Strategic Planning Archive

• Community Connections, Fall 2023 (PDF)
• Diversity, Equity and Inclusion, Fall 2023 (PDF)
• Excellence in Equitable Teaching and Learning, Fall 2023 (PDF)
• Holistic Student Support, Fall 2023 (PDF)
• Organizational Health, Fall 2023 (PDF)

• Community Connections, Spring 2024 (PDF)
• Diversity, Equity and Inclusion, Spring 2024 (PDF)
• Excellence in Equitable Teaching and Learning, Spring 2024 (PDF)
• Holistic Student Support, Spring 2024 (PDF)
• Organizational Health, Spring 2024 (PDF)

• Community Connections, Winter 2023 (PDF)
• Diversity, Equity and Inclusion, Winter 2023 (PDF)
• Excellence in Equitable Teaching and Learning, Winter 2023 (PDF)
• Holistic Student Support, Winter 2023 (PDF)
• Organizational Health, Winter 2023 (PDF)

• Community Connections, Fall 2022 (PDF)
  
• Diversity, Equity and Inclusion, Fall 2022 (PDF)
• Excellence in Teaching and Learning, Fall 2022 (PDF)
• Holistic Student Support, Fall 2022 (PDF)
• Organizational Health, Fall 2022 (PDF)

Dear Colleagues,

At fall inservice, we heard from those who helped prepare our new strategic plan, including our new mission, vision, values, and priorities. Last month, our attention shifted to planning how to start implementing the plan. Below is information on key concepts, getting involved, and implementation team leadership.

Key concepts

There are three key concepts to implementation:

• Each strategic priority will have an implementation team (with members that include faculty, staff, students, and others) who will organize and implement the work described in the plan.
• These are interim implementation teams; the use of the word "interim" leaves room for implementation to evolve as our Shared Governance redesign process continues.
• Each interim implementation team will be led by a chair or co-chairs.
• Each interim implementation team has an executive sponsor from the Executive Team who will support the chairs and team members.

Get involved

If you are interested, consider joining one of the implementation teams. Each team will have different needs. In a few cases, we've asked existing committees to serve as an implementation team (e.g., Access, Retention, Completion (ARC) Committee for Holistic Student Support, and the DEI strategic plan subcommittee for Diversity, Equity, and Inclusion).

Here is how to get involved:

• Excellence in Teaching and Learning: "We're hoping to recruit the people who serve as the 'What would they do in this situation?' resource for different divisions and departments." Please fill out this online form.

• Holistic Student Support: "ARC has been doing some targeted recruitment of faculty members, and others whose roles/experience/expertise are related to the actions described in the strategic plan." Contact Jennifer Anderson to learn more.
• Diversity, Equity, and Inclusion: "We'll be adding new members to the DEI strategic plan subcommittee in the coming weeks and months." Invitations will be sent soon.
• Organizational Health: "If you're interested in joining our team, please reach out to one of our co-chairs (Elizabeth Cole or Maria Sorrentino). We have some people in mind that we'll be inviting to get involved, based on the actions described in the strategic plan."
• Community Connections: "We will be hosting a series of focus groups to help define what healthy relationships with community partners look like for the college. We'll use the roster of focus group participants to invite people to join our implementation team." To join a focus group, complete this online form.

Implementation team leadership

• Excellence in Teaching and Learning
• Carol Burnell, English faculty (co-chair)
• Josh Aman, tutoring and academic computer lab coordinator (co-chair)
• David Plotkin, vice president of instruction and student services (executive sponsor)
• Holistic Student Support
• Jennifer Anderson, associate dean of Academic Foundations and Connections (chair)
• Tara Sprehe, dean of Academic Foundations and Connections (executive sponsor)
• Kattie Riggs, executive assistant to the president (executive sponsor)
• Diversity, Equity, and Inclusion
• Caleb Feldman, geography instructor (chair)
• Casey Layton, chief diversity, equity, and inclusion officer (executive sponsor)
• Tim Cook, president (executive sponsor)
• Organizational Health
• Elizabeth Cole, purchasing and financial aid accountant (Co-Chair)
• Maria Sorrentino, computer science faculty (Co-Chair)
• Melissa Richardson, chief human resources officer (Executive Sponsor)
• Alissa Mahar, vice president of college services (Executive Sponsor)
• Community Connections
• Tory Blackwell, biology faculty (Co-Chair)
• Sunny Olsen, community education and Harmony campus director (Co-Chair)
• Lori Hall, executive director of College Relations and Marketing (Executive Sponsor)

Thank you to those dedicating time to help lead strategic planning implementation. Thank you for considering the invitations above—and those in the coming terms as our work evolves and continues.

