FACILITY PLANNING COMMITTEE
MEETING AGENDA
Tuesday, July 17, 2012
2:00 p.m.
LRC 107
1. Call to Order
2. Review meeting notes from May 7, 2012
3. Items for Discussion
3.1
Draft Facilities Master Plan
Measure Q Projects – Rebalancing Project Allocations
3.2
3.3
Transition of Committee Chair Person
3.4
Future Meeting Dates
4. Comments
5. Adjourn
Handouts will be provided at the meeting.
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REDWOODS COMMUNITY COLLEGE DISTRICT
Meeting of the Facilities Planning Committee
LRC 107
2:00 p.m.
May 7, 2012
Meeting Notes
PRESENT
Dave Bazard, Tim Flanagan, Bill Hole, Anita Janis (phone), Ray Kingsbury, Lee
Lindsey, Mike Mendosa, Maggie White and Lorie Walsh.
OTHERS
PRESENT
Doug Edgmon, Roxanne Metz, Julia Peterson (phone)
CALL TO
ORDER
Lee Lindsey called the meeting to order at 2:05 p.m.
SUMMARY
NOTES
The summary notes from the March 19, 2012 and April 30, 2012 were approved
as presented.
DISCUSSION
101
Lee provided a brief update on the 101 Corridors sites. He stated that letters for
CORRIDOR
lease termination have been sent to the owners of the properties in the 101
UPDATE
Corridor. The letter states that termination will be effective at the end of this
fiscal year, June 30, 2012.
It was noted that there will be furniture and equipment from the vacated sites that
will be inventoried and redistributed throughout the district. A planning and
prioritization process will be developed to determine which programs and/or
departments have the greatest need.
FACILITIES
MASTER
PLAN
There was discussion about updating the Facilities Master Plan (FMP). It was
noted that the current FMP is geared towards growth and revisions to the plan
should focus more on maintenance. The revised FMP should also include a
secondary plan in the event that more funding does become available.
Dr. Goswami spoke to the committee and regarding the FMP and noted that
maintaining classrooms and other spaces to support the learning environment
should be a goal. He also noted that we need to identify ways to use the vacated
buildings so that they could be used to enhance revenue for the district.
There was also discussion regarding the committee’s role in space utilization.
Tim noted that there is a 5-year construction plan that is done annually which is
submitted to the state. Lee stated that the 5-year plan should be reviewed by this
committee.
ADJOURNED 3:15 p.m.
SUBMITTED lw
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Facilities Plan Priorities (p. IV):
Status Update
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
• Maximize functional space
> Renovate facilities
> Address program needs
> Increase distance learning
Student Services, Administration, Theatre building
nearly complete, Academic Building in process,
Multiple bond funded facility and equipment
upgrades.
• Eliminate non-functional space
> Remove temporary buildings
> Replace aging facilities
Keep this in the plan, but refocus portables
replacement to "as funding allows" and "as
Some portable buildings have been removed or are portables reach end-of-life". Long-run plan is to
3.2 Improve college operational efficiencies.
replace portables after they have run their useful
on schedule to be removed, but several portable
5.3 Develop partnerships for utilization of the
life and after existing facilities have been updated.
buildings remain. Building renovations and new
available buildings.
It would be inefficient to replace a functional
buildings are helping to address aging facilities.
portable bldg with a new bldg when other bldgs
need repair.
• Improve efficiency/utilization of facilities
> Consolidate related programs
> Create flexible, interdisciplinary spaces
• Continue to position the District to receive
state funding
Modify to focus on maintaining and improving
functionality of existing space first, before building
new projects. Use data and evidence to inform
initiatives.
3.2 Improve college operational efficiencies.
5.3 Develop partnerships for utilization of the
available buildings.
1.2 Continuously assess and evaluate programs to
provide effective educational programs and
services for all learners.
No or little action.
3.2 Improve college operational efficiencies.
5.3 Develop partnerships for utilization of the
available buildings.
3.3 Increase funding available for strategic
The District is in line to receive state infrastructure
initiatives.
bond funding and needs to renovate or replace
Keep in the plan. Modify focus to be on bond
4.2 Improve instructional labs to support effective
exisitng buildings with seismic, ADA, or
projects that maintain or improve existing facilities.
teaching and learning.
health/safety issues.
5.1 Enhance support for the college community.
Keep in the plan. Moditfy to focus on aligning
programs to outcomes and to long term funding
forecast and creating interdisciplinary spaces when
a small capital investment is required.
Links to 2012 Ed Master Plan
4.3 Enhance distance education or eLearning.
5.1 Improve student engagement among all
students.
