STRATEGIC PLAN
2023 - 2026
MESSAGE FROM THE EXECUTIVE DIRECTOR
We are facing a crossroads in education, in which technological advances and changes in student expectations are outpacing educational adaptation. Continuing with the same approaches from the pre-pandemic era is not viable, and failing to embrace rapidly evolving edtech tools would be a critical mistake.
How can we contribute to an educational landscape that is capable of rising to the challenge? And how can we enhance the design of our curricula to better serve our diverse population?
These were two of the many questions we asked ourselves when starting the strategic planning process. UC Scout has a history of success, having evolved through many iterations, but there is still much more we can achieve.
In alignment with UC Santa Cruz's strategic goal of fostering an inclusive and thriving campus climate, and in partnership with the University of California, whose 150-year-old vision advocates college accessibility for everyone, our success is mission-critical.
In the most populated state in our country, where educational support is needed, particularly among educationally disadvantaged students, our efforts are crucial to ensuring the future prosperity of all demographics and the state as a whole.
At UC Scout, we have a roadmap that is responsive and proactive. We are transforming our programs and the way we work to better serve future generations of California students and educators. While others struggle to keep up in this time of great change, we will help shape the future of learning.
Ehren D. Koepf Executive Director, UC Scout
OUR MISSION
Through several iterations, UC Scout has been dedicated to serving California’s students and public education system since 1999. We boast a strong track record of bridging gaps in educational opportunities and leveling the playing field for students aspiring to pursue a college education and prepare for a rewarding career. Our mission has never changed, but we continue to find innovative ways of fulfilling it.
To provide high-quality A-G and AP curricula and courses for students in need, with emphasis on advancing the academic success of California’s educationally underserved students.
Our success as an online curricula provider is a testament to the quality of the courses we develop and the support services we offer. It took years to build a comprehensive catalog spanning the full A-G subject range and featuring more than 25 AP courses. When the COVID-19 pandemic caused chaos across the globe, we were ready and able to support California educators through the crisis.
Since 2019, we have experienced a prolonged period of exponential growth as the virtual and hybrid classroom has been embraced by more districts and families. We knew it was time to document the ideas of the UC Scout staff as a strategic plan and rethink the way we engage partners and support schools, educators, students, and families in a post-pandemic world.
As we enact our 2023-2026 Strategic Plan, our primary focus is on yielding greater student success outcomes and expanding educational opportunities for all California students. Expectations for teaching and learning will only change more rapidly in the future, but we are prepared to remain agile and evolve as an organization.
EDTECH LANDSCAPE
American high schools are at a pivotal juncture. Technology, once a futuristic vision, is now capable of delivering personalized learning paths and immersive experiences. However, these new capabilities are not available in every classroom or to every student who could benefit. The digital divide persists, leaving some students hungry for access and lacking in educational opportunities that others take for granted.
The need for personalized learning and flexible access to courses is undeniable. Edtech tools are available now that tailor learning journeys and assess mastery levels automatically, catering to each student’s strengths and igniting self-directed exploration of the subject. Technology and teacher expertise can work together to prepare students in a way that no longer relies on traditional “one size fits all” methods of lesson delivery and assessment.
In the wake of massive disruptions to the traditional approach to education, we have an obligation to fill these gaps to the greatest extent possible. As we incorporate more advanced tools, such as those built with generative AI, we realize that the teachers who rely on our curricula will also need training and support to navigate this increasingly tech-driven landscape. Ultimately, the future of edtech isn’t about algorithms. It’s about the equity gap, nurturing responsible technology use, and preparing students for fulfilling lives.
To drive our staff to think about the future rather than restricting ideas to existing capabilities, we posed several questions to kickstart the planning process:
● How can we better support schools struggling to offer and staff the courses students need and desire?
● How can cutting edge technologies help us serve more students and teachers?
● How do we reach those who most need our services?
“A.I. WILL FORCE US HUMANS TO DOUBLE DOWN ON THOSE TALENTS AND SKILLS THAT ONLY HUMANS POSSESS.”
