Continuing Education Noncredit
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Glendale Community College Verdugo CampusGarfield Campus Continuing EducationMontrose CampusProfessional Development Center

Strategic Planning

Planning is a crucial step in fulfilling the college's mission.

Plan Documents

Glendale Community College uses several plan documents to organize its goals, strategies, and activities.Main Planning Documents

The current Institutional Strategic Plan (ISP) defines collegewide goals from 2025 to 2030.

Institutional Plans include the Technology Strategic Plan, Facilities Plan, and other plans.

Planning Process

Glendale Community College's planning processes are defined in this section of the Strategic Planning website. These processes were formerly published in the college's Integrated Planning Handbook.

Planning Processes

 

Evaluation

Institution-Set Standards

Local Vision Goals / Institutional Effectiveness Framework and Goals

Past Institutional Strategic Plan (ISP)

Note: The Institutional Strategic Plan (ISP) was previously named the Institutional Master Plan (IMP), and before that the Educational Master Plan (EMP).

 

Annual Goals for 2026-2027

The annual goals for the college were developed through the governance process with primary participation from the Institutional Planning Coordination Committee and the Strategic Planning Committee (Team A). Annual goals focus the college's efforts to implement a subset of the Institutional Strategic Plan goals for that academic year.

Goal Statement

Objective (5-year)
A.2 - Develop and implement innovative methods for retaining current students and eliminate gaps in retention rates, especially for Black, Latino, APIDA, and other underrepresented and non-traditional groups. By 2030, eliminate gaps in retention rates between demographic groups and reduce completion gaps from current levels to under 5% difference between groups.
A.5 - Strengthen and expand intersegmental relationships and curricular collaboration with K-12 and transfer institutions in order to create more efficient and effective student pathways.

By 2030, increase the number of new or re-negotiated articulation agreements by 10%. Vision 2030 goal: 2,111 dual enrollment students by 2030, 2023-24 baseline is 1,662.
B.1 - Expand flexible learning opportunities and approaches such as credit for prior learning. By 2030, establish a process for nuanced & data-driven scheduling, establish uniform process and policies for credit for prior learning, and increase the number of eight-week classes by 25%.
B.5 - Leverage and maintain partnerships with industry partners and community organizations to enhance GCC’s curriculum. By 2030, explore the feasibility of implementing an MIS data element (SG21) system for work-based learning.
B.8 - Ensure all students are informed of transfer pathways and processes at multiple points of the student journey including onboarding and in the second-year experience. By 2030, increase the percentage of students who transfer to any four-year institution within three years by 20% (baseline: 33.2% (2019-20) source: DataVista), and increase the number of students attending transfer workshops by 20%. Vision 2030 goal: Increase # of students that transfer to a UC/CSU to 1,142. Baseline 2022-23 is 717.
C.1 - Expand the number of noncredit students who have matriculated to credit and successfully complete a certificate, degree or university transfer. By 2030, establish a baseline for the percentage of noncredit students in a given year’s cohort that matriculate to credit and successfully complete a certificate, degree or university transfer, and increase the percentage by 5 percentage points.
C.2 - Expand collaborative initiatives between Student Services and Instructional Services to enhance the student experience and improve funding metrics (e.g., Promise Plus, coordinated care, shared fiscal and human resources). By 2030, improve student success allocation of SCFF by 20% (e.g., AS-T, AS, credit certs, transfer math and English, transfer, nine or more CTE units, regional living wage).