College of the Redwoods 2012-2017 Strategic Plan Board of Trustees

College of the Redwoods
2012-2017 Strategic Plan
Board of Trustees
Dr. Colleen Mullery, Board President
Thomas Ross, Board Vice-President
Sally Biggin, Board Clerk
Rick Bennett
Tracy Coppini
Richard Dorn
Bruce Emad
Barbara Rice
George Truett
Rebecca Ashbach (student trustee)
2012-2017 Strategic Planning Committee
Chair: Dr. Utpal Goswami
Dr. Rachel Anderson
Mary Grace Barrick
Michael Butler
Jeff Cummings
Ahn Fielding
Tim Flanagan
Dr. Pat Girczyc
Kathy Goodlive
Sheila Hall
Dr. Angelina Hill
Anita Janis
Sydney Larson
Lee Lindsey
Dr. Geisce Ly
Kerry Mayer
Roxanne Metz
Julia Morrison
Julia Peterson
Dr. Keith Snow-Flamer
Chuck Snowden
Carla Spalding
Steve Stratton
Interim President/Superintendent
Dean, Academic Affairs
Director, Learning Resource Center
Instructor, Mathematics
Dean, Career and Technical Education
Interim Director, Human Resources
Director, Facilities
Dean, Health Occupations and Emergency Response Services
Director, Admissions and Records
Assistant Director, EOPS
Director, Institutional Research
Dean, Del Norte Education Center
Instructor, Early Childhood Education
Vice President, Administrative Services
Dean, Mendocino Education Center
Instructor, Speech
Director of Planning, Grants, and Institutional Effectiveness
Instructional Site Manager
Director, Business Training Center
Vice President, Student Development
Maintenance Specialist
Director, Technical Support Services
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Strategic Plan for College of the Redwoods 2012-2017
CR Vision
College of the Redwoods is a learning community where lives are transformed.
CR Mission
College of the Redwoods puts student success first by providing
outstanding developmental, career technical, and transfer education.
The College partners with the community to contribute to the economic vitality and lifelong
learning needs of its service area.
We continually assess student learning and institutional performance and practices to
improve upon the programs and services we offer.
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Planning allows the college to efficiently distribute resources and coordinate action
plans that contribute to achieving the college’s mission. College of the Redwoods (CR) is
committed to comprehensive institutional planning that is strategically focused, ongoing,
and outcomes oriented. Planning and evaluation are included in college- and unit-level
planning, budgeting, and evaluation processes. The planning process includes
institutional review of the college’s educational programs, student services, and
administrative areas. Through planning, the college ensures that its policies, budgets,
and decisions are reflective of its mission.
Planning is an ever evolving process. Over time, as the needs of the college change and
gaps are identified, the college continually engages in planning in its drive to meet
accreditation standards for program review, planning, learning outcomes and ultimately
institutional effectiveness.
The overarching goals of College of the Redwoods’ (CR) planning efforts are to ensure
the college meets the needs of students by establishing and measuring student learning,
that the college responds to the changing educational needs of the community, and that
resources are aligned so the College can achieve these goals.
The diagram, below, displays how institutional and unit-level plans are aligned.
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College of the Redwoods (CR) is a public community college located on the north coast of
California. Serving Del Norte and Humboldt Counties, parts of western Trinity County,
and coastal Mendocino County, CR has one of the largest service areas in California.
Home to nearly 280,000 residents, the district covers almost 10,000 square miles.
There are approximately 94 full-time and 250 part-time faculty, while the
administrative, managerial, and classified staff include roughly 230 employees. The
college maintains 93 degree and certificate program and served 9,348 students in the
2010-11 academic year.
Description of the Strategic Planning Process and Timeline
In August 2011 Interim President/Superintendent Utpal Goswami’s Convocation keynote
address led the kick-off of the college’s strategic planning effort. In September 2011, a
district Strategic Planning Committee comprised of representatives from faculty, classified
staff, and administrative staff was formed to update the strategic plan for the college. In
recognition of the Institutional Effectiveness Committee’s (IEC) role in updating the strategic
plan, many members of the IEC agreed to serve on the Strategic Planning Committee.
