Strategic Master Plan

Cover of Strategic Master Plan 2023-2028

2023-2028 Strategic Master Plan (Opens as PDF)

The College of the Desert Strategic Master Plan 2023-2028 (SMP) provides the fundamental road map to guide institutional decisions, which ensures that the district’s mission, vision, values, and goals are operationalized and effectively resourced. Moreover, this Strategic Master Plan is foundational to the College’s approach to integrated planning, which aligns the institution’s vision with its identified priorities and the resources needed to achieve its mission. Grounded in relevant data, the goals and objectives of this plan will help College of the Desert successfully meet existing and future challenges, leverage its strengths to pursue new opportunities, and focus its energies on achieving student success, equity, and social justice for the students it serves throughout the Coachella Valley. Notably, the goals of this SMP will be realized through an implementation process that is aligned with the College’s existing planning and budget cycle.

Martha Garcia HeadshotMessage from the president:

Dear College of the Desert Community, 

It is my privilege to provide you with an introduction and insights into College of the Desert’s Strategic Master Plan 2023-2028. This plan outlines the goals, strategies, objectives, and actions that will guide the future of the College and help us fulfill our mission, vision, values, and goals.

A culmination of about eight months of research and preparation, the new plan sets a pathway for the College as it embarks on a journey of transition after experiencing an unprecedented and challenging pandemic. Input from students, faculty, college leaders, and the public provided the foundation for this forward-looking document. The Strategic Master Plan provides a roadmap for the next five years.

With such a broad range of perspectives and data, we were able to create a Strategic Master Plan that provides a blueprint for reaching our ambitious yet attainable goals. In addition, it sets the guidance for the creation of our next Educational Master Plan. Development of the plan allowed us an opportunity to revisit our mission statement and emphasize student belonging by embracing diversity, equity, inclusion, social justice, and continuous improvement. 

The Strategic Master Plan aligns with and supports several of the California Community Colleges Chancellor’s Office initiatives, including the Vision for Success, Guided Pathways, Student Equity and Achievement, and Call-to-Action to address systemic racism. The plan also aligns with the Aspen Institute’s College Excellence Program for Student Success framework, which represents College of the Desert’s commitment to our students’ success, community engagement, institutional accountability, equity, and social and economic justice.

College of the Desert also took this opportunity to expand its values, which are now:

Access

Collegiality

Diversity, Equity, Inclusion, and Accessibility

Empathy

Fiscal Accountability

Innovation

Integrity

Social Justice

Student Success

Now that the plan is complete, the real work begins. We must turn our attention to the future and come together to continue the College of the Desert’s standing as an accessible, welcoming, and inclusive organization of higher learning.

We owe a great deal of gratitude to those who invested their time and energy in helping develop the 2023-2028 Strategic Master Plan. This sets the stage for long-lasting efforts that will be sustainable for years to come. 

Onward and upward, Roadrunners!

Martha Garcia, Ed.D.College of the Desert Superintendent/President

Strategic Master Plan Workgroup Members:

  • Maria Elena Diaz
    Associate Professor

  • Kim Dozier
    Professor, English

  • Gwendolyn Earle
    Instructor, Business

  • Jessica Enders
    Director, Education Centers

  • Carl Farmer
    Director, MESA

  • Mike Gladych
    Adjunct Faculty, Radio/TV

  • Donna Greene
    Distance Education & Instructional Design Coordinator

  • Scott Adkins
    Director, Education Centers

  • ASCOD Officer of Academic Affairs

  • ASCOD Officer of External Affairs

  • Douglas Benoit
    Dean, School of Applied Sciences and Business

  • Sara Butler
    Interim Vice President of Instruction

  • Oceana Collins
    Assistant Professor, History

  • Linda Costagliola
    Executive Administrative Assistant

  • Christina Tafoya
    Interim Executive Vice President

  • Evelyn Trejo
    Adjunct Counselor Veterans

  • Steven Holman
    Dean, School of Math & Science

  • Catherine Levitt
    Adjunct Faculty, Economics

  • Jim Lilly
    Computer Support Specialist

  • Dean Papas
    Dean, School of Communication & Humanities

  • Miguel Pena III
    Media Support & Training Specialist

  • Kurt Spurgin
    Assistant Professor, Health Science

 

Strategic Master Plan Timeline

College of the Desert conducted a comprehensive and inclusive four-phase approach to developing the Strategic Master Plan, which commenced in April 2022 and concluded in December 2022. The supporting documents for the activities in each phase can be found online on the College of the Desert SMP Webpage. This webpage also includes a comment portal through which internal and external stakeholders were able to submit comments, questions, and feedback.

A thoughtful organizing of the entire planning process needed to create and implement the District’s vision, including:

  • establishing overarching project goals, guiding principles, timeline, lines of oversight, and responsibility for the completion of project benchmarks;
  • forming the Strategic Master Plan Work Group with broad representation from across the institution’s community;
  • creating a communication strategy to keep stakeholders informed about the strategic planning process, milestones, meetings or events, and feedback opportunities; 
  • establishing project reporting structures and protocols, record keeping, and document archiving;
  • examining the prior Strategic Plan to determine goal achievements and determine ongoing goal relevancy; and,
  • determining the alignment of various plans, identifying linkages and planning gaps.

