FY27–FY29 Institutional Direction

Yavapai College Strategic Plan

A focused plan for student success, economic opportunity, and community impact across Yavapai County.

Developed through research, discussion, and input from across the College and community, the plan establishes institutional priorities, measurable outcomes, and shared commitments for FY27–FY29.

Download the Strategic Plan PDF, opens in a new window View YC Fast Facts PDF, opens in a new window
Cover of the Yavapai College Strategic Plan FY27–FY29 Download the Strategic Plan PDF, opens in a new window

Our institutional foundation

Mission, vision, and values

These statements define why Yavapai College exists, what it seeks to achieve, and how the College approaches its work.

Mission

Transforming lives and strengthening the local economy

Yavapai College transforms lives and strengthens the local economy through education.

Vision

A premier place to learn, work, and live

Yavapai College ensures our community is a premier place to learn, work, and live.

Values

The commitments that guide our work

  • ExcellenceWe foster positive relationships and accountability, anticipate and address stakeholders’ needs, and create a supportive learning environment.
  • InnovationWe encourage creativity, critical thinking, and the pursuit of new ideas and solutions.
  • Continuous LearningWe promote continuous learning and intellectual curiosity through formal education and beyond.
  • BelongingWe treat others with dignity and consideration, fostering a supportive and collegial environment.

Plan overview

See the strategy in context

Watch this overview for a concise introduction to the College’s strategic direction and the priorities guiding implementation.

Student success and community impact

Four strategic goals

The goals focus College decisions and investments on the conditions students need to learn, complete credentials, enter strong careers, and thrive.

Goal 1

Belonging

Meet students’ basic needs and create an inclusive environment where students feel welcomed, valued, and supported. Extend that commitment to employees by fostering engagement, appreciation, and empowerment.

Goal 2

Adult Learners

Expand access and opportunity for adult learners, particularly those with some college experience but no degree, through flexible and supportive pathways that work alongside employment and family responsibilities.

Goal 3

Living Wage

Prepare students for meaningful employment, economic mobility, and long-term stability with relevant knowledge, skills, and credentials connected to high-demand, well-compensated careers.

Goal 4

Delivery

Improve how the College provides high-quality educational programs and services through effectiveness, innovation, and continuous improvement in academic offerings and student support systems.

From strategy to action

FY27 strategic initiatives

Each initiative advances one or more strategic goals or strengthens the College’s foundational capability.

How to read this section: The labels beneath each initiative identify the strategic areas it supports.

Initiative A

Artificial Intelligence

  • Living Wage
  • Foundational Capability
Initiative B

Improve Part-Time Student Success

  • Belonging
  • Adult Learners
  • Delivery
Initiative C

Prison Education Program

  • Belonging
  • Living Wage
  • Adult Learners
  • Delivery
Initiative D

Academic Program Prioritization

  • Delivery
Initiative E

Provide Workforce Training to Growth Industries

  • Living Wage
Initiative F

Develop an Operational Data Strategy

  • Foundational Capability
Initiative G

Workforce Housing

  • Foundational Capability
Initiative H

Public Relations & Marketing

  • Foundational Capability
Initiative I

Security

  • Foundational Capability

How the plan developed

Strategic planning timeline

The planning process moved from institutional review and environmental analysis to initiative selection, measurable objectives, and publication.

November 2025

Objectives and Key Results Development

Senior Leadership Team champions began developing Objectives and Key Results to convert approved initiatives into clear goals with measurable outcomes.

Governance and stewardship

Strategic Planning Committee

The committee updates the College’s three-year rolling Strategic Plan each year so limited resources remain focused on work with the greatest positive impact on students and Yavapai County.

Executive Sponsor

Dr. Clint EwellChief Operating Officer

Co-chair

Dr. Laura L. DreherAssociate Dean, School of Business

Co-chair

Ivonne ZunigaDirector, Strategic Initiatives & Special Projects

View Committee Charter PDF, opens in a new window

Planning Teams

  • Dean HolbrookAcademic Master Plan
  • Megan CrossfieldAccreditation Liaison Officer
  • Vincent RedgraveEconomic & Workforce Development Plan
  • James CrockettFacilities Master Plan
  • Wendy SwartzFinancial Plan – Budget
  • Diana DowlingStrategic Enrollment Management Plan
  • Tania SheldahlStrategic Enrollment Management Plan
  • Ryan GrayTechnology Plan

Key Support Departments

  • Jack SmithHuman Resources
  • Chris MinnickMarketing
  • Michael MoghtaderCommunity Education
  • Richard PiercePTSS

College Council

  • Kitty RobertsSGA Representative
  • Heather KnowlesYCSA Representative
  • Philip ReidFA Representative

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