Strategic Planning Committee Scope:
In support of the college's mission and vision, the Strategic Planning Committee will update
the college's strategic plan every three to four years. The strategic planning process includes
the following components:
Conduct an environmental scan (external and internal) of conditions and trends
Review data regarding the college's key performance indicators (KPIs)
Using the college's mission, vision, and values statements as a guide, conduct a gap
Identify broad, overarching goals (statements) of what the college desires to
accomplish over a 5-year period
Identify annual objectives (actionable, measureable statements about the end result
that a service or program is expected to accomplish)
The committee met seven times between September 8, 2011 and March 20, 2012 (not
including additional small group meetings). The Strategic Planning Committee reviewed and
discussed an environmental scanning summary provided by the Institutional Research
Department and developed initial strategic planning themes.
Beginning in November 2011 a series of conversations took place throughout the district in
order to discuss the themes identified by the committee during the environmental scanning
process and gather input and ideas from college constituents. A listing of these conversations
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Thursday, Nov. 3rd
Tuesday, Nov. 8th, 12:00 – 1:30 p.m.
Thursday, Nov. 10th, 9:00 – 10:30 a.m.
Monday, Nov. 14th, 3:00 – 4:30 p.m.
Tuesday, Nov. 15th, 11:00 – 12:30 p.m.
Wednesday, Nov. 16th (11:00-12:30 p.m.)
Tuesday, Nov. 22nd, 2:00 – 3:30 p.m.
Wednesday, Nov. 23rd, 9:00 – 10:30 a.m.
Thursday, Dec. 8
Friday, February 10
Del Norte Center
CA 107 (music room)
LS 113
Board Room
Mendocino Coast
AJ 101A
Eureka Downtown
ASCR Executive Board
10 (approximately)
7 (approximately)
10 (approximately)
The review process for the strategic plan was conducted according to the following timeline:
Month of February, 2012
February 24
March 2
March 6
March 14
March 20
March 29
April 3
Strategic Planning Committee drafted the strategic plan goals
and objectives
Draft plan released to the college community for feedback
Academic Senate review and discussion, constituency feedback
Strategic Planning Committee reviewed community feedback
Board of Trustees review of initial draft strategic plan
Strategic Planning Committee revisions and agreement to
forward the revised plan, with a few minor adjustments, for
College Council ratified the strategic plan
The Board of Trustees adopted the strategic plan
Environmental Scan
The environmental scan focused on the following:
Global trends (economic, technology, globalization, student mobility)
Demand for and access to education (affordability, value)
Growth of private and for-profit institutions
Demographics, student mindsets
Basic skills remediation
Academic success
Institutional revenues
Employer expectations
Student satisfaction
A sampling of the data reviewed by the committee can be found on the following pages.
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Table 1. Growth in online enrollment
Annual Growth Rate for Annual Growth Rate for
Total Enrollment (US) Online Enrollment (US)
Fall 2003
Fall 2004
Fall 2005
Fall 2006
Fall 2007
Fall 2008
Allen, I. E., & Seaman, J. (2010). Learning on demand: Online education in the United States, 2009. The Sloan
Consortium. Babson Survey Research Group.
Table 2. Affordability: Percentage of high school completers who were enrolled in
higher education immediately following high school completion, by family income
Aud, S., Hussar, W., Kena, G., Bianco, K., Frohlich, L., Kemp, J., Tahan, K. (2011). The Condition of Education 2011
(NCES 2011-033). U.S. Department of Education, National Center for Education Statistics. Washington, DC: U.S.
Government Printing Office.
Table 3. Growth in associate‟s degrees and the private sector
U.S. Department of Education, National Center for Education Statistics. 1998-99 and 2008-09 integrated
postsecondary education data system (IPEDS). “Completions survey” (IPEDS – C: 99) and Fall 2009.
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Table 4. Basic skills remediation: Students reporting haven taken at least one
remedial college course in 2007-2008
 Differs by race/ethnicity
• 36% of students overall
• 45% of Black students
• 43% of Hispanic students
 Differs by age
• 35% of ages 15 to 23
• 40% of ages 24 to 29
• 38% of ages 30 and older
 Differs by college type
• 42% at 2-year public
• 39% at 4-year non-doctorate, 24% at
4-year doctorate
• 26% at private not-for-profit nondoctorate
• 22% at private not-for-profit doctorate
Aud, S., Hussar, W., Kena, G., Bianco, K., Frohlich, L., Kemp, J., Tahan, K. (2011). The Condition of Education 2011
(NCES 2011-033). U.S. Department of Education, National Center for Education Statistics. Washington, DC: U.S.
Government Printing Office.
Table 5. Institutional Revenues
The College Board (2010). Trends in College Pricing 2010. Princeton, NJ. The College Board.
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Table 6. Key Demographic Trends
Table 7. Employer Expectations: Broad skills/knowledge and specific
skills/knowledge are needed for career success.
