Vision, Mission, Strategic Plan & Institutional Outcomes
CCD promotes excellence in teaching, learning, and service to a diverse community and enrolls over 8,000 students each year on its Auraria and Lowry campuses and online. Among the student population, 92 percent are Colorado residents, more than 30 percent is Latinx, more than 50 percent self-identify as underrepresented, and our international students represent more than 40 nations. The College offers more than 100 degrees and certificates in transfer and occupational education, and CCD’s core classes are guaranteed to transfer to Colorado public colleges and universities.
Every member of our community will attain the education he or she desires.
CCD provides our diverse community an opportunity to gain quality higher education and achieve personal and professional success in a supportive and inclusive environment.
- Lifelong Learning
- Healthy Work Environment
A Message from the President
Dear Friend of CCD,
I am pleased to be sharing with you the new strategic plan for Community College of Denver. Developed through a collaborative process with CCD faculty, staff, students, and community members, the plan was created with student success as the primary objective. We believe our new strategic plan is our roadmap to the future.
Like community colleges everywhere, CCD faces a time of significant challenges as we respond to the diverse and evolving needs of our students and our community. Yet times of challenge are also times of opportunity, and it’s clear that CCD has the ability to not only meet those challenges but to define a new model of what a community college should be for the city of Denver and beyond.
To do so, we need to rally around a shared vision. This new strategic plan─inspired by the voices of our CCD students, community, and team─embodies that shared vision. Together, we can shape an extraordinary future.
Everette J. Freeman, CCD President
Strategic Initiative Projects
The Strategic Plan has eight strategic initiatives connected to the plan's three overarching goals of Access, Success and Equity. Listed below are summaries of the eight strategic initiatives Community College of Denver has underway in support of our goals. Each of these initiatives will have a separate charter where the work will be done over the next five years of the plan. As the eight charters are finalized in greater detail with projects, actions, and timelines, links will be created to give everyone an opportunity to get a better picture of the work that CCD employees' will be doing over the life of the plan.
Alternate Delivery of Programs
Redesign how and when CCD offers programs & support services.
As an initiative connected to the Strategic Plan 2020-2025 goal of increased access for students, alternative educational offerings will allow a greater percentage of student populations to take and complete courses and full programs outside of the standard M-F on-campus day time model. Alternate delivery methods will include evening, online, accelerated, and weekend options for students.
Boulder Creek Redevelopment
Redevelop Boulder Creek building as a campus gateway and home to Health Sciences and other programs.
This initiative redevelops the Boulder Creek building as a campus gateway and home to health sciences and other programs. It consolidates all of the college’s health programs into a strategically focused Health Education Center of Excellence in a to-be-remodeled and expanded Boulder Creek building on the Auraria campus, from scattered and dated teaching spaces on both the Lowry and Auraria campus. By housing CCD’s growing health sciences programs with laboratories incorporating the latest technology, the Boulder Creek Health Education Center of Excellence will provide an improved teaching and learning environment for students and faculty.
The Health Education Center of Excellence at Boulder Creek features space for health curricula, three community clinics (primary care medical, dental, and veterinary), a teaching kitchen that supports the nutrition and wellness curricula, and a state-of-the-art biological and chemical analysis center that supports health and natural science programs and provides opportunities for undergraduate research and new programs such as cannabis business. Phases in the project match the constructive ownership of the building, as MSU Denver and CU Denver vacate the property over the coming years.
This initiative improves access to health careers by increasing space for additional student cohorts in these programs, solves current student concerns regarding the lack of availability to safe and convenient access to public transportation on the Lowry campus, provides improved access to clinical space required for student competencies, provides students the ability to receive on-campus tutoring and other student services, and creates an opportunity for collaboration with local communities, the public sector, and commercial partners. Because the health programs typically have high completion rates, increasing access and the number of students/cohorts able to participate in these programs also impacts college retention and completion statistics and equity concerns in these programs.
Successful redevelopment of this building includes partnerships with community organizations, healthcare, cannabis, and laboratory enterprises and features a capital campaign and specific goals for accumulating college reserves in order to raise the 25% of building costs required to earn maximum support for the project from the CCCS System Office and the state legislature. It also includes raising funds totaling 5 years of building operating maintenance costs (estimated at 1% of total estimated construction costs) to be held by the CCD Foundation and transferred to the college to assist in funding proper building maintenance costs.
Partnerships with Business & Industry
Develop partnerships with business and industry to expand credit and non-credit offerings.
