2025-2030 District Strategic Plan Development
The Contra Costa Community College District (4CD) is currently developing its 2025–2030 Strategic Plan—our shared roadmap for advancing equitable student success, belonging, and academic excellence across the District and the communities we serve.
This planning effort has been shaped by broad engagement. To date, more than 250 individuals—including students, faculty, classified professionals, administrators, and community partners—have participated in in-person and virtual forums to share their perspectives, identify priorities, and shape the District’s future direction. Ongoing input from the District Governance Council, which serves as 4CD’s Strategic Planning Committee, continues to inform and guide the development of the plan.
Below are 4CD's proposed mission, vision, values, goals, and strategic priorities. As we work toward finalizing the 2025–2030 Strategic Plan, we invite students, employees, and community members to review these draft elements and provide feedback using the two links below. Your input will help ensure the final plan reflects the needs and aspirations of our entire community.
Mission
To deliver innovative, high-quality educational programs and services that enrich communities, advance equity and belonging, and equip students with the knowledge and resilience to thrive in a changing world.
Vision
To be a leader in educational excellence—advancing equitable student achievement, fostering social mobility, and transforming the communities we serve.
Values
We are committed to putting students first, recognizing that serving and supporting them is our shared purpose.
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Student-First Approach: Ensure that policies, programs, and practices are designed to support student needs and success.
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Student Voice and Agency: Actively seek and integrate student perspectives in decision-making.
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Shared Responsibility and Engagement: Strengthen collaboration among faculty, staff, administrators, and partners in service to students.
Equity and belonging are core values guiding our work as we strive to create more just, inclusive, and supportive learning and work environments.
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Addressing Inequities: Remain reflective and proactive in identifying and addressing disproportionate impacts in our policies, practices, programs, and processes.
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Inclusive Collaboration: Work collectively to create welcoming spaces that reflect and celebrate our communities' diverse identities and cultures.
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Safe and Supportive Environments: Foster a culture where students and employees feel physically, psychologically, and emotionally safe in order to thrive.
We strive to prepare students, employees, and our institution for a rapidly changing world by fostering a culture of resilience, responsiveness, and ongoing improvement.
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Sustainability and Stewardship: Responsibly manage resources and embrace sustainable, forward-thinking practices.
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Flexible and Responsive Systems: Design programs and services that adapt to evolving student, workforce, and community needs.
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Proactive Innovation: Anticipate and drive positive change by embracing emerging technologies, data-informed strategies, and innovative practices.
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Preparation and Resilience: Equip students and employees with critical thinking skills, knowledge, and tools to navigate and shape a dynamic future.
We are committed to upholding the highest standards of excellence and integrity in all aspects of our institution.
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Academic and Institutional Excellence: Maintain high expectations for students, staff, and institutional practices to ensure rigorous, high-quality programs and services.
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Proactively Affirm Student Potential: Recognize the extraordinary abilities and resilience of our students and communities, engaging with humility and a commitment to meaningful support.
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Ethics, Transparency, and Accountability: Uphold ethical standards and clear, transparent processes with built-in accountability to ensure continuous improvement.
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Thoughtful Action and Reflection: Assess the impact of our decisions and continuously refine our practices to align with our values.
Goals, Strategies, and Progress Measures
Goal 1: Equitably improve student learning and completion by providing holistic support.
Provide high-quality, evidence-based, and culturally responsive educational programs and support that meet the evolving needs of students and communities. Simplify systems and processes to improve student success and remove barriers to completion, focusing on closing equity and opportunity gaps for historically marginalized students.
Annually review Districtwide progress toward Vision 2030 student completion, participation, and support goals to achieve Districtwide improvement by 2030.
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Completion: Increase with equity the number of 4CD students completing a certificate, associate degree or baccalaureate degree by 30%.
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Participation: Increase with equity the number of students attending a 4CD college by either
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25%, or
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enrollment levels that surpass pre-pandemic numbers for student populations that experienced declines during the pandemic, whichever is greater.
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Maximizing Financial Aid: Increase with equity the number of 4CD students receiving Pell and California College Promise Grant by 10%.
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Reducing Units to Completion: Reduce with equity the average number of units in excess of 60 units for completing an associate degree for transfer.
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Utilize integrated technologies to guide students through the enrollment process, key educational milestones, and timely access to support services. Regularly review relevant performance indicators to evaluate the effectiveness of these interventions.
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Evaluate student-facing processes across the District to identify opportunities for automation, streamlining, and standardization, with the goal of improving the overall student experience.
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Review and revise policies and practices to remove structural and systemic barriers that hinder the success of historically minoritized groups.
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Enhance collaboration and alignment with K-12 and adult education partners to support equitable access and seamless transition to 4CD colleges. Annually review District Feeder High School Report and California Adult Education metrics to track student enrollment and success.
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Aligning with Vision 2030, collaborate with regional UC and CSU systems to equitably increase the number of 4CD students earning associate degrees for transfer by 30%, while providing effective transfer services and support.
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Expand Districtwide partnerships with local municipalities, cultural organizations, public agencies, and community-based organizations to effectively address student needs and enhance support services.
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Implement a technology-enabled process to create data-informed, student-centered class schedules while streamlining schedule development for faculty, staff, and administrators.
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Assess the District’s accessibility support infrastructure using the California Community Colleges Accessibility Center’s Accessibility Capability Maturity Model (ACMM) and implement necessary improvements.
