Agenda packet, regular meeting — Concord City Council, November 4, 2025 (part 2 of 2)

Ord. No. 25-XX 6
(6) Section 105.5 (Expiration) is hereby deleted in its entirety. (7) Section 113 (Means of Appeals) is hereby deleted in its entirety.

Section 4. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter15.15 (Electrical Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.15 ELECTRICAL CODE

15.15.010 Electrical Code adopted.

The 2025 California Electrical Code, California Code of Regulations, Title 24, Part 3, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Electrical Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter.

The California Electrical Code shall be known, designated and referred to as the “Electrical Code” for the City of Concord.

Section 5. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.20 (Plumbing Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.20 PLUMBING CODE

15.20.010 Plumbing Code adopted.

The 2025 California Plumbing Code, California Code of Regulations, Title 24, Part 5, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Plumbing Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Plumbing Code, as amended in this chapter, shall be known, designated and referred to as the “Plumbing Code” for the City of Concord.

15.20.020 Appendix adoption.

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Ord. No. 25-XX 7
Appendices A, B, D, H, and I of the California Plumbing Code are hereby adopted. All remaining appendices are not adopted.

15.20.030 Administrative amendments.

The following are administrative amendments to Chapter 1 Division II (Administration):
(1) The fourth paragraph of Section 104.3.2 (Plan Review Fees) is hereby amended to read:

Where plans are incomplete or changed so as to require additional review, a fee shall be charged as set forth in the schedule as established by the applicable governing authority.
(2) Section 104.3.3 (Time Limitation of Application) is hereby deleted. (3) Section 104.4.3 (Expiration) is hereby deleted.
(4) Section 104.4.4 (Extensions) is hereby deleted.
(5) Section 104.5 (Fees) is hereby amended to read:
104.5 Fees. Fees shall be assessed in accordance with the provisions of this section and as set forth in the schedule as established by the applicable governing authority.
(6) The fourth paragraph of Section 105.2.6 (Reinspections) is hereby amended to read:

To obtain reinspection, the applicant shall first pay a reinspection fee as set forth in the schedule as established by the applicable governing authority. (7) Section 107.0 (Board of Appeals) is hereby deleted in its entirety. (8) Table 104.5 (Plumbing Permit Fees) is hereby deleted.

Section 6. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.25 (Mechanical Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.25 MECHANICAL CODE

15.25.010 Mechanical Code adopted.

The 2025 California Mechanical Code, California Code of Regulations, Title 24, Part 4, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time

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Ord. No. 25-XX 8
(collectively, “California Mechanical Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Mechanical Code, as amended in this chapter, shall be known, designated and referred to as the “Mechanical Code” for the City of Concord.

15.25.020 Administrative amendments.

The following are administrative amendments to Chapter 1 Division II (Administration):
(1) The fourth paragraph of Section 104.3.2 (Plan Review Fees) is hereby amended to read:

Section 7. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.40 (Residential Building Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.40 RESIDENTIAL BUILDING CODE

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Ord. No. 25-XX 9

15.40.010 Residential Building Code adopted.

The 2025 California Residential Code, California Code of Regulations, Title 24, Part

2.5, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Residential Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Residential Code, as amended in this chapter, shall be known, designated and referred to as the “Residential Building Code” for the City of Concord.

15.40.020 Appendix adoption.

Appendix BF (Patio Covers) of the California Residential Code is hereby adopted. All remaining appendices are not adopted.

15.40.030 Administrative amendments.

The following are administrative amendments to Chapter 1 Division II (Administration):
(1) Section R101.1 (Title) is hereby revised to read as follows:

R101.1 Title. These regulations shall be known as the Residential Code for One- and Two-family Dwellings of the City of Concord and shall be cited as such and will be referred to herein as “this code.”
(2) Section R102.6 (Existing structures) is hereby revised to read as follows:

R102.6 Existing structures. The legal occupancy of any structure existing on the date of adoption of this code shall be permitted to be to continue without change, except as is specifically covered in this code, the California Existing Building Code or the California Fire Code, or as is deemed necessary by the building official for the general safety and welfare of the occupants and the public. (3) Section R103.1 (Creation of agency) is hereby revised to read as follows:

R103.1 Creation of agency. The City of Concord Building Division is hereby created, and the official in charge thereof shall be known as the building official. The

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Ord. No. 25-XX 10
function of the agency shall be the implementation, administration and enforcement of the provisions of this code.
(4) Section R104.2.3.1 (Flood hazard areas) is hereby deleted. (5) Section R104.3.1 (Determination of substantially improved or substantially damaged existing buildings in flood hazard areas) is hereby deleted. (6) Section R105.3.2 (Time limitation of application) is hereby deleted. (7) Section R105.5 (Expiration) is hereby deleted in its entirety. (8) Section R112 (Means of Appeals) is hereby deleted in its entirety.

Section 8. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.42 (Historical Building Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.42 HISTORICAL BUILDING CODE

15.42.010 Historical Building Code adopted.

The 2025 California Historical Building Code, California Code of Regulations, Title 24, Part 8, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Historical Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter.

The California Historical Building Code shall be known, designated and referred to as the “Historical Building Code” for the City of Concord.

Section 9. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.43 (Existing Building Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.43 EXISTING BUILDING CODE

15.43.010 Existing Building Code adopted.

The 2025 California Existing Building Code, California Code of Regulations, Title 24, Part 10, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Existing Building Code”), a copy of which is filed in the office

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Ord. No. 25-XX 11
of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Existing Building Code, as amended in this chapter, shall be known, designated and referred to as the “Existing Building Code” for the City of Concord.

15.43.020 Appendix Adoption.

Appendix A (Guidelines for the Seismic Retrofit of Existing Buildings) of the California Existing Building Code is hereby adopted. All remaining appendices are not adopted.

15.43.030 Administrative Amendments.

The following are administrative amendments to Chapter 1 Division II (Scope and Administration):
(1) Section 101.1 (Title) is hereby revised to read as follows:
101.1 Title. These regulations shall be known as the Existing Building Code of the City of Concord, hereinafter referred to as “this code.” (2) Section 101.4.2 (Buildings previously occupied) is hereby revised to read as follows:
101.4.2 Buildings previously occupied. The legal occupancy of any building existing on the date of adoption of this code shall be permitted to continue without change, except as is specifically covered in this code, the California Fire Code, or as is deemed necessary by the code official for the general safety and welfare of the occupants and the public.
(3) Section 103.1 (Creation of agency) is hereby revised to read as follows:
103.1 Creation of agency. The City of Concord Building Division is hereby created, and the official in charge thereof shall be known as the code official. The function of the agency shall be the implementation, administration and enforcement of the provisions of this code.
(4) Section 104.2.4.1 (Flood hazard areas) is hereby deleted.

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Ord. No. 25-XX 12
(5) Section R104.3.1 (Determination of substantially improved or substantially damaged existing buildings and structures in flood hazard areas) is hereby deleted. (6) Section 105.3.2 (Time limitation of application) is hereby deleted. (7) Section 105.5 (Expiration) is hereby deleted in its entirety. (8) Section 112 (Means of Appeals) is hereby deleted in its entirety.

Section 10. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.45 (Green Building Standards Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.45 GREEN BUILDING STANDARDS CODE

15.45.010 Green Building Standards Code adopted.

The 2025 California Green Building Standards Code, California Code of Regulations, Title 24, Part 11, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Green Building Standards Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter.

The California Green Building Standards Code shall be known, designated and referred to as the “Green Building Standards Code” for the City of Concord.