The Community College of Denver (CCD) has always made a concerted effort to engage in meaningful partnerships with local school districts, four-year institutions, businesses, government agencies, and community organizations to advance educational opportunities for all community members. While we acknowledge the importance of our existing partnerships, we realize the need to pursue new and innovative partnerships that are critical in achieving our strategic goals. New and innovative avenues of cooperation and expanded engagement with existing and new partners will result in meaningful academic and career pathways for better student learning outcomes in courses and programs that accelerate completion and transfer rates. Those pathways will also help the college to directly address labor market needs and contribute to a better prepared workforce. In addition, those meaningful partnerships will increase access to higher education and provide students with seamless opportunities to achieve educational, professional, and personal goals.
Shift concurrent enrollment strategy to have a primary focus as an access point for DPS students to matriculate at CCD.
Concurrent enrollment accounts for 15% of CCD’s overall enrollment, which for the spring of 2020 includes 1,700 students enrolled in high school-select, 518 enrolled in college-select, and 98 enrolled as AEC (Ascent and CEC 5th year) scholars. It is a high priority of the CCCS’ chancellor as well as the governor and is reflected in the CCCS strategic plan as a key performance measure (KPM) 3.1 Concurrent enrollment saved Colorado students $35 million in tuition dollars last year alone, serving as a critical piece of the access and equity puzzle for our students. This initiative will strengthen the pipeline for these concurrently enrolled students from their high school, to completion at CCD, to their four-year institutions or the workforce.
Implement AACC Pathways
Implement AACC Pathways strategies
This initiative focuses on the strategies the college will employ to transform the student experience via our five AACC Pathways Commitments. Objectives seek to move student interactions with CCD faculty and staff from transactional to more relational and transformative engagements.
CCD’s five AACC Pathways Commitments are:
- All students will have a New Student Orientation.
- All students will have a First-Year Experience.
- All students will confirm their program of study by the end of their first semester.
- All students will complete gateway math and English in their first year*.
- All students will receive advisement once per semester.
*Not all students require enrollment in gateway math and English in their first year. Some do not require the courses, some bring courses in.
Academic Affairs & Student Services Collaboration
Improve collaboration across Academics & Student Services through targeted projects to support Student Success: Scale TRiO Model, Co-Curricular Programs, Faculty Mentoring/Advising
Improving collaboration across Academic Affairs (AA) & Enrollment Administration and Student Services (EASS), through targeted projects to support student success, demands a holistic practice for supporting students’ intellectual and social-emotional development. AA and EASS play a major role in the retention and success of our students, inside and outside of the classroom. Exerting collaborative and strategic genuine care and concern for our students’ intellectual and personal wellbeing, education, and aspirations toward their career goals is a necessary component of institutional success and student-centered practice.
OER & Zero-Cost Textbooks
Invest in creating and maintaining Open Educational Resources (OER)
Open Educational Resources are textbooks and other classroom/online materials that can be used and reused freely with no direct cost to the student. OER at CCD is recognized as an innovative tool for meeting the challenges of providing affordable learning opportunities for students from diverse backgrounds. CCD fosters the adoption, adaptation, and creation of OER material for relevant courses with the goal of reducing the expense of college by removing the cost of textbooks and other classroom/online materials to make learning more affordable, equitable, and accessible.
Adapt the Inclusive Excellence Framework as CCD's equity model to transform CCD in a manner that creates a sense of belonging for students, faculty and staff.
Diversity and inclusion will be embedded in every aspect of work at the college in an effort to reach equity for students, faculty, and staff. This initiative is designed to guide the college’s work to ensure our culture and operations reflect progressive philosophies around equity and incorporate the experience and knowledge of our diverse employee and student community. The objectives within are designed to make us a more welcoming and inclusive campus, where members of our diverse population feel valued, and where quality is embedded in every aspect of our work so that all students have equal opportunity to succeed, regardless of their identities.
- Erin Farb, Program Chair & Professor, World Languages (CO-Chair)
- Bob Studinger, Dean, Center for Arts, Behavioral & Social Sciences (CO-Chair)
- Asia Abeyta, Assistant Director of Customer Service Financial Aid (POG Representative)
- Katy Hill, Director of Institutional Effectiveness (IEC Representative)
- Christopher Holcom, Program Chair & Associate Professor, History, Geography, Political Science (Faculty Council Representative)
- Christa Saracco, Director of Marketing & Communications (SBC Representative)
- Everette Freemen, President
- Kathy Kaoudis, Chief Financial Officer and VP of Administrative Service
- Ruthanne Orihuela, Provost & Vice President of Academic Affairs
- Patty Davies, Director of Human Resources
- Chase Hart, Associate Professor, English
- Paige McEvoy, Assistant Professor, Dental Hygiene
- Anastacia V. Rodriguez, Director, Testing Center
- Bryan Wattenburger, HR Specialist - Recruiter, Training & Compliance
- Cynthia Phillips, Academic Strategic Initiatives and Compliance Manager