SOCCCD is proud to be a leader in the areas of higher education and workforce development in Orange County and throughout the southern California region. Through a commitment to excellence—staff, faculty, and administration work to provide an exemplary experience for students to achieve their career and academic goals.

student walking on campus


A guiding light in our efforts is the California Community Colleges California Vision for Success—a set of robust five-year goals that establish clear targets for completion, transfer, efficiency, and employment, and most importantly, for closing equity gaps and regional attainment gaps.

1. Over five years, increase by at least 20 percent the number of California Community College students annually who acquire associate degrees, credentials, certificates, or specific skill sets that prepare them for an in-demand job. 

medical students
Saddleback College Nursing Program

This increase is needed to meet future workforce demand in California, as analyzed by the Centers of Excellence for Labor Market Research. This goal is consistent with the recommendations of the California Strategic Workforce Development Plan. Equally important to the number of students served will be the type of education they receive: programs, awards, and course sequences need to match the needs of regional economies and employers.

2. Over five years, increase by 35 percent the number of California Community College students transferring annually to a UC or CSU.

IVC graduation cap
Irvine Valley College grad

This is the increase needed to meet California’s future workforce demand for bachelor’s degrees, as projected by the Public Policy Institute of California. (In California, occupations requiring bachelor’s degrees are growing even faster than jobs requiring associate degrees or less college.) Meeting this aggressive goal will require the full engagement and partnership of CSU and UC. While ambitious, the pace of improvement envisioned in this goal is not unprecedented: between 2012-13 and 2015-16 (a three-year period), California Community College to CSU transfers increased by 32 percent and between Fall 1999 and Fall 2005 (a six-year period), California Community College to UC transfers increased by 40 percent.

3. Over five years, decrease the average number of units accumulated by California Community College students earning associate degrees.

Decrease from approximately 87 total units (the most recent system-wide average) to 79 total units—the average among the quintile of colleges showing the strongest performance on this measure. (Associate degrees typically require 60 units.) Reducing the average number of units-to-degree will help more students reach their educational goals sooner, and at less cost to them. It will also free up taxpayer dollars that can be put toward serving more students.

4. Over five years, increase the percent of exiting CTE students who report being employed in their field of study.

two women using power tools
Saddleback College CTE class

Increase from the most recent statewide average of 60 percent to an improved rate of 76 percent—the average among the quintile of colleges showing the strongest performance on this measure and ensure the median earning gains of the exiting students are at least twice the statewide consumer price index. Improvements on this measure would indicate that colleges are providing career education programs that prepare students for available jobs and offering supports that help students find jobs.

5. Reduce equity gaps across all of the above measures through faster improvements among traditionally underrepresented student groups.

Reduce equity gaps with the goal of cutting achievement gaps by 40 percent within 5 years and fully closing those achievement gaps within 10 years. 

6. Over five years, reduce regional achievement gaps across all of the above measures through faster improvements among colleges located in regions with the lowest educational attainment of adults.

Reduce regional achievement gaps with the ultimate goal of fully closing regional achievement gaps within 10 years.


SC Students walking

In addition, employees work under the leadership of the SOCCCD Chancellor to help in the achievement of the Board of Trustees’ annual goals.

1. Monitor progress on the District-wide, Irvine Valley, and Saddleback Strategic Plans 2020-2025.

  • Increase degrees, certificates, and CTE program units
  • Increase transfers
  • Increase participation of CTEOS
  • Reduce unit accumulation for degree completion
  • Decrease achievement gaps in disproportionately impacted groups
  • Maintain Adult Education and Emeritus program enrollment
  • Student-Centered Goal focus on Student Housing
  • Increase ATEP enrollments

2. Support the development of baccalaureate degrees.

3. Completion of the student housing feasibility study and analysis of results for future planning.

4. Continue to develop the ATEP campus in the following areas:

    Saddleback @ATEP

    Begin construction on Saddleback @ATEP

  • Finalize negotiations and approve ground leases with Advantech and PJRJPA (Goddard School); begin construction on each.
  • Continue to identify and evaluate prospective tenants for ATEP 


5. Support strategies and budgets that ensure the long-term fiscal health of the colleges and the District, including identifying funding streams to implement the District-wide Technology Strategic Master Plan (DTSMP).

6. Support opportunities to enhance safety and sustainability efforts in learning and workplace environments.

Collectively, we work to address the needs of our students today to prepare them for success in the future.


SOCCCD Annual Report

Annual Report Cover