Section 11. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.47 (Energy Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.47 ENERGY CODE

15.47.010 Energy Code adopted.

The 2025 California Energy Code, California Code of Regulations, Title 24, Part 6, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Energy Code”), a copy of which is filed in the office of the Building

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Ord. No. 25-XX 13
Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter.

The California Energy Code shall be known, designated and referred to as the “Energy Code” for the City of Concord.

Section 12. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter 15.60 (Swimming Pool, Spa, and Hot Tub Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.60 SWIMMING POOL, SPA, AND HOT TUB CODE

15.60.010 Swimming Pool, Spa, and Hot Tub Code adopted.

The 2024 Uniform Swimming Pool, Spa, and Hot Tub Code published by the International Association of Plumbing and Mechanical Officials, 4755 E. Philadelphia Street, Ontario, CA 91761-2816, a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The Uniform Swimming Pool, Spa, and Hot Tub Code, as amended in this chapter, shall be known, designated and referred to as the “Swimming Pool, Spa, and Hot Tub Code” for the City of Concord.

15.60.020 Administrative Amendments.

The following are administrative amendments to Chapter 1 (Administration):
(1) The fourth paragraph of Section 104.3.2 (Plan Review Fees) is hereby amended to read:

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Ord. No. 25-XX 14
(5) Section 104.5 (Fees) is hereby amended to read:
104.5 Fees. Fees shall be assessed in accordance with the provisions of this section and as set forth in the schedule as established by the applicable governing authority.
(6) The fourth paragraph of Section 105.2.6 (Reinspections) is hereby amended to read:

Section 13. Concord Municipal Code Title 15 (Buildings and Building Regulations), Chapter

15.65 (Fire Code) is hereby amended in its entirety and restated to read as follows:

CHAPTER 15.65 FIRE CODE

15.65.010 Fire Code adopted.

The 2025 California Fire Code, California Code of Regulations, Title 24, Part 9, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Fire Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Fire Code, as amended in this chapter, shall be known, designated and referred to as the “Fire Code” for the City of Concord.

15.65.020 Administrative Amendments.

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Ord. No. 25-XX 15
(2) Section 103.1 (Creation of agency) is hereby revised to read as follows:
103.1 Creation of agency. The Contra Costa County Fire Protection District is hereby created, and the official in charge thereof shall be known as the fire code official. The function of the agency shall be the implementation, administration and enforcement of the provisions of this code.

Notwithstanding the foregoing, the City of Concord hereby reserves to its Chief Building Official the ability (but not the obligation) to enforce the provisions of this code.
(3) Section 105.2.3 (Time limitation of application) is hereby deleted. (4) Section 105.3.1 (Expiration) is hereby deleted in its entirety. (5) Section 112 (Means of Appeals) is hereby deleted in its entirety.

15.65.030 Contra Costa County Fire Protection District Ordinance adopted.

Ordinance 2025-14 of the Contra Costa County Fire Protection District, adopted November 418, 2025, is hereby ratified by the City Council under the authority of California Health and Safety Code § 13869.7. Ordinance 2025-14 adopts the 2025 California Fire Code (California Code of Regulations, Title 24, Part 9, including Chapters 1-12 and 20-80, Appendix B, Appendix C, Appendix D, Appendix F, Appendix H, Appendix I, Appendix J, Appendix K, and Appendix P), as amended by the changes, additions, and deletions set forth in the ordinance. The provisions of the 2025 California Fire Code as amended by District Ordinance 2025-14 shall be controlling and enforceable within the jurisdictional boundaries of the City of Concord.

15.65.040 Delegation of enforcement to Fire Chief.

Pursuant to California Health and Safety Code § 13869.7, the City Council delegates enforcement of Ordinance 2025-14
to the Fire Chief of the Contra Costa County Fire
Protection District or his or her authorized representatives.

Section 14. Concord Municipal Code Title 15 (Building and Building Regulations) is hereby amended by adding Chapter 15.67 (Wildland-Urban Interface Code) as follows:

CHAPTER 15.67 WILDLAND-URBAN INTERFACE CODE

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Ord. No. 25-XX 16

15.67.010 Wildland-Urban Interface Code adopted.

The 2025 California Wildland-Urban Interface Code, California Code of Regulations, Title 24, Part 7, published by the California Building Standards Commission, 2525 Natomas Park Drive, Suite 130, Sacramento, CA 95833-2936, with state supplements published from time to time (collectively, “California Wildland-Urban Interface Code”), a copy of which is filed in the office of the Building Official, is hereby adopted and referred to, and by this reference, expressly incorporated and made a part of this chapter as though fully set forth in this chapter, subject to the amendments set forth in this chapter.

The California Wildland-Urban Interface Code, as amended in this chapter, shall be known, designated and referred to as the “Wildland-Urban Interface Code” for the City of Concord.

15.67.020 Administrative Amendments.

Notwithstanding the foregoing, the City of Concord hereby reserves to its Chief Building Official the ability (but not the obligation) to enforce the provisions of this code.
(3) Section 105.4.2 (Time limitation of application) is hereby deleted. (4) Section 105.8 (Expiration) is hereby deleted in its entirety. (5) Section 112 (Means of Appeals) is hereby deleted in its entirety.

Page 90 of 93 ends

Ord. No. 25-XX 17

15.67.030 Contra Costa County Fire Protection District Ordinance adopted.

Ordinance 2025-15 of the Contra Costa County Fire Protection District, adopted November 418, 2025, is hereby ratified by the City Council under the authority of California Health and Safety Code § 13869.7. Ordinance 2025-15 adopts the 2025 California Wildland- Urban Interface Code (California Code of Regulations, Title 24, Part 7, including Chapters 1- 7, Appendix A, Appendix B, Appendix C, Appendix F, Appendix G, and Appendix H), as amended by the changes, additions, and deletions set forth in the ordinance. The provisions of the 2025 California Wildland-Urban Interface Code as amended by District Ordinance 2025- 15 shall be controlling and enforceable within the jurisdictional boundaries of the City of Concord.

15.67.040 Delegation of enforcement to Fire Chief.

Pursuant to California Health and Safety Code § 13869.7, the City Council delegates enforcement of Ordinance 2025-15
to the Fire Chief of the Contra Costa County Fire
Protection District or his or her authorized representatives.

Section 15. Pursuant to California Health and Safety Code Section 17958.7(c), the technical amendments are substantially equivalent to changes or modifications that were previously filed by the City of Concord and were in effect as of September 30, 2025. Furthermore, the building standards relate to home hardening and are proposed for adoption by a local fire prevention district pursuant to Section 13869.7.

Section 16. If any section, subsection, clause, or phrase of this Ordinance, or its application to any person or circumstance, is for any reason held to be invalid or unenforceable, such invalidity or unenforceability shall not affect the validity or enforceability of the remaining sections, or its application to any other person or circumstance. The City Council declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, and phrase thereof, irrespective of the fact that any one or more section, subsection, sentence, clause, or phrase be declared invalid.

Section 1617. This Ordinance No. 25-XX shall become effective (30) days following its passage and adoption; provided, however, that the portion of this Ordinance 25-XX ratifying and adopting Ordinance No. 2025-14 and Ordinance No. 2025-15 and the Findings shall become effective

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Ord. No. 25-XX 18
on the later of the effective date of (a) the Board’s adoption of Ordinance No. 2025-14 and Ordinance No. 2025-15 and the Findings, or (b) this Ordinance 25-XX. . In the event a summary of said Ordinance is published in lieu of the entire Ordinance, a certified copy of the full text of this Ordinance shall be posted in the office of the City Clerk at least five (5) days prior to its adoption and within fifteen (15) days after its adoption, including the vote of the Councilmembers. Additionally, a summary prepared by the City Attorney’s Office shall be published once at least five (5) days prior to the date of adoption of this Ordinance and once within fifteen (15) days after its passage and adoption, including the vote of the Councilmembers, in the East Bay Times, a newspaper of general circulation in the City of Concord.

