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Student Success. Community Enrichment.

Our Mission Statement describes why we exist and what we do. Traditionally, community colleges have been about providing access. But, it is not enough that students pass through our doors - earning a certificate or degree is what changes lives.

Download our plans:

Renewal, Change, & Innovation 2019-2023

Oklahoma City Community College has experienced remarkable success through the years. Through access, preparation, student and graduate success, and partnering with the community, OCCC continues to aspire to be one of the most significant community colleges in the nation.

Oklahoma City Community College’s new strategic plan, Renewal, Change, & Innovation 2019-2023, was developed as a guide to keep the college on the path to greater significance.  Updates in the new 2019–2023 strategic plan include a new aspiration statement, improving the College’s ENDs to best represent our success factors, and new core indicators designed to monitor every critical component of the College. The 2019–2023 strategic plan supports student success with a renewed emphasis on alternative funding and increased enrollment.

Previous strategic plans were achieved with impressive results, and we expect this will continue as we double our efforts to focus on the mission of OCCC, improve efficiencies, and offer innovative programs and support services. Oklahoma City Community College remains the most affordable and value-added two-year college option for students who would not otherwise have the opportunity for higher learning.

Renewal - Oklahoma City Community College was founded by residents of the area not satisfied with the status quo. They saw a need for educational opportunities for the community and took strong and decisive action to create that opportunity. It is in the spirit of our founders that we must renew our commitment to overcome any obstacle to provide educational opportunities for residents of our community. We must continue the work to propel the College into the next era of excellence.

Change - A tsunami of change continues to sweep across higher education. Students, members of the community, government leaders, and business and industry all demand change. Failure to respond to this demand for change is not an option. What we do, how we do it, and how outcomes are measured must be examined. Policies, practices, and actions not producing desired outcomes must be changed. Change, even desirable change, is often stressful and disruptive. To maximize service to students and the community, OCCC embraces that stress and disruption in the spirit of innovation.

Innovation - Volatility and uncertainty characterize higher education in Oklahoma today. Innovation is needed now more than ever. Innovation is required for OCCC to advance our mission, ensure future viability and success, and achieve our goals. Conducting business in new and innovative ways will assist OCCC in continuing our role as a creative and progressive institution.

Each of our students is unique—with a unique set of dreams, challenges, and gifts. Teaching and preparing them to their potential is what an OCCC education is all about.

Big Goals

“Big Goals” are not meant to be easy. In fact, if you simply extrapolate existing trends, they may not seem achievable. That is the point. Figuring out how to accomplish “the impossible” often unleashes the creativity of people and organizations. The unattainable becomes a new standard.

  • Triple annual giving and grants to support student scholarships, community events, the endowment, and other College purposes.
  • Close the academic achievement gaps that persist with low-income, first-generation, and minority students.
  • Receive designation as a Hispanic-serving institution from the U.S. Department of Education.

Funding is a challenge. The College is committed to increasing funds that come from non-traditional sources such as donations, grants, and endowments.

Although two of the three Big Goals in our previous strategic plan were achieved, our performance to close academic achievement gaps with underrepresented groups of students fell short. There was progress, including the narrowing of the gap in African-American and first generation students’ success rates, but significant differences remain. For that reason, we have retained the goal in this plan.

Finally, the College wants to strengthen its relationship with the Hispanic community by receiving designation as a Hispanic-serving institution from the U.S. Department of Education. Achieving this distinction will require a significant increase in Hispanic enrollment, but will make OCCC eligible to apply for a Title V grant that will provide funding to support Hispanic students.

Ends Statement

Our ENDs statements describe what success looks like if we were in an ideal world. As such, they are central to our commitment to accountability. The faculty, staff, and the Board of Regents regularly review measures that evaluate the College’s progress in achieving our ENDs. These core indicators are our annual plans that are reported at least once a year.

  • Access: Our community has broad and equitable access to both highly valued certificate and degree programs and non-credit educational opportunities and events.
  • Student Success: Our students successfully complete their academic courses, persist in college, and earn certificates or degrees at OCCC or another institution.
  • Workforce Development: Our graduates earn higher-level degrees or are successful in technical and professional careers.
  • Community Development: Our community's quality of life is enriched through our educational, artistic and recreational programs and events.


Our values describe the behaviors we exemplify in our work every day. Some, such as Safety, Stewardship, Integrity, and Diversity, are non-negotiable ethical standards all employees should follow.

Others—Students, Accountability, and Innovation-are choices that have deep roots in the College. For instance, when several different approaches to a problem are being considered, the tie-breaking question often is: what is best for students?

  • Students: Fundamental to all that we do
  • Safety: Safe and secure environment for everyone
  • Accountability: Use of evidence to measure performance and to make decisions
  • Stewardship: Wise and efficient use of resources
  • Integrity: Honest, ethical, and respectful to all
  • Innovation: Creative and forward thinking
  • Diversity: Embrace and appreciate the value of differences

Major Initiatives

Complete College OCCC The goal of Complete College OCCC is to increase degrees/certificates by offering new programs and expanding online and hybrid courses.

Workforce Development Center A new workforce development facility will align the College’s academic programs with the changing needs of employers.

Proactive Student Success Interventions Early intervention, streamlining curriculum, and strengthening educational partnerships will increase student success.

Increasing Enrollment Increasing enrollment from the international, nontraditional, and concurrent populations will be crucial to the growth of OCCC.

Enhancing Campus Safety A new Campus Police Headquarters, providing a Crisis Response Center and a Call Center will enhance current services to maintain a safe and secure campus.

New and Increased Revenue and Funding State funding for higher education has declined so other external resources to support the College’s educational offerings will be pursued.

Retaining High Quality Employees With increasing budget constraints, the retention of high quality employees is critical to maintaining a high performing institution.

Online Learning As the College continues to focus on enrollment, online learning plays a key role in providing students with the opportunity to take classes anytime and anywhere, thereby increasing enrollment.