On behalf of College of Western Idaho (CWI), I present the College’s three-year strategic plan, taking CWI through 2026. The strategic plan provides the College with an innovative and thoughtful approach to providing high-quality and affordable educational opportunities to empower students and serve the community. CWI continues to educate thousands of students every year, and the College is focused on ensuring they receive the knowledge and skills necessary to gain a competitive advantage in the local and global workforce.
The strategic plan sets ambitious goals and details a pathway towards achieving them. CWI will use this framework to navigate and strengthen:
Student Success
Affordable & Accessible Education
Local & Global Workforce
Inclusive Culture
Thank you to the stakeholders and thought leaders who joined in the development of this strategic plan. Your ideas, insights, and perspectives are valuable, and I look forward to working together as we strive to deliver and exceed the promise of higher education.
Sincerely,
President Gordon Jones
IDAHO’S #1 DUAL CREDIT PROVIDER 2
Less than Half the Cost of Idaho Public Universities
LARGEST COMMUNITY COLLEGE IN THE STATE
CWI STUDENTS ARE IDAHOANS 98%
The CWI Mission and Vision statements are core and foundational to the development of the 2024 – 2026 CWI Strategic Plan.
CWI MISSION:
College of Western Idaho is committed to empowering students to succeed by providing affordable and accessible education to advance the local and global workforce.
CWI VISION:
The College of Western Idaho will be a best-in-class community college that provides quality, affordable, and accessible education by delivering innovative and cost-effective programming that empowers students, leads to economic and social mobility, and meets evolving community needs.
Advance Student Success by Optimizing the Student Lifecycle
Undifferentiated Outcomes for All
INDICATORS OF ACHIEVEMENT
Increase Enrollment
Improve IPEDS Retention Rates
Improve IPEDS 150% Graduation Rate
Improve Transfer Rate
Increase Attatined Secondary School Diploma and Enrolled in PostSecondary Education or Training Rate
Improve IPEDS 150% Graduation Rate Equity Gaps
GOAL #4 OBJECTIVE
Foster a High-Performing Organization Driven by a Culture of Engagement, Respect, and Accountability
INDICATORS OF ACHIEVEMENT
Maintain Employee Engagement
Improve Inclusive and Welcoming Environment Student Survey Score
Improve Engagement Student Survey Score
Improve Respect Student Survey Score
College of Western Idaho conducted an environmental scan to identify national and regional drivers, market impacts, and trends currently affecting higher education. Economic, political, financial, technological, and environmental factors are included in the scan. The goal of the environmental scan is to identify potential threats and opportunities in the external environment so CWI can proactively develop strategies to meet specific goals and objectives.
There’s a national conversation centered around the value and cost of college. Student debt and affordability are two closely related issues that affect students across the nation and at CWI. Student debt refers to the amount of money people borrow to finance their education, while affordability refers to the ability of individuals to pay for the cost of education without incurring excessive debt. One of the main challenges of student debt is it can become a significant hardship for college graduates, and students bear the burden. Another challenge is funding disparities between community colleges and universities.
$1,339 $5,354 VS
Higher education institutions must adjust to post-pandemic reality and demands. Many postsecondary institutions were forced to rapidly transition from in-person to online learning.
This sudden shift created challenges for both students and faculty, such as technological barriers and the need to adjust to new modes of instruction. The pandemic has highlighted disparities in access to technology, with students from lower-income backgrounds or rural areas often enduring limited access to reliable internet and technology. This has made it difficult for some Idaho students to fully participate in online learning.
The rise of educational substitutes and alternatives are transforming the higher education landscape. Several factors are contributing to the decline in traditional degree enrollment and the changing preferences of students. Some trends and factors contributing to this includes cost and time to degree completion, the need for greater flexibility, focus on skill-based education, and availability of alternative options. The educational landscape is becoming more diverse and dynamic; challenging higher education to offer a range of options to meet various learning needs and career aspirations.7
Despite early worries about its effectiveness, the mass experiment forced upon higher education by the pandemic has revealed that students are embracing online learning. 8
Institutions must adapt to this new reality by investing in training for instructors, additional staff and services, online infrastructure, and solid online and hybrid pedagogies.9
Students must have online access to take advantage of new hybrid/online learning opportunities. Idaho’s patchy network limits opportunities for students learning in very rural areas.10
The alternative credentials market for higher education is expected to grow at a compound annual growth rate of 18% from 2022 to 2027.11
18%
The Treasure Valley is experiencing significant and rapid population growth, which results in opportunities and challenges.
The Treasure Valley is one of the fastest-growing areas in the country and has a rapidlyshifting population. Ada and Canyon counties grew 8% from 2020 to 2022 (726,000 to over 781,000).12
If growth continues at 7%, the Treasure Valley’s population rate will double in a decade.12
The Hispanic population growth in Idaho outpaces any other population growth in the state. From 2010 - 2019, the Hispanic population in Canyon County increased 31% and increased 47% in Ada County.13
From 2000-2019, Idaho’s Hispanic population grew 126%.13
Total employment in Idaho reached a new high of 854,474 in 2022. Idaho is projected to add 126,000 jobs by 2030, or 16% total growth.14
BY 2030 16%Through the development and launch of the strategic plan, CWI is committed to identifying opportunities to overcome challenges.
CWI recognizes the challenges identified in the environmental scan are an opportunity to advocate for and educate on the value CWI provides. CWI offers low tuition among public postsecondary institutions in the state; as a result, CWI provides affordable and accessible education to students who may not be able to afford higher tuition costs.
Students expect flexibility when designing their course schedules and CWI provides intentionally designed and streamlined educational pathways that lead to employment. With full or part-time enrollment, fully online programs and courses, and choices for traditional sixteen-week or condensed eightweek terms, students are able to choose what works best for them.
CWI plays a crucial role in workforce development by offering premier programs, apprenticeships, and in-demand workforce training. By continuing to focus on bridging the skills gap, CWI students are equipped with the education and training needed to secure in-demand jobs, leading to personal empowerment.
Through a wide variety of employer partnerships, College of Western Idaho is poised to deliver the next generation of Idaho workers. As a result, CWI provides students with the opportunities to work and learn, maintain flexible work schedules, and in some instances, receive tuition reimbursement.
Furthermore, CWI is positioned to respond to diverse and growing population needs to advance student success.
The College will continue to evolve and adapt, ensuring CWI remains a valuable resource and leader in higher education and workforce development in Idaho.
The development of the new CWI Strategic Plan began in January 2022 upon the CWI Board of Trustees approving the updated CWI Mission Statement. During this time, President Gordon Jones became College of Western Idaho’s third president amidst significant growth in the Treasure Valley and unprecedented levels of changes in the higher education landscape.
In August 2022, the CWI Board of Trustees approved the CWI Strategic Plan goals and objectives. Following this, President Jones conducted six college-wide sessions in-person and virtually to obtain feedback on the CWI Strategic Plan. An online survey was also administered to collect feedback.
The CWI Strategic Plan is designed to support student success and ensure mission fulfillment. It is reviewed and iteratively updated (as needed) on an annual basis and is implemented via the annual Operational Reports and Assessment Plans. These plans provide the strategies and actions to achieve the CWI Strategic Plan goals, objectives, and indicators of achievement.
