Introduction for SLOCCCD Strategic Plan2014-2017 rev 04 ...
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San Luis Obispo County Community College District
STRATEGIC PLAN2014 - 2017
Institutional Objectives describe the strategies that will be
undertaken to achieve the Institutional Goals.
San Luis Obispo County Community College District
San Luis Obispo Campus North County Campus South County Center Distance Education
San Luis Obispo CountyCommunity College District
STRATEGIC PLAN2014 - 2017
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San Luis Obispo County Community College District Mission, Vision, and Values Mission Cuesta College is an inclusive institution that inspires diverse student populations to achieve their educational goals. We effectively support students in their efforts to improve foundational skills, transfer to four‐year institutions, earn certificates or associate degrees, and advance in the workforce. Through dynamic and challenging learning opportunities, Cuesta College improves lives by promoting cultural, intellectual, and professional growth. We prepare students to become engaged citizens in our increasingly complex communities and world. Vision Cuesta College is dedicated to accessible, high‐quality education for the support and enhancement of student success, professional development, and the community we serve. Values Access, Success, and Excellence
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Letter from the Superintendent/President The San Luis Obispo County Community College District integrated planning model is a cycle of
evaluation, development of goals and objectives, resource allocation, plan implementation, and
re‐evaluation. Through this annual cycle the district assesses institutional effectiveness and improves
its services to our students.
The San Luis Obispo County Community College District Strategic Plan 2014‐2017* is the result of our
district‐wide collaboration to create a plan that is focused on progress toward Institutional Goals as
outlined in the San Luis Obispo County Community College District Educational Master Plan Addendum
2011‐2016.
Our district has been heavily engaged in dialogue throughout the process. On September 12, 2013 a
workshop was held to initiate the draft San Luis Obispo County Community College District Strategic
Plan 2014‐2017. During this workshop, attendees assessed the district’s performance on the
completion of the objectives identified in the San Luis Obispo County Community College District
Strategic Plan 2012‐2014 and made recommendations to the Strategic Planning Committee regarding
Institutional Objectives and Action Steps to be included in the San Luis Obispo County Community
College District Strategic Plan 2014‐2017.
Review of the proposed draft by the College Council, district constituent groups, and the Planning and
Budget Committee followed. The final draft of the SLOCCCD Strategic Plan 2014‐2017 was presented
to the Board of Trustees on February 5, 2014 as an information item.
Thank you for your sustained commitment and dedication to our integrated planning process.
Sincerely,
Gilbert H. Stork, Ed.D.
Superintendent/President
*The Strategic Planning Committee revised the Strategic Plan timeframe 2014‐2016 to 2014‐2017 to align with
the timeline for the development of the 2016‐2026 Education and Facilities Master Plan as recommended
following the planning processes assessment.
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This plan was produced by
Strategic Planning Committee 2013-2014
Gil Stork, Superintendent/President, co‐chair
Lisa Gray, Executive Assistant and assistant to co‐chairs
Dina Baca‐Ebeling, Foundation Support Coordinator
Shannon Hill, Executive Director Foundation/Advancement
Janice House, Director Computer Services
Margaret Korisheli, Division Chair, Fine Arts
Sandee McLaughlin, Vice President Student Services and College Centers, co‐chair
Pamela Ralston, Dean Academic Affairs
Mark Stengel, Director Library Learning Resources
Rich Taylor, Mathematics Faculty
Lisa Wearda, Director Allied Health
Deb Wulff, Vice President Academic Affairs
In collaboration with
September 12, 2013 Workshop Attendees
Administrators / Managers – 16
Classified Staff – 6
Faculty – 21
Responsible Parties
Dennis Baeyen, Division Chair, English
Kevin Bontenbal, Librarian and Academic Senate President
Ryan Cartnal, Director Institutional Research
Bret Clark, Interim Dean Academic Affairs
Shannon Hill, Executive Director Foundation/Advancement
Janice House, Director Computer Services
Marie Larsen, Mathematics Faculty
Sandee McLaughlin, Vice President Student Services and College Centers
Madeline Medeiros, Division Chair, Student Development
and Success
Cherie Moore, Human Development Faculty and Curriculum
Chair
Pamela Ralston, Dean Academic Affairs
Gary Rubin, Interim Executive Dean North County Campus
and South County Center
Toni Sommer, Vice President Administrative Services
Mark Stengel, Director Library Learning Resources
Gil Stork, Superintendent/President,
Deborah Wulff, Vice President Academic Affairs
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College Council 2013-2014
Ron Ruppert, Division Chair Biological Sciences, co‐chair
Kasey DeBernardi, assistant to co‐chairs
Kevin Bontenbal, Librarian and Academic Senate President
John Cascamo, Dean Academic Affairs
Deb Wulff, Vice President Academic Affairs, co‐chair
Matthew Green, Director Workforce Economic
Development, and Community Programs
Bret Clark, Dean Academic Affairs
Ilene French, CCCUE President
Brent LaMon, Social Sciences Faculty
Sandee McLaughlin, Vice President Student Services and College Centers
Jane Morgan, Division Chair Social Sciences
Nohemy Ornelas, Dean Student Services
Pamela Ralston, Dean Academic Affairs
Gary Rubin, Interim Executive Dean North County Campus
Kyle Siegwarth, Associated Students of Cuesta College
Toni Sommer, Vice President Administrative Services
Debra Stakes, CCFT President/Physical Sciences Faculty
John Stokes, Engineering and Technology Faculty
Gil Stork, Superintendent/President
Planning and Budget Committee 2013-2014
Toni Sommer, Vice President Administrative Svcs, co‐chair
Merlynn Foppiano, assistant to co‐chairs
Mary Ann Ambrose, Nursing Faculty
Bea Anderson, Performing Arts
Kevin Bontenbal, Library
Bret Clark, Dean Academic Affairs
Bill Demarest, Mathematics Faculty
Todd Frederick, Executive Assistant to the Superintendent/President and Board of Trustees
Shannon Hill, Executive Director Foundation/Advancement
Julie Hoffman, Mathematics Faculty
Eric McDonald, Computer Services
Sandee McLaughlin, Vice President Student Services and College Centers
Scott Medina, Associated Students of Cuesta College
Allison Merzon, Kinesiology, Health Sciences, Athletics Faculty, co‐chair
Rick Camarillo, Foundation Accountant, co‐chair
Barbara Miller, Mathematics Faculty
Pam Peachey, Division Chair, Nursing
Hunter Perry, Workforce and Economic Development
Jared Pfeiffer, Ceramics Faculty
Nanette Pina, Workforce and Economic Development
Terry Reece, Director Facilities Services, Planning and Capital Projects
Alan Ross, Engineering and Technology Faculty
Debra Stakes, Physical Sciences Faculty
Mark Stengel, Director Library
Gil Stork, Superintendent/President
Deb Wulff, Vice President Academic Affairs
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Table of Contents
Introduction 6
Summary: Institutional Goals 2011‐2016 and Institutional Objectives 2014‐2017 8
Institutional Goal 1
Institutional Objective 1.1 10
Institutional Objective 1.2 12
Institutional Objective 1.3 15
Institutional Objective 1.4 17
Institutional Objective 1.5 19
Institutional Objective 1.6 22
Institutional Goal 2
Institutional Objective 2.1 24
Institutional Objective 2.2 26
Institutional Goal 3
There are no Institutional Objectives under Institutional Goal 3 in SLOCCCD Strategic Plan
2014‐2017
Institutional Goal 4
Institutional Objective 4.1 30
Institutional Goal 5
Institutional Objective 5.1 32
Institutional Objective 5.2 34
Appendix
September 12, 2013 Workshop Materials 37
Strategic Planning Timeline 2014‐2017 by Date 52
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Introduction The San Luis Obispo County Community College District (SLOCCCD) Strategic Plan 2014‐2017 is the district’s short‐term plan. Following the district’s model of integrated planning, the strategic plan uses the Institutional Goals identified in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 to derive Institutional Objectives and Action Steps that describe how those Institutional Goals will be achieved. On September 12, 2013 the district engaged in a collaborative review of the Institutional Goals in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016. During that session data was presented by the Institutional Research Office and Responsible Parties leading to an assessment of progress toward completion of the Institutional Objectives and the effectiveness of each objective in making progress toward the Institutional Goal. Attendees reviewed and evaluated the data to determine whether to retain, modify or omit Institutional Objectives. Finally, Institutional Objectives and Action Steps for the SLOCCCD Strategic Plan 2014‐2017 were drafted and recommended to the Strategic Planning Committee. As a result of this September workshop, eight Institutional Objectives were retained from the SLOCCCD Strategic Plan 2012‐2014 in order to sustain the incremental progress toward the corresponding Institutional Goals. One Institutional Objective was added, and two Institutional Objectives were modified as noted in the summary that follows this section. Three Institutional Objectives were completed and do not appear in this strategic plan. Initially, this strategic plan was to be developed for the 2014‐2016 timeframe. In August 2013, following the district’s planning processes assessment, a recommendation to revise the term of the next strategic plan from 2014‐2016 to 2014‐2017 to align with the timeline for the development of the 2016‐2026 Education and Facilities Master Plan was presented. The recommendation was accepted and the term of this strategic plan is for 2014‐2017. The primary components of the strategic plan are: Institutional Goals that were developed as part of the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 are broad statements that articulate how the district intends to address current and anticipated challenges. Rationale for each Institutional Goal is included in the strategic plan. Institutional Objectives describe the initiatives that will be undertaken to achieve the Institutional Goals. The rationale and strategy for each Institutional Objective is included in the strategic plan. Strategy for Institutional Objectives describes more specifically the approach to be undertaken to achieve the objective.