Raising the Bar: Employer‟s Views on College Learning in the Wake of the Economic Downturn
(2010). Prepared by Hart Research Associates on behalf of the Association of American Colleges and
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A discussion of the environmental scan led to the development of the following key
findings that impact the strategic plan:
Unsustainable financial model: State appropriations per FTE student have dropped
in recent years. The unpredictability of state funding is a risk to financial stability
for California community colleges.
Completion rates are low: While CR’s college completion rates are comparable with
peer colleges, they are generally low. A nationwide agenda to improve college
completion, for example President Obama’s “American Graduation Initiative,” which
calls for an additional five million community college degree and certificate
completions by 2020, will place additional pressure on the college to perform.
Student characteristics: An increasing percentage of non-traditional students are
attending community college. Educational models and methods must be modified to
be effective with adult learners, displaced workers or homemakers, disabled
individuals, those who are the first in family to attend college, etc.
External threats: For-profit institutions operate at a lower cost than traditional
colleges and have an increasing market share. Accountability mandates are
increasing and may result in performance-based funding and additional regulations.
Employment and workforce: A majority of graduates work outside their major and
are likely to change careers five or more times. Employers expect both in-depth
knowledge and a broad range of competencies and skill sets.
Technology: Technology will influence both the functioning of the college
organization and how education is delivered. Technology will influence educational
materials as well as the way people learn and communicate. Younger students
generally embrace this, and some older learners are not ready for this shift.
Strategic Planning Themes:
As noted previously, a series of conversations took place throughout the district in
November 2011 to discuss these key findings. As these conversations took place, several
themes arose.
Student Accomplishment: College completion is high on the national agenda in order to
improve American competitiveness, and the role of community colleges is significant. In
order to increase the number of college completions, community colleges need to be able
to serve the wide-ranging needs of the diverse population of students in the community.
Various initiatives such as the Basic Skills Initiative and the Student Success Task Force
have been put forth from the California Community College Chancellor’s Office and other
bodies. College of the Redwoods will embrace those best practices and service model
recommendations that best fit CR’s community. The college must be able to respond to
the needs of a diverse student body by understanding their expectations, providing
guidance to assist them to identify appropriate educational goals, and providing effective
programs and services. Steps towards this may include initiatives related to programs
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and curriculum, college processes, and pedagogical innovations. This theme is reflected
in Goal 1.
Non-Credit , Community Education, and Contract Training: In the last few years the
college has served over 1,400 participants in not-for-credit, community education, and
business training activities. Increasingly, external agencies, the college community, and
grant funders expect the college to provide short turnaround industry-specific training
and workforce preparation to meet economic and workforce development needs.
Recent success indicates a growing need for education and training that may not lead to
a college degree or certificate. College of the Redwoods will scale up the current
community education and workforce development training. The college has not taken
advantage of the opportunity to build college curriculum for work readiness, English as a
Second Language, and basic skills education. Through the development of non-credit
programs such as these, the college can receive state apportionment (funding) while
meeting a community need. This theme is reflected in Goal 2.
Community Partnerships: In recent years, College of the Redwoods has strengthened
partnerships with the community to accomplish common goals. Some examples include
collaborations with the Workforce Investment Board, Del Norte County Rural Human
Services, the Job Market, Eureka Adult School, the regional Native American tribes,
Humboldt State University, and the K-12 school systems in our district. Collaborations
with industry include the Humboldt Bay Regional Simulation Center, participation on the
Redwood Technology Consortium, the Workforce Investment Board, and the Job Market
Operators. While the college has demonstrated successful partnerships with the
community, additional opportunities can be pursued. This theme is reflected in Goal 2.
Fiscal Sustainability: According to the Community College Research Center, “Community
colleges will not be able to count on increased funding to help them meet ambitious
national college attainment goals. Recent state budget cuts and skyrocketing
enrollments have reduced per-student funding for colleges across the country. Instead,
community colleges will have to improve productivity—that is, they will need to
graduate more students with the same or even less funding.” CR recognizes that in the
current environment the college cannot continue to rely on state funding for instruction.
In response to this, the college intends to develop alternative resources and sources of
funding in order for the college to accomplish its mission. This may include
strengthening the College of the Redwoods Foundation and diversifying college funding
through reduced reliance on apportionment-based funding. This theme is reflected in
Goal 3.