5.1 Improve student engagement among all
students.
3.2 Student learning will be a visible priority in all
practices and structures.
3.4 Systematically use data to inform decision
making.
1.2 Improve support for students.
Facilities Master Plan Goals (p. VI):
Keep in the plan. Refocus that the District is
1.3 Students will be able to complete their desired
currently overbuilt square footage-wise for number
educational goals.
of students served and significant growth funding is
3.2 Improve college operational efficiencies.
unlikely in the 3 to 5 year forecast.
• Base facilities recommendations on
Educational Master Plan growth projections
Facilities plans are informed by long term FTES
forecasts.
• Prioritize projects to support current and
projected needs
Keep in the plan. Modify to emphasize prioritization
Facilities Planning Committee prioritizes requests. based on student learning, evidence, and low-cost 3.2 Improve college operational efficiencies.
updating of existing facilities over new construction.
7/16/2012 2:20 PM
1
5.1 Improve student engagement among all
students.
3.2 Student learning will be a visible priority in all
practices and structures.
3.4 Systematically use data to inform decision
making.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Status Update
Several portable buildings have been removed or
are on schedule to be removed, but several
• Replace portable buildings with permanent
portable buildings remain. Building renovations
facilities
and new buildings are helping to address aging
facilities.
• Create flexible, interdisciplinary spaces to
support a variety of activities
New buildings and facility upgrades are in process.
• Develop sites and facilities to attract
students
New buildings and facility upgrades are in process.
• Develop student gathering areas (indoor
and outdoor)
New buildings and facility upgrades are in process.
There may be more events in the new theatre.
• Incorporate sustainable design principles in May be happening, but CR needs a set of priorities
all development*
for new projects.
7/16/2012 2:20 PM
Links to 2012 Strategic Plan
Keep this in the plan, but refocus portables
replacement to "as funding allows" and "as
portables reach end-of-life". Long-run plan is to
3.2 Improve college operational efficiencies.
replace portables after they have run their useful
5.3 Develop partnerships for utilization of the
life and after existing facilities have been updated. available buildings.
It's inefficient to replace a functional portable bldg
when existing bldgs need repair.
Remove/Modify. Focus needs to be on maximizing
existing space and less on additional renovations.
New buildings and facility upgrades are in process. Modify to emphasize prioritization based on student 3.2 Improve college operational efficiencies.
learning, evidence, and low-cost updating of
existing facilities over new construction.
• Develop campuses to promote
collaboration (faculty, students & staff)
• Encourage students and community
members to spend time on campus
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Remove. For this item, it is probably better
addressed elsewhere. For example, funds might
be better spent on employee development and
release time to serve on accrediation teams, rather
than facility upgrades.
Keep in the plan. Modify the focus to low-cost
improvments to residence halls, student center,
and marquees and signage. Also, improving
lighting, and technology.
Keep in the plan, but consolidate with item above.
Modify to focus on the campus auxiliaries and on
student government.
Remove. While this is an admirable goal, it is
probably better addressed elsewhere. Also, given
limited state bond funding, CR's focus needs to be
on maintaining existing facilities and keeping
current on equipment. Also, this item duplicates the
two above.
Keep in the plan. Modify to focus on the
development of a set of best practices and
expectations. Focus needs to be on sustainability
and lowest total cost of ownership for the District as
a result of the particular project. This list can then
be provided to architects and planners at the start
of an engagement.
2
Links to 2012 Ed Master Plan
5.1 Improve student engagement among all
students.
3.2 Student learning will be a visible priority in all
practices and structures.
3.4 Systematically use data to inform decision
making.
3.2 Improve college operational efficiencies.
1.6 Support staff and faculty development and
instructional innovation.
1.5 Professional development programs will be
focused on improvement of educational
effectiveness.
3.6 Increase number of institutional employees who
have accreditation experience.
1.4 Enhance student support and student
engagement.
5.1 Enhance support for the college community.
5.1 Improve student engagement among all
students.
1.4 Enhance student support and student
engagement.
5.1 Enhance support for the college community.
5.1 Improve student engagement among all
students.
3.2 Improve college operational efficiencies.
5.1 Enhance support for the college community.
5.3 Develop partnerships for utilization of the
available buildings
5.1 Improve student engagement among all
students.
5.3 Increase student engagement in the
community.
3.2 Improve college operational efficiencies.
5.1 Enhance support for the college community.
5.4 Faculty and staff will model positive
engagement in the college community.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
• Consider life cycle costs and reduce
maintenance needs*
• Address ADA issues and increase
accessibility*
Status Update
Total Cost of Ownership has been integrated into
integrated planning decision-making.