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Promote college affordability by expanding the use of Open Educational Resources (OER) and increasing the availability of Zero Textbook Cost (ZTC) and Low Textbook Cost (LTC) sections across disciplines. Improve transparency by displaying instructional material costs in the student-facing schedule, aiming to provide cost information for at least 80% of course sections by 2030.
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Support the expansion of Credit for Prior Learning (CPL) across the District, with the goal of increasing the number of students earning CPL by 25% by 2030.
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Annually review progress on the metrics identified in the 2022-2027 Distance Education Strategic Plan.
Goal 2: Foster a culture of inclusion, belonging, and student-focused engagement.
Cultivate increasingly inclusive learning and work environments across the District where students and employees feel connected, engaged, and valued. Provide equitable opportunities for all community members to contribute, collaborate, and grow.
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Host CREED trainings throughout the District, with an emphasis on utilizing the framework in participatory governance settings.
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Regularly assess the utilization and impact of the CREED Framework and identify opportunities for continuous improvement.
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Assess District employee engagement in participatory governance to determine who is engaged, how they contribute to decision-making, and identify opportunities to enhance involvement.
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Regularly review and share findings from student surveys (e.g., the Survey of Entering Student Engagement [SENSE], Community College Survey of Student Engagement [CCSSE], etc.), focus groups, and other mechanisms used to gather student input, ensuring that student perspectives are amplified and inform decision-making across the district.
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Revitalize and sustain the 4CD Leadership Institute (4CDLI) or a similar leadership development program.
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Assess faculty, staff, and administrator engagement in professional learning, including both qualitative and quantitative measures.
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Design and scale Districtwide professional learning opportunities that align with Districtwide strategic priorities, address ACCJC requirements, and support progress toward Vision 2030 goals.
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Regularly monitor progress on implementing District Facilities Plans, which include projects that prioritize accessibility, safety, and the use of universal design principles to create inclusive environments.
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Evaluate and implement new facility projects and renovations in alignment with District standards and codes, including Crime Prevention Through Environmental Design (CPTED) guidelines.
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Incorporate culturally significant design elements into new and renovated spaces, including artwork, symbols, bilingual signage, and visual representations that celebrate the heritage and traditions of diverse cultural groups.
Goal 3: Embed future readiness and adaptability into the District’s educational programming and operations by fostering innovation, adaptability, and proactive problem-solving at all levels.
Adopt a future-focused, data-informed approach to address evolving educational, workforce, social, and fiscal demands. Embrace emerging technologies and build strategic partnerships to enhance adaptability, ensuring programs, services, and infrastructure align with emerging needs.
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Offer professional development for managers to cultivate a leadership approach that encourages experimentation and innovation within their areas.
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Convene faculty, staff, and administrators committed to driving culture change to explore models from higher education institutions that have effectively promoted a culture of innovation and adaptability.
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Regularly analyze regional labor market data and trends to develop and refine a Districtwide strategy that leverages each college’s strengths and potential to effectively address evolving workforce needs.
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Aligning with Facilities Plans, implement planning and design strategies that create flexible, technology-integrated learning environments that optimize utility and simulate real-world settings.
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Assess opportunities to integrate Artificial Intelligence (AI) into institutional practices, administrative workflows, and student support services to increase efficiency, improve responsiveness, and predict student needs.
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Convene forums that bring together faculty, staff, and administrators to explore opportunities to engage students with emerging technologies while promoting critical thinking and responsible digital citizenship.
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Expand demand-driven, apprenticeship and ‘earn-and-learn’ models across the District.
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In alignment with Vision 2030, increase with equity the percentage 4CD students who earn a living wage for the Bay Area by 10%.
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Strengthen partnerships with workforce development boards, industry councils, and trade organizations to proactively design educational programs that address sector-specific training needs anticipated in Contra Costa County over the next five to ten years.
Goal 4: Responsibly, proactively, and sustainably steward District resources.
Prudently steward Contra Costa County’s investment in the District by sustainably and strategically leveraging all resources. Prioritize fiscal responsibility and environmental sustainability, recognizing their integral connection to student success and institutional resilience.
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Regularly monitor Districtwide performance on the Student -Centered Funding Formula metrics and share the results broadly to support informed decision-making and continuous improvement.
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Develop models and projections to assess how decisions, interventions, and strategies may influence future funding and financial sustainability.
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Continuously assess the District’s funding composition and proactively diversify revenue sources.
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Regularly assess the financial state of the District using the Sound Fiscal Management Checklist.
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Identify and assess key Districtwide processes that impact employee workload and operational efficiency, emphasizing those that are repetitive, manual, and increase liabilities.
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Engage appropriate Districtwide workgroups or form ad hoc taskforces as needed to achieve process improvement goals and communicate progress widely.
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Recognize Districtwide teams and employees who contribute to identifying and implementing successful process improvements.
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Assess and address ongoing infrastructure improvement needs.
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Regularly review and update technology-related policies and practices to ensure alignment with industry standards and federal and state regulations related to security, risk mitigation, and access control.
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Annually evaluate progress on 4CD’s Districtwide Energy and Sustainability Goals to assess advancement toward 2030 benchmarks.
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Track the adoption of practices and process improvements that demonstrate environmental stewardship and replicate best practices across District sites.
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