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Technology: Technology is everywhere. As the “railroad of the 21st century”, technology
is essential for many industries and provides the means for organizational management
and communications. CR must be able to use technology to improve the functioning of
the organization, to improve teaching and learning, and to reach the communities in the
district’s service area. The college will adopt technology best practices that provide the
flexibility and adaptability to serve future college needs. In order to enhance student
success, the college will need to explore the possibility of building the ability to conduct
sophisticated data mining and analytics. For example, analytics can be programmed into
the enrollment application in order to assist the college to determine what students are
most interested in and where they get stuck, or in a distance education course analytics
can be used to determine what teaching modules and techniques are found by students
to be most helpful. This theme is reflected in Goal 4.
Available Buildings: As the college moves programs and services into new buildings
being built with state bond funds, the college will seek to raise its profile in the
community through the leveraged use of the buildings that will be vacated. Over 50,000
sq. feet of space will become available, some as soon as Summer 2012. The college will
enhance existing partnerships and seek new partnerships to fully utilize the available
space. This theme is reflected in Goal 5.
Advocacy: College of the Redwoods is greatly impacted by decisions made at a national,
statewide, and regional level. However, the college has not actively participated in
policy and decision making in these arenas. The college must strengthen the ability to
advocate for regulatory relief and the flexibility to accomplish college goals without
undue impediment. This may include developing a governmental relations role for the
college, increasing participation on statewide committees and decision-making bodies
such as the Accrediting Commission for Community and Junior Colleges, the California
Community Colleges Collegial Consultation Council, and statewide faculty and student
senates. In addition, the Board of Trustees may take an active role in working with key
governmental officials and policymakers to address college needs. This theme is
reflected in Goal 5.
Based on the review of the environmental scan and college wide discussions, the
Strategic Planning Committee integrated the themes into the following goals, objectives,
action plans, and indicators.
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Strategic Plan Goals and Objectives with Action Plans and Indicators
Goal 1 Focus on Learners: Developmental, Career Technical, and Transfer
College of the Redwoods will employ programs, services, and organizational
structures to meet the needs of learners and ensure student success.
Desired Outcomes
Potential Action Plans
Indicators (and targets)
1.1 Match student
readiness with
Students will be
effectively evaluated
and placed in
appropriate programs
of study.
Develop processes and
policies to increase
participation in math and
English placement.
Assess online readiness for
students who intend to take a
DE course for the first time.
Number of students
participating in math and
English placement.
Provide career exploration
activities to educate students
about possible careers and
related training and education
Enable students to develop
student education plans.
1.2 Continuously
assess and
programs to
programs and
services for all
1.3 Students will be
able to
complete their
1.4 Enhance
student support
and student
The college will
facilitate successful
achievement of
intended learning
Programs and
services will be
evaluated to ensure
currency and
The college will
increase the number
of degree and
The college will
increase the number
of transfers to fouryear colleges.
Students will be
actively engaged and
The college embraces
equity and diversity
with effective policies
and practices.
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Develop structures and
assign responsibility to
ensure assessment of
course, program and
institutional outcomes.
Number of first-time distance
education students
completing online readiness
Increase by 5% per year the
number of students
completing career exploration
By 2017 all full-time students
will have a student education
plan in place.
All programs will participate in
assessment annually.
Develop structures and
assign responsibility to
ensure evaluation of program
and service effectiveness.
All programs will participate in
assessment and program
review annually
Align course offerings with
aggregate data from Student
Educational Plans.
By 2017 the number of
degrees, certificates, and
transfers will increase by
Improve First Year
Experience Program.
Perceived student
engagement (NSSE or SSI
baseline to be established
Strengthen and augment
services to enhance access
and success for
Update Board Policies
(Chapter 5, Students and
Chapter 7, Human
Student Equity Plan
Participation of
underrepresented groups will
increase by 2% per year.
Number of BPs and APs
updated to incorporate equity
and diversity principles.
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1.4 (continued)
student support
and student
The college will
improve persistence
and retention rates.
Ensure all students go
through matriculation
Maintain course retention
rates ≥ 85%
By 2017, ARCC persistence
rates will rise to 60%.
1.5 Improve basic
More students will
complete any
necessary remediation
within one year of
Faculty will employ
innovative teaching
Develop summer bridge and
other shortened “classes” to
provide assistance in targeted
content areas in math and
Number of students
completing math and English
remediation within one year
(determine baseline, set
Faculty development
committee will allocate funds
for pedagogical
Sabbaticals will be awarded
for plans to improve
College will provide training
and support for instructional
improvement and innovation.
