INTRODUCTION
During 1999, CerritosCollege began its strategic planning process. A Strategic Planning Committee was formed and began seeking input regarding college problems, issues, opportunities, and areas for development from campus constituents as well as community stakeholders. Although the committee was not able to secure the active participation of community membersthroughout the process, community interests were addressed through the use of environmental scanning, various educational program advisory boards, and other college personnel who focus on the areas of economic development and community education.
In the Fall 2001 semester, the first draft of the Strategic Plan was presented to a variety of campus constituent groups and feedback from each group was solicited. In general, no negative feedback was received and there was widespread acceptance of the plan. After receiving feedback, the draft plan was revised and presented to the Strategic Planning steering committee for review and discussion. The revised plan was well-received by the committee and is presented in this document in its second draft form.
The second draft of the Strategic Plan has been reformatted and reorganized. It clearly describes the niche of CerritosCollege through the use of the four Critical Success Factors presented on page three. In contrast to the first draft of the plan, which contained many elements of a one-year operational plan, this draft’s goals and objectives identify directions and states of being that go beyond a one-year operational plan. As much as possible, elements of operational planning as well as items that were identified as “actions” rather than more long-term goals or objectives were removed from this draft.Action items removed from the first draft will reappear in the institution’s annual operational plan that will be developed in the near future.
The second draft of the Strategic Plan focuses on four core areas or Critical Success Factors that were identified in the first draft of the plan. In this draft, each Critical Success Factor has its own accompanying goals and objectives. The structure of this draft of the Strategic Plan is presented as follows: Critical Success Factors, Goals, Goals and Objectives, Key Performance Outcomes, and Definitions of Key Performance Measures.
The continuity of the planning process requires the identification and prioritization of goals and objectives, implementation of specific actions, and evaluation and review of effectiveness. Because strategic planning by definition is an ongoing process, responsive to the stimuli of the environment, the plan should be perceived as a fluid and dynamic document. Strategic Plan goals and objectives will change along with the needs of the external and internal environment. Additionally, evaluation results of strategic plan initiatives also will impact resource allocation and the goals and objectives of the plan.
Gainingconsensus forthis draft of the Strategic Plan is the next step. Consensus will enable conventional planning at the institutional, division, and departmental levels to take place. Timelines for the identification of priorities, implementation of actions, and review of achievements can then be established.
CRITICAL SUCCESS FACTORS
Student Learning and Achievement.
The achievement of the college’s transfer, occupational, and basic skills students is the principal indicator of its success as an educational institution. A successful student possesses knowledge of a discipline and/or skills and has developed the ability to learn independently, think analytically, and provide leadership.
Enrollment Management and Quality.
In keeping with the mission of the California Community Colleges, the college provides access to learning opportunities for individuals who desire to benefit from educational programs. Enrollment management and program quality involve continuous evaluation of student learning outcomes, the relevance and demand for instructional programs and student support services, the use of effective teaching and learning techniques, and progress in the recruitment and retention of students at all levels.
Innovation and Enterprise.
The college is distinguished by its entrepreneurial spirit, includinga commitment to developing educationally innovative programs and services as well as modes of educational delivery. Entrepreneurial spirit also implies the development of financing for new and innovative programs and services as well as planning for scarcity through the development of alternative sources of revenue such as grant funds, business alliances, contract education, fundraising, and the reallocation of resources.
Response to national, regional, and state needs.
The college’s success, in part, is contingent upon being responsive to the needs of the region and community in which it is situated. The college can advance the intellectual, social, cultural, and economic needs of the citizens of its service area and in doing so, serve others in the state. Through partnerships and collaborative arrangements with business, industry, cultural institutions, and government and through outreach and contract education efforts, the college can meet compelling national, regional, and state needs and have an impact on the surrounding economy.
GOALS
Student Learning and Achievement
Strategic Goal: Continue the development of a learner-centered instructional and student support services environment that promotes the improvement of learning and personal development of students at all levels.
Strategic Goal: A campus-wide environment that supports the learner-centered mission of the college.
Strategic Goal: Enhance the culture of student success that emphasizes student achievement at all levels.
Strategic Goal: Develop a more comprehensive and integrated Basic Skills education.
Planning, Enrollment Management, and Quality
Strategic Goal: Institutionalize a comprehensive enrollment management plan that integrates access, growth, and efficiency, and addresses the needs of the surrounding community within the context of a comprehensive community college.
Strategic Goal: Implement a program planning and review process that assesses student learning outcomes and student achievement, along with program quality, vitality, and efficiency.
Innovation and Enterprise
Strategic Goal: Expand and enhance the college’s teacher education program and continue to explore the feasibility of offering the baccalaureate degree in teaching.
Strategic Goal: Enhance and expand the faculty and staff internship program.
Strategic Goal: Continue to seek alternative sources of revenue and reallocation methods that support effectiveness and innovation in curriculum, educational delivery modes, and the learning needs of students.
Response to National, Regional, and State Needs
Strategic Goal: Maintain leadership status in developing new and innovative programs and services.
GOALS AND OBJECTIVES
Student Learning and Achievement
Strategic Goal: Continue the development of a learner-centered instructional and student support servicesenvironment that promotes the improvement of learning and personal development of students at all levels.
Objective 1: Redirect the educational process to focus on a learning environment.
Objective 2: Assess learning outcomes continuously, and use results to improve the learning process and experience of students.
Objective 3: Ensure that educational programs andstudent support services support learning objectives and produce measurable outcomes.
Objective 4: Continue the integration of appropriate technology into the curriculum and student support services in a pedagogically sound manner to improve student learning.
Strategic Goal: A campus-wide environment that supports the learner-centered mission of the college.
Objective 1: Modify campus-wide program review and planning processes to integrate measures of efficiency, staffing, and customer service with support for student learning and instructional programs.
Objective 2: Ensure that human resource planning supports the learner-centered focus of the college and is reflective of the student population.
Objective 3: Evaluate college business practices and operations continuously, and use results to improve efficiency, resource allocation, and support the learner-centered focus of the college.
Strategic Goal: Enhance the culture of student success that emphasizes student achievement at all levels.
Objective 1: Identify and eliminate barriers to student achievement at the course, program, and institution level.
Objective 2: Ensure that student support services and programs support stated student achievement objectives and are accessible to students.
Strategic Goal: Develop a more comprehensive and integrated Basic Skills education.
Objective 1: Assess the nature and extent of the Basic Skills need at CerritosCollege and use the results to develop comprehensive, integrated Basic Skills course offerings and support services that meet the needs of CerritosCollege learners.
Objective 2: Ensure the development of a financially sustainable Basic Skills effort.
Objective 3: Ensure that learning support programs and services are accessible and meet the needs of Basic Skills learners.
Objective 4: Ensure that Basic Skills education addresses the learning needs of students in terms of reading, writing, mathematics, information competency, and computer skills.
Objective 5: Continually assess the impact of Basic Skills course offerings and student support services on student learning and achievement and use the results to improve student learning and experiences in the Basic Skills education area.
Planning, Enrollment Management, and Quality
Strategic Goal: Institutionalize a comprehensive enrollment management plan that integrates access, growth, and efficiency, and addressesthe needs of the surrounding community within the context of a comprehensive community college.
Objective 1: Assess the instructional and educational delivery needs of the service region through regular environmental scanning and needs assessments and use the results to develop new curriculum and modes of program delivery, as well as discontinue obsolete and low priority programs and services.
Objective 2: Assess the congruence of course and program offerings and student needs and use the results to improve student access.
Strategic Goal: Implement aprogram planning and review process that assesses student learning outcomes and student achievement, along with program quality, vitality, and efficiency.
Objective 1: Ensure that curriculum development and course offerings maintain the comprehensive function of the college.
Objective 2: Assess the efficiency of and demand for programs, course offerings, and student support services and use the results to develop class schedules, requests for positions, and to establish a continuum of instructional and student service priorities.
Objective 3: Establish a mechanism for external validation of stated instructional and student service program priorities and use feedback to make program improvements.
Innovation and Enterprise
Strategic Goal: Expand and enhance the college’s teacher education program and continue to explore the feasibility of offering the baccalaureate degree in teaching.
Objective 1: Expand the Teacher TRAC program.
Objective 2: Establish a joint bachelor’s degree with four year colleges or universities.
Objective 2: Explore the possibility of aCerritosCollege baccalaureate teaching degree.
Strategic Goal: Enhance and expand the faculty and staff internship program.
Objective 1: Ensure the internship program provides the college with a pool of candidates who reflect the student population.
Strategic Goal: Develop alternative sources of revenue and reallocation methods that support effectiveness and innovation in curriculum, educational delivery modes, and the learning needs of students.
Objective 1: Ensure that alternative revenues support and improve student learning and achievement at all levels.
Objective 2: Assess and continually evaluate budget priorities in terms of impact on student learning and achievement.
Objective 3: Ensure that all revenue development efforts and reallocation strategies are in alignment with strategic plan objectives.
Objective 4: Ensure that all revenue development efforts that establish programs and services are sustainable by the college.
Response to National, Regional, and State Needs
Strategic Goal: Maintain leadership status in developing new and innovative programs and services.
Objective 1: Continually assess the need for new instructional programs and services and use the results to develop new relationships with business, industry, government, and other colleges and universities.
Objective 2: Ensure that instructional delivery modes support the needs of learners.
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Goal / Key Performance IndicatorsKPI’s / Key Performance Outcomes
KPO’s
Baseline
2000-2001 / Target
2005-2006
Student Learning and Achievement
1. Develop a learner-centered instructional environment that promotes the improvement of learning and personal development at all levels. / 1.1 Develop Core Knowledge and Skills
1.2 Develop Competency Level Benchmarks / To be determined
To be determined / To be determined
To be determined
2. Develop a campus-wide environment that supports the learner-centered mission of the college. / 2.1 Use of Matriculation services
2.2 Develop Budget Priorities and Resource Allocation emphasizing student learning
2.3 75/25 Rule
2.4 Develop a Planning Process integrated with Budget / 17.37%
68% / 40%
Student learning and achievement become a primary driver of resource allocation
Yearly target As set by state
Planning and budget process fully integrated and institutionalized
3. Develop a culture of student success that emphasizes student achievement at all levels. / 3.1 Successful Course Completion Rate
3.2 Retention Rates
3.3 Program Awards and Completions Degrees Awarded
Certificates Awarded
Transfer Rate
Transfer Prepared Rate
3.4 Job Placement and Retention Rates / 74.32% (vocational)
63.62% (college-wide)
77% (college-wide)
1086
290
44.24%
69.8% / 5% increase vocational
3% increase all others
5% increase
5% increase vocational degrees and certificates
3% increase all other degrees and certificates
39%
To be determined
5% increase
4. Develop comprehensive and integrated Basic Skills education. / 4.1 Basic Skills Improvement Rates
4.2 Successful Course Completion Rates for Basic Skills Courses / 21.4%
59.83% / 3% increase
3% increase
Planning, Enrollment Management and Quality
1. Develop and institutionalize a comprehensive enrollment management plan that integrates access, growth, and efficiency, and balances the needs of the surrounding community within the context of a comprehensive community college. / 1.1 Applications
1.2Enrollment Growth Targets
1.3Classroom Efficiency
1.4 Comprehensive Course Offerings
Basic Skills
General Ed
Vocational / To be determined
1.07
8%
44%
47% / To be determined
10% FTES increase
1.16 or higher
To be determined
2. Develop a program planning and review process that integrates student learning outcomes and student achievement, with program quality, vitality, and efficiency measures. / 2.1 Composite score faculty evaluations
2.2 SCANS Competencies / To be determined
To be determined / To be determined
50% of Curriculum
Innovation and Enterprise
1. Develop a Baccalaureate degree teaching program.
2. Develop a faculty and staff internship program. / 2.1 Ratio of employees to students by ethnic group
3. Develop alternative sources of revenue and reallocation methods that support innovation in curriculum, educational delivery modes, and the learning needs of students. / 3.1 Reallocation Methods
3.2 Grant and Development Revenue / Method integrated and institutionalized
Response to National, Regional, and State Needs
1. Maintain leadership status in developing new and innovative programs and services through contract and distance education. / 1.1 Dollar amounts invoiced for:
contract education
workforce
job training grants
1.2 Students and employers served
contract education (employers)
workforce
job training / $297,600
$2,302,283
$210,000
2
765
2374 / $426,029
To be determined
To be determined
22
To be determined
To be determined
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Definitions of Selected
Key Performance Indicators
Student Learning and Achievement
Core Knowledge and Skills:
Matriculation Services: Percentage of students who have accessed two of the three components of matriculation excluding admission (assessment, orientation, counselor/Edplan).
75/25 Rule: 75% of teaching units taught by full-time faculty.
Successful Course Completion Rate: Percentage of students completing a course with a grade of C or better.
Retention Rate: Percentage of students finishing a course regardless of grade outcome.
Transfer Rate: Percentage of students attempting transfer level math or English who have completed at least 12 units who go on to transfer within a six year period.
Transfer Prepared Rate:Students who enrolled in and earned a grade of C or better in a transferable math and English course within a specified six year period and had earned 56+ transferable units with a minimum GPA of 2.00 as of the end of the specified six year period divided by the total number of students who enrolled in and earned a grade of C or better in a transferable math and English course within the specified six year period.
Job Placement and Retention Rate:
Basic Skills Improvement Rate: The percentage of students identified in entering Basic Skills cohorts who go on to successfully complete the next level course within a period of two years.
Planning, Enrollment Management, and Quality
Enrollment Growth Targets: Annually meeting, if not exceeding, State growth targets as set by the Chancellor’s office. (Number of WSCH x 17.5 /525.)
Classroom Efficiency: WSCH/TU (525=1.16)
Comprehensive Course Offerings: The percentage of sections offered in: Vocational Education; General Education; Basic Skills; Community Education; Customized Job Training. These services and goals will need to be periodically reviewed and, where necessary, changed/realigned in order to meet the changing needs of the region served. Also the percentage of students attempting courses in each of these areas.
Composite Score Faculty Evaluations: Composite score from annual student evaluations of faculty and how well students succeed after leaving CerritosCollege as measured by job placement rates, transfer performance and salary rates.
SCANS Competencies: The number and percentage of courses where SCANS competencies (Secretary’s Commission on Achieving Necessary Skills) are explicitly integrated into the curriculum.
Innovation and Enterprise
Ratio of employees to students by ethnic group: The diversity of the underrepresented population of our students, faculty, staff and management reflect the diversity of the underrepresented population of the community we primarily serve (determine by zip codes of enrolled students).
Reallocation Methods: Process by which funds from lower priority or obsolete programs and services are targeted for redistribution to higher priority or newer or growing programs and services.
Grant and Development Revenue:
Response to National, Regional, and State Needs
Dollar amounts invoiced and employers and students served for contract education, workforce, and job training grants: Total annual dollar amount invoiced for contract education and the number of unduplicated employers/organizations invoiced.
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