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Assessment of Institutional Objectives describe how effective the Action Steps were in moving
the district toward achievement of the Institutional Objectives. These results will be
consolidated in the annual San Luis Obispo County Community College District Progress Report.
Action Steps describe in step‐by‐step sequence how the Institutional Objectives will be
accomplished and assessed. Each Action Step includes these components:
Responsible Party identifies the group or office assigned with the responsibility to launch, oversee, and complete the Action Steps. The responsible group or office may complete the Action Steps or may collaborate with others to complete the Action Steps. The assignment of a responsible group or office is essential for accountability.
Target Completion Date conveys the timeline for completion. As such, the target completion date also conveys the district’s priority for effort to be dedicated to the Institutional Objective.
Progress is a brief statement describing the results of the Action Step. The information in this column is used to prepare the annual San Luis Obispo County Community College District Progress Report. Implications for Next Year’s Action Steps describe adjustments that may be needed if the progress described in the previous column requires changes to subsequent Action Steps. This information is included in the annual San Luis Obispo County Community College District Progress Report. A master calendar of the target completion dates for the action steps in this strategic plan was developed and will be used to verify that responsible parties are completing the action steps. Completion of the action steps identified in this plan is also supported in the following ways through the resource allocation process.
The Institutional Program Planning and Review process includes the requirement that units address how they contribute to the achievement of Institutional Goals and/or Institutional Objectives.
Requests for funding are prioritized by the Planning and Budget Committee using a rubric that gives the highest scores to proposals that will contribute to the achievement of the Institutional Goals and/or the Institutional Objectives or that are the result of student learning outcome measurements.
SLOCCCD has established an Institutional Objectives Fund. These funds will be distributed through a mini‐grant process and allocations will be based on the extent to which the funding will contribute to the achievement of an Institutional Objective.
The San Luis Obispo County Community College District Strategic Plan 2014‐2017 is a central component of the district’s cycle of developing plans linking those plans to resources implementing plans assessing progress revising plans based on the outcomes.
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Summary: Institutional Goals 2011‐2016 and Institutional Objectives 2014‐2017 Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses.
Institutional Objective 1.1: Increase the percentage of transfer‐directed students who are transfer prepared by 2% annually (retained from SLOCCCD Strategic Plan 2012‐2014) Institutional Objective 1.2: Increase the percentage of degree‐ or certificate‐ directed students who complete degrees or certificates by 2% annually (retained) Institutional Objective 1.3: Increase successful completions in distance education courses by 2% annually (retained) Institutional Objective 1.4: Increase English as a second language credit course success and improvement rates by 2% annually (retained) Institutional Objective 1.5: Increase basic skills course success and improvement rates by 2% annually (retained) Institutional Objective 1.6: Increase the percentage of first‐time students who complete the fall semester and continue to the immediate spring semester at Cuesta College by 2% annually (new)
Institutional Goal 2: San Luis Obispo County Community College District will build a sustainable base of enrollment by effectively responding to the needs of its local service area.
Institutional Objective 2.1: Increase the capture rate of the local 24‐ 40 age cohort by 2% annually (retained) Institutional Objective 2.2: Increase the local high school capture rate by 2% annually (retained)
Institutional Goal 3: San Luis Obispo County Community College District will assess and improve the quality and effectiveness of its participatory governance and decision‐making structures and processes.
(SLOCCCD Strategic Plan 2012‐2014 Institutional Objectives complete. No new objectives for 2014‐2017).
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Institutional Goal 4: San Luis Obispo County Community College District will implement,
assess, and improve its integrated planning processes.
Institutional Objective 4.1: Train the internal community about the integrated planning Processes (retained) (SLOCCCD Strategic Plan 2012‐2014 Institutional Objective 4.2 complete)
Institutional Goal 5: San Luis Obispo County Community College District will strengthen its partnerships with local educational institutions, civic organizations, businesses, and industries.
Institutional Objective 5.1: Strengthen the partnership with local K‐12 instructional administrators and faculty to improve incoming high school student success (modified) Institutional Objective 5.2: Strengthen partnerships with regional universities to improve student transfer rates (modified)
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Rationale for Institutional Goal 1: Institutional Goal 1 is the district’s response to Challenge 1 in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum: How can the district support students in their efforts to complete transfer requirements, degrees and certificates? This challenge is derived from the national and state emphasis on increasing student completion of degrees and certificates and evidence that the overall number of degrees and certificates awarded has decreased significantly over the last seven years (refer to pages 11 and 12 in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum).
Institutional Objective 1.1 Increase the percentage of transfer‐directed students who are transfer prepared by 2% annually
Rationale for Institutional Objective 1.1
In survey results cited in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 students reported that
course scheduling was the most significant barrier to their academic success (refer to Figure 0‐29, page 121). Review of the Strategic Plan Update
data at the district‐wide workshop held on September 12, 2013 showed San Luis Obispo County Community College District met the two percent
increase of transfer‐directed students who are transfer prepared in 2012‐2013. Workshop attendees voted to continue with this institutional
objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results.
Strategy for Institutional Objective 1.1 Create clear paths for transfer completion by educating students about the Associate Degrees for Transfer (ADTs), mapping the required courses for these degrees, and addressing availability of those courses.
Assessment of Institutional Objective 1.1
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 1.1 Responsible Party
Target Completion
Date Progress
Implications for Next Year’s Action Steps
1.1.1 – Develop, market, and conduct a regular schedule of ADT workshops for students
Vice President Student Services and College Centers (in conjunction with Counseling Department)
July 2014
1.1.2. ‐ Refine and utilize the Argos report to be run in the Fall and Spring semesters identifying ‘transfer ready’ students. Using the report, make timely interventions to identified students informing them of important transfer‐related information
Vice President Student Services and College Centers (in conjunction with the Transfer Center)
January 2015 and every fall and spring term thereafter
1.1.3. ‐ Publish flow charts for all CCCCO approved Associate Degrees for Transfer (ADTs)
Vice President Academic Affairs (in consultation with Vice President of Student Services and College Centers, and Enrollment Management and Curriculum Committees)
June 2015
1.1.4. ‐ Schedule a predictable pattern of ADT‐required courses so students can complete degree requirements in two years (given a fall start)
Vice President Academic Affairs (in consultation with Vice President of Student Services and College Centers, Enrollment Management Committee, and Curriculum Committee)
June 2016
1.1.5– Assess progress toward Institutional Objective 1.1 and recommend improvements, revisions, refinements
Vice President Academic Affairs, Vice President Student Services and College Centers, and Director, Institutional Research
December 2016
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Institutional Objective 1.2 Increase the percentage of degree‐ or certificate‐directed students who complete degrees or certificates by 2% annually
Rationale for Institutional Objective 1.2
In survey results cited in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 students reported that
course scheduling was the most significant barrier to their academic success (refer to Figure 0‐29, page 121). Additionally, the Student Success
and Support Program mandates have placed renewed focus on assuring student completion of a student education plan. Review of the Strategic
Plan Update data on September 12, 2013 showed San Luis Obispo County Community College District exceeded the 2% in 2012‐2013. Workshop
attendees voted to continue with this institutional objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results.
