UCC’s new three-year strategic “doing” plan, recently presented by President Rachel Pokrandt, takes a three-pronged approach to prosperity: increase opportunity, increase value and focus on the future. “UCC will thrive,” writes Pokrandt; “We proved our ability to change during the pandemic. Let’s harness that ability and speed. The time is now. We have no time to wait.”
“Removing barriers to success”
Each strategy in the plan is divided into five goals or focuses. For example, to “increase opportunity,” the college plans to engage (1) students, (2) Douglas County youth, (3) employers and employees, and (4) other members of the community.
One way the college will increase opportunity is by institutionalizing a “family-friendly campus,” which would involve “alternative scheduling that allows more students to take advantage of UCC programs.” Childcare — for students and employees — also factors into the college’s plan. “At least 40% of our students have families,” Pokrandt says.
Additionally, the college wishes to further flesh out UCC’s housing program. “We’re wanting to provide 150 new beds for our diverse student population,” Pokrandt says. “But we will not be building a dorm on campus.” UCC will continue to work with NeighborWorks Umpqua to assist students with families to find housing, Pokrandt explained by email.
Instead, residences would be sourced similarly to those currently provided in UCC’s housing partnership with NeighborWorks Umpqua. Already, all students may apply for residency in six locations: Hawks Landing, Hawks Nest, Jackson Street Apartments, Kohlhagen Apartments, Main Street Apartments and Douglas House. Students may also consult the Student Resources page on Housing to learn more.
“Stewardship of state and community investment”
The three-year plan plan includes a new “Academic Strategy and Priorities,” shortened to ASAP. ASAP outlines new programs and instructional priorities. “We envision a future where everyone in our community is actively involved with UCC and where 100% of UCC students retain, complete and go on to family wage jobs — virtually eliminating generational poverty in Douglas County,” Pokrandt says.
The ASAP plan is “informed by student, faculty, staff, community and industry voices” as well as “key data points.” Based on this input, ASAP follows four main goals: economic success, innovative offerings, dynamic teaching and curriculum, and student success.
“Current, relevant, cutting-edge and ready”
Investments in technological advancement are another key part of the college’s plan — one which involves completing the current digital transformation plan, facilities master plan and technology master plan, as well as developing a new student “welcome center.”
The college also wishes to expand institutional knowledge through cross-training more positions throughout UCC departments. “Work often stops when those with highly-specialized positions leave — that is the worst way to run a business,” Pokrandt says.
What lies ahead: Greater than our present
For at least a year, UCC’s Communications and Marketing department has been developing a brand new website to better suit the needs of students and staff. Its release date has been pushed forward from February 18 to sometime this March.
The “welcome center” in the college’s plan — while in early stages of development and currently unfunded — would replace the Del Blanchard Administration Building. In its place would stand a two-story, student-facing “front door” which “reflects (UCC’s) focus on student service and success.”
The 2023–2026 Strategic “Doing” Plan can be found on The Nest by those with institutional access — see the President’s Message for links to more information on other key pieces of the college’s administrative goals, such as presidential priorities, male engagement and generational poverty, and UCC’s healthcare program extension plan.
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