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2015 – 2016 Strategies and Priorities

Colton-Redlands-Yucaipa Regional Occupational Program (CRY-ROP)

Through its strategic action planning process, CRYROP seeks to build a demand-driven CTE system by responding to real workforce development needs and state, regional, and local labor market realities and priorities, through strengthened curricula, professional development, data collection and use, and direct linkages with business and industry. The CRYROP mission and the California Career Technical Education State Plan provide the framework from which the action plan priorities have been derived.

 

Priority #1: Maximize capacity to analyze and evaluate organizational data for continuous improvement. Comprehensive data collection systems must be developed, updated and coordinated to support ongoing program improvement, program accountability, measurement of system outcomes, and research.

  1. Implement a new Student Information System.
  2. Identify opportunities to integrate multiple data systems.
  3. Analyze organizational use of data across departments to reduce duplication of efforts.
  4. Identify relevant District LCAP and accreditation priorities and develop processes to collect and analyze supporting data.

 

Priority #2: Pursue program funding sustainability. In these times of economic and budgetary uncertainty, it is extremely important to leverage relationships and funding opportunities that will support programs.

  1. Continue and pursue new Federal program funding as available.
  2. Continue legislative advocacy efforts to support ongoing ROP funding.
  3. Research opportunities to increase revenue through online and adult course offerings.

 

Priority #3: Ensure promotion, outreach and communication for system alignment and coherence.
CRYROP offers a myriad of benefits to students, employers, state and regional economies, and communities. In order to ensure continued support for CRYROP, its benefits must be validated and made more widely known to students, parents, educators, counselors, community members, and policymakers. This plan makes explicit the need to clearly communicate the benefits of CRYROP to each of these groups based on evidence of its impacts.

  1. Develop and implement a social media campaign.
  2. Grow community and business partnerships to further build industry involvement and support of CRYROP programs.
  3. Expand and support elementary and middle school outreach activities.

 

Priority #4: Ensure responsive curriculum and instruction. All CRYROP courses and programs are based on industry-endorsed standards, and designed to assist students in acquiring employment readiness and career success skills. All CRYROP courses and programs meet documented labor demands, including those of new and emerging occupations. High-quality curriculum and instruction in CTE includes the intentional reinforcement of the cognitive, academic, and technical rigor inherent in CTE and the alignment of CTE with academic and industry standards. It also includes the integration of CTE and academic content through a variety of strategies that foster complementary approaches to teaching and learning — strategies that draw on the best of what both CTE and non-CTE disciplines have to offer.

  1. Expand Career Express online campus.
  2. Update and increase the access of technology in all programs.
  3. Increase articulation credits earned.

 

Priority #5: Maximize ICT capacity to meet organizational needs. In order to continue offering cutting edge curriculum and support to all stakeholders, CRYROP will focus efforts on building the IT capacity of the organization.

  1. Standardize relevant instructional technology across like programs to support industry requirements.
  2. Structure Cloud access.
  3. Implement data security systems.

 

Priority #6: Ensure professional development in support of Strategic Action Plan priorities and tactics. CRYROP’s strategic goals will require attention be paid to the professional development and training of its staff to ensure proper implementation.

  1. Provide ongoing professional development to address organizational strategic priorities.
  2. Create shared leadership opportunities for all staff to address strategic action plan priorities.

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