Strategy for Institutional Objective 1.2
Implement DegreeWorks to provide online student access to information related to degree progress and to provide the institution with course scheduling data based on students’ electronic Student Education Plans (SEPs).
Assessment of Institutional Objective 1.2
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 1.2 Responsible Party
Target Completion Date
Progress Implications for Next Year’s Action Steps
1.2.1 ‐ Validate all critical source degree and certificate data for base year catalog 2014‐2015
Vice President Academic Affairs (in consultation with Vice President Student Services and College Centers, Curriculum Committee, and Articulation Officer)
July 2014
1.2.2 ‐ Implement Degree Works according to Project Plan
Phase I – as determined by project team:
Scope (ADTs)
Training
Hardware/software setup
Scribing setup
Alpha Testing
Beta Testing
Implementation
Vice President Student Services and College Centers (in consultation with Degree Works Taskforce)
July 2014 – April 2015
1.2.3 ‐ Implement DegreeWorks Project Plan Phase II – roll out to students, including interface to MIS SS reporting
Scope (all degrees/certificates)
Marketing
Web interface
Debugging
Policy decisions
VP Academic Affairs (in consultation with the Deans
Of academic affairs and the Enrollment Management Committee)
April 2016
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1.2.4 ‐ Test report capability for course demand from SEP online data
Vice President Student Services and College Centers (in consultation with Director of Admissions and Records, Degree Works Taskforce, Computer Services and Director, Institutional Research)
April 2016
1.2.5 – Utilize data from DegreeWorks to predict student demand and adjust course offerings for 2017‐2018 in support of student planning
Vice President Academic Affairs (in consultation with the deans of academic affairs)
June 2016
1.2.6 ‐ Evaluate business practices, assess launch and identify refinements
Vice President Student Services and College Centers (in consultation with Director of Admissions and Records, and Degree Works Taskforce)
August 2016
1.2.7 – Implement refinements of Degree Works based on assessment
Vice President Student Services and College Centers (in consultation with Director Admissions and Records, Degree Works Taskforce, and Articulation Officer)
December 2016
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Institutional Objective 1.3 Increase the successful completions in distance education courses by 2% annually Rationale for Institutional Objective 1.3 Distance education courses are in high demand by students, however, research indicates that the success rate for students has been lower than for
those in traditional classes (http://www.cuesta.edu/aboutcc/documents/inst_research/SUCCESS_FALL.pdf) as presented at the Educational Master
Plan Addendum Workshop in spring 2012. In the strengths‐weaknesses‐opportunities‐threats analysis sessions held in spring 2010 as part of the
development of the San Luis Obispo County Community College District Strategic Plan 2010‐2013, participants identified training for faculty teaching distance education courses was needed to improve the quality of distance education instruction and thereby increase students’ successful completion
of distance education courses. Review of the Strategic Plan Update data on September 12, 2013 showed San Luis Obispo County Community College
District exceeded the 2% increase in successful completions in distance education courses in 2012‐2013, however, student success in distance
education courses was lower than that of students attending the three physical locations. Workshop attendees voted to continue with this institutional
objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results.
Strategy for Institutional Objective 1.3 Implement a two‐pronged emphasis which addresses institutionalized professional development support for faculty and the development of distance education technology training modules for distance education students
Assessment of Institutional Objective 1.3
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 1.3 Responsible Party
Target Completion
Date Progress
Implications for Next Year’s Action
Steps
1.3.1 – Develop and conduct faculty professional development on best practice pedagogy and technology that lead to distance education student success
Vice President, Academic Affairs (in consultation with Academic Senate, Faculty Professional Development and Distance Education Committees)
July 2014
1.3.2 – Assess results of the current Chancellor’s Office survey of students in distance education courses and recommend additional steps to support students
Director Library Learning Resources and Distance Education (in consultation with DE Committee)
September 2014
1.3.3 ‐ Identify barriers to student success in distance education courses and report these findings to the Academic Senate, Vice President of Academic Affairs, and Vice President of Student Services and College Centers
Director Library Learning Resources and Distance Education (in consultation with DE Committee)
October 2014
1.3.4 ‐ Develop workshops and/or training modules for students on technological and other aspects of distance education success
Director Library Learning Resources and Distance Education (in consultation with DE Committee)
May 2015
1.3.5 ‐ Deliver one or more workshops/training modules to potential distance education students
Director Library Learning Resources and Distance Education (in consultation with DE Committee)
August 2015
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Institutional Objective 1.4
Increase English as a second language credit course success and improvement rates by 2% annually
Rationale for Institutional Objective 1.4
SLOCCCD ARCC data cited in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 indicates that the district
is below the state benchmark and peer groups on the measure of English as a second language (ESL) student improvement rates. Review of the
Strategic Plan Update data on September 12, 2013 showed a marginal increase in 2012‐2013 in success and a more substantial increase in
improvement. Workshop attendees voted to continue with this institutional objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on
first year results.
Strategy for Institutional Objective 1.4 Develop a process that ensures English as a second language (ESL) students complete a student education plan (SEP) by the time they have completed 15 units.
Assessment of Institutional Objective 1.4
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 1.4
Responsible Party Target
Completion Date
Progress Implications for Next Year’s Action Steps
1.4.1 – Identify a process that ensures ESL students complete an SEP by the time they complete 15 units
Vice President Student Services and College Centers (in consultation with Dean, Arts, Humanities and Social Sciences, Counseling, and Division Chair Student Development and Success)
December 2014
1.4.2 ‐ Implement the process with ESL students enrolled in ESL 053, ESL 054 and ESL 099E
Dean, Arts, Humanities and Social Sciences (in consultation with Counseling and Division Chair Student Development and Success)
May 2015
1.4.3 – Assess ESL course improvement and success rates
Dean, Arts, Humanities and Social Sciences (in consultation with Counseling and Division Chair Student Development and Success)
August 2015
1.4.4 – Refine process for SEP completion based on assessment results
Vice President Student Services and College Centers (in consultation with Dean, Arts, Humanities and Social Sciences, and Division Chair Student Development and Success)
December 2015
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Institutional Objective 1.5
Increase basic skills course success and improvement rates by 2% annually
Rationale for Institutional Objective 1.5 SLOCCCD ARCC data cited in the SLOCCCD Educational Master Plan 2011‐2016 indicates that the district is below the state benchmark and peer
groups on the measure of student improvement rates for basic skills. Review of the Strategic Plan Update data on September 12, 2013 showed
the improvement rate modestly improved in 2012‐2013. Workshop attendees voted to continue with this institutional objective beyond the
SLOCCCD Strategic Plan 2012‐2014 based on first year results.
Strategy for Institutional Objective 1.5 Develop a process that ensures students in developmental coursework complete a student education plan (SEP) by the time they have completed 15 units.
Assessment of Institutional Objective 1.5
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 1.5 Responsible
Party
Target Completion
Date Progress
Implications for Next Year’s Action
Steps 1.5.1 ‐ Identify a process that ensures basic skills students complete a student education plan (SEP) by the time they complete 15 units
Vice President, Student Services and College Centers (in consultation with Deans of Ac. Affairs and Division Chairs Student Development and Success and English, Mathematics and the Student Support and Success Committee)
December 2014
1.5.2 ‐ Perform discipline specific curriculum alignment within each Basic Skills Discipline to increase effective and timely instruction and student success
Vice President, Academic Affairs (in consultation with Deans, Division Chairs English, Mathematics and Student Development and Success)
May 2015
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1.5.3 ‐ Implement the student education plan (SEP) process with basic skills students in College Success Studies 036, College Success Studies 120, English 099, Math 003 and Math 007
Vice President, Student Services and College Centers (in consultation with Deans, Division Chairs English, Mathematics and Student Development and Success)
May 2016
1.5.4 ‐ Assess basic skills course improvement and success rates
Vice President, Student Services and College Centers (in consultation with Deans, Division Chairs English, Mathematics and Student Development and Success)
December 2016
1.5.5 ‐ Refine process for SEP completion based on assessment results
Vice President, Student Services and College Centers (in consultation with Deans, Division Chairs English, Mathematics and Student Development and Success)
May 2017
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Institutional Goal 1: San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates, and courses. Institutional Objective 1.6
Increase the percentage of first‐time students who complete the fall semester and continue to the immediate spring semester at Cuesta College by two percent.