Warmly,

Tim

Dear colleagues,

Clackamas Community College has nearly completed preparation of a five-year strategic plan, which will serve the college through spring of 2026. The strategic plan will provide direction for the college and help inform what services and programs we should be providing, how to more fully integrate into the community, and how to prepare students for the careers of the future.

The college community has provided important input and feedback along the way; hundreds of students, employees, and community members participated in interviews, focus groups, and surveys last summer and fall. Faculty, staff, and students provided input on draft elements of the strategic plan during our winter in-service event in February. I want to thank you for your ongoing engagement in this process.

Grounded in the feedback and input we gathered in February, the CCC Strategic Planning Team and five Strategic Priority cohort workgroups have revised and built out CCC's 2021-2026 Strategic Plan. The survey linked below shares the current plan (also attached) and seeks to gather your reactions as well as your guidance related to how we can all support the successful implementation of the plan. Please complete this short survey no later than May 28, 9 a.m.

CCC Strategic Plan Feedback Survey

The Planning Team will use the results of the survey to inform next steps, including implementation of the plan. You can learn more about the strategic planning process and the full insight report at CCC's Strategic Plan webpage.

Best,

Tim

Dear colleagues:

As many of you heard at winter inservice, we're nearing some important milestones in the college's strategic planning work. The draft mission, vision, and values statements you saw at inservice are being updated based on the input we received from you, our students, and the community. I was particularly impressed by the breakout discussions during inservice, which produced creative and critical feedback regarding the draft strategic priorities — including potential measures of success and areas of focused activity within each priority. I want to thank everyone who participated in this work. All the feedback will be synthesized and shared with faculty and staff who will be participating in our next major step — the formation of strategic planning cohort groups.

We have formed cohort groups around each of our draft strategic priorities:

• Excellence in Teaching and Learning
• Holistic Student Support
• Diversity, Equity, and Inclusion
• Organizational Health
• Community Connections

Members of each group will participate in a series of discussions that will:

• Define the most urgent needs related to the priority.
• Identify the 1-2 measures of success that should be established for the priority.
• Determine 2-3 activities to focus on for the next few years in support of the priority.

These groups will meet at least four times between now and the end of the academic year to create those deliverables. The goal is to share the work of these groups before the end of the academic year, with time to gather another round of feedback from the college community before graduation. Collegewide discussions about these priorities will continue into the fall, as we consider the best ways to collaborate and support our chosen activities.

Membership for the cohort groups comes from nominations received during and just after winter in-service. To see who is serving in each cohort, please visit the Strategic Planning webpage. I know adding more meetings to your calendars means more work, and I want to thank these participants for setting aside time for these important discussions. I look forward to learning the results of these discussions and supporting next steps related to the implementation of our 2021-2026 strategic plan.

Kind regards,

Tim

Dear colleagues,

Last spring, Clackamas Community College began work on a five-year strategic plan, which will serve the college through the year 2025. The strategic plan will provide direction for the college and help inform what services and programs we should be providing, how to more fully integrate into the community, and how to prepare students for the careers of the future.

I'd like to announce that the first phase of the college's strategic planning work, the Get Clear phase, is complete. This summer and fall the Strategic Planning Team conducted a survey, held virtual focus groups, and led many interviews with internal and external stakeholders to learn their perspectives on the key opportunities and challenges facing the college. I want to thank everyone who participated in this initial work.

Based on the input gathered, our strategic planning partner, Coraggio Group, has put together an Insight Report that captures key themes to inform the college's next strategic plan. The report includes a summary of the engagement process as well as insights, implications, and supporting data for each of the six themes listed below.