Carlyn Obringer
Mayor

ATTEST:

Joelle Fockler, MMC
City Clerk

(Seal)

Ordinance No. 25-XX was duly and regularly introduced at a regular meeting of the City Council of the City of Concord held on November 4, 2025, and was thereafter duly and regularly passed and adopted at a regular meeting of the City Council of the City of Concord on December 2, 2025, by the following vote:

AYES: Councilmembers -
NOES: Councilmembers -
ABSTAIN: Councilmembers -
ABSENT: Councilmembers -

Page 92 of 93 ends

Ord. No. 25-XX 19
I HEREBY CERTIFY that the foregoing is a true and correct copy of an ordinance duly and regularly introduced, passed, and adopted by the City Council of the City of Concord, California.

Joelle Fockler, MMC
City Clerk

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Table of Contents
Chancettor's Message .t
Contra Costa Community College District (4CD) 1eadership..............................4 Planning Process Chronotogy
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4CD's Strategic Ptan 2025-2030 | Summary........

District Protite
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4CD's Economic Contribution...... ............ E
Service Area...... ............. fO
Poputation Trends and Projections r()
Economic Conditions u
4CD Student Characteristics..... .............. 12
EnroLtment Trends t2
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Strategic Ptan Purpose and Scope
Student Demographics
Strategic Ptan n ing Process.....

Ptanning Context....................

Economic Trends and Assumptions
State and Federat Poticy Trends
Pubtic Perceptions of Higher Education
The Expanding Rote of Artificiat lnteltigence and Emerging Technotogies...... l9 4CD Vatues
4CD Strategic Goats 2025-2030
Appendix: 4CD Cotteges
Contra Costa Cottege
Diabto Vattey Cottege
Los Medanos Cottege
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District
Administrative
Team
ln the tast quarter ot 2024,lhe Contra Costa Community Cottege District was completing its yeartong cetebration of our 75th anniversary and simultaneous[y kicking off our strategic ptanning process to identify the goats and strategies that witt guide our next tive years.

The process was thoughtfut and inclusive as we sought to hear trom att of the constituency groups who comprise our community: students, facutty, ctassitied staff, industry partners, and other key stakehotders from att over the county.Mojdeh I.4ehdizad eh, Chancettor Dr. Kimberty R. Rogers, President,
Contra Costa Cottege
Dr. Monica Chahat, President,
Diabto Vattey Cottege
Dr. Pameta Ralston, President,
Los Medanos Cottege
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Chancellor's Message
Dr. Micaeta Ochoa, Executive Vice
Chancettor, Administral ive Services
Ketty Schetin, Executive Vice Chancettor,
Education and Technology
lnes Zitdzic, Vice Chancettor, Facitities
Pta n n ing and Construction
Dr. Jeffrey Michets, Associate Vice
Chance[[or, Chief Human Resources Officer
Dr. Mandy Liang, Associate Vice Chanceltor,
Ed ucational Services
Dr. Tony Wotd, Associate Vice Chanceltor,
Chief Fina nciat Officer
Thank you to everyone who participated. We heard your in put, and we vatue your perspectives. With your feedback, we were abte to taitor our strategic objectives to address our current needs and emerging priorities.

Out 2020-2025 strategic ptan was compteted in 2019, less than a year a head of the Covid pandemic, which catatyzed major changes in how education is detivered. White we had already begun imptementing professionaI devetopment for the delivery of eFfectlve distance education, the rapid shift to futty remote instruction, student services, and support functions was a monumentat undertaking marked by innovation, adaptabitity, and a deep commitment to supporting student success under unprecedented conditions.

Staying nimbte and attuned to the needs of students and emptoyers continues to be an area of focus for us as we took a head to the next five years.

Our updated mission statement hightights the need to equip students with the knowtedge and resitience to thrive in a changing world. As technotogy and industry needs evotve, we remain committed to providing equ jtabte pathways to student success and fostering innovation and adaptabitity.

Through the goats and strategies outtlned in this plan, our cotleges witt remain steadfast in creating an environment of excettence and betonging where alt students can achieve their educationaI and career goats.

Sin ce re ty,
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Mojdeh Mehdizadeh
Chancettor
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Planning Process Chronology
Governing Board
Septcmber 17, zoz.4
October r, zoz.,1
Oclober g, zoz4
November 20, 2<124
Novelnlrer 26, zozl
f)ecember z. zo21
I)ecember .1, zoz,{
fanuary 11. 2oz5
Felrruary fl. zo2l
I'ebrrrary t9, zozi
April 8. zori
April 24, zoz;
April zg. zoz5
May 6, zoz5
May r4, zoz5
I\{ay 27, zoz5
ltune 3, zozi
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Chanceltor's Cabinet lnitiat Ptanning Meeting
District Governance Councit (DGC) ln itiat Ptanning Meeting Strategic Ptanning Discussion with Governing Board
Ptanning Forum at Diabto Vattey Cotlege
Ptanning Forum at Contra Costa Cottege
Ptanning Forum at Los I.4edanos Cottege
Pta nn ing Forum on Zoom
Community Ptan ning Forum
DGC provides feedback on I.4ission, Vision, and Va(ues
Strategic Ptanning Update to Governlng Board
DGC provides feedback on Goats, Priorities, and Strategies ontine Survey opens - Mission, Vision, Vatues, and Goats First Draft reviewed by Chancettor's Cabinet
First Draft reviewed by DGC
First Draft reviewed by the Governing Board
Final Draft reviewed by Chancettor's Cabinet
Finat Draft reviewed by DGC
Frnat Draft approved by the Governing Board
Top row, Lett to right: Rebecca Barrett, lohn E. Mdrquez Bottom row, left to tight: Diana Honig, Andy Li, Fernando S a nd oval. Not pictured: Sop h i e Khou r i
Strategic Ptan 5
Andy Li, President
Diana Honig, Vice President
Fernando Sandovat, Secreta ry
John E. Mdrquez, Member
Rebecca Barrett, Member
Sophie Khouri, Student Trustee
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COLLEGE
Strategic Plan 7
4CD's Stratcgic Plan ztlzi-zoJo
Summary
The Contra Costa Community Cottege District (4CD) Strategic Ptan atigns and supports the work of att District sites-inctuding Contra Costa Cottege, Diabto Vattey Cottege, Los Medanos Cottege, and the District Office-by providing a shared direction and fostering coordinated efforts across tho entire District.

N{ission
To detiver innovative, high-quatity educationat programs and services that enrich communities, advance equity and betonging, and equip students with the knowtedge and resitience to thrive in a changingworld.

Vision
To be a teader in educationat excettence:advancing cquitable student achievement, tostering sociaI mobitlty, aRd transforming the communities we serve.

Values
Student-Centered . Equity and Betonging. Future-Readiness and Adaptabitity. Excetlence and lntegrity Strategic Goals
l. Equitabty improve student tearning and comptetion by providing hotistic support.

2. Foster a cutture of inctusion, betonging, and student-focused engagement. ]. Embed future readiness and adaptabitity into 4CD's educationat programming and operations by fostering innovation, responsiveness, and proactive probtem-sotving at atI tevets.

