Strategic Educational Master Plan
2024-2029 Strategic Educational Master Plan (Opens as PDF)
College of the Desert (COD) builds brighter tomorrows for students, families, and communities across the Coachella Valley by providing access to financial and educational resources leading to economic advancement. We are a diverse community of advocates for a more inclusive, flourishing future.
The future of education at COD will be guided by the Strategic Educational Master Plan (SEMP). The SEMP draws from and is grounded in research conducted as part of the Strategic Master Planning Process and the Educational Master Planning Process. In addition, through a combination of listening tours, input sessions, and focus groups with community, P16 and workforce partners, faculty, students, and staff, with direction from the Board of Trustees and in alignment with the Strategic Master Plan (SMP) the SEMP Work Group identified key priorities to incorporate into the SEMP, including enrollment recovery and retention; student outcomes; program alignment to the regional labor market; fiscal sustainability and infrastructure improvement; and creating an anti-racist, inclusive culture and climate at the college.
To ensure alignment between COD’s various institutional planning processes, the SMP as well as elements of the Enrollment Management Plan, Technology Plan, Equity Plan, and Vision for Success Goals, have all been incorporated into the SEMP. COD prepares workforce professionals and leaders who will strengthen the economy, close equity gaps, and enhance the quality of life in the Coachella Valley and surrounding areas. The College believes in empowering learners to achieve their goals and dreams, regardless of their background or circumstances. As part of this focus, the Desert Community College District (DCCD) is more committed than ever to providing a SEMP that addresses the current needs of the community and reflects the community's values, priorities, and vision.
Strategic Educational Master Plan Work Group Members:
- Scott Adkins
- Oxana Aghaei
- Beth Allan-Bentley
- Kristie Camacho
- Monica Camargo
- Pui Choi
- Scott Cooper
- Jessica Enders
- Carl Farmer
- Robert Guinn
- Michael Hamilton
- Neil Lingle
- Carlos Maldonado
- Val Martinez Garcia
- Angel Meraz
- Kelly Merchant
- Dean Papas
- Armando Robles
- Kurt Spurgin
- Brian Sylva
- Rosalyn Weissmann
- Corbyn Wild
- Isaac Zarco
Strategic Educational Master Plan Timeline
May 2023 to August 2023:
Work Group met twice per month to review data and establish priorities and themes.
August 2023 to September 2023:
Input Gathering Phase was comprised of community listening sessions, student, faculty and staff focus groups, and Flex sessions.
September 2023 to October 2023:
Work Group, internal and and external constituents and consultants synthesized, integrated and communicated data, information and findings.
October 2023 to December 2023:
Collegial Consultation Approval Process phase consisted of two Academic Senate Readings, two College Planning Council readings, and two Desert Community College Board of Trustee Readings.
Mission
College of the Desert is an inclusive, student-centered community college providing high-quality degree, certificate, and transfer programs that are accessible, affordable, and responsive to the diverse needs of students and our community. By preparing workforce professionals and leaders, the College enhances the local economy, closes persistent equity gaps, and improves the quality of life in the Coachella Valley and surrounding communities.
Vision
College of the Desert will be a culture of diversity, equity, inclusion, and social justice, while continually improving community access to relevant training, certificates, degree programs, services, and transfer opportunities.
Values
We fulfill our Vision and Mission by creating and sustaining a community where all are welcomed and valued. Recognizing the importance of diversity, we acknowledge the rich and unique contributions each person makes to achieve the Vision and advance the Mission of the College. To this end, the following Values will guide our actions:
Access:
To fulfill our Mission and achieve our Vision, we commit to ensuring open access to educational opportunities.
Collegiality:
We value the thoughts, words, and actions of our students, colleagues, and community members. We encourage open dialogue, respectful dissent, and varying opinions in an inclusive forum. We pursue broad understanding, effective dialogue, and inclusive decision-making.
Diversity, Equity, Inclusion and Accessibility (DEIA):
We embrace the diversity of our community and uphold the dignity and worth of every individual. We strive to create safe, equitable, and accessible environments so individuals can learn, grow, and complete their educational goals.
Empathy:
We listen to each other compassionately, with open minds, and without judgment.
Fiscal Accountability:
As good stewards of the public trust, we take thoughtful, intentional, and responsible action in allocating resources to fulfill our Mission and Vision. We anticipate and respond to dynamic fiscal conditions through ongoing evaluation, effective planning, reallocating existing resources with an equity lens, and developing and seeking new funds.
Innovation:
We create an environment of empowerment, creativity, courage, and exploration to provide a unique student-learning-centered culture that fosters innovation.
Integrity:
We take accountability for our actions and adhere to the highest ethical standards in all our professional and personal responsibilities. We communicate openly, honestly, and with authenticity.
Social Justice:
We commit to a fair and equal society in which all people and groups are valued and affirmed. We embrace efforts to end systemic racism. We recognize the legacy of past injustices and promote actions in support of restorative justice and full implementation of human and civil rights. (Based on: John Lewis, Institute for Social Justice.)