Rationale for Institutional Objective 1.6 Cuesta College’s first‐time, part‐time students, the largest sector of our population, have a substantially lower persistence to the second semester than their full‐time peers according to data reviewed September 12, 2013. Workshop attendees voted to include this new objective in 2014‐2017 based on these data. Strategy for Institutional Objective 1.6 Direct Student Success and Support Program services to students least likely to complete and persist.
Assessment of Institutional Objective 1.6
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
Action Steps for
Institutional Objective 1.6
Responsible Party Target
Completion Date
Progress Implications for
Next Year’s Action Steps
1.6.1 –Determine the cohort of first‐time students that drop at the highest rate within the first two semesters. Report these findings to the Enrollment Management Committee and the Superintendent/ President’s Cabinet.
Director of Institutional Research
December 2014
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1.6.2 –Implement a plan to increase student persistence for the target population identified
Vice President Student Services and College Centers and Student Success Center Supervisor (in consultation with the Student Support and Success Committee)
September 2015
1.6.3 – Assess persistence of the target population and modify student support as needed to increase student persistence on an annual basis
Vice President Student Services and College Centers (in consultation with Director, Institutional Research and Student Support and Success Committee)
September 2016
1.6.4 ‐ Provide professional development for faculty on high impact practices in the classroom to promote success
Vice President Student Services and College Centers (in consultation with the Faculty Professional Development Committee and the Student Support and Success Committee)
December 2016
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Institutional Goal 2: San Luis Obispo County Community College District will build a sustainable base of enrollment by effectively responding to the needs of its local service area. Rationale for Institutional Goal 2: Institutional Goal 2 is the district’s response to Challenge 2: How can the district best serve its changing community and potential pool of students? This challenge is derived from county population projections that college‐going ages of 18‐25 are expected to decline and that the overall economic downturn has dampened enrollment (refer to pages 12 and 13 in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum).
Institutional Objective 2.1 Increase the capture rate of the local 24‐ 40 age cohort by 2% annually Rationale for Institutional Objective 2.1 Review of the Strategic Plan Update data on September 12, 2013 showed a leveling off of 24‐40 year‐olds in the county in 2012‐2013. The San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum data also projects a downturn of the 18‐25 age group in the district (Figure 3‐21) as well as a decrease in the number of local high school graduates (Figure 3‐5). These projections prompted the district to focus on local re‐entry age students to expand/maintain the size of its student population. Workshop attendees voted to continue with this institutional objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results. Strategy for Institutional Objective 2.1 Better match SLOCCCD course offerings with preferences of students in the 24‐40 age cohort
Assessment of Institutional Objective 2.1
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 2.1 Responsible Party
Target Completion Date
Progress Implications for Next Year’s Action Steps
2.1.1 ‐ Utilize institutional data to determine schedule preferences of students in the 24 to 40 year old cohort
Director Institutional Research (in consultation with Vice President Academic Affairs)
May 2015
2.1.2 ‐ Present the results of the data analysis in 2.1.1 to the Enrollment Management Committee and Academic Affairs
Director Institutional Research (in consultation with Vice President Academic Affairs)
September 2015
2.1.3 – Form a taskforce consisting of Enrollment Management Committee members and Academic Deans to recommend scheduling changes to be implemented by Academic Affairs
Vice President Academic Affairs
October 2015
2.1.4 – Assess the impact of scheduling changes made as a result of the scheduling recommendations identified by the taskforce and make changes based upon this assessment.
Director of Institutional Research and Vice President Academic Affairs
December 2016
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Institutional Goal 2: San Luis Obispo County Community College District will build a sustainable base of enrollment by effectively responding to the needs of its local service area. Institutional Objective 2.2
Increase the local high school capture rate by 2% annually Rationale for Institutional Objective 2.2
As cited in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum (Figure 3‐5), local high school enrollments and graduates are predicted to decrease prompting the need for San Luis Obispo County Community College District to capture a greater percentage of recent high school graduates in order to maintain its current level of enrollment. Review of the Strategic Plan Update data on September 12, 2013 showed the high school rate of attendance continues to decline and the district did not meet its two percent goal. Workshop attendees voted to continue with this institutional objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results.
Strategy for Institutional Objective 2.2 Implement a two‐pronged approach to increasing the capture rate of high school graduates by strengthening introduction of local high school students to Cuesta College through increased enrichment enrollment opportunities and by providing incentives to local high school graduates with the Cuesta College Promise Program. Assessment of Institutional Objective 2.2
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
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Action Steps for
Institutional Objective 2.2:
Responsible Party Target
Completion Date
Progress Implications for Next Year’s Action Steps
ENRICHMENT
2.2.1 – Initiate dialogue with local high school administrators to increase academic opportunities for local high school enrichment students
Vice President of Academic Affairs
December 2014
2.2.2 – Create a list of potential course offerings for local high school students based upon a needs assessment
Vice President of Academic Affairs
March 2015
2.2.3 – Collaborate with local high school administrators to build a schedule of identified courses to meet the needs of local high school students simultaneously enrolled in high school and college courses
Vice President of Academic Affairs
September 2015
2.2.4 – Assess the operational implementation of high school enrichment scheduling by polling local high school administrators and students
Vice President of Academic Affairs
May 2016
28
CUESTA COLLEGE PROMISE PROGRAM
2.2.5 ‐ Assess operational implementation of the Promise Program Fall 2014
Superintendent/President (in consultation with the Executive Director, Advancement/Foundation, Dean of Student Services, and the Promise Task Force)
December 2014
2.2.6 – Implement operational modifications to the Promise Program based on assessment
Superintendent/President (in consultation with the Executive Director, Advancement/Foundation, Dean of Student Services, and the Promise Task Force)
February 2015
2.2.7 – Assess capture rate of the Fall 2014 cohort of Promise Program students
Superintendent/President (in consultation with the Executive Director, Advancement/Foundation, Dean of Student Services, the Promise Task Force, and the Director, Institutional Research)
April 2015
2.2.8 – Compare historical disaggregated data of local high school students attending Cuesta College to the Fall 2014 cohort of students in the Promise Program to identify populations who are under‐enrolling and report findings
Director of Institutional Research (in consultation with Enrollment Management, Vice President Student Support and College Centers, and Vice President Academic Affairs)
April 2015
29
2.2.9 ‐ Assess the capacity to sustain or expand the Promise Program for implementation in the 2016‐2017 year
Superintendent/President (in consultation with the Executive Director, Advancement/Foundation)
May 2015
2.2.10 ‐ Implement strategies and modifications as identified by Promise Taskforce and recommended to the Enrollment Management Committee
Superintendent/President (in consultation with the Executive Director, Advancement/ Foundation; and Dean of Student Services)
September 2015
2.2.11 ‐ Convene Promise Taskforce to review data in 2.2.8 and to recommend changes to improve underrepresented student enrollment and report findings to the Enrollment Management Committee
Superintendent/President (in consultation with the Executive Director, Advancement/ Foundation; and Dean of Student Services)
October 2015
2.2.12– Pursue additional funding opportunities for expansion of the Promise Program beyond the pilot model
Superintendent/President (in consultation with the Executive Director, Advancement/Foundation)
December 2016
2.2.13 – Assess progress toward Institutional Objective 2.2 and recommend improvements, revisions/refinements
Director of Institutional Research (in consultation with the Executive Director, Advancement/Foundation, Dean of Student Services, and the Promise Taskforce)
September 2017
30
Institutional Goal 4: San Luis Obispo County Community College District will implement, assess, and improve its integrated planning processes. Rationale for Institutional Goal 4: Institutional Goal 4 was developed in response to the recommendations from the fall 2010, fall 2011, and fall 2012 visiting team evaluation reports prepared by representatives of the Accrediting Commission for Community and Junior Colleges.
