IPEC Home | Administrative Unit Assessment | Institutional Research | Academic Assessment | Strategic Planning | Accreditation
Strategic Planning at Ocean County College is the means through which the college defines its priorities, sets measurable goals, and outlines the strategies it will take to achieve these goals. The Strategic Plan is an essential roadmap that focuses institutional resources and employees on the path to attaining the college’s mission.
2025-2030 Strategic Plan:
Building Opportunity • Strengthening Community
“Building Opportunity | Strengthening Community” is a strategic plan that boldly proclaims that Ocean County College changes lives and communities. Four small words capture the heart of this bedrock institution for Ocean County. This strategic plan prepares us individually and collectively for the challenging work ahead by grounding this work in our tradition as a catalyst for positive change. The yoking of opportunity and community reminds us that our individual endeavors and successes have a collective value, too.
Guiding Coalition Final Reports and Scorecard
The Guiding Coalition is the body that holds the institutional leadership accountable for attaining institutional goals and objectives. This body consists of representatives from all areas across the College. The Guiding Coalition issues an annual report on the progress of the overall strategic plan.
The Scorecard tracks the progress of the Goals, KPIs, Objective Measures, and Initiatives in the Strategic Plan.
Key Performance Indicators (KPI)
The college’s KPI’s evaluate the success of achieving institutional goals. Each goal has one or more KPI’s with set targets that are tracked on an annual basis.
| Strategic Goal | Key Performance Indicator | 2021 Baseline | 2026 Target | FY 2022 | FY 2023 | FY 2024 | FY 2025 | FY 2026 |
| 1. Empower Students | Percentage of students who complete 30 credits or more within a 2-year period. | 60% | 70% | 50% | 44.1% | |||
| Percentage of non-credit students who complete an industry-valued credential, HSE, or proficiency/measurable skills gain (ESL) within a year period. | 65% | 65% | 75% | 71.12% | ||||
| 2. Optimized Enrollment | Total number of credits enrolled each year. | 178,376 | 196,900 | 167,352 | 163,455 | |||
| Total unduplicated international headcount enrolled. | 115 | 1,000 | 50 | 30 | ||||
| Total non-credit net revenue | $1,705,000 | $2,093,160 | $1,191,342 | $1,220,573.70* | ||||
| 3. Elevate Effectiveness | Achievement of Goal 1, 2 and 4 KPIs. | established in FY2022 | 100% of Targets met | 50% | 1 | |||
| 4. Expand Relationships | Established quarterly stakeholder communication meeting with panelist and participants. | 0 | 20 total meetings | 12 | 12 | |||
| Measurement of connectivity between multiple college divisions and individual stakeholders – Existing | establishing baseline in FY2021 | 10% increase annually | 23 | 83 | ||||
| Measurement of new stakeholders and innovative partnerships. | 0 | 20 | 24 | 83 |