4. Responsibty, proactivety, and sustainabty steward 4cD resources' r
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District Profile
ln 2024, ACD proudty cetebrated 75 years of service to the Contra Costa County community. This rich history demonstrates a strong commitment to educationaL excettence, partnership devetopment, and regionaI advancement. 4CD's tongstanding presence has nurtured retiabte retationships and cottaborations, creating a sotid f oundation for imptementing this ptan, which guides us in addressing the community's changing needs' The strategic ptan is informed by this tegacy of service and current and emerging factors inftuencing our tocat context. These factors inctude 4CD's economic contributions, financiat tandscape, student demographics, and reLevant data regarding its service area, county popUtation forecasts, and overatl economic conditions' Financiat Overview
4CD's operationat budget is supported by a combination of tocat, state, federat, and other revenue sources' Loca t property taxes account for the targest share at 58% of totat revenues, fottowed by State apportionment at 22o/o (see Figure 1).

Figure '1. 4CD Funding Sources
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State Apportionment
PropertY Tax
Enrottment Fees
Other Local
I
Other State
4CD's Economic Contribution
According to the recent economic impact anatysis, 4cD contributes approximatety $2.3 bittion in an nua I income to the economy (Figure 2). This contribution exceeds the entire income generated by the county's Transportation and Warehousing sector and is comparabte to sustaining 23,752 jobs in the area' 7 <u
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Page 8 of 32 ends

Figure 2. Hightights of District Economic lmpact, FiscaI Year 2022-2023 Economic impact analysis @
& $1.8 billion Addedincome
Alumni impact
lmpact of the increased
earnings ot 4CD alumni and
the businesses they work for
An economic boost similar to
hosting the Super Bowl 5x
OR 17,121Jobs supported
Enough to buy
4,950 new cars
3,711Jobs supported
I out ot every !$
jobs in Contra Costa County
is supported by the activities
of 4CD and its students.
o
4CD total
annual impact
$2.3 binion
# $233.9 millioh Added income
Operations
spending impact
lmpact of annual payroll
and other spending
E $224.8 million Added income
Student spending impact
lmpact of the daily spending of
4CD students attracted to or
retained in the county
oooooooaooooooa
Enough to buy 15,327 families"
a year's worth of groceries
oR 2,790 Jobs supported
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OR
Added income
I
23,752
Jobs supported
c#edd $15.7 miltion Added income
Construction spending impact
lmpact from $30.O million spent on construction proiects O = 250 jobs ' = lamilY oI lour
9Strategic Ptan

Page 9 of 32 ends

Service Area
4CD comprises one of the targest mutti-cottege districts in Catifornia, serving more than 1.16 mittion peopte who reside in Contra Costa County. Geographicatty, 4CD's boundaries are virtuatty coterminous with those of the County, encompassing att but 48 of the County's 734-square-mite [and area (see Figure 3).

Figure 3. Contra Costa Community Cotlege District Service Area (orlr. <orta
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Dirtri.ta
Oti<o
Dreblo vrllry
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Poputation Trends and Projections
4CD's recent environmentat scan projects steady but timited poputation growth in Contra Costa County through 2033. The County's poputation ls expected to age significantty over that period, with a notable increase in residents aged 65 and otder and a decrease in those under 18.1 This shift accompanies a graduat dectine in traditionat high schoot graduate pipetines and hightights ErantroodO (rnrrr
the importance of engaging adutt learners (Figure 4). Nearty hatf of the County's adutt poputation does not hotd an associate degree or higher, presenting a criticaI opportunity for 4CD to expand access and address evotving educationaI and workforce needs through targeted programs for adutt and returning tearners.
t 5..' n.,',o^
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'1 Contra Costa Community Cottege Disrrict. (202s) Envrronmenial scan 2025. Olfice of B€search and Planning. www.4cd.edu/environmenraiscan ^\
With three colleges on fivc
campuses serving nearly 5o,ooo
students annually, +CD is
committed to delivering innovativc,
high-quality educational
programs and services that enrich
communitics, advance equity and
belonging, and equip sLudents with
the knowledge and resilience to
thrive in a changing world.

Page 10 of 32 ends

Figure 4. High Schoot Graduate Projection for the Bay Area and Contra Costa County 80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
r Contra Costa
Economic Conditions
Contra Costa County's residents represent a diverse range of income tevets, with a retativety high proportion of high-earning househotds compared to the overatt state. However, the County's high cost of tiving ptaces significant financiat pressure on many residents, particutarty students, and higher incomes do not f utty atteviate these chattenges. Economic conditions vary significantly across different communities, with higher concentrations of poverty generatty found in the western and eastern regions of the County. TraditionaI poverty measures tikety underestimate the true extent of financiat hardship in the County, as they do not adequateLy account for the high cost of tiving.

White job growth is expected to continue in the near Ierm,2024 marked an increase in unemptoyment compared to the previous two years. Broader economic shifts may atso emerge as federal €o^
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poticy changes impact trade and other key sectors. Despite these uncertainties, Contra Costa County's economy remains on a growth trajectory, supported by investments in transportation infrastructure, workforce devetopment, and business incentives.

However, persistent chattenges such as housing affordabitity and infrastructure demands continue to shape the region's economic Iandscape.
4CD's three cotteges-Contra Costa Cottege, Diabto Vattey Cottege, and Los Medanos Cottege-serve the distinct regions of West, Centrat, and East County, respectivety. Each cottege's unique strengths, programming, and deep connection to its community position it to respond effectively to the specific demographic, economic, and workforce trends shaping its service area.

Strategic Ptan r.- rr

Page 11 of 32 ends

4CD Student Characteristics
Enrottment Trends
With two years of enrottment growth, 4CD is seeing encouraging signs of recovery fottowing a protonged period of dectine exacerbated by the COVID-19 pandemic (see Figure 5). Historicatty, enrotl.ment patterns have ctosety reftected regionaI economic conditions, typicatty rising during periods of economic downturn. However, during COVID-19 and the resutting economic instabitity, th is enrottment trend did not occur, disruptjng a retiabte pattern often used in enroLtment ptanning. This disruption hightights an increasing comptexity in peopte's decisions to pursue post-secondary education. As sociat perceptions and nationaL conditions continue to evotve, tikely amid ongoing uncertainty over the next five years, maintaining ftexibitity and responsiveness in enrotLment ptanning witt be criticat to s ustain ing and buitding on th is recovery.

Figure 5. 4CD Enrottment Trends Recent high schooI graduates make up approximately one-quarter
of 4cD's student poputatio n.

High schoot graduation rates
have been graduatty dectining
since 2020-2021, a trend that is
expected to continue. Atthough the
percentage of graduates enrotting at
a 4CD cottege decreased during the
pandemic, enroltment rates among
this group are now showing signs of
recovery (Figure 6).

The COVID-19 pandemic
signif ica ntty accelerated the
d iversif ication of instructionat
detivery at 4CD, teading to a
75,000
72,157 Peak ot Recession
Peak oI Recession
65,000
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pandemic [earning environment,
students continue to engage across the three primary modaLities: face-to-face, hybrid, and ontine. As of fa[t 2024, 4CD experienced eq uaI enrottment in face-to-face and ontine courses, each accounting for 42010, with hybrid enrottments showing steady growth (see Figure 7). 70,000
65,641
55,650
lz

Page 12 of 32 ends

Figure 6. Locat High Schoot Transitions to 4CD Figure 7. Credit Student Fa[[ Enrotl.ment by Modatity 12,546 12,545 12,143 90%
8070 78o/o
80% 73o/a
7Ao/o
5$o/o
600/o
48o/o
5Ao/o 42o/o
4Oo/o
3Oo/o 300/o 42o/o
22o/o 300/o
22o/o
17o/o20o/o 15o/o 13o/o 14o/o
1ao/a 60/o 4o/o 60/o
2020-21 2021-22 2022-23 2023-24
I Headcount of High School Graduates
-
Pgrsgnt Enrotied at 4CD
Oo/o
201 I 2020 2A21 2422
-+Face-to-Face -+Hybrici --+-On[ine
2423 7424
Figure 8. 4CD Students' Ethnic Composition Compared to Contra Costa County Student Demographics
Districtwide, the broad demographic patterns of
4CD students mirror the diversity of the County.