Institutional Objective 4.1 Train the internal community about the integrated planning processes Rationale for Institutional Objective 4.1 This Institutional Objective reflects the district’s commitment to sustaining the planning processes described in the San Luis Obispo County Community College District Integrated Planning Manual 2012. Dialogue at the September 12, 2013 Strategic Planning Workshop reflected interest in continuing training on the integrated planning process. Workshop attendees strongly supported continuing with this institutional objective beyond the SLOCCCD Strategic Plan 2012‐2014 based on first year results. Strategy for Institutional Objective 4.1 Institutionalize training about the integrated planning process
Assessment of Institutional Objective 4.1
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
31
Action Steps for
Institutional Objective 4.1
Responsible Party Target
Completion Date Progress
Implications for Next Year’s Action Steps
4.1.1 – Incorporate integrated planning information into employee training handbooks
Superintendent/President(in consultation with Executive Committee)
August 2015
4.1.2‐ Train new employees on the integrated planning process
Superintendent/President (in consultation with Executive Committee)
August 2015
4.1.3‐ Assess gaps in continuous institutional integrated planning training and modify training processes based upon this assessment
Superintendent/President(in consultation with Executive Committee)
March 2016
32
Institutional Goal 5: San Luis Obispo County Community College District will strengthen its partnerships with local educational institutions, civic organizations, businesses, and industries. Rationale for Institutional Goal 5: Institutional Goal 5 was developed in response to Challenge 3 in the San Luis Obispo County Community College District Educational Master Plan 2011‐2016 Addendum: How can the district most effectively continue to serve students’ needs for higher education despite external pressures? In the strengths‐weaknesses‐opportunities‐threats analysis sessions held in spring 2010 as part of the development of the San Luis Obispo County Community College District Strategic Plan 2010‐2013 participants recommended that leveraging community partnerships to expand students’ opportunities is more important than ever given the current economic downturn (see pages 15‐16). Institutional Objective 5.1
Strengthen the partnership with local K‐12 instructional administrators and faculty to improve incoming high school student success.
Rationale for Institutional Objective 5.1
Institutional Objectives 5.1 and 5.2 are the district’s commitment to renew and expand its partnerships with all facets of the external
educational including K‐12 and regional universities. Workshop attendees voted to continue with this institutional objective beyond the
SLOCCCD Strategic Plan 2012‐2014 based on first year results. The Strategic Planning Committee took the recommendation and elected to
address two modified objectives, separating K‐12 from universities.
Strategy for Institutional Objective 5.1
Increase collaboration and opportunity for dialogue between Cuesta College and local K‐12 schools to facilitate a smooth curriculum transition for students from high school to college, thereby improving their academic success at Cuesta College.
Assessment of Institutional Objective 5.1
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
33
Action Steps for
Institutional Objective 5.1 Responsible Party
Target Completion Date
Progress Implications for Next Year’s Action Steps
5.1.1 – initiate faculty to faculty dialogue between Cuesta faculty and their high school counterparts concerning course alignment
Vice President, Academic Affairs and Academic Senate
December 2014
5.1.2– Establish dialogue with K‐12 administrators and faculty regarding the K‐12 Common Core curriculum and academic success
Vice President, Academic Affairs and Academic Senate
December 2014
5.1.3 ‐ Identify gaps between Common Core Curriculum and Cuesta College curriculum
Deans of Academic Affairs
April 2015
5.1.4 – Make changes, as necessary, to course curriculum to remove gaps
Deans of Academic Affairs
September 2015
34
Institutional Goal 5: San Luis Obispo County Community College District will strengthen its partnerships with local educational institutions, civic organizations, businesses, and industries. Institutional Objective 5.2
Strengthen partnerships with regional universities to improve student transfer rates.
Rationale for Institutional Objective 5.2
Institutional Objectives 5.1 and 5.2 are the district’s commitment to renew and expand its partnerships with all facets of the external
educational including K‐12 and regional universities. Workshop attendees voted to continue with this institutional objective beyond the
SLOCCCD Strategic Plan 2012‐2014 based on first year results. The Strategic Planning Committee took the recommendation and elected to
address two modified objectives, separating K‐12 from universities.
Strategy for Institutional Objective 5.2
Increase collaboration and opportunity for dialogue between Cuesta College and regional universities to improve articulation and facilitate Cuesta College student successful transfer to Cal Poly San Luis Obispo and Cal State University Channel Islands.
Assessment of Institutional Objective 5.2
2015 Spring Assessment
2016 Spring Assessment
2017 Spring Assessment
Action Steps for
Institutional Objective 5.2 Responsible Party
Target Completion Date
Progress Implications for Next Year’s Action Steps
5.2.1 ‐ Identify gaps in course articulation with regional universities and report these gaps to the Vice President of Student Services and College Centers
Vice President Student Services and College Centers, and Articulation Officer
September 2014
35
5.2.2 ‐ Implement changes to processes to ensure that gaps are minimized for new courses or existing courses that undergo major modifications
Vice President Student Services and College Centers, and Articulation Officer
November 2014
5.2.3 –Establish regular meetings between Cal Poly San Luis Obispo Associate Director of Admissions and Articulation Officer and Cuesta College Transfer Center Coordinator and Articulation Officer to address issues with articulation, transfer selection criteria and the CSU Mentor application
Vice President Student Services and College Centers, Transfer Center Coordinator, and Articulation Officer
December 2014
5.2.4‐ Develop an annual CSU Channel Islands visit to Cuesta College to meet with students and to provide a campus update to Counseling and Student Services staff
Vice President Student Services and College Centers, Director of Counseling Services, and Transfer Center Director
March 2015
5.2.5 ‐ Develop an annual Cal Poly San Luis Obispo visitation days for Cuesta College transfer students
Vice President Student Services and College Centers, Director of Counseling Services and Transfer Center Director
March 2016
5.2.6 – Host the regular biannual regional articulation meeting with UC, CSU and community college representatives
Vice President Student Service and College Centers, Director of Counseling Services and Transfer Center
November 2016
APPENDIX
37
San Luis Obispo County Community College District Strategic Planning 2014‐2017
September 12, 2013 | 2:30 – 5:00pm | Room 5401
2:30 – 2:50pm Introduction Dr. Stork Strategic Planning Sandee McLaughlin
2:50 – 3:25pm Institutional Goal 1 – Ryan Cartnal
Data Presented
Consider Each Institutional Objective
3:25 – 3:40pm Institutional Goal 2 – Ryan Cartnal
Data Presented
Consider Each Institutional Objective
3:40 – 3:50pm Institutional Goal 3 – Pamela Ralston
Data Presented
Consider Each Institutional Objective
3:50 – 4:00pm Institutional Goal 4 – Deb Wulff
Data Presented
Consider Each Institutional Objective
4:00 – 4:15pm Institutional Goal 5 – Dr. Stork
Data Presented
Consider Each Institutional Objective
4:15 – 5:00pm Develop Proposed Strategies – Dr. Stork and Sandee McLaughlin
Materials at each table:
Agenda (white)
Voting cards (red and green)
Vote Tally Sheets (pink)
Materials provided later:
Our Changing Landscape (yellow)
Strategy and Rationale Worksheet by Institutional Objective (green)
Sample Strategy and Rationale Worksheet (blue)
Data from the Research Office
38
San Luis Obispo County Community College District Strategic Planning 2014‐2017
September 12, 2013 | 2:30 – 5:00pm | Room 5401
Table Leads (alphabetically by last name)
Institutional Objectives 1.1 and 1.2 Bret Clark, Thea LaBrenz, and Cherie Moore ‐ Deb
Institutional Objective 1.3 Kevin Bontenbal and Mark Stengel ‐ Deb
Institutional Objectives 1.4 and 1.5 Dennis Baeyen, Madeline Medeiros, Barb Miller, and Rich Taylor – Pamela
REVISED DRAFT New Institutional Objective 1.6: “Increase the percentage number of first time students who complete the first semester and continue to their second semester at Cuesta College.”
Institutional Objective 1.6 Greg Baxley, Sally Demarest,
Luis Gonzalez ‐ Pamela
Institutional Objective 2.1 Kristin Pimentel and Lisa Wearda ‐ Sandee
Institutional Objective 2.2 Jenn Martin, Cande Munoz, and Gary Rubin ‐ Sandee
Institutional Objectives 3.1, 3.2, Lisa Gray and Marie Larsen – 4.1, and 4.2 Pamela and Deb
Institutional Objectives 5.1 and 5.2 Dina Baca‐Ebeling, Shannon Hill, and Sharon Spatafora ‐ Sandee
San Luis Obispo County Community College District Strategic Planning 2014‐2017
September 12, 2013 | 2:30 – 5:00pm | Room 5401
Table Leads (alphabetically by last name)
Institutional Objectives 1.1 and 1.2 Bret Clark, Thea LaBrenz, and Cherie Moore ‐ Deb
Institutional Objective 1.3 Kevin Bontenbal and Mark Stengel ‐ Deb
Institutional Objectives 1.4 and 1.5 Dennis Baeyen, Madeline Medeiros, Barb Miller, and Rich Taylor – Pamela
REVISED DRAFT New Institutional Objective 1.6: “Increase the percentage number of first time students who complete the first semester and continue to their second semester at Cuesta College.”
