Strategic Plan // Priority 1

Culture of Innovation through Teaching and Learning
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Priority 1

Strategies & KPIs

Strategy 1.1: Expand access to services and course offerings throughout the district to create a more unified and equitable student experience.

KPI Alignment: Course Success (Target – 80%)

Objectives:

  1. Enhance the availability, accessibility, and delivery options of services and course offerings while improving the course success rate through data-driven interventions and comprehensive student support.
  2. Increase access to CVTC programs and courses through expanded dual enrollment programs and services.
 

Strategy 1.2: Align curriculum to provide stackable credentialing and opportunities for work-based learning.

KPI Alignment: Retention (Target – 80%)

Objectives:

  1. Deliver stackable credentials using flexible delivery methods.
 

Strategy 1.3: Optimize the integration of educational pathways, including K-12, university transfer, and continuing education.

KPI Alignment: Retention (Target – 80%)

Objectives:

  1. Ensure K12 High School Academies shorten time to completion of degrees.
    Enhance academic advising by providing students with personalized tools that promote transfer and guide degree completion.
  2. Develop specialized credit-based offerings for incumbent workers and create clear pathways to effectively transition non-credit offerings to credit programs including contract training, open enrollment seminar offerings, and CVTC Launch.
 

Strategy 1.4: Conduct high-quality and rigorous programs that are current and relevant to workforce needs.

KPI Alignment: Course Success (Target – 80%) and Retention (Target – 80%)

Objectives:

  1. Implement a revised program review and planning process.
  2. Implement a revised five-year course review process.

Strategy Team Members

Melody Brennan - Chair
Justin Baker
Steven Gutsch
Karen Jubie
Megan Kimber
Rachael Mason
Rachelle Phakitthong
Jen Sell
Sara Sulko
Leah Valasquez
Amanda Yule

Recent Updates

August Update
August 2, 2023
The Strategy Teams worked alongside the Strategic Planning Steering Committee, Cabinet, and the IR office to identify key performance indicators for each strategic priority.

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August Update

August 2, 2023  |  Priority 1

The Strategy Teams worked alongside the Strategic Planning Steering Committee, Cabinet, and the IR office to identify key performance indicators for each strategic priority. Defining our KPIs and setting realistic, yet ambitious, targets and goals will help us gauge our progress on an ongoing basis as we embark on the five-year plan.

If you have not had a chance to watch the Strategic Plan video in The Weekly, please use this link for an update from all four chairs and Shana Schmidt.

On Tuesday, July 25 from 11 a.m. – noon, President Beaton-Garcia offered the first College Compass. Please watch the College Compass recap video to hear from Dr. Sunem Beaton-Garcia and the strategy team chairs regarding the College’s strategic plan.

As the 2023-2024 academic year kicks off, we will continue to align our work around the college with the strategic plan and provide updates.

July Update
July 1, 2023
At the June board meeting, the KPIs for Priority 1: Culture of Innovation through Teaching and Learning were shared.

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July Update

July 1, 2023  |  Priority 1

At the June board meeting, the KPIs for Priority 1: Culture of Innovation through Teaching and Learning were shared. It is important to note that for this strategy there are two key performance indicators: Course Success & Retention

If you have not had a chance to watch the Strategic Plan video in The Weekly, please use this link for an update from all four chairs and Shana Schmidt.

Being a chair and working with my team, I feel this experience provided a platform for sharing the organization’s vision, goals, and progress while fostering transparency and building trust. This experience has allowed stakeholders to engage throughout the planning process by generating valuable insights, ideas, and support. Having a diverse team allowed various perspectives and work to be shared.

Some highlights from my perspective:  

  • Proactive approach 
  • Enhanced decision-making 
  • Wide variety of voices shared and heard  
  • Stakeholder engagement and communication growth area 
  • Our teams felt as those we are supporting and developing strategies to capitalize on strengths and embracing some new ideas and initiatives as well 

June Update
June 30, 2023
The month of June has allowed the strategy team to edit, revise, and finalize the strategies, objectives, KPI alignment, and list recommended lead or department involvement.

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June Update

June 30, 2023  |  Priority 1

The month of June has allowed the strategy team to edit, revise, and finalize the strategies, objectives, KPI alignment (Course Success; Retention), and list recommended lead or department involvement. All our meetings have led to a revision to present to the cabinet and the board at the end of the month.

Innovation through Teaching and Learning Strategy Team members are:

  • Leah Velasquez
  • Megan Kimber
  • Rachelle Phakitthong
  • Jennifer Sell
  • Sara Sulko
  • Rachael Mason
  • Justin Baker
  • Karen Jubie
  • Steven Gustsch

In addition, the Steering Committee has worked with all the Strategy Teams and Chairs to provide support, guidance and oversight of progress. Members include:

  • Holly Bembenk
  • Stephen Nick
  • Lexis Michels
  • Nate Runge
  • Kendra Weber
  • Jeff Sullivan
  • Stacy Doering
  • Natti Marlaire
  • Carmen Peterson

As you can see, there is a wide representation among departments, campuses, and services.

May Update
May 2, 2023
The Innovation and Teaching Strategy Team has been actively meeting while collaborating with the Steering Committee many areas.

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May Update

May 2, 2023  |  Priority 1

The Innovation and Teaching Strategy Team has been actively meeting while collaborating with the Steering Committee in the areas of:

  • Identify the action plans and goals associated with each priority within the Strategic Plan
  • Defining the data needs related to each goal to determine the baseline
  • Outlining the success metrics and goal for each metric, based on the baseline
  • Creating the strategies to achieve each goal, and identifying the stakeholders necessary for implementation
  • Leading the College in implementing each strategy

Within each action plan, we have defined baseline data, goals for the upcoming year, strategies to achieve the goals, and implementation of how to achieve each strategy. This includes working through action strategies, identifying key performance indicators, and refining those indicators to create a clear understanding of progress. The Strategy Team is responsible for developing the action strategies, and KPIs and outcome measurements related to each goal. These plans and outcomes created to date have been presented to the Steering Committee and will be presented to the President’s cabinet for discussion and feedback this month.

Priority 1

Culture of Innovation through Teaching and Learning

This priority is focused on course success and retention. Learn more.

Priority 2

Culture of Student Success

This priority is focused on student transfer, graduation, and employment. Learn more.

Priority 3

Culture of College-Wide Collaboration and Engagement

This priority is focused on employee retention and employee engagement (PACE). Learn more.

Priority 4

Culture of Community Engagement

This priority is focused on donations, time, and volunteerism. Learn more.