ABOUT PERROTIS   /   Strategic Plan
Strategic Plan

Perrotis College’s strategic goal is to be recognized as a regional center of excellence for contemporary education and research in Agriculture, Environment and Life Sciences, to become a sought after partner in collaborative research projects, to secure financial stability and to strengthen links with the U.S.

Strategic priority area 1: Outreach

Enhance Perrotis College outreach to strengthen brand awareness, attract more and better quality students and facilitate the recruitment of qualified and reputed faculty / researchers. 

Main strategic themes

  • 1.1.  Enhance marketing activities and capabilities (e.g. promotional campaigns, events, social media).
  • 1.2.  Expand and strengthen relationships and liaison programs with renowned foreign universities (study abroad programs, study exchanges, faculty-led programs, etc.).
  • 1.3.  Further expand and enhance contacts and collaborations with the Industry.
  • 1.4.  Enhance recruiting efforts to attract more high quality students and increase the number of full time international students (e.g. reevaluation of admission criteria and entry requirements, focused recruitment campaign, scholarships, internship opportunities).
  • 1.5  Fully utilize and promote the new state-of-the-art buildings (e.g. events, conferences, seminars) and research laboratories (e.g. applied research, sample-testing services, environmental footprint evaluation).

Strategic priority area 2: Student Support & Graduate Relations

Increase support to students and graduates and focus on growing and developing relations with alumni.

Main strategic themes

  • 2.1.  Provide more internship opportunities both within the campus (e.g. lab internships, library internships, paid research opportunities) and in collaboration with the agro-food industry.
  • 2.2.  Establish a strong career office.
  • 2.3.  Further enhance student and graduate support programs (e.g. college counseling, summer programs, volunteering opportunities, mentoring programs, fellowship programs, writing centers).
  • 2.4.  Develop a strong alumni office, network, and association.

Strategic priority area 3: Academic Offering

Enhance teaching and learning through innovative and best practice academic programs.

Main strategic themes

  • 3.1.  Continue to evaluate the undergraduate curriculum and courses and consider introducing new areas of studies.
  • 3.2.  Gradually expand the graduate program (facilities, faculty, academic program, research program).
  • 3.3.  Explore options to establish e-learning platform / programs, possibly combined with integrated hands-on experience in the agricultural sector.
  • 3.4.  Explore options to introduce executive education programs for the agro-food industry.
  • 3.5  Expand the College’s professional seminars.
  • 3.6  Introduce new IT tools and applications to support student learning.
  • 3.7.  Expand and promote the College’s educational centers (KrinosOlive Center, Center for Agricultural Innovation & Entrepreneurship).
  • 3.8.  Enhance the College’s residential program to further engage students in campus life (e.g. peer-to-peer tutoring, studying groups, outdoor group activities, etc.).

Strategic priority area 4: Accreditation

Achieve accreditation from recognized and well respected accrediting bodies to safeguard and promote the commitment of Perrotis College to high standards in education and to continual improvement.

Main strategic themes

  • 4.1.  Continue to pursue accreditation from the New England Commission of Higher Education (NECHE).
  • 4.2.  Take advantage of existing agreement with Warren Wilson College to provide credit to US students attending PerrotisCollege.

Strategic priority area 5: Personnel

Enhance personnel capabilities and availability, through attracting, developing and retaining talented faculty and staff.

Main strategic themes

  • 5.1.  Recruit highly qualified and reputed faculty and research staff.
  • 5.2.  Increase the number of international faculty members by attracting, either as permanent teaching staff or as guest speakers / visiting lecturers.
  • 5.3.  Professional development of faculty (increase number of academic publications, participation in conferences, support participation in panels as experts, etc.).
  • 5.4.  Assess future administrative support needs and correspondingly recruit skilled administrative personnel.
  • 5.5.  Strengthen culture of cooperation, teamwork and trust; foster an environment where faculty and staff strive for common goals.
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