Institutional Objective 1.6 Greg Baxley, Sally Demarest,
Luis Gonzalez ‐ Pamela
Institutional Objective 2.1 Kristin Pimentel and Lisa Wearda ‐ Sandee
Institutional Objective 2.2 Jenn Martin, Cande Munoz, and Gary Rubin ‐ Sandee
Institutional Objectives 3.1, 3.2, Lisa Gray and Marie Larsen – 4.1, and 4.2 Pamela and Deb
Institutional Objectives 5.1 and 5.2 Dina Baca‐Ebeling, Shannon Hill, and Sharon Spatafora ‐ Sandee
39
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1
1 2
Cuesta College is an inclusive institution that inspires diverse student populations to achieve their educational goals.
We effectively support students in their efforts to improve foundational skills, transfer to four-year institutions, earn certificates or associate degrees, and advance in the workforce.
3
Through dynamic and challenging learning opportunities, Cuesta College improves lives by promoting cultural intellectual andby promoting cultural, intellectual, and professional growth. We prepare students to become engaged citizens in our increasingly complex communities and world.
4
Strategic Plan 2014-2017 is under the current Educational Master Plan.
Challenges were identified and Institutional Goals established based on data cited in the 2011-2016 Educational Master Plan and2011 2016 Educational Master Plan and Educational Master Plan Addendum.
Institutional goals do not change until new challenges are identified as associated with the 2016-2026 Educational and Facilities Master Plan.
5
Challenge 1: How can the District support students in their efforts to complete transfer requirements, degrees and certificates?
Challenge 2: How can the District best serve its C a e ge o ca t e st ct best se e tschanging community and potential pool of students?
Challenge 3: How can the District most effectively continue to serve students’ needs for higher education despite external pressures?
6
40
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2
Goal 1: SLOCCCD will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees, certificates and coursescertificates, and courses.
Goal 2: SLOCCCD will build a sustainable base of enrollment by effectively responding to the needs of its local service area.
7
Goal 3: SLOCCCD will assess and improve the quality and effectiveness of its participatory governance and decision-making structures and processes.
Goal 4: SLOCCCD will implement, assess, and improve its integrated planning process.
Goal 5: SLOCCCD will strengthen its partnership with local educational institutions, civic organizations, businesses, and industries.
8
Review the Institutional Goals. (TODAY)
Review progress on achieving the Institutional Objectives. (TODAY)
Determine Institutional Objectives. (TODAY)Continue with Objectivej If work on objective is complete and/or institutionalized,
delete the objective. If there is new compelling data related to the challenges
identified for Institutional Goals, add an objective.
Note: Institutional Goals (under this EMP) do not necessarily have to have objectives in 2014-2017.
9
Determine assessments and action steps for the objectives for the next 3 years. Recommend 2017-2017 Strategies (the particular
approach/strategy to employ in order to best achieve the objective.) (TODAY)
1st draft Objectives, Strategies, Rationale, and Action steps composed. (Strategic Planning Committee task force)
Draft revised/refined with responsible parties and Strategic Planning Committee members.
Draft circulated District-wide for review/comment.
10
Determine assessments and action steps for the objectives for the next 3 years. (continued) Final draft forwarded to College Council and
Planning and Budget Committee. College Council distributes to constituents forCollege Council distributes to constituents for
review and comment. Planning and Budget consider feedback from
review and make recommendation to Superintendent/President.
If approved by Superintendent/President, Strategic Plan 2014-2017 is presented to Board of Trustees for information.
11
Objectives are supported by data as associated with Institutional Goals.
Strategies/action steps are achievable and sustainablesustainable.
Strategies/action steps are chosen as the best means of achieving progress toward Institutional Objectives and ultimately, Institutional Goals.
12
41
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3
Planning Overview
Review of Goals & voting on objectives –volunteer at each table to record votes
Brainstorming strategies for 2014-2017. Break out into Objectives by Table Table Leaders will facilitate discussion Recommended strategies and rationale to be
recorded on documents provided – for use by Strategic Planning Committee taskforce.
13
Questions?Questions?
14
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1
C U E S T A C O L L E G E
S L O C C C D
Strategic Planning Update
9 / 1 2 / 2 0 1 3
Cuesta College Mission Statement
Cuesta College is an inclusive institution that inspires a diverse student population to achieve their educational goals.We effectively support students in their efforts to improve foundational skills, transfer to four-year institutions, earn certificates or associatey , fdegrees, and advance in the workforce.Through dynamic and challenging learning opportunities, Cuesta College improves lives by promoting cultural, intellectual, and professional growth. We prepare students to become engaged citizens in our increasingly complex communities and world.
INSTITUTIONAL GOAL 1
San Luis Obispo County Community College District will enhance its programs and services to promote students’ successful completion of transfer requirements, degrees certificates and coursesdegrees, certificates, and courses.
INSTITUTIONAL OBJECTIVE 1.1
31.76% 32.77% 33.93%31.55% 32.18%
32.18% 32.82% 33.48%
30.00%
35.00%
40.00%
GOAL 1 - Strategic Objective 1.1: Increase the percentage of transfer‐directed students who are transfer prepared
by 2% annually
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2009 2010 2011 2012 2013 2014 2015
Percent Transfer Prepared Performance Goal
INSTITUTIONAL OBJECTIVE 1.1 (cont)
61.0%
50.6%
43.3%
6 %
50.4%
451 453
621
739
616653
617
40 0%
50.0%
60.0%
70.0%
500
600
700
800
Ra
te
can
ts t
o C
al
Po
ly
Cuesta Applications and Acceptance Rate to Cal Poly (F07 - F13)
27.7%
36.7% 35.8%
275
229269
205226 234
311
0.0%
10.0%
20.0%
30.0%
40.0%
0
100
200
300
400
2007 2008 2009 2010 2011 2012 2013
Acc
ep
tan
ce R
Nu
mb
er
of
Cu
est
a A
pp
lic
Acceptance Rate Cuesta Applicants Accepted Applicants
INSTITUTIONAL OBJECTIVE 1.1 (cont)
600
700
800
900
Cuesta Transfers to CSU and UC (2005/06 - 2011/12)
71 69 59 67 83 109 92
708782
716
547 518
616
534
0
100
200
300
400
500
2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12
Ax
is T
itle
CSU
UC
43
2/12/2014
2
INSTITUTIONAL OBJECTIVE 1.1
Given that our Goals will not change at this time, is an Objective related to transfer still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 1.2
22.46%
19.89%
22.82% 22.37%23.61%
22.82% 23.28% 23.74%
20.00%
25.00%
GOAL 1 - Institutional Objective 1.2: Increase the percentage of degree‐ or certificate‐ directed students who complete degrees or certificates by 2% annually
0.00%
5.00%
10.00%
15.00%
2009 2010 2011 2012 2013 2014 2015
Percent Awarded Degree/Certificate Performance Goal
INSTITUTIONAL OBJECTIVE 1.2 (cont)
1200
1400
1600
Cuesta College Degrees and Certificates Awarded (2007/08 - 2011/12)
706 712 647 668 667
616 664487 432 545
0
200
400
600
800
1000
2007/2008 2008/2009 2009/2010 2010/2011 2011/2012
Certificates
Degrees
INSTITUTIONAL OBJECTIVE 1.2
Given that our Goals will not change at this time, is an Objective related to degree and certificate completion still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 1.3
57.83%61.58% 60.37% 61.82%
64.73%
63.06% 64.32% 65.61%65.00%
75.00%
GOAL 1 - Institutional Objective 1.3: Increase successful completions in distance education courses by 2%
annually
15.00%
25.00%
35.00%
45.00%
55.00%
2009 2010 2011 2012 2013 2014 2015
Percent Successful Completions Performance Goal
INSTITUTIONAL OBJECTIVE 1.3 (cont)
57.
8%
68
.5%
61.
6% 70
.1%
68
.8%
61.
