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Columbus State Strategic Priorities

Jump to: Diversity, Equity & Inclusion | Enterprise Information System | Capital Planning

Columbus State Community College is a driving force of economic mobility for individuals and our region. By empowering student success, increasing degree and credential attainment, and widening the pipeline to sustainable careers in our regional workforce, we improve lives and build a brighter future for our community. As our region charts a path to post-pandemic economic recovery, the College’s mission to educate and inspire all students is more consequential than ever. There is no better time to assess and reimagine the foundational systems that help us drive equitable outcomes in student achievement.

With an integrated approach to three strategic priorities – Diversity, Equity and Inclusion; Enterprise Information System; and Capital Planning – we will transform our College to close persistent equity gaps in education completion, workforce development, and community progress. We need your active participation and invite you to stay informed and engaged through this page and the project management sites for each initiative.

Diversity, Equity and Inclusion

Equity iconAs a community college, Columbus State seeks to reflect the community it serves – not only within our student body, but also in our workforce and leadership. More importantly, we must achieve student success outcomes and create a more inclusive workplace where all identities can be successful. To that end, we are committed to establishing a foundation with equity at the core, while working to remove institutional barriers for every dimension of diversity represented in our College community. Through a systematic review of our policies and practices; comprehensive assessment of key metrics within our institutional climate; and an equity audit we will collect critical data that will inform the creation of the College’s Diversity, Equity and Inclusion goals and future strategic planning. Together, we will define a shared language that fosters a common understanding of key terminology in ways that advance our mission. These essential steps serve as a catalyst for Columbus State to build capacity and create a learning and workplace culture where all are equitably empowered to succeed.

Find opportunities to engage in upcoming campus climate assessment, diversity audit, and equity walk, the data from which will inform our strategy for moving forward.

Enterprise Information System (Workday Project)

Enterprise Information iconSystems and data architecture support the foundational business processes that inform our work to help students and each other succeed. Columbus State will use the Workday project as the catalyst for building consistent, efficient, and sustainable capabilities in our systems and processes; ensuring equitable outcomes and a seamless experience for students; and enabling our faculty and staff to effectively deliver services.

We will embrace change during the project and will enlist broad engagement and collaboration across the College, supporting a culture of inclusion. And we will remain focused on strategic priorities that support Columbus State’s position as a leader in college accessibility, personal and career advancement, and regional economic prosperity. Our guiding principles for this transformation are:

  • Put students first
  • Focus on outcomes rather than current processes
  • Integrate and communicate broadly
  • Consolidate systems and embrace Workday
  • Empower and support project team and employees

Participate and monitor our progress here:

Workday Information Center

Capital Planning

Planning iconColumbus State is building a strong foundation for future growth in a post-pandemic world by envisioning campuses, spaces and places designed for the future of work, education, and community.

Since Franklin County voters approved Issue 21 in spring 2020, we have put key pieces in place to refocus efforts on physical infrastructure investment at our downtown campus and other Franklin County locations. We are planning with new insight gleaned from the revolution we’ve all experienced this past year in instructional delivery, in the workplace, and in our culture.

  • We’re strengthening our core by completing deferred maintenance projects before they become more expensive, creating gathering spaces, increasing accessibility and inclusion in our buildings, and better integrating campus edges with the community.
  • We’re making College work and instructional spaces more flexible to support in-person and remote interaction equally well.
  • We’re assembling a coalition of resource partners, grounded in community and equity, to help us reassess and re-envision where needed to make sure our plans will meet emerging education, work, and societal needs. We will partner with the Columbus office of AECOM team and other nationally recognized firms with Columbus operations to discover and articulate our vision and strategy for particular sectors; the requisite facilities and business plans; and plans for their implementation: MKSK, Moody-Nolan, Elford Construction, DLZ Engineers, and Warhol & Wall St.