Number of faculty funded for
instructional improvement
1.6 Support staff
and faculty
Number of sabbaticals
funded for instructional
Number of faculty
participating in college
training in instructional
Goal 2 Focus on Learners: Community Partnerships
College of the Redwoods will provide, in partnership with the community,
training and education to contribute to the economic vitality and lifelong
learning needs of the community.
Desired Outcomes
2.1 Provide
The Business Training
Center will provide
certifications in strong
and emerging
2.2 Respond to
business and
industry shortterm training
The Business Training
Center will collaborate
with business and
industry partners to
offer contract training
and scheduled
workshops for
incumbent workers.
The college will create
non-credit programs to
meet the lifelong
learning needs of the
2.3 Develop noncredit
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Potential Action Plans
Evaluate certifications
needed to support local
incumbent workers and
Develop trainings in areas
where certified employees
are needed by local
Develop a training
calendar of workshops that
meet the training needs of
business and industry.
Indicators (and targets)
Evaluate priorities for ESL,
GED, short-term
vocational training, and job
readiness. Collaborate
with faculty to develop
needed curriculum.
Non-credit courses
Program revenue will grow
by 10% per year.
Number of contract
training clients and
incumbent workers trained
will grow by 10% per year.
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Goal 3 Fiscal and Operational Sustainability
College of the Redwoods will pursue strategies that lead to fiscal and
operational sustainability.
Desired Outcomes
Potential Action Plans
Indicators (and targets)
3.1 Reduce
reliance on
Increased funding
through a revived
foundation, grants and
contracts, and
Improved operational
efficiencies through
effective management
of human, physical,
technical, and financial
Streamline grant
development processes
Develop partnerships to
support programs.
By 2017, 15% of the
budget will be nonapportionment based
Establish benchmark for
effective measures
Practice data-driven
process reengineering to
increase efficiencies.
Maintain cost/FTES at the
statewide average.
Perceived processing
The college will tie
resource allocation to
outcomes and
The Budget Planning
Committee will consider
alignment with strategic
initiatives in the
development of funding
The college will save
excess reserves for use in
strategic initiatives.
Hire a development
Dollars allocated in
support of institutional
plans and in response to
assessment and program
Units and departments will
participate in all
assessment and program
review related activities.
Quality improvement plans
and reports
100% compliance with
program review and
Responsibility for
adherence to accreditation
standards will be assigned
to appropriate units and
The college will evaluate
adherence to the
standards at least once
per year.
Number of outstanding
recommendations from the
3.2 Improve
3.3 Increase
available for
3.4 Increase
support for the
3.5 Practice
3.6 Practice
adherence to
The College of the
Redwoods Foundation
will raise money for
college use.
Services and related
processes are
evaluated for
effectiveness and
The College will create
structures and
processes to ensure
ACCJC accreditation
standards are
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Fund balance percentage
will be at the statewide
Foundation assets will
grow by $250,000 per
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Goal 4 Technological Relevance
College of the Redwoods will develop infrastructure, adopt best practices, and
conduct data analysis to utilize current and emerging technologies to support the
learning environment and enhance institutional effectiveness.
Desired Outcomes
Potential Action Plans
Indicators (and targets)
4.1 Improve
infrastructure to
support all
Day-to-day operations
will be supported
Current technology will
be available to support
new initiatives.
The college will update
aging information
technology infrastructure.
The college will deploy
ubiquitous and secure
wireless through the
Upgrade video
conferencing capabilities
Average internet speed
available on CR
Average networking speed
4.2 Improve
instructional labs
to support
teaching and
Faculty will have
appropriate tools
Students will have
access to tools they
Faculty and staff will
effectively utilize
technology in teaching
4.3 CTE programs
will have
relevant to their
Students will have
access to current and
emerging technology in
the classroom
4.4 Improve
technology (see
Faculty, staff, and
students will experience
improved effectiveness
and efficiency when
using college
4.5 Improve data
gathering and
utilization to
student service,
& administrative
decision making.
The Institutional
Research Department
will have an increased
capacity to support the
institution‟s data needs.
The college will
effectively use data and
analysis to improve
teaching and
institutional outcomes.
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The college will develop
an instructional lab
improvement plan to
include replacement at
appropriate intervals.
The technology plan will
included a software
replacement component.
Provide training
throughout the year on the
appropriate use of
technology and to review
emerging technologies.
The college will develop
replacement and upgrade
plans for relevant
technologies in CTE areas
and incorporate it into the
budget cycle.
Employ a process and
structure to increase the
efficiency and reliability of
technology systems.
Improve the utility of MIS
data for reporting
The college will implement
a data warehouse and
reporting system.
