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.
Like many other colleges and universities, CCS finds itself at a crossroads in an unfamiliar landscape. Concerned about the costs of college debt, a growing number of parents and prospective students are questioning the value of a college education. Changing national demographics mean a growing number of adult learners and a sharp decrease in 18-year old students beginning in 2025. Younger generations are demanding greater choice and flexibility in their educational options. And the business world is seemingly adjusting to the implications of artificial intelligence and other new technologies in real-time.
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%
Share of 22-23 CCS students who are Pell-eligible (defined as high financial need by the federal government)
1.4 Million
Fewer undergraduate students than before 2020 (National Student Clearinghouse Research Center, 05/22)
22%
Share of 2020 US population 18+ or older with some college, but no degree
300K +
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.
How will this North Star impact CCS over the next 5-7 years?
CCS’s programs will extend beyond self-identified “creatives” and the diversity of the campus community will deepen. This will broaden the pool of potential future students and ensure that CCS can keep up with the demographic changes taking place.
CCS will develop meaningful learning experiences that meets the needs of these new learners as individuals, which may be different from the needs of prior students at the institution, resulting in a far more human-centered institution in every aspect of its operations.
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.
STRATEGIES TO REACH THE NORTH STAR
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.
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.
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.
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.
COME BACK TO THIS PAGE FOR UPDATES ON CCS’S PROGRESS
FAQS
What kind of Strategic Plan is this?
CCS is using an Objectives-Key Results framework for its strategic plan so that it responds to unexpected circumstances more easily. This means that CCS has identified a North Star to help frame discussion around priorities over the next 5-7 years, along with specific Objectives that focus the journey towards the North Star over 1-3 years.
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?
The strategic plan was developed in a collaborative, iterative process that engaged students, faculty, staff, trustees and stakeholders in data gathering, insight development and plan development. This process took place from April to December 2022.
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?
Everyone at CCS will have an opportunity to participate in implementation, either by making adjustments to their individual or departmental priorities to align with the strategic plan or by supporting one of the identified institutional-level Key Results. Key Results will drive forward movement toward its objectives and can be accomplished within a year.
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.