Recommendation
Keep in the plan, but merge with the item above.
Keep in the plan, but merge with two items above
as part of the list of expectations for District
architects and planners. Focus must be that
Funds have been budgeted for ADA improvements.
project plans identify and address all accessibility
New signage is in place and accessible pathways
issues so the completed project meets current
have been completed.
standards -- Grandfathered compliance is not
acceptable to the District, even if the project
qualifies for grandfathered status.
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
Links to 2012 Ed Master Plan
3.2 Improve college operational efficiencies.
5.1 Enhance support for the college community.
4.2 Update the comprehensive technology
replacement plan.
3.2 Improve college operational efficiencies.
5.1 Enhance support for the college community.
1.6 Improve success among underrepresented
populations.
Sustainable Design Principles (p. VI):
• Minimize the negative long-term effect on
the environment.
• Conserve natural resources
• Use recyclable/recycled materials.
• Maximize use of renewable resources,
• Maximize energy efficiency and utilization.
• Provide for aggressive and thorough pursuit
of rebates and incentives.
• Provide for environmental quality, Improve
interior air quality and lighting, Mitigate noise
factors, Reduce negative influence of waste
products*
Keep in the plan, but merge with other starred
items above into a list of expectations for District
Some of these have been integrated into building architects and planners. Refocus to emphasize
projects, such as use of reclaimed wood. However, lowest total cost of ownership to the District. For
3.2 Improve college operational efficiencies.
example, in cases where use of reclaimed
other initiatives were not included in projects, for
5.1 Enhance support for the college community.
materials drives up total costs, then reclaimed
example new bldgs are not LEED or energy star
materials will be omitted. Refocus to emphasize
certified.
third-party certifications, such as LEED and Energy
Star over "architect's preference".
• Facilitate use of alternate forms of
transportation: Public transportation,
Bicycles, Carpooling, Non-fossil vehicular
fuels
A new bus shelter was built.
Remove. This initiative is probably better
3.2 Improve college operational efficiencies.
addressed elsewhere. For example, a grant might
5.1 Enhance support for the college community.
help with alternate transportation.
5.4 Faculty and staff will model positive
engagement in the college community.
4.2 Update the comprehensive technology
replacement plan.
5.3 Increase student engagement in the
community.
Recommended Master Plan (p. 18, 34, 50):
Some portable bldgs have been removed or are on
• Replace portables buildings with permanent schedule to be removed, but portable bldgs remain.
facilities
Building renovations and new bldgs are helping to
address aging facilities.
Student Services, Administration, Theatre building
• Re-purpose and seismically upgrade
nearly complete, Academic Building in process,
vacated buildings
Multiple bond funded facility and equipment
upgrades.
7/16/2012 2:20 PM
Keep in the plan. Refocus to a long term plan to
phase out portables as funding allows and as
portables reach end-of-life.
3.2 Improve college operational efficiencies.
5.3 Develop partnerships for utilization of the
available buildings.
Modify to focus on maintaining and improving
functionality of existing space. Moditfy to align
programs to long term funding forecast.
3.2 Improve college operational efficiencies.
5.3 Develop partnerships for utilization of the
available buildings.
3
5.1 Improve student engagement among all
students.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Status Update
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
Links to 2012 Ed Master Plan
Student Services, Administration, Theatre building
3.2 Improve college operational efficiencies.
Keep, but merge with item above. Moditfy to align
nearly complete, Academic Building in process,
5.3 Develop partnerships for utilization of the
programs to long term funding forecast.
Multiple bond funded facility and equipment
available buildings.
upgrades.
5.1 Improve student engagement among all
students.
New academic buildings and faculty offices being
clustered due to renovation.
Remove/Modify. While admirable goal, it is
probably better addressed elsewhere. Also, given
limited state bond funding, CR's focus needs to be
3.2 Improve college operational efficiencies.
on maintaining existing facilities and keeping
current equipment. Emphasize meeting this goal in
cases that require a small investment.
5.1 Improve student engagement among all
students.
• Create flexible, interdisciplinary spaces to
support a variety of activities
New academic buildings.
Remove. While this is an admirable goal, it is
probably better addressed elsewhere. Also, given
limited state bond funding, CR's focus needs to be 3.2 Improve college operational efficiencies.
on maintaining existing facilities and keeping
current equipment.
5.1 Improve student engagement among all
students.
5.3 Increase student engagement in the
community.
• Develop student gathering areas
• Develop outdoor spaces
Keep in the plan. Modify to focus on the campus
New buildings and facility upgrades are in process.
auxiliaries and on student government.