6% 6
9.4
%
65
.4% 72
.5%
71.0
%
60
.4%
70.0
%
65
.6% 73
.0%
71.2
%
61.
8%
72.7
%
65
.7% 71
.6%
70.7
%
64
.7% 70
.7%
71.1
%
73.0
%
71.8
%
50.0%
60.0%
70.0%
80.0%
tle
Fall Course Success Rates by Educational Region (2008 - 20012)
.0%
10.0%
20.0%
30.0%
40.0%
Distance Education
North County Campus
South County Centers
San Luis Obispo Campus
District
Ax
is T
it
Fall 2008 Fall 2009 Fall 2010 Fall 2011 Fall 2012
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3
INSTITUTIONAL OBJECTIVE 1.3
Given that our Goals will not change at this time, is an Objective related to course success in distance education still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 1.4a
59.97% 60.53%63.27%
61.75% 62.98% 64.24%
65.00%
75.00%
GOAL 1 - Institutional Objective 1.4: Increase English as a second language credit course success and improvement
rates by 2% annually - COURSE SUCCESS RATES
50.72% 49.73%
75
15.00%
25.00%
35.00%
45.00%
55.00%
2009 2010 2011 2012 2013 2014 2015
Percent Successful Completions Performance Goal
INSTITUTIONAL OBJECTIVE 1.4b
50.00%
56.77%
52.04%55.79%
60.00%
56.91% 58.04% 59.20%
50 00%
55.00%
60.00%
65.00%
GOAL 1 - Institutional Objective 1.4: Increase English as a second language credit course success and improvement
rates by 2% annually - IMPROVEMENT RATE
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
45.00%
50.00%
2009 2010 2011 2012 2013 2014 2015
Percent Improved Performance Goal
INSTITUTIONAL OBJECTIVE 1.4
Given that our Goals will not change at this time, is an Objective related to English as a Second Language course success and/or improvement still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 1.5a
65.39% 64.00% 62.55%
65.28% 66.59% 67.92%
65.00%
75.00%
GOAL 1 - Institutional Objective 1.5: Increase basic skills course success and improvement rates by 2% annually-
COURSE SUCCESS RATES
57.42% 59.08%
15.00%
25.00%
35.00%
45.00%
55.00%
2009 2010 2011 2012 2013 2014 2015
Percent Successful Completions Performance Goal
INSTITUTIONAL OBJECTIVE 1.5a (cont)
63.5%67.3%
68.1%
61.5% 56.4%59.9%
67.8%
66.4%
69.7%71.7%
55.0%
65.0%
75.0%
Disaggregated Basic Skills Success Rates
15.0%
25.0%
35.0%
45.0%
2009 2010 2011 2012 2013
Math English
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4
INSTITUTIONAL OBJECTIVE 1.5b
48.24% 48.30%50.95%
48.00%50.35%
48.96% 49.94% 50.94%
45.00%
50.00%
55.00%
GOAL 1 - Institutional Objective 1.5: Increase basic skills course success and improvement rates by 2% annually-
IMPROVEMENT RATE
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
2009 2010 2011 2012 2013 2014 2015
Percent Improved Performance Goal
INSTITUTIONAL OBJECTIVE 1.5b (cont)
48.9%
45.4% 46.0%
52.2%
47.4%
51.7%
56.9% 56.8%
47.7%45.0%
50.0%
55.0%
60.0%
Disaggregated Basic Skills Improvement Rates
45.4%
41.1%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
2009 2010 2011 2012 2013
Math English
INSTITUTIONAL OBJECTIVE 1.5
Given that our Goals will not change at this time, is an Objective related to Basic Skills course success and/or improvement still necessary?
Vote/ tally
Proposed INSTITUTIONAL OBJECTIVE 1.6
71 4% 73.1% 73.9% 75.5% 74.2%
87.3% 85.6% 86.7% 88.3% 86.9%
70 0%
80.0%
90.0%
100.0%
Increase the percent of First-Time Credit Students Persisting Fall to Spring (2008-2012)
51.9% 54.8% 53.7% 55.3% 54.0%
71.4% 73 9
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
2009 2010 2011 2012 2013
Part-Time
Overall
Full-Time
Proposed INSTITUTIONAL OBJECTIVE 1.6
77.1%80.0% 81.8%
73.1%75.3%
70.0%
80.0%
90.0%
Degree/Transfer Goals by Enrollment Status (PT/FT Status)
42.7%
47.9%51.5% 52.8%
55.8%
30.0%
40.0%
50.0%
60.0%
2008-09 2009-10 2010-11 2011-12 2012-13
Part-time Full-Time
Proposed INSTITUTIONAL OBJECTIVE 1.6
85.1% 84.4%81.3%
86.4% 85.3%
88.0%85.9%
87.9% 89.1%87.4%
65 0%
75.0%
85.0%
95.0%
Full-time Persistence by Educational Goal
25.0%
35.0%
45.0%
55.0%
65.0%
2008-09 2009-10 2010-11 2011-12 2012-13
Other Goal Degree/Transfer Goal
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5
Proposed INSTITUTIONAL OBJECTIVE 1.6
8 %
51.2%49 3%
52.5%
50.3%
55.8%
58.8%57.9% 57.8%
56.8%
55.0%
65.0%
Part-time Persistence by Educational Goal
48.9% 49.3%
25.0%
35.0%
45.0%
2008-09 2009-10 2010-11 2011-12 2012-13
Other Goal Degree/Transfer Goal
Proposed INSTITUTIONAL OBJECTIVE 1.6
Given that our Goals will not change at this time, is adding an Objective related to first time credit students persisting necessary?
Vote/ tally
INSTITUTIONAL GOAL 2
San Luis Obispo County Community College District will build a sustainable base of enrollment by effectively responding to the needs of its local service area.
INSTITUTIONAL OBJECTIVE 2.1
5.17%
5.81%5.49%
5.14%
5.24% 5.34% 5.45%
5.00%
6.00%
7.00%
GOAL 2 - Institutional Objective 2.1: Increase the capture rate of the local 24‐ 40 age cohort by 2% annually
5 7 5 44.85%
0.00%
1.00%
2.00%
3.00%
4.00%
2009 2010 2011 2012 2013 2014 2015
24-40 year old capture rate Performance Goal
INSTITUTIONAL OBJECTIVE 2.1 (cont)
92,185
85,889
6
County Population Projections by Age Group (2010 -2025)
41,105
69,125
48,57750,711
46,392 49,495
2010 2013 2016 2019 2022 2025
40-64
65+
15-24
25-39
INSTITUTIONAL OBJECTIVE 2.1 (cont)
162,990 165,288
120000
140000
160000
180000
Projected Change in Adult Population by Race/Ethnicity (2010 - 2025)
38,146
58,034
17,629 22,119
0
20000
40000
60000
80000
100000
120000
2010 2013 2016 2019 2022 2025
White
Hispanic
Other Ethnicity
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6
INSTITUTIONAL OBJECTIVE 2.1
Given that our Goals will not change at this time, is an Objective related to the 24/40 Cohort capture rate still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 2.2
36.49%34.11%
32.73%31.04%
28.83% 28.42%
31.66% 32.30% 32.94%
%
30.00%
35.00%
40.00%
GOAL 2 - Institutional Objective 2.2: Increase the local high school capture rate by 2% annually
28.42%
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
2009 2010 2011 2012 2013 2014* 2015
Local High School Capture Rate Performance Goal
INSTITUTIONAL OBJECTIVE 2.2 (cont)
2618 26142725
28492712 2765
2659 27272727 2671 2640 2679 2651 2616
2626 27102833
3028 3021 3082 3100
33553138 3078
28853019 2988
27692769 2834 2762 27022826 2800 2799
2500
3000
3500
4000
de
nts
San Luis Obispo Public High School 12th Grade Enrollment and Graduates (Actual and Projected 2000/01 - 2019/2020)
2360 2344 23762575 2618 2614
7 5 7 2659 7 77 7 26712569 2640 2579 2548
2679 2651 2616
0
500
1000
1500
2000
5
Nu
mb
er
of
Stu
d
Actual Graduates Projected Graduates Actual 12th Grade Enrollment Projected 12th Grade Enrollment
INSTITUTIONAL OBJECTIVE 2.2 (cont)
34.6%
44.5%
35.7%33.4% 32.6%
35.4% 35.8% 36.6%34.1%
32.7%30 7%
30.0%
35.0%
40.0%
45.0%
50.0%
ts
SLO County High School College-Going Rates to Cuesta College (Actual and Projected 2001 -2012)
30.7%28.8%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Stu
de
nt
Actual College Going Rate To Cuesta College
INSTITUTIONAL OBJECTIVE 2.2
Given that our Goals will not change at this time, is an Objective related to local high school capture rates still necessary?