The investigative phase focuses on gathering, collating, and synthesizing critical information needed to inform the SMP, including:

  • determining quantitative and qualitative data sets;
  • completing internal and external environmental data scans to identify key trends; 
  • reviewing the mission, vision, and values via internal stakeholder survey and feedback sessions on revised statements;
  • administering a SWOTC (Strengths, Weaknesses, Opportunities, Threats, and Challenges) survey; and,
  • completing listening sessions with College of the Desert students to understand the student experience, barriers, and factors in their success.

The collating and synthesizing of quantitative and qualitative information, which informed general planning assumptions and areas of focus for the SMP goals and objectives. Key activities:

  • holding visioning sessions with internal (i.e., students and employees) and external partners (e.g., K-12, local Workforce Investment Board, Adult Basic Education Consortium, non-profit partners, career education program advisory board members, local employers, community affinity group organizations) to help identify some key areas of focus for the SMP goals and objectives; and,
  • presenting draft concepts for mission, vision, values, and strategic goals, and eliciting feedback from internal stakeholders during visioning sessions to solicit perspectives of broad feedback and input.

Focuses on the activities and outputs required to complete the Strategic Master Plan, including:

  • using information and input garnered throughout Phases 2 and 3 to develop strategic goals and objectives and finalize the mission, vision, and values statements; and,
  • developing the Strategic Master Plan document for review and participatory governance approvals, adoption, and publication.

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:

To fulfill our Mission and achieve our Vision, we commit to ensuring open access to educational opportunities.

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.

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.

We listen to each other compassionately, with open minds, and without judgment.

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.

We create an environment of empowerment, creativity, courage, and exploration to provide a unique student-learning-centered culture that fosters innovation.

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.

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.)

We commit to student learning, goal completion, personal fulfillment, and life-long learning.

Overview: Strategic Goals 2023-2028

Goal 1

Achieve equitable student outcomes by providing clear curricular pathways and equity-based student supports to ensure student learning and the timely completion of educational goals.

Goal 2

Contribute to the growth and vitality of the regional economy and achieve economic justice by aligning College of the Desert’s career education programs with the needs of current and future labor markets and providing students with opportunities to develop 21st-century workplace knowledge and skills, which prepare them for high-quality, high-demand, living-wage occupations.

Goal 3

Develop and implement responsible and sustainable policies and practices to effectively create and steward District resources, ensuring a supportive learning and working environment.

Goal 4

Strengthen a culture of equity, diversity, inclusion, anti-racism, and social justice by cultivating a culture of care, empathy, and mutual support in which students and employees are valued and respected.

Strategic Master Plan Workgroup Documents

Communications Bulletins

Presentations

Project Documents

Martha Garcia HeadshotMessage from the president:

Dear College of the Desert Community, 

It is my privilege to provide you with an introduction and insights into College of the Desert’s Strategic Master Plan 2023-2028. This plan outlines the goals, strategies, objectives, and actions that will guide the future of the College and help us fulfill our mission, vision, values, and goals.

A culmination of about eight months of research and preparation, the new plan sets a pathway for the College as it embarks on a journey of transition after experiencing an unprecedented and challenging pandemic. Input from students, faculty, college leaders, and the public provided the foundation for this forward-looking document. The Strategic Master Plan provides a roadmap for the next five years.

With such a broad range of perspectives and data, we were able to create a Strategic Master Plan that provides a blueprint for reaching our ambitious yet attainable goals. In addition, it sets the guidance for the creation of our next Educational Master Plan. Development of the plan allowed us an opportunity to revisit our mission statement and emphasize student belonging by embracing diversity, equity, inclusion, social justice, and continuous improvement. 

The Strategic Master Plan aligns with and supports several of the California Community Colleges Chancellor’s Office initiatives, including the Vision for Success, Guided Pathways, Student Equity and Achievement, and Call-to-Action to address systemic racism. The plan also aligns with the Aspen Institute’s College Excellence Program for Student Success framework, which represents College of the Desert’s commitment to our students’ success, community engagement, institutional accountability, equity, and social and economic justice.

College of the Desert also took this opportunity to expand its values, which are now:

Access

Collegiality

Diversity, Equity, Inclusion, and Accessibility

Empathy

Fiscal Accountability

Innovation

Integrity

Social Justice

Student Success

Now that the plan is complete, the real work begins. We must turn our attention to the future and come together to continue the College of the Desert’s standing as an accessible, welcoming, and inclusive organization of higher learning.

We owe a great deal of gratitude to those who invested their time and energy in helping develop the 2023-2028 Strategic Master Plan. This sets the stage for long-lasting efforts that will be sustainable for years to come. 

Onward and upward, Roadrunners!