1.4 Enhance student support and student
engagement.
5.1 Enhance support for the college community.
• Expand science labs (as previously
designed)
Done at Mendocino and in process at Del Norte
1.3 Students will be able to complete their desired
educational goals.
3.2 Improve college operational efficiencies.
• Construct new bookstore (Del Norte)
No action.
• Increase visibility to the community
New marquee is in process.
• Create buffer to high school
No action.
• Renovate existing facilities
• Cluster related programs
• Bring woodworking program to the campus
No action.
(Mendocino)
• Develop the campus for multiple uses
(Mendocino)
No action.
• Develop student housing (Mendocino)
No action.
7/16/2012 2:20 PM
Keep.
Remove. Given state funding, this is not
affordable.
Remove. Given state funding, scarce capital
dollars will be better spent on maintaining existing
facilities.
Remove. Given state funding, scarce capital
dollars will be better spent on maintaining existing
facilities.
Remove. Given state funding, scarce capital
dollars will be better spent on maintaining existing
facilities.
Remove. Given state funding, scarce capital
dollars will be better spent on maintaining existing
facilities.
Remove. Does not align with long term funding
forecast.
4
5.1 Improve student engagement among all
students.
5.3 Increase student engagement in the
community.
4.1.Provide lab equipment and technology to
effectively support instructional needs
3.2 Improve college operational efficiencies.
3.2 Improve college operational efficiencies.
3.2 Improve college operational efficiencies.
3.2 Improve college operational efficiencies.
3.2 Improve college operational efficiencies.
3.2 Improve college operational efficiencies.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
• Create a conference center (Mendocino)
Status Update
No action.
Recommendation
Remove. Does not align with long term funding
forecast.
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
Links to 2012 Ed Master Plan
3.2 Improve college operational efficiencies.
New Construction Projects and Renovation Projects (p. 20, 36, 52):
Eureka:
• Student Services/Administration/Theatre
Building
• Academic Complex
• New Residence Hall
1.4 Enhance student support and student
engagement.
4.1 Improve technology infrastructure to support all
Building construction nearly completed.
Remove. Project nearly complete.
college operations.
5.2 Support/increase cultural activities at the
college.
1.4 Enhance student support and student
engagement.
Building construction on two academic buildings is
4.1 Improve technology infrastructure to support all
Keep in the plan.
in progress.
college operations.
4.2 Improve instructional labs to support effective
teaching and learning.
1.3 Students will be able to complete their desired
Remove and modify. Refocus to renovating and
educational goals.
maximizing existing dorms and less on additional 3.1 Reduce reliance on apportionment-based
No action.
renovations. Focus on renovating the two existing funding.
residence halls first.
3.2 Improve college operational efficiencies.
5.1 Improve student engagement among all
students.
5.2 Develop a vibrant student center.
5.3 Increase student engagement in the
community.
4.1.Provide lab equipment and technology to
effectively support instructional needs.
5.1 Improve student engagement among all
students.
Some offices in the Administration building have
• Forum and Administration Buildings (16 and
been moved to the new building creating vacant
18)
space in the old Administration bldg.
Modify the plan. Old plan talks about seismic
improvements and repurposing. (Note: Vacated
bldgs CANNOT change their "DSA purpose" and
cannot require students to enter.) Focus instead
should be on renovating lower floor Admin bldg for
support operations, such as IR and IR, while
second floor should be marketed for partnerships.
3.1 Reduce reliance on apportionment-based
funding.
3.4 Increase community support for the college.
5.3 Develop partnerships for utilization of the
available buildings.
5.3 Develop partnerships for utilization of the
available buildings.
• Student Union (20)
Modify. Old plan talks about moving the bookstore
and other major changes. Focus of any
renovations needs to be on updating the existing
space and less on repurposing or other more costly
initiatives.
1.4 Enhance student support and student
engagement.
3.1 Reduce reliance on apportionment-based
funding.
3.2 Improve college operational efficiencies.
5.1 Improve student engagement among all
students.
5.2 Develop a vibrant student center.
7/16/2012 2:20 PM
No action.
5
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
• Physical and Life Sciences Buildings (10
and 12)
• Library (10)
Status Update
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
Links to 2012 Ed Master Plan
Modify. Old plan talks about doing major seismic
upgrades and repurposing this space for high
No action. New bldg construction is in progress, so
school, 4 year university or community use. Focus
no departments have moved out yet.
needs to be on working with a strategic partner
who will utilize the space.
Remove. The old plan talks about demolishing a
building (