Vote/ tally
INSTITUTIONAL GOAL 3
San Luis Obispo County Community College District will assess and improve the quality and effectiveness of its participatory governance and decision ‐making structures and processesand processes.
48
2/12/2014
7
INSTITUTIONAL OBJECTIVE 3.1
Develop and distribute an institutional decision‐making handbook that clarifies and documents the purpose, membership, meeting schedule, and reporting structure of its participatory governance and decision making bodiesgovernance and decision‐making bodies
INSTITUTIONAL OBJECTIVE 3.1
Given that our Goals will not change at this time, is an Objective related to an institutional decision-making handbook still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 3.2
Assess participatory governance and decision‐making structures and processes and revise as needed to ensure that the processes are effective, transparent, and include broad participation
INSTITUTIONAL OBJECTIVE 3.2
Given that our Goals will not change at this time, is an Objective related to assessing participatory governance and/or decision-making structures and processes still necessary?
Vote/ tally
INSTITUTIONAL GOAL 4
San Luis Obispo County Community College District will implement, assess, and improve its integrated planning processes.
INSTITUTIONAL OBJECTIVE 4.1
Train the internal community about the integrated planning processes
49
2/12/2014
8
INSTITUTIONAL OBJECTIVE 4.1
Given that our Goals will not change at this time, is an Objective related to training the internal community about the integrated planning process still necessary?
Vote/ tally
INSTITUTIONAL OBJECTIVE 4.2
Complete all processes outlined in the San Luis Obispo County Community College District Integrated Planning Manual 2012 within the identified timelines
INSTITUTIONAL OBJECTIVE 4.2
Given that our Goals will not change at this time, is an Objective regarding completion of the Integrated Planning Manual processes still necessary?
Vote/ tally
INSTITUTIONAL GOAL 5
San Luis Obispo County Community College District will strengthen its partnerships with local educational institutions, civic organizations, businesses, and industries.
INSTITUTIONAL OBJECTIVE 5.1
Increase participation at district events for business and civic leaders
INSTITUTIONAL OBJECTIVE 5.1
Given that our Goals will not change at this time, is an Objective related to participation of local business and civic leaders at district events still necessary?
Vote/ tally
50
2/12/2014
9
INSTITUTIONAL OBJECTIVE 5.2
Increase participation at Cuesta College events for K‐12 districts and universities
INSTITUTIONAL OBJECTIVE 5.2
Given that our Goals will not change at this time, is an Objective related to participation of the K-12 district and universities at Cuesta College events still necessary?
Vote/ tally
51
Comment(Optional)
1.1 47 0 want to amend the language; evaluate; verify 2%; needs tweaking.
1.2 47 0 questioning where the 2%; verify 2%; tweak
1.3 46 1 clear language; verify 2%; tweak
1.4 46 1 met goal; need to maintain ESL population.
1.5 47 0
1.6 47 0
Comment(Optional)
2.1 45 1 add new for 65+ age group; lower percentage; 25‐50 age group
2.2 47 3 4 year drop outs?
Comment(Optional)
3.1 0 46
3.2 18 27
Comment(Optional)
4.1 45 2 needs to be re‐written; clearer action steps; stronger phrasing; provide continued training.
4.2 4 38 not sure it will be done without a push;
Comment(Optional)
5.1 20 24
5.2 24 21 re‐phrasing necessary for this objective; how can this be measured?; cuesta more involved with K‐12; clarify what is the based of and % of increase.
Strategic Planning 2014‐2017San Luis Obispo County Community College District
Institutional Objective Green: Retain Red: Omit
Instructions: Select one person to count each vote and record the number in each column accordingly. FINAL TALLY OF ALL VOTES BY INSTITUTIONAL OBJECTIVE
September 12, 2013 | 2:30 – 5:00pm | Room 5401
Institutional Objective Green: Retain Red: Omit
Institutional Objective Green: Retain Red: Omit
Institutional Objective Green: Retain Red: Omit
Institutional Objective Green: Retain Red: Omit
52
GHS/lcg 11/7/2013 rev 2/3/2014
San Luis Obispo County Community College District Strategic Plan 2014-‐2016 Timeline
Action Step
Responsible Party* July 2014
Aug 2014
Sept 2014
Oct 2014
Nov 2014
Dec 2014
Jan 2015
Feb 2015
Mar 2015
Apr 2015
May 2015
Jun 2015
Jul 2015
Aug 2015
Sept 2015
Oct 2015
Nov 2015
Dec 2015
Jan 2016
Feb 2016
Mar 2016
Apr 2016
May 2016
Jun 2016
1.1.1 VPSSCC
1.2.1 VPAA
1.2.2 VPSSCC
1.3.1 VPAA
1.3.2 DLLRDE
5.2.1 VPSSCC & AO
1.3.3 DLLRDE
5.2.2 VPSSCC, AO
1.4.1 VPSSCC
1.5.1 VPSSCC
1.6.1 DIRA
2.2.1 VPAA
2.2.5 S/P
5.1.1 VPAA & ASC
5.1.2 VPAA & ASC
5.2.3 VPSSCC, TCC, AO
1.1.2 VPSSCC
2.2.6 S/P
2.2.2 VPAA
5.2.4 VPSSCC, DC, TCC
2.2.7 S/P
2.2.8 DIRA
5.1.3 DAA
1.3.4 DLLRDE
1.4.2 DAHSS
1.5.2 VPAA
2.1.1 DIRA
2.2.9 S/P
1.1.3 VPAA
1.3.5 DLLRDE
1.4.3 DAHSS
4.1.1 S/P
4.1.2 S/P
1.6.2 VPSSCC
53
GHS/lcg 11/7/2013 rev 2/3/2014
San Luis Obispo County Community College District Strategic Plan 2014-‐2016 Timeline Action Step
Responsible Party* July 2014
Aug 2014
Sept 2014
Oct 2014
Nov 2014
Dec 2014
Jan 2015
Feb 2015
Mar 2015
Apr 2015
May 2015
Jun 2015
Jul 2015
Aug 2015
Sept 2015
Oct 2015
Nov 2015
Dec 2015
Jan 2016
Feb 2016
Mar 2016
Apr 2016
May 2016
Jun 2016
2.1.2 DIRA
2.2.3 VPAA
2.2.10 S/P
5.1.4 DAA
2.1.3 VPAA
2.2.11 S/P
1.4.4 VPSSCC
4.1.3 S/P
5.2.5 VPSSCC, DC, TCC
1.2.3 VPAA
1.2.4 VPSSCC
1.5.3 VPSSCC
2.2.4 VPAA
1.1.4 VPAA/DIRA
1.2.5 VPSSCC
*Legend: AO – Articulation Officer ASC – Academic Senate Council DAA – Deans of Academic Affairs DC – Director, Counseling DLLRDE – Director Library Learning Resources and Distance Education
DIRA – Director of Institutional Research and Assessment S/P – Superintendent/President VPAA – Vice President of Academic Affairs VPSSCC – Vice President of Student Services and College Centers
San Luis Obispo County Community College District Strategic Plan 2016-‐2017 Timeline
Action Step
Responsible Party* July 2016
Aug 2016
Sep 2016
Oct 2016
Nov 2016
Dec 2016
Jan 2017
Feb 2017
Mar 2017
Apr 2017
May 2017
Jun 2017
Jul 2017
Aug 2017
Sep 2017
Oct 2017
Nov 2017
Dec 2017
1.2.6 VPSSCC
1.6.3 VPSSCC
5.2.6 VPSSCC, DC, TCC
1.1.5 VPAA/VPSSCC
1.2.7 VPSSCC
1.5.4 VPSSCC
1.6.4 VPSSCC
2.1.4 DIRA
2.2.12 S/P
1.5.5 VPSSCC
2.2.13 DIRA
P.O. Box 8106 • San Luis Obispo, CA 93403-8106 • (805) 546-3100
San Luis Obispo County Community College District