The 4CD student body has higher concentrations
of Hispanic, African American, and students
identifying as Two or More races (see Figure 8).
r 4CD Students r Contra Costa County
45o/o
4oo/a
35o/o
300/o
254/o
200/o
15o/o
10o/o
5o/o
Oa/o I I
American
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Ataska
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Asian Btack or Hispanic Others
African
American
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Hawaiian
or Pacific
lslander
Two or
more
races
White
3Bo/o
160/o
29o/o
Strategic Ptan r3
1

Page 13 of 32 ends

Strategic Plan
Purpose and Scope
4CD's 2025-2030 Strategic ptan provides a unifyjng
f ramework to guide cottaborative decision-ma king, atign efforts across att District sites, and drive positive change to achjeve meaningful resutts for students, emptoyees,
and the communities we serve.

At its core, the ptan affjrms our cottective commitment to continuous improvement in service to our students,
employees, and communities. Through strategic ptanning, we define our organizationat identity-who we are, what
we vatue, where we aspire to go, and how we wiLL get
there, together. By examining our current context through the [ens of our shared purpose and vatues, we identify
common goats and priorities that witt guide efforts to
advance equitabte student outcomes, address evotving
workforce needs, and foster supportive, inctusive tearning and work environments across 4CD.

This ptan is designed to inform and support the
devetopment of each cotlege's strategic educational plan and integrate with other instltutionat ptans, promoting coherence across aU ptanning ef{orts.

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Page 14 of 32 ends

Strategic Planning Process
The 4CD Districtwide Strategic Ptan was devetoped through an inclusive, participatory process that incorporated the perspectives of students, emptoyees, and community partners. Instead of esta btis h ing separate pta n n ing structures, the process was embedded within existing governance bodies, districtwide committees, and workgroups, and was comptemented by a series of focused ptanning forums. This approach supported continuous refinement and broad engagement throughout the ptanning period.

The 4CD Governing Board initiated the ptan devetopment process intall2024 by offering guidance retated to 4CD's overarching direction and core va [ues, which served as a compass for the remainder of the pta n n ing process. The District Governance Councit (DGC) served as the District Strateg,c Ptanning Committee throughout the ptanning period, grou nd ing the process in 4CD's participatory governance framework and providing consistent guidance and oversight. lnput was gathered through muLtipte formats to encourage broad and inctusave participation. l.4ore than 250 individuats directty contributed to the ptan's content, inctuding ctassified professionats, facutty, administrators, students, and externat partners. A series of strategic ptanning forums served as key touchpoints for engagement:

Three hybrid cottege forums-one at each cottege-wetcomed employees and students to participate in person or via Zoom.

A districtwide virtuat forum provided an additionat opportunity for engagement across att sites.

A dedicated community partner forum brought together voices from education, business and industry, community-based organizations, elected offices, and workforce and economic devetopment agencies.

To complement the forums, ontine surveys and digitat feedback opportunities attowed stakehotders to review and comment on draft components of the pta n, inctuding the mission, vlsion, vatues, goats, and strategic priorities. This ensured that community feedback directLy informed the deveLopment of the ptan. The Chancettor's Cabinet and District Governance Council. (DGC) reviewed and finatized the ptan, which the Governing Board uttimatety approved.

This cottaborative, multi-modaI approach hetped create a ptan that reflects diverse perspectives and articutates the shared purpose of advancing student success, equity, and innovation across 4CD.

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Page 15 of 32 ends

Planning Context
The Strategic Ptan is shaped by 4CD's broader environmentat context, which anctudes current and emerging economic trends, socio- politicat dynamics, statewide priorities and mandates, emerging technotogies, and changing workforce demands. The goats, priorities, and strategies detaited in the ptan represent 4CD's detiberate response to this evoLving tandscape, grounded in its mission, atigned with its vatues, and directed toward achieving its tong-term vision.

The summary betow hightights key trends considered during the ptanning process. lt is important to note that white this ptan is a static document providing a snapshot of the environment at a particutar point in time, it resuLts trom an ongoing districtwide pLan n ing process that adapts to carcumstances as new needs emerge.

Economic Trends and Assumptions
As of earty 2025, Contra Costa County's economy continues to display resitience, atthough some moderation is evident. Fottowing a sharp rise in unemptoyment during the COVID-19 pandemic, the County's.iob market has targety rebounded. The unemptoyment rate peaked at 15.30/o in 2020 and then dectined steadity in subsequent years, reaching 4.6% in earty 2025. Exctuding pandemic outtiers, the County's unemptoyment rate has
remained betow the statewide average, which was 5.40lo during the same period.

California continues to face fiscaI uncertainty at the state [eve[.

Its progressive tax system, which is heavity dependent on capitaI gains, teaves state revenues vu[nerabte to economic ftuctuations.

Recent trends show a drop in consumer spending atongside a LargeLy stagnant tabor market.2 Nationatty, key economic indicators-such as yield curve inversions, stowing job growth, and weakening consumer conf idence-suggest that the U.S. economy faces an etevated risk of recession in the coming years.

Given these dynamics,4CD's Strategic Ptan acknowtedges
the ongoing economic uncertainty and anticipates slower economic growth or the potentiaI for a recession during the 2025-2030 period, inctuding the retated enrottment and budgetary imptications.
2 Legislative Ahalysr's Olrice. (2024. flarch). Th€ 2024-25 budger: Calilornia community colLeges. hrtpsJ/lao.ca.gov/Publicarions/Repon/4939 t6
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Page 16 of 32 ends

State and Federat Poticy Trends
Statewide Frameworks
Catifornia's higher education [andscape is increasingty shaped by ambitious statewide initiatives aimed at improving student out- comes, streamtining transfer, and atigning programs with workforce demands. The Governor's Roadmap for Community Colleges, Catifornia Community Cotteges' Vision 2030, and Catifornia's Master P[an for Career Education estabtish a statewide strategic framework. WhiLe these state-led efforts promote systemwide coherence and student success, they also ptace significant demands on institutionat capacity and reduce the ftexibitity avait- abte for tocatty driven planning, innovation, and improvement.

Legistative Mandates and StructuraI Reform
ln tandem with these strategic frameworks, the Catifornia Legislature has enacted severaI poticy mandates requiring cotteges and districts to imptement significant structuraI retorms-changes that necessitate deeper coordination between instruction and student services and often invotve substantial investments ot time, staffing, and resources for effective imptementation. Assembty BilI 928 (the Transfer Achievement Reform Act) requires a single generaI education pattern for CSU and UC transter, white Assembty Bitt 1111 (Common Course Numbering) mandates standardized course numbering across Catifornia Community Cotteges. These reforms aim to streamline the student experience but require significant curricular, operationa[, and technotogicat adjustments at the district and cottege tevets.

EvoLving Federat Landscape
Executive orders and administrative actions u nder the current federaI administration have created a new policy environment impacting Catifornia's community cotteges. These inctude attempts to timit or dismantte diversity, equity, and inctusion (DEl) programs, as wet[ as shifts in immigration poticy and other directives with potentiat impacts on student access and support. Together, they The Roadmap for California Community CoLleges outtined system- wide priorities tied to increased base funding, estabtishing a potjcy foundation buitt on data-informed ptanning, equity-focused investments, and measurabte outcomes. These principtes shaped the devetopment of Vision 2030, which extends the Roadmap's d irection by providing a [ong-term strategy to advance equity, increase credentiat attainment, and strengthen connections between education and regionat workforce needs. The Master Plan for Career Educatlon compLements this work by advancing a statewide vision for universaI access to relevant, high-quatity training and ctearty defined pathways to economic mobitity.

