introduction for slocccd strategic plan2014-2017 rev 04

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 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


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


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


Jane Morgan, Division Chair Social Sciences

Nohemy Ornelas, Dean Student Services


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


Julie Hoffman, Mathematics Faculty

Eric McDonald, Computer Services


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










There are no Institutional Objectives under Institutional Goal 3 in SLOCCCD Strategic Plan

2014‐2017






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



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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


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).





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Action Steps for


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





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Action Steps for


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


October 2014

1.3.4 ‐ Develop workshops and/or training modules for students on technological and other aspects of distance education success


May 2015

1.3.5 ‐ Deliver one or more workshops/training modules to potential distance education students


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


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.





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Action Steps for

Institutional Objective 1.4

Responsible Party Target

Completion Date


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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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.





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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


December 2016

1.5.5 ‐ Refine process for SEP completion based on assessment results


May 2017

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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.





Action Steps for



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





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Action Steps for




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




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Action Steps for

Institutional Objective 2.2:


Completion Date


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


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


September 2015

2.2.4 – Assess the operational implementation of high school enrichment scheduling by polling local high school administrators and students


May 2016

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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

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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





31

Action Steps for



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.


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.


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.





33

Action Steps for




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.


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.


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.





Action Steps for




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


3:40 – 3:50pm Institutional Goal 3 – Pamela Ralston

Data Presented


3:50 – 4:00pm Institutional Goal 4 – Deb Wulff

Data Presented


4:00 – 4:15pm Institutional Goal 5 – Dr. Stork

Data Presented


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



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



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

2/12/2014

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

2/12/2014

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

2/12/2014

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

42

2/12/2014

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


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


Given that our Goals will not change at this time, is an Objective related to transfer still necessary?

Vote/ tally


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


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


Given that our Goals will not change at this time, is an Objective related to degree and certificate completion still necessary?

Vote/ tally


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


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

44

2/12/2014

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


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


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


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

45

2/12/2014

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


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


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


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

46

2/12/2014

5


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


Given that our Goals will not change at this time, is adding an Objective related to first time credit students persisting necessary?

Vote/ tally


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.


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


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


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

47

2/12/2014

6


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


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


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


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


Given that our Goals will not change at this time, is an Objective related to local high school capture rates still necessary?

Vote/ tally


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


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


Given that our Goals will not change at this time, is an Objective related to an institutional decision-making handbook still necessary?

Vote/ tally


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


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


San Luis Obispo County Community College District will implement, assess, and improve its integrated planning processes.


Train the internal community about the integrated planning processes

49

2/12/2014

8


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


Complete all processes outlined in the San Luis Obispo County Community College District Integrated Planning Manual 2012 within the identified timelines


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


San Luis Obispo County Community College District will strengthen its partnerships with local educational institutions, civic organizations, businesses, and industries.


Increase participation at district events for business and civic leaders


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


Increase participation at Cuesta College events for K‐12 districts and universities


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






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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

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GHS/lcg 11/7/2013 rev 2/3/2014

San Luis Obispo County Community College District Strategic Plan 2014-‐2016 Timeline Action Step


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


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


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


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


introduction for slocccd strategic plan2014-2017 rev 04

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