Student Success:
We commit to student learning, goal completion, personal fulfillment, and lifelong learning.
Enrollment Recovery and Retention
1. To support fiscal sustainability, by 2025, COD will increase the apportionment of Full-Time Equivalent Students (FTES) to be at least a mid-sized district (10,000 FTES minimum).
2. To support more targeted outreach and engagement for enrollment recovery, COD will develop a strategic outreach plan. The plan will include a strategy for hosting high-touch events to improve visibility for COD, marketing to improve COD’s reputation in the area, and improvements to the COD website.
3. To support enrollment recovery and growth, COD will increase the number of dual enrollment students to 4,500 (currently at 1,127) by 2029.
4. To support enrollment recovery and growth, by 2029, COD will increase the number of full-time students by 18 percent to 4,600 (currently at 3,887)
5. Based on demand and to support enrollment recovery, by 2029, COD will increase the number of noncredit course offerings by 25 percent.
6. Recognizing that retention rates have fallen, COD will increase fall-to-spring persistence to 75 percent (currently at 66 percent).
7. To maximize enrollment and flexibility, COD will increase the number of short-term classes by 30 percent by 2027.
8. To support retention, COD will implement incentive nudges that support a culture of recognition.
Equitable Student Outcomes
1. By 2029, increase course success rates for Hispanic/Latinx and Black students by 10 percent (currently at 66 percent and 58 percent, respectively).
2. By 2029, increase the number of students who complete transfer-level Math and English within 1 year by 50 percent.
3. By 2029, increase the percentage of female students who complete transfer-level Math within 1 year.
4. By 2029, increase the percentage of male students who complete transfer-level English within 1 year.
5. By 2029, increase the number of students earning any associate degree by 73 percent to 2,100.
6. By 2029, increase the number of students earning credit certificates by 28 percent to 950.
7. By 2029, increase the number of students earning any award by 65 percent to 2,150.
8. By 2029, increase the percentage of Hispanic/Latinx students and Black students earning associate degrees by 10 percent.
9. By 2029, increase the number of students earning ADTs by 109 percent to 1,650.
10. By 2029, increase the number of students who transfer to a UC or CSU by 101 percent to 1,450.
11. By 2029, increase the percentage of CTE students working in their field of study to 76 percent, up from 62 percent in 2019–20.
Program Alignment to Regional Labor Market Needs and Thriving Wage Careers
1. By 2029, increase opportunities to enroll in high-wage pathways by biannually (every 2 years) reviewing the labor market indicators (LMI) data and comparing the data alongside program offerings and enrollment.
2. By 2029, increase the number of students participating in the workforce apprenticeship program by 25 percent.
3. By 2029, increase the number of students who participate in internships.
4. By 2029, increase the median annual earnings of all students to $44,000.
5. By 2029, increase the percentage of students who attain a living wage to 62 percent.
6. By 2029, increase the percentage of students working in their field of study to 76 percent.
7. By 2029, increase the percentage of students who became employed to 50 percent.
Fiscal Sustainability and Infrastructure Improvements
1. Improve retention of COD leaders and faculty and reduce staff vacancies through timely hiring and employee retention.
2. Improve facilities to make them more student-centered, developing spaces that allow students to stay on campus for more of the day.
3. Meet enrollment goals to ensure fiscal sustainability.
4. Focus on course modality as key components of the technology, equity, and strategic enrollment management plans.
5. Increase the number of courses offered after 5 p.m. by 5 percent.
6. By 2029, increase the number of multiple modality courses offered by 20 percent.
A Culture of Equity and Inclusion, Anti-Racism and Social Justice
1. Increase faculty, staff, and administration diversity by creating equity-centered hiring practices and creating new strategies for recruitment, mentoring, and onboarding of diverse faculty, staff, and campus leaders.
2. Focus on climate and culture in the design of all campus spaces and services. Campus facilities, curriculum, celebrations, graduations, and food pantry items should reflect COD’s diverse students.
3. Increase opportunities for in-person classes to bring faculty and students together more frequently, develop strategies for increased collaboration in virtual classes, and increase the number of campus events and celebrations.
4. Expand student support services hours beyond “traditional” working hours.
5. Improve communication about the availability of comprehensive student support services.
6. Increase opportunities for diverse employee engagement about the College’s initiatives, programs, and plans.
7. Provide ongoing DEIA professional development and training for administration, staff, faculty, and students.
8. Complete a campus climate survey that includes employees and students. Interventions to improve justice, equity, and belonging should address the findings of the survey where improvement is needed.
Agendas
August 14, 2023 Meeting Agenda
September 7, 2023 Meeting Agenda
September 21, 2023 Meeting Agenda
October 5, 2023 Meeting Agenda
October 18, 2023 Meeting Agenda
Communication Bulletins
Other Documents
Community Listening Sessions Flyer
Desert Community College District Board of Trustees Board Presentation 12-15-2023