These state poticy trends signify a shift from tocaI and regionatty taitored planning to state-directed structuraI change. White the intent is to create a more coherent and navigabte system for students, the cumutative effect is an increasing expectation that districts imp[ement uniform structuraI changes with timited ftexibitity to adapt sotutions based on regionat or institutionat context. For district-tevet strategic ptanning, this evolving tand- scape necessitates a proactive and adaptive approach that atigns tocat priorities with state mandates, antlcipates systemic change, and buitds the internaI capacity needed to imptement reforms at scate. Strategic ptanning must incorporate comptiance timetines, cross-tunctionaI coordination, and sustainabte change manage- ment, attwhite remaining focused on studentsuccess and equity. contrlbute to a ctimate of uncertainty for institutions and the students they serve, particutarty for undocumented students and those from historicatty marginatized poputations. As a resutt, strategic ptanning must consider the imptications of these federat actions and incorporate ftexibitity to respond to evol.ving nationat poticy conditions over the next five years.

Strategic Ptan ti

Page 17 of 32 ends

Pubtic Perceptions of Higher Education
Public perceptions of higher education are comptex, varied, and often confticting. White views of higher education in the United States have improved stightty since pre-pandemic levets, concerns about affordabitity and return on investment remain paramount, despite a broad acknowtedgement of higher education's rote in economic mobitity and tong-term career success.'
These perceptions vary signlficantty d epending on the type of institution and the job sector in question. Community cotteges are generalty viewed more f avorabty tha n four-year institutions f or their affordabitity, ftexibitity, and direct pathways to employment- particutarty in technicat and heatthcare fietds. However, four-year institutions are often regarded more favorabty in terms of academic prestige, research opportunities, and tong-term earning potentiat' Fortunatety, tocat perceptions of 4CD have remained consistentty favorabte over time. ln )anuary 2024, El'4C Research surveyed Contra Costa County voters and found that 4CD cotteges were rated positivety for providing good or excettent overatt quatity and educational vatue. Fewer than 140lo of respondents expressed an unfavorabLe view of the District or its cotteges. These resutts ctosety mirror findings f rom a simitar survey conducted by EMC Research in October 2013, reftecting a consistent and sustained positive perception of 4CD over the past decade.

Furthermore, data from a recent economic impact study
commissioned by the District reveats that 4CD enhances the economic wett-being of county residents and generates substantiat financiat returns for both students and residents. Every doltar students spend on tuition and fees yietds, on average, $8'40 in the form of higher future lifetime earnings simitarty, for every doltar of pubtic money invested in 4CD, taxpayers receive a cumulative vatue of $2.00, equating to a 2o0yo return on investment The return to society in added revenue and sociat savings is estimated at $14.40 for every dotLar of investment (see Figure 9)'4
3 ContraCosraCommunrtyCottegeDist ct.(2025).Environmenralscan2025.OfficeofResearchandPlanningwww.4cdedu/environmenr'lscan 4Lightcasi(2024).TheEconomrcValueoltheContraCostaCollegeDistrict'www'4cd'edu/economicimpact Figure 9. Summary of lnvestment Anatysis,FiscalYeat 2022-2023 s31,4oo
lnvestment analysis: Average earnings by education level at career midpoint < High school
High school
Certificate
Bachelor's
s40,1
S+
$76,e00
oo
Taxpayers gain $2'00 in aooeo tax
revenue and public sector savings
The average associate degree graduate
from 4CD will see an increase in earnings of
$1O,50O each year compared to someone with
a high school diploma working in California
society sains $14.40 ,"
added income and social savings
00 4,300
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technicaL competencies, students need criticaI thinking, ethicat reasoning, and digitat citize nsh ip skitts to navigate comptex digitat environments successf utty.

These shifts represent more than technotogicaI advancements; they signify a fundamentaI redefinition of institutionaI ro[es in preparing students for success in a rapidty changang wortd. The magnitude and pace of this change emerged as a consistent theme in strategic planning forums held across the cotteges and the broader community, hightighting a coLLective awareness of its far-reaching impact and the need for a coordinated response ACTOSS 4CD.

Strategic Pta n r9
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Artificiat intettigence (Al) and other emerging technotogies are rapidty reshaping the tandscape of higher ed ucation and the future of work. These advancements are transforming how students learn, how educators teach, and the skitts required for future careers. As Al tooLs become more embedded in educationaI practices and operations, they create opportunities to taitor learning experiences, streamtine administrative processes, and broaden access to information.

At the same time, this rapid evotution demands that higher education adapt swiftty to prepare students for a workforce shaped by automation, data, and digital systems. ln addition to .a
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Page 19 of 32 ends

We are committed to putting stud ents f irst, recognizing that serving and supporting them is our shared purpose.

Student-First Approach - Ensure that policies, programs, and practices are designed to support student needs and success.

Student Voice and Agency - Activety seek and integrate
student perspectives in decision-making.

Shared Responsibitity and Engagement - Strengthen
cottaboration among facutty, staff, administrators, and partners in service to students.

We strive to prepare students, emptoyees, and our institution for a rapidty changing wortd by fostering a culture of resiLience, responsiveness, and ongoing improvement.

Sustainabitity and Stewardship - Responsibty manage
resources and embrace sustainabte, forwa rd-th in king practices ' Ftexible and Responsive Systems - Design programs and
services that adapt to evotving student, workforce, and community needs.

Proactive lnnovation - Anticipate and drive positive change by embracing emergingtechnotogies, data-informed strategies, and innovative practlces.

Preparation and Resitience - Equip students and emptoyees with criticatthinking skilts, knowtedge, and toots to navigate and sha pe a dYnamic future.

Equity and betonging are core vatues guiding our work as we strive to create more diverse, just, inctusive, and supportive tearning and work environ ments.

Addressing lnequities - Remain reftective and proactive in identifying and addressing disproportionate impacts in our poticies, practices, programs, and processes'
lnclusive Cottaboration - Work cottectivety to create wetcoming spaces that reftect and cetebrate our communities'diverse ide ntities and cultu res.

Sare and Supportive Environments - Foster a cutture where students and emptoyees feet physicatty, psychotogica tty, and emotional.ty safe in order to thrive.

We are committed to uphotding the highest standards of excettence and integrity in al.t aspects of our institution.

Acaclemic and lnstitutionat Exceltence - Maintain high
expectations for students, staff, and institutiona I practices to ensure rigorous, high-quatity programs and services'
Proactivety Affirm Student Potential - Recognize the
extraordinary abitities and resitience of our students and communities, engaging with humitity and a commitment to meaninglut su pport.

Ethics, Transparency, and Accountabitity - Uphotd ethicat standards and ctear, transparent processes with buitt-in accountabitity to ensure continuous improvement'
Thoughtfut Action and Reftection - Assess the impact of our decisions and continuousty refine our practices to atign with OUT VAIUES.
2(t
4CD Yalues
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Page 20 of 32 ends

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4CD Strategic Goals
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Over the next five years, 4CD witl. pursue four goats
that reftect and advance its mission and vatues. These
goats provide a framework for atigning districtwide
efforts with our commitment to student success,
equity, and continuous improvement. Each goal, is
supported by four priorities that focus and coordinate
action, along with suggested strategies and progress
measures that identify specific steps and promote
measurable outcomes. Together, these etements
ensure that our mission and values are translated into
meaningfut, sustained impact across 4CD.

