2025-2030 Strategic Plan Feedback
Cerro Coso Community College is in the final stages of completing its 3-year update of its strategic plan. The primary purpose of the strategic plan is to set institutional priorities for the period covered by the plan. This is done at the same time and on the same cycle as a review of the institution’s mission, vision, values, and institution-set standards. The institutional priorities established as strategic goals are based on the college mission, with goal setting relying on data analysis from the mission review, performance on the institution-set standards, and successful accomplishment of prior strategic goals as measured by a variety of student learning, student achievement, equity, and operational metrics.
You will notice right away that there are a couple of changes from previous strategic plans. The first is that the period has been set for five years instead of three years, 2025-2030 instead of 2025-2028. This is because the KCCD district-wide strategic plan has been adjusted to five years to provide a farther look out for better future casting (perhaps you've heard the Chancellor talk about this in a briefing or a townhall), and the expectation is that each college will align with the district plan.
The other change is that you will see no targets being set this time around, indeed very little data at all in the document itself. This is the result of long conversations by the task force that in the spirit of continuous quality improvement the important thing is an upward trend in the institution's key performance indicators, less important being the attainment of a particular number or percentage rate after three years, or now five years.. Moreover, in several instances more than one goal contributes to more than one indicator, making the one-to-one setting of goals--this goal to that outcome--less direct. The college's performance on these metrics will continue to be assessed and communicated out to the college community annually in committees and work groups, conveyed in Progress Reports, and posted to the IR website. That's where the data will be.
The second of the two documents is a proposed revision to the institution-set standards. These are also reviewed every time the strategic plan is updated and revised if the task force believes a revision is necessary. Institution-set standards are required by our accrediting commission as a way the college holds itself accountable for achieving its mission and to evaluate its progress and inform plans for continued improvement and innovation.
A change in the institution set standards this cycle was to replace "Completed English and math in the first year" with "Attempted English and math by the end of the first year." The task force felt that using the SCFF definition of counting only first-year students who complete both transfer level English and math, while important for funding, misses work crucial to the college's success. Studies show that even attempting English and math in the first year has a positive effect on student outcome and because the definition of the SCFF metric is first-year students, it excludes Early College students, a significant number of whom continue taking classes with us.
Finally, the task force is proposing a revision to the Mission Statement. While not different so much in substance from the prior statement, the task force felt an adjustment of position and emphasis was desirable.
We would like your input! Please give us your thoughts. These **draft** versions were developed by the Strategic Plan Task Force, a group composed of faculty, classified staff, and management representatives. You may have seen an earlier version of the strategic plan goals at a senate or cabinet meeting. These final **draft** are available now and open for feedback until close of business on Friday, April 25. At that time, final versions will be compiled and presented at College Council for recommendation to the president. Thank you for your interest in this process and your ideas for improvement!
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