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Saint Paul College A Community & Technical College

​Strategic Planning

Launched in September 2023 after a year-long collaborative effort involving various stakeholders, Creating a Stronger Future 2025 (CSF2025) is a three-year plan that leverages our century-long dedication to delivering quality education to our community. Positioned to adapt to the dynamic demands of today's workforce, this strategic plan is imbued with our commitment to anti-racism and trauma-informed practices. CSF2025 outlines four strategic directions to chart the College's course to 2025 and beyond.

To explore our progress, strategies, and the impactful changes we aspire to make, delve into these key three resources:

  • News Story from Launch:
    Uncover the beginnings of our strategic plan, Creating a Stronger Future 2025 (CSF2025), through this news story that captures the excitement and collaborative effort that marked its launch in September 2023.
  • Story Map of the Plan:
    Navigate through the strategic landscape of CSF2025 with our interactive StoryMap. This visual guide provides a comprehensive overview of the plan's key elements, strategic directions, and the trajectory it sets for our college's future.
  • Annual Progress Report:
    Delve into the details of our achievements, strategies, and the impactful changes we aspire to make by reviewing our 2023 Annual Progress Report

CSF2025 - Strategic Directions

Strategic Direction One:
Develop as an anti-racist, trauma-informed college.
  1. Demonstrate the public institutional commitment of Saint Paul college to becoming an anti-racist, trauma informed institution and internally embed this commitment through vertical and horizontal institutional structures
  2. Review the policy manual through an anti-racism, trauma informed lens and change policies that provide barriers to equity
  3. Attract, hire, and retain BIPOC faculty and staff while supporting and expanding the goals outlined in the college's affirmative action plan
  4. Develop and sustain an employee base of anti-racist trauma informed professionals through initiatives that increase the knowledge, skills, and abilities of all college employees.
  5. Provide resources for enacting equity priorities
  6. Embed the colleges commitment throughout the academic experience and improved teaching and learning through culturally responsive anti racist trauma informed curriculum and pedagogy
  7. Provide support for understanding where efforts should be focused as well as benchmarking progress and all priority areas
Strategic Direction Two:
Cultivate a student-centered learning environment promoting and supporting academic excellence and personal development.
  1. Maximize the academic portfolio through strengthening academic programs and promoting innovative instruction and programming
  2. Create and sustain a clear, coherent and inspiring academic environment for all students, supporting their journey from orientation to commencement and on to employment.
    1. Build and enhance holistic support that contributes to educational success.
    2. Revise and implement strategic enrollment practices to enhance our commitment to increase educational opportunities for underrepresented students and serving students with diverse academic needs
    3. Increase efforts to retain, facilitate transfer, and graduate students
Strategic Direction Three:
Strengthen the organizational culture by encouraging collaboration, transparent communication, and optimizing operations.
  1. Strengthen organizational culture to prioritize a positive and engaging environment that nurtures innovation and creativity; encourages contributions; and develops compassion and respect towards other’s ideas and views.
  2. Provide development opportunities that strengthen employee roles as leaders, mentors, educators, and enhance the quality of teaching and learning.
  3. Optimize operations that improve space utilization, employ innovative technologies, and increase data-fluency that prioritize student success.
  4. Enhance communication across campus departments, divisions, and teams through intentional, respectful sharing of ideas
Strategic Direction Four:
Build, enhance, and sustain relationships with community partners that respond to the changing economic and workforce needs of our community and contribute to a more socially just world.
  1. Enhance and grow strategic partnerships
  2. Increase market share of surrounding high school districts by developing positive and sustained relationships with K- 12 allies
  3. Utilize a comprehensive and focused strategy to develop, support, and promote community engagement and philanthropy
  4. Advance public awareness of Saint Paul College through innovative, comprehensive, and dynamic branding, marketing, and promotion strategies

Annual Planning

Annual planning allows each department to establish specific objectives and actionable tasks that outline how the department plans work to support the goals of the strategic plan and illustrate how the staff and faculty play a role in achieving the goals.

Division and Operational Plans

Saint Paul College engages in systematic divisional and operational planning. Divisional and operational plans align with the College’s strategic plan, Creating a Stronger Future, 2025. Each division or operational area has identified key activities to complete and outcomes to measure to assist Saint Paul College in meeting its goals.

Integrated Planning and Budgeting

Planning at Saint Paul College occurs in an integrated manner across academic and non-academic units and takes into account long-range and yearly needs. On an annual basis, all academic programs, academic support units, student services, and administrative units participate in an integrated planning and budget process which is designed to gather and collect input from all levels of the college.

Integration is evident through:

  • Processes—The planning processes integrates the strategic plan, operational plans, and annual work plans with program review, assessment of student learning, and institutional and external data.
  • Finances--The budgeting process is aligned with our planning process and develops budget priorities based on the strategic plan priorities, operational plan priorities, and annual work plans.
  • Structures--The integration process occurs across academic and non-academic units.
  • People- Input, feedback, and collaborative decision making is woven throughout the entire planning and budgeting cycle with multiple opportunities for participation.
Strategic Planning Online (SPOL)

Saint Paul College uses an integrated planning process supported by a comprehensive software system, known as Strategic Planning Online (SPOL). SPOL is an electronic planning system that allows for the full integration and alignment of the strategic plan, annual planning priorities, assessment and program review data, budget requests as well as priorities of the Minnesota State system. SPOL tracks the implementation and progress of improvements to education programs, services, and operations in an ongoing and continuous improvement cycle.

Budget Plan

The annual operating budget is an organizational plan stated in monetary terms. Saint Paul College prepares budgets, plans expenses and allocates funds consistent with Board policies and Minnesota State Colleges and Universities system procedures.

The Saint Paul College Finance Department seeks to provide excellent customer service in support of the College’s mission through a budget process that links strategic and financial planning to insure the long-term financial health of the College.

FY21 Budget
Planning and Budget Principles

The College will make planning, budgeting, and decisions based on a commitment to the College’s budget planning principles:

  • Principle 1: The annual budget is informed by the annual priorities established by the College. For the budget process to be strategic, decisions related to resource allocation must be grounded in the annual planning process and support the identified college priorities.
  • Principle 2: Budget development utilizes and prioritizes decision made from a data-informed process. The budget must be balanced. The planning of the annual budget must be done in a way that anticipated expenditures do not exceed anticipated revenue. Annual evaluation of spending patterns including a critical review of past spending decisions and the impact on strategic priorities is considered.
  • Principle 3: All final budget decisions are based on a fair and equitable evaluation of both cost and strategic prioritization. Once budgets are approved, departments are expected to operate within the annual budget, unless unforeseen circumstances arise (e.g., state appropriations reductions, enrollment changes, unfunded mandates etc.) occur during the year. If costs arise that were unplanned and/or unexpected, departments are expected to evaluate how the costs could be absorbed with current, available resources prior to requesting additional funds.
  • Principle 4: Maintain transparent, timely, factual, and honest communication throughout the college community. The College will provide timely information and updates about the budget and planning process including Shared Governance Committees, college-wide town hall discussions and department/division feedback.
  • Principle 5: Focus on long-term strategic outcomes. Budget and planning requires a multi-year perspective on attaining strategic objectives, priorities and goals.
  • Principle 6: Minimize the impact cost to students whenever possible. The budget is planned to limit the additional costs to students that may occur as a result of new initiatives and services/programs. Use of one-time funds to off-set these expenses are made whenever possible.
Budget Resources

Please see the following budget resources for more information:

If you have questions or comments about the Saint Paul College Budget process, please send an email to Scott Wilson.

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