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Page 21 of 32 ends

Equitably improve student learning and completion by
providing holistic support.

Provide high-quatity, evidence-based, and cutturatty responsive educationaI programs and support that meet the evotving needs of students and communities. Simptify systems and processes to improve student success and remove barriers to comptetion, focusing on ctosing equity and opportunity gaps for historicatty marginatized students.

Priority zPriority r
Align districtwide compLetion, participation, and student support goats with those identified in the Catifornia Community Cotteges Vision 2030.

Suggested Strategies and Progress Measures
Annuatty review districtwide progress toward Vision 2030 student comptetion, participation, and support goats to achieve districtwide improvement by 2030.
a) Comptetion: lncrease with equity the number of 4CD students completing a certificate, associate degree, or baccataureate degree by 300/0.
b) Participation: lncrease with equity the number of students attending a 4CD cottege by either 25010, or enrotlment tevels that surpass pre-pandemic numbers for student populations that experienced dectines during the pandemic, whichever is greater. c) Maximizing Financiat Aid: lncrease with equity the number of 4CD students receiving Pett and Catifornia Cottege Promise Gra nt by 100/o.
d) Reducing Units to Completion: Reduce with equity the average number of units required to comptete an associate degree for Ctarify educationaI pathways and streamtine institutionaI processes, ensuring students can navigate them easlty and track their progress with confldence.

Suggested Strategies and Progress Nleasures
a) Utitize integrated technologies to guide students through the enrollment process, key educationaI milestones, and timely access to support services. Regutarty review relevant performance indicators to evatuate the effectiveness of these interventions.
b) Evatuate student-facing processes across 4CD to identity opportunitiesforautomation, streamtining, and standardization to improve the overat[ student experience.
c) Review and revise poticies and practices to remove structuraI and systemic barriers that hinder the success of historicatty minoritized groups.
tran sfer.

Goal r

Page 22 of 32 ends

Goal r
Priority 3
Cotlaborate with other systems, agencies, institutions, and community-based organizations to increase equitabte access and offer students hotistic academic, financiaL, and sociaI support.

Suggested Strategies and Progress N'Ieasures
a) Enhance cottaboration and atignment with K-l2 and adutt education partners to support equitabte access and seamless transition to 4CD cotLeges. Annuatty review the District Feeder High Schoot Report and Catifornia Adutt Education metrics to track student enrottment and success.
b) Atigning with vision 2030, cottaborate with regionat uc and CSU systems to equitably increase the number of 4CD students earning associate degrees for transfer by 300/0, white providing effective transfer services and su ppo rt.
c) Expand districtwide partnerships with tocaI municlpatities, cutturatorganizations, pubtic agencies, and community-based organizations to effectivety address student needs and enhance su ppo rt se rvices.
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Design educationat offerings that are accessib[e, ftexibte, and responsive to students' diverse needs and educationat goats.

Suggested Strategies and Progress Measures
a) lmptement a technotogy-ena bted process to create data- informed, student-centered class schedutes white streamtining schedute devetopment for facutty, staff, and administrators. b) Assess 4CD's accessibitity support infrastructure using the Catifornia Community Cotteges Accessibitity Center's Accessibitity Capabitity Maturity Modet (ACI.4M) and imptement necessary improvements.
c) Promote cottege atfordabitity by expanding the use of Open Educationat Resources (OER) and increasing the avaitabitity of Zero Textbook Cost (ZTC) and Low Textbook Cost (LTC) sections across disclptines. lmprove transparency by disptaying instructionat materiat costs in the student-facing schedute, aiming to provide cost information f or at teast 8070 of cou rse sections by 2030.
d) Support the expan sion of Cred it for Prior Lea rning (CPL) across 4CD, to increase the number of students earning CPLby 25o/o by 2030.
e) Annuatty review progress on the metrics identified in lhe 2022- 2027 Distance Educ Ptan.
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Goal z
lmplement the CREEDS Framework across 4CD to reinforce our common purpose, promote a research-driven approach, encourage open and effective diatogue, and ensure deliverabtes are broadty communicated.

Suggested Strategies and Progless Nleasures
a) Host CREED trainings throughout 4CD, with an emphasis on utitizing the framework in participatory governance settings. b) Regutarty assess the utitization and impact of the CREED Framework and identify opportunities for continuous
improvement.

Foster a culture of inclusion, belonging, and student-
focused engagement.

Cuttivate increasingty inctusive Learning and work environments across 4CD where students and emptoyees fee[ connected, engaged, and vatued. Provide equitabte opportunities lor a[[ community members to contribute, cot[aborate, and grow.

Priority z
Ensure broad and active participation in 4CD's governance structures, with diverse representation across rotes, backgrounds, and perspectives. lntentionatty elevate the voices of students and those most impacted by decisions.

Suggested Strategies and Progress N'Ieasurcs
a) Assess 4CD employee engagement in participatory governance to determine who is engaged, how they contribute to decision- making, and identify opportunities to en hance invotvement. b) Regutarty review and share findings from student surveys (e.9., the Survey of Entering Student Engagement [SENSE], Community CoLtege Survey of Student Engagement [CCSSE], etc.), focus groups, and other mechanisms used to gather student input, ensuring that student perspectives are amptified and inform decision-making across 4CD.
5 The CBEED Modetwas devetoped by Dr. Alvin B. Tiltery,lt., Protessor of Potilicat Science and Directo. ot theCenterfo.theSrudyofOiversityandDemocracyetNorthwesternUniversity.Ih€liveCREEOpiltars sre: Common Purpose, Resea.ch, Equanimrty, Empathy, and Deliverables. u' N
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Expand and enhance districtwide professionatdevetopment opportunities, inctuding emptoyee mentoring programs.

Suggested Strategies and Progress N{easures
a) Revitatize and sustain the 4CD Leadership lnstitute (4CDLl) or a similar teadership devetopment program.
b) Assess facutty, staff, and administrator engagement in professiona[ learning using quatitative and quantitative measures.
c) Design and scate districtwide professionat tearning
opportunities that atign with districtwide strategic priorities, address Accrediting Commission for Community and Jun ior Cotteges (ACC.IC) requirements, and support progress toward Vision 2030 goats.

Ptan and buitd safe, ftexibte, and inspiring spaces that reftect the identities and cuttures of our students, emptoyees, and communities.

Suggested Strategies and Progress Measures
a) Regutarty monitor progress on imptementing District Facitities Ptans, which include projects that prioritize accessibitity, safety, and the use of universat design principles to create inctusive environ ments.
b) Evatuate and implement new facitity projects and renovations in atignment with 4CD standards and codes, inctud ing Crime Prevention Through Environmentat Design (CPTED) guidetines. c) lncorporate cutturatty significant design elements into new and renovated spaces, inctuding artwork, symbots, bitinguat signage, and visua I representations that celebrate the heritage and traditions of diverse cutturaI groups.

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Priority r
Foster an organizationaI culture that activety encourages and supports experimentation, innovation, and strategic risk-taking.

Suggested Strategies and Progress Measures
a) Offer professionat devetopment for managers to cuttivate a teadership approach that encourages experimentation and ln novation within their areas.
b) Convene facutty, staff, and administrators commjtted to driving cutture change to exptore modets from higher education rnstitutions that have effectivety promoted a culture of in novation and adapta bitity.

Adopt a future-focused, data-informed approach to address evotving educationaL, workforce, sociat, and fiscat demands. Embrace emerging technotogies and buitd strategic partnerships to enhance adaptabi[ity, ensuring programs, services, and infrastructure atign with emerging needs.

