)
Melissa Lamar, Director of Media and Public Relations (College Office)
Daniel Lestrud, Assistant Professor/Program Coordinator of Culinary Arts and Hospitality (Naugatuck Valley)
Hendree Milward, Professor of Math (Tunxis)
Luciano Mastrangeli, Investigator and Compliance Specialist (College Office)
Gerald Murphy, Department Chair, Business and Technology and Professor of Accounting (Capital)
Mario Pierce, Associate Dean of Campus Operations (Housatonic)
Nancy Prather-Johnson, Dean of Business and Professional Studies (College Office)
Logan Tashea, Campus Supervisor, Financial Aid Services (Quinebaug Valley)
Sarah White, Director of Admissions Operations (College Office)
Meredith Yuhas, Director of Mental Health and Wellness (College Office)
Kelly Zieba, Guided Pathways Advisor (Asnuntuck)

Ex Officio
JD Mathewson, Associate Vice President of Institutional Effectiveness and Planning (College Office)
Nicola Ricker, Professor of Science (Three Rivers), Strategic Planning Fellow
Antonio Santiago, Dean (Danbury) Strategic Planning Fellow
Tom Yelich, Chief of Staff (College Office)

Last Updated: March 5, 2026 | 3:43 pm