David Brooks, New York Times
STRATEGIC PILLARS
After considering many potential risks and opportunities for UC Scout, we selected four primary drivers that will keep us moving forward and focused on fulfilling our mission in innovative ways. The pillars are the why – why are we committing to strategic work in addition to regular daily operations and the purpose the additional efforts ultimately serve.
These pillars are the backbone of the 2023-2026 Strategic Plan. They set top priorities and define our destination. The four below are responsible for driving our future work:
Pillar 1
Increase our impact on underserved students and schools in California.
Pillar 2
Raise awareness of our program’s value within an evolving landscape.
Pillar 3
Improve our platforms and processes to promote user success.
Pillar 4
Cultivate an equitable, collaborative culture internally and externally.
OUR GOALS
The what – what we will do and how we will measure our progress or success collectively. They help us stay the course and avoid distractions.
Pillar 1 Goals
Increase our impact on underserved students and schools in California.
1 Improve our ability to predict and meet surges in enrollment demand and school need.
2 Break down barriers (e.g., cost, technology, policies) to accessing our courses.
3 Build and sustain strong relationships with high-level decision makers to increase district- and school-wide adoption.
4
Design and incorporate course content that is inclusive, relevant to students’ lives, and focused on skills for academic success.
Pillar 2 Goals
Raise awareness of our program’s value within an evolving landscape.
1 Strengthen existing partnerships and seek new opportunities to work with mission-aligned organizations.
2 Expand targeted outreach efforts to new markets and populations within California and around the world.
3 Maximize affiliation with the University of California and promote key differentiators.
4 Grow our program’s online presence and design entry points to reach diverse audiences.
OUR GOALS
Pillar 3 Goals
Improve our platforms and processes to promote user success.
1 Provide streamlined, robust support and training grounded in a deeper understanding of our users’ motivations and barriers.
2 Identify and leverage the tools and technologies that meet our evolving needs and our users’ expectations.
3 Create, implement, and enforce quality and accessibility standards for all courses in the UC Scout catalog.
4 Integrate cutting-edge course features to drive deeper engagement and motivation to complete a course.
Pillar 4 Goals
Cultivate an equitable, collaborative culture internally and externally.
1 Design structural supports for clear internal communication, inclusive decision making, and cross-departmental collaboration.
2 Support team-building, knowledge acquisition, professional development, and personal growth for all team members.
3 Strengthen relationships and skill sets among the UC Scout part-time teaching team, and improve recruitment by appealing to a larger and more diverse pool.
4 Foster partnerships within the University of California system, particularly with peer organizations for which the benefits are mutual.
OUR ROADMAP
Our 16 strategic goals – each aligned with one of the pillars – refine our plan, albeit not at the level of actionable detail. As the final phase of the planning process, each goal was broken down into tactics to map how we plan to accomplish our goals and give us the ability to assign an execution lead, completion timeframe, and success criteria for each discrete task.
When the 73 tactics are combined and sequenced, they collectively form a detailed “Roadmap,” or action plan. The Roadmap is a living document that will be regularly revised to adapt to changing pressures or new opportunities that will inevitably arise over the course of the next three years.
REPRESENTATIVE SAMPLE ofTACTICS
Conduct direct outreach to California schools and districts to gather comprehensive information regarding the courses they are struggling to provide or adequately staff.
Make connections to real-world applications and demonstrate the benefits of topics for students’ future educational and/or career paths within course content.
Launch a visually engaging and robust website that delivers a modern experience for visitors, focusing on content that highlights the student and teacher experience.
Define and implement enhanced accessibility requirements for all courses in order to provide an equally inclusive learning environment for all UC Scout students.
Incorporate advanced solutions (e.g., generative AI) to guide students through course materials in a personalized way and establish automated pacing to adjust dates.
Strengthen internal relationships by forming cross-functional teams and task forces to encourage participation and inclusion of diverse staff perspectives in critical decisions.
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