Priority z
Design ed u cationat programs and [ea rning environments to swiftty adapt to evoLving educationat, technotogicat, and workforce demands.

Suggested Strategies and Progress Measures
a) Regutarty anatyze regionat tabor market data and trends to devetop and refine a districtwide strategy that leverages each cottege's strengths and potentiaI to address evotving workforce needs effectively.
b) Atigning with Facitities Ptans, imptement ptanning and design strategies that create ftexibte, technotogy- integrated learning environments that optimize utitity and simutate reat-wortd settings.

Goal I
Embed future readiness and adaptability into 4CD's educational programming and operations by fostering innovation,
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Strengthen the resilience of Contra Costa County communities by advancing a future-ready workforce, providing educationat opportunities that promote sociat mobility, and championing environmentaI susta ina bility.

Suggested Strategies and Progress Measures
a) Expand demand-driven, apprenticeship, and'earn-and-tearn' modeLs across 4CD.
b) ln atignment with Vision 2030, increase with equity the percentage of 4CD students who earn a tiving wage for the Bay Area by 10ol0.
c) Strengthen partnerships with workforce devetopment boards, industry councits, and trade organizations to proactivety design educationat programs that address sector-specif ic training needs anticipated in Contra Costa County over the next five to ten years.
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Embrace emerging technotogies, data-informed strategies, and forward-th inking practices to prepare students for success in a rapidty ch anging wortd.

Suggested Strategies and Progress Measures
a) Assess opportunities to integrate Artificiat lntettigence (AI) into institutional practices, administrative workfLows, and student support services to increase efficiency, improve responsiveness, and predict sludent needs.
b) Convene forums that bring together facutty, staff, and administrators to exptore opportunities to engage students with emerging technotogies white promoting criticat thinking and responsibte digitat citizenship.
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Goal +
Altocate financiat, human, and capitatresources strategicatty and responsibty to enha nce student success, ensure f inanciat integrity and stabitity, and promote [ong-term institutionaI excettence.

Suggested Strategies and Progress Measures
a) Regutarty monitor districtwide performance on the Student- Centered Funding Formuta metrics and share the resutts
broadty to support informed decislon-making and continuous improvement.
b) Devetop modets and projections to assess how decisions, interventions, and strategies may inftuence future fu nd ing and financiat sustainabitity.
c) Continuously assess 4CD's funding composition and proactivety d iversif y revenue sou rces.
d) Regutarty assess 4CD's financial. state using the Sound Fiscat Management Checktist.

Responsibly, proactively, and sustainably steward
4CD resources.

Prudentty steward Contra Costa County's investment in 4CD by sustainabty and strategicatty teveraging at[ resources. Prioritize fiscat responsibitity and environmentaI sustainabitity, recognizing their integraI connection to student success and institutionat resitience.

Optimize operationaI eff iciencies by streamtining standard processes and etiminating unnecessary comptexity.

Suggested Strategies and Progress Measures
a) ldentify and assess key districtwide processes that impact emptoyee workload and operationaI efFiciency, with a focus on improving those that are repetitive and manuaI and increase tiabitities.
b) Engage appropriate districtwide workgroups or form ad hoc taskforces to achieve process improvement goats and communicate progress widety.
c) Recognize 4CD teams and emptoyees who contribute to
identitying and imptementing successf uI process improvements Priority r Priority z
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Support a strong and secure technotogy infrastructure that en h ances workforce efficiency, detivers excetlent servlce to students and emptoyees, and maintains high security and privacy standards.

Suggested Strategies and Progress Measures
a) Assess and address ongoing infrastructure improvement needs b) Regutarty review and update technotogy-retated poticies and practices to ensure atignment with industry standards and federat and state regutations retated to security, risk mitigation, and access controt.

DeveLop and implement practices and procedures that promote sustainabitity, environmentaI stewardship, proactive maintenance, and long-term resilience in atl areas of the District.

Suggested Strategies and Progress Measures
a) Annuatty evaluate progress on 4{)D's Districtwide Energy and Sustainabitity Goats to assess advancement toward 2030
benchmarks.
b) Track the adoption of practices and process improvements that demonstrate environmentaI stewardship and repticate best pra ctices across District sites-
Priorit)'I Priority 4
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Appendix:
4CD Colleges
Contra Costa Coltege
Contra Costa Cottege (CCC) was the first cottege in the Contra Costa Community Cottege District. As a proud H ispan ic-serving lnstitution, CCC serves a majority Latinx, African American, and Asian student poputation drawn from a socioeconomica tty diverse, cutturatty rich, and resil.ient community. The Chronicle of Higher Education has ranked its facutty among the most d iverse in the natio n.

CCC has earned nationaI distinction for its academic
partnerships and student opportunities. lt is the onty Northern Catifornia campus chosen for NASA'S Aerospace Schotars
program. CCC atso supports Middte Cottege High Schoot,
a Nationat Btue Ribbon Schoot, and has been recognized for many of its academic and student support programs.

West County residents have a tong tradition of supporting education, and their strong su pport for our facitities bond measures demonstrates their recognition that higher educatton is key to improving the quality of tife in our community. The completion of the new Science Center and futty renovated and expanded PElKinesiotogy Comptex are the kind of investments that West County and our students witt en.ioy for decades to come. We appreciate the support that voters have shown by passing Measure E and eartier bond measures.

Contra Costa CoUege
Diabto Vattey Cottege
Diabto Vattey Cottege (DVC) has earned recognition as one of the most successfut community cotleges in the country-offering exceptionat degree and certificate programs in both transfer and career education to an increasingly diverse student body. With campuses jn Pteasant Hitt and San Ramon, DVC is ranked first in the state for the number of students transferring to UC Berketey and is regutarty highty ranked for transfer rates to att UC and CSU campuses.

Preparing students of today to be the teaders of tomorrow requires facitities designed with student learning and success in mind.

Thanks to the support of voters through Measure E bond funds, DVC recentty compteted severaI major projects, inctud ing the new Art Comptex and AthLetics Comptex on the Pleasant Hitt campus, as wetl as the Library and Academic Success Center on the San Ramon campus. These investments, atong with criticat upgrades to aging facitities and infrastructure, ensure that our students continue to benefit from the high-quatity instruction for which DVC is known for. We appreciate the support that voters have shown by passing Measure E and earlier bond measures.

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Diablo Valley ColLege
Los Medanos College
Los Medanos Col.tege
Los Medanos Cottege (LMC) off ers award-winning transf er and career education programs, ste[ar support services, and diverse Learning opportunities in East Contra Costa County. Our exceptionaI educators, innovative curricuta, growing degree and certificate offerings, and strong regionaI partnershjps focus on student success. Of the 1,600 two-year institutions across the nation, LMC has been recognized on the tist of "Top 150 U.S. Community Cotteges" by the Aspen lnstitute since 2017 and was named one of the "50 Best Community Cotteges" by Cottege Choice. LMC ranks No. 12 among the best accredited coLleges for assoclate degrees in mathematics, according to BestAcc red itedCo tteges.org.

We are gratefuI to county residents for supporting our facitities bond measures, enabting the cottege to provide a wetcoming and inctusive environment in state-of-the-art facitities at our Pittsburg Campus, inctuding a new Kinesiotogy/Ath tetics and Student Union Comptex, as wetl as new Brentwood
Center. Such community investment attows LMC to continue position ing our students for success at four-year universities, in the workforce, and beyond.
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Concord City CouncilNovember 4, 2025

Concord City Council
November 4, 2025