Martha Garcia, Ed.D.College of the Desert Superintendent/President

Strategic Master Plan Workgroup Members:

  • Maria Elena Diaz
    Associate Professor

  • Kim Dozier
    Professor, English

  • Gwendolyn Earle
    Instructor, Business

  • Jessica Enders
    Director, Education Centers

  • Carl Farmer
    Director, MESA

  • Mike Gladych
    Adjunct Faculty, Radio/TV

  • Donna Greene
    Distance Education & Instructional Design Coordinator

  • Scott Adkins
    Director, Education Centers

  • ASCOD Officer of Academic Affairs

  • ASCOD Officer of External Affairs

  • Douglas Benoit
    Dean, School of Applied Sciences and Business

  • Sara Butler
    Interim Vice President of Instruction

  • Oceana Collins
    Assistant Professor, History

  • Linda Costagliola
    Executive Administrative Assistant

  • Christina Tafoya
    Interim Executive Vice President

  • Evelyn Trejo
    Adjunct Counselor Veterans

  • Steven Holman
    Dean, School of Math & Science

  • Catherine Levitt
    Adjunct Faculty, Economics

  • Jim Lilly
    Computer Support Specialist

  • Dean Papas
    Dean, School of Communication & Humanities

  • Miguel Pena III
    Media Support & Training Specialist

  • Kurt Spurgin
    Assistant Professor, Health Science

 

Strategic Master Plan Timeline

College of the Desert conducted a comprehensive and inclusive four-phase approach to developing the Strategic Master Plan, which commenced in April 2022 and concluded in December 2022. The supporting documents for the activities in each phase can be found online on the College of the Desert SMP Webpage. This webpage also includes a comment portal through which internal and external stakeholders were able to submit comments, questions, and feedback.

A thoughtful organizing of the entire planning process needed to create and implement the District’s vision, including:

  • establishing overarching project goals, guiding principles, timeline, lines of oversight, and responsibility for the completion of project benchmarks;
  • forming the Strategic Master Plan Work Group with broad representation from across the institution’s community;
  • creating a communication strategy to keep stakeholders informed about the strategic planning process, milestones, meetings or events, and feedback opportunities; 
  • establishing project reporting structures and protocols, record keeping, and document archiving;
  • examining the prior Strategic Plan to determine goal achievements and determine ongoing goal relevancy; and,
  • determining the alignment of various plans, identifying linkages and planning gaps.

The investigative phase focuses on gathering, collating, and synthesizing critical information needed to inform the SMP, including:

  • determining quantitative and qualitative data sets;
  • completing internal and external environmental data scans to identify key trends; 
  • reviewing the mission, vision, and values via internal stakeholder survey and feedback sessions on revised statements;
  • administering a SWOTC (Strengths, Weaknesses, Opportunities, Threats, and Challenges) survey; and,
  • completing listening sessions with College of the Desert students to understand the student experience, barriers, and factors in their success.

The collating and synthesizing of quantitative and qualitative information, which informed general planning assumptions and areas of focus for the SMP goals and objectives. Key activities:

  • holding visioning sessions with internal (i.e., students and employees) and external partners (e.g., K-12, local Workforce Investment Board, Adult Basic Education Consortium, non-profit partners, career education program advisory board members, local employers, community affinity group organizations) to help identify some key areas of focus for the SMP goals and objectives; and,
  • presenting draft concepts for mission, vision, values, and strategic goals, and eliciting feedback from internal stakeholders during visioning sessions to solicit perspectives of broad feedback and input.

Focuses on the activities and outputs required to complete the Strategic Master Plan, including:

  • using information and input garnered throughout Phases 2 and 3 to develop strategic goals and objectives and finalize the mission, vision, and values statements; and,
  • developing the Strategic Master Plan document for review and participatory governance approvals, adoption, and publication.

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:

To fulfill our Mission and achieve our Vision, we commit to ensuring open access to educational opportunities.

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.

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.

We listen to each other compassionately, with open minds, and without judgment.

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.

We create an environment of empowerment, creativity, courage, and exploration to provide a unique student-learning-centered culture that fosters innovation.

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.

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.)

We commit to student learning, goal completion, personal fulfillment, and life-long learning.

Overview: Strategic Goals 2023-2028

Goal 1

Achieve equitable student outcomes by providing clear curricular pathways and equity-based student supports to ensure student learning and the timely completion of educational goals.

Goal 2

Contribute to the growth and vitality of the regional economy and achieve economic justice by aligning College of the Desert’s career education programs with the needs of current and future labor markets and providing students with opportunities to develop 21st-century workplace knowledge and skills, which prepare them for high-quality, high-demand, living-wage occupations.

Goal 3

Develop and implement responsible and sustainable policies and practices to effectively create and steward District resources, ensuring a supportive learning and working environment.

Goal 4

Strengthen a culture of equity, diversity, inclusion, anti-racism, and social justice by cultivating a culture of care, empathy, and mutual support in which students and employees are valued and respected.

Strategic Master Plan Workgroup Documents

Communications Bulletins

Presentations

Project Documents

 

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