Strategic Planning

Strategic Planning

Office of the Provost > Strategic Planning

Our addendum to the 2020–2025 Strategic Plan is in response to new insights gained through the pandemic that altered our trajectory. It is the result of months of concerted efforts, which included:

  • Information gathering
  • Evolving our educational philosophy
  • Planning for the future

The original 2020-2025 Strategic Plan is available here for download. The Year One Report is also now available. To see our progress toward meeting strategic plan goals, use this dashboard.

In 1998, a small group of committed community members came together to discuss and plan Nevada’s first state college. When that vision became a reality in 2002, the faculty, staff, and students made a commitment to the citizens of Nevada, a promise to:

  • Serve as the state’s middle tier for higher education, providing access to a wide range of baccalaureate degrees for a diverse population of students;
  • Improve the career readiness of Nevada’s citizens, especially in high-need areas such as health care, education, and business;
  • Increase the ability of our students to participate responsibly in a democracy, with a classical foundation in the liberal arts, critical thinking, and civil discourse.

We titled our 2020-2025 strategic plan Delivering on the Promise to demonstrate the many ways we will continue to support this original vision as well as the adapting needs of our many communities. This plan is the result of over a year of concerted efforts, which included:

Information-gathering sessions. In 2018, NSC hosted several small group sessions following our May Convocation. These sessions were open to students, faculty, and staff. The feedback we collected during these sessions helped to form the foundation of our five strategic themes. In the fall of 2018, we hosted a second round of information-gathering sessions and used this information to develop initiatives and projects in support of our broad goals.

External consultant. We enlisted the help of a strategic planning expert to ensure our process was efficient, inclusive, and comprehensive. The consultant met with multiple stakeholders on campus and helped us design a plan based on best practices and NSC’s unique culture.

Working groups. Each strategic theme had its own working group with broad representation from across campus. These groups met frequently, consulted with their constituents, and developed the initiatives that make up the heart of this plan.

Institutional Research. With a strong commitment to making data-guided decisions, the various committees worked closely with the Director of Institutional Research and his team to ensure that clear metrics provide crucial guidance and meaningful benchmarks for our initiatives.

Strategic Planning Council. A group of faculty leaders, administrators, and student representatives made up the Strategic Planning Council, which served as the guiding body for the entire planning process. This council reviewed the contributions of the working groups and helped to shape them into the final plan. Membership of this council is included in the following section.

As a whole, this plan represents a collective effort to recognize our potential and imagine what we can become. It begins with the five wide-reaching goals established by the Nevada System of Higher Education (NSHE), which correspond to NSC’s newly established values. These values guided the creation of five strategic themes: studentscurriculum and instructionorganizational culturegrowth and capacity building; and community engagement and economic development. Each theme expands into a strategic goal and is supported by several robust initiatives.

Office of the Provost



The Provost serves as NSC’s chief academic officer, ensuring that all aspects of academic and student affairs work together to support our diverse student body. Some of the most important roles of our office include:

  • Guiding and supporting all academic policies;
  • Working with Faculty Senate to advance shared goals and solve problems in a collaborative way;
  • Making all academic tenure and promotion decisions;
  • Strategic planning and enrollment management;
  • Guiding all assessment and accreditation efforts;
  • Promoting diversity and inclusion in academic and student affairs;
  • Supporting data-guided decision making across campus.







Executive Director for the Arts

Headshot of June Eastridge, Nevada State College employee

Dean of the School of Nursing

Gunn photo 2

Dean of the School of Liberal Arts and Sciences

Portrait of Nathaniel King

Dean of the Marydean Martin Library

dean, Nevada State College

Dean of the School of Liberal Arts and Sciences

Portrait of Dr. Gregory Robinson

Vice Provost for Student Success

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Office Manager

Headshot of Nevada State College Vice Provost, Tony Scinta

Executive Vice Provost

Headshot of Nevada State College employee, Gwen Sharp

Vice Provost for Academic Initiatives