Office of Institutional Effectiveness and Planning

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 demand9 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.

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.

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.

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.

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.