Strategic themes

1. Clackamas Community College's culture is strongly student-centered. The college has an opportunity to think comprehensively about the best ways to provide holistic student support for the needs of 21st century learners.
2. To remain relevant and responsive to the evolving needs of the community, the college needs to continue to innovate and focus on quality teaching and learning.
3. Clackamas Community College has an opportunity to lead in diversity, equity, and inclusion work, both internally through greater alignment and externally as a community convener.
4. Clackamas Community College is one of the community's best-kept secrets. This limits its reach.
5. Strengthening relationships, improving systems and processes, and building change resilience will better position the college for the future, including successful implementation of the strategic plan.
6. State funding, the COVID-19 pandemic, and decreased enrollment are impacting Clackamas Community College's budget and ability to deliver on its mission.

We recognize it is the end of the term but wanted to share this information with our college community as soon as it became available. You can find the full insight report here. The Coraggio Group will also be preparing an executive summary of the full report, which will be shared in early January.

Next steps:

• The Strategic Planning Team will meet several times in January and early February to begin translating the themes into elements of the strategic plan.
• The Strategic Planning Team will facilitate a portion of winter 2021 in-service (Feb. 12), where the draft elements will be discussed and refined. Save-the-date calendar invites have been sent for winter in-service, and additional details will follow in January.

For more information about the college's strategic planning work, please see the strategic planning website.

Best,

Tim

Dear colleagues,

Last spring, Clackamas Community College began work on a five-year strategic plan, which will serve the college through the year 2025. The strategic plan will provide direction for the college and help inform what services and programs we should be providing, how to more fully integrate into the community, and how to prepare students for the careers of the future.

I’d like to announce that the first phase of the college’s strategic planning work, the Get Clear phase, is complete. This summer and fall the Strategic Planning Team conducted a survey, held virtual focus groups, and led many interviews with internal and external stakeholders to learn their perspectives on the key opportunities and challenges facing the college. I want to thank everyone who participated in this initial work.

Based on the input gathered, our strategic planning partner, Coraggio Group, has put together an Insight Report that captures key themes to inform the college’s next strategic plan. The report includes a summary of the engagement process as well as insights, implications, and supporting data for each of the six themes listed below.

Strategic themes

1. Clackamas Community College’s culture is strongly student-centered. The college has an opportunity to think comprehensively about the best ways to provide holistic student support for the needs of 21st century learners.
2. To remain relevant and responsive to the evolving needs of the community, the college needs to continue to innovate and focus on quality teaching and learning.
3. Clackamas Community College has an opportunity to lead in diversity, equity, and inclusion work, both internally through greater alignment and externally as a community convener.
4. Clackamas Community College is one of the community’s best-kept secrets. This limits its reach.
5. Strengthening relationships, improving systems and processes, and building change resilience will better position the college for the future, including successful implementation of the strategic plan.
6. State funding, the COVID-19 pandemic, and decreased enrollment are impacting Clackamas Community College’s budget and ability to deliver on its mission.

We recognize it is the end of the term but wanted to share this information with our college community as soon as it became available. You can find the full Insight Report here. The Coraggio Group will also be preparing an executive summary of the full report, which will be shared in early January.

Next steps:

•  The Strategic Planning Team will meet several times in January and early February to begin translating the themes into elements of the strategic plan.
• The Strategic Planning Team will facilitate a portion of winter 2021 in-service (Feb. 12), where the draft elements will be discussed and refined. Save-the-date calendar invites have been sent for winter in-service, and additional details will follow in January.

Best,

Tim

Good morning,

The college has begun work on a five-year strategic plan, which will serve the college through the year 2025. Given the recent challenges of COVID-19, wildfires and the changing landscape of education, now more than ever our community is counting on us. The strategic plan will provide direction for the college and help inform what services and programs we should be providing, how to more fully integrate into the community and how to prepare students for the careers of the future.

To do this process well, we need everyone involved and want to hear your voices and perspectives. Please share your insights to inform how the college serves our community by taking our survey. The questions are also attached if you would like to review them prior to taking the survey. This survey will be open through Oct 19.

Survey: Clackamas Community College Strategic Planning Survey