Adopt a set of clearly
defined data elements that
are consistently reported.
Participation of employees
at all sites and centers in
college dialogue.
Student and faculty
Assessment results
related to improvements/
Current versions of ADA
Number of employees
participating in training on
utilization of technology in
the „classroom.‟
Student satisfaction with
Budget plans related to
technology replacement
and upgrade cycle
System outages
Number of servers with
disaster recovery system
in place.
Average age of computers
and servers.
Unresolved technology
tickets/number of work
orders/response time.
Assessment results.
Use of Institutional
Research reporting tools.
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Goal 5 Enhance Institutional Profile
College of the Redwoods will engage in activities and initiatives to elevate the
college’s profile in the community.
Desired Outcomes
Potential Action Plans
and Initiatives
Indicators (and
5.1 Enhance support
for the college
5.2 Support/increase
cultural activities
at the college
Provide services and
support for students
and the community.
The college will support
cultural activities on
Support community
activities consistent with
the college mission.
Support cultural activities
consistent with the college
Community survey.
5.3 Develop
partnerships for
utilization of the
Business, industry,
governmental, or nonprofit entities partner
with the college to use
available buildings.
5.4. Reactivate the
The college will have
an active alumni
5.5 Increase
and outreach to
the community.
Residents in the
community will
understand the
college‟s mission and
Investigate public-private
Investigate opportunities
for a business incubator in
partnership with Humboldt
State University
Create a website for
Conduct graduation
Create a database of
alumni residing within the
college‟s service area.
Senior administrators and
trustees will participate in
community activities.
5.6 Develop a
Federal, state, and
local officials will
understand how
regulatory issues affect
the college.
Present regular reports to
the Board of Trustees on
government relations
Trustee advocacy as
5.7 Increase public
support for the
The public will vote for
state and local
measures that support
the college mission.
Produce a yearly update to
the community.
Conduct an economic
impact study.
Create an institutional fact
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Events held at the college.
Students and community
members who participate
in events at the college.
Revenue generated by
cultural events.
Partnerships established.
Revenue generated from
Alumni engagement.
Targeted media coverage
to the community.
Community perceptions of
the college.
Outreach event
Meetings with, and
literature provided to
elected and appointed
Staff, faculty, students,
and trustees participating
on publicly-appointed
State and local bond
dollars available to the
Statewide and federal
education initiatives
supported by voters in the
college‟s district.
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Plan Implementation
The strategic plan is a five-year plan. As such, implementation will be staged through an
annual plan to be developed by the President/Superintendent and the president’s
cabinet in consultation with the Institutional Effectiveness Committee.
Many of the initiatives suggested in this strategic plan can and will be addressed through
the current institutional structure or by individual work units. Those initiatives that
require special organizational support or structure will be supported through the
creation of ad hoc task forces or permanent structures as needed. It is envisioned that
while the initiation phase of some activities may require the formation of ad hoc task
forces, for long term sustainability ongoing work will be carried forward by appropriate
departments or units. For example, the CR Foundation may require a special group to
move an initiative forward. Once the initiative is underway, the existing structure of the
Foundation will continue that work.
Measuring Institutional Performance and Strategic Plan Effectiveness
The nine college-level key performance indicators are student enrollment, course
retention, persistence from semester-to-semester, degree and certificate completion
rates, transfer rates, budget, student satisfaction, employee, satisfaction, and community
satisfaction. The strategic plan is intended to maximize these key performance
indicators, and each goal is specifically linked to one or more college-wide indicator.
The Institutional Effectiveness Committee will regularly review the college’s
Institutional Effectiveness Scorecard and other data and information related to the
strategic plan. Relevant data and information will be reported to relevant committees.
The Board of Trustees will also be provided with regular updates for monitoring
Planning is an ever evolving process. Over time, as the needs of the college change and
gaps are identified, the college continually engages in in planning in its drive to meet
accreditation standards for program review, planning, learning outcomes and ultimately
institutional effectiveness. Thus, CR’s Strategic Plan will be reviewed annually and
objectives and measures may be adjusted to ensure
Next Steps
1) During summer 2012, the annual plan for 2012-13 will be identified and assigned
to the appropriate individuals or units.
2) During summer 2012 the college will prepare a crosswalk for each strategic plan
objective to the relevant ACCJC standards and sub-parts.
DRAFT Strategic Plan 4-23-2012
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Appendix – Institutional Effectiveness Scorecard
DRAFT Strategic Plan 4-23-2012
Page 18