2010-13 Strategic Plan
Board established and reaffirmed November 2011
Central Oregon Community College will be a leader in regionally and globally responsive adult, lifelong, postsecondary education for Central Oregon.
VisionBoard established and reaffirmed November 2011
Because of COCC, Central Oregonians will...
be a district wide community that holds and promotes lifelong postsecondary education and ongoing professional growth and personal development for adults as values;
be able to connect actively with other communities, the state, the nation and the world in order to attain both locally strong and globally responsible perspectives;
view education as integral to a sense of well-being, security and responsibility; and
look to COCC to lead the region in the achievement of these ends.
Board revised December 2011
Central Oregon Community College students will...
Have academic achievements and learning skills necessary to transfer and articulate successfully beyond the community college level (Accreditation Core Theme 1: Transfer and Articulation)
Have the workforce knowledge and skills necessary for their careers (Accreditation Core Theme 2: Workforce Development)
Have academic achievements and basic learning skills necessary to successfully pursue education at the community college level (Accreditation Core Theme 3: Basic Skills)
Have access to and participate in wide-ranging lifelong learning opportunities that enhance wellness, quality of life, and cultural appreciation. (Accreditation Core Theme 4: Lifelong Learning)
COCC as an institution will support the values of...
Board Priorities 2011-13
Board updated and approved spring 2011
1 - Access
Strengthen student and community access to lifelong learning opportunities through strategic recruitment and outreach, financial affordability, and management of course and program offerings.
- By expanding access throughout the district including strategies for educational services in geographic areas which may be underserved including long-term strategies for the La Pine and Sisters regions. (1.1)
- By expanding strategies which respond to students' scheduling challenges and diverse learning styles. (1.2)
- By supporting enrollment of student groups that have been traditionally underserved. (1.3)
- By minimizing financial barriers to the extent possible and assisting students so they have manageable debt loads. (1.4)
2 - Success
Support and promote student achievement of their educational goals.
- By designing and implementing systems for tracking and strengthening student retention and achievement of academic goals. (2.1)
- By monitoring and improving students' persistence and certificate/degree completion, especially for identified student groups which have lagged the institutional persistence and achievement averages. (2.2)
3 - Strategic Partnerships & Response to Regional Needs
To respond to regional student and community needs and achieve targeted progress in Board priority areas, the Board believes that strategic partnerships will be key. Therefore, the Board expects continuing progress in partnerships with:
- Partner with K-12 (3.1)
- Partner with Colleges and Universities:
- Improve partnerships and articulation with OSU-Cascades and explore new, appropriate partnerships (3.2)
- Explore and implement partnership strategies to provide bachelor degree options for students in COCC CTE programs (3.3)
- Partner with regional employers: Define and evaluate potential new or modified programs/services (3.4)
- Partner with regional/state organizations and agencies: Link College staff/initiatives to community through support and leadership roles in organizations and community activities (3.5)
4 - Continual Improvement
Through comprehensive planning and assessment, ensure the College is providing relevant, quality programs and services to best support student learning and educational achievement.
- Connect Board & Institutional planning efforts and integrate with COCC's Core Themes: Transfer and Articulation, Workforce Development, Basic Skills and Lifelong Learning. (4.1)
- Connect new and established indicators of success to institutional strategic planning and accreditation efforts. (4.2)
- Further develop and support student learning outcomes assessment at the Degree, Program and Course levels. (4.3)
- Incorporate and evaluation/assessment process into existing and new programs and initiatives. (4.4)
5 - Institutional Viability
Develop and implement sustainable systems which balance comprehensive quality programs and services with appropriate tuition and fee levels
- Develop alternative revenue streams for the college (5.1)
- Ensure efficient and cost-effective operations (5.2)
- Work to maximize to the extent possible fiscal and other support from the State (5.3)
- Assess institutional wide impacts of recent rapid enrollment expansion and implement responses to ensure institutional viability and quality. (5.4)
- Expand and improve institutional facilities to meet student enrollment demands, to create instructional space conducive to student learning and to strenghthen sense of community on campuses and in the community. (5.5)
- Design and construct sustainable institutional facilities and establish third-party sustainability certification as appropriate. (5.6)
- Evaluate options for student housing and establish and implement a construction plan if Board endorses project. (5.7)
- By balancing initiatives to support access with initiatives to measure and improve the success rate of students in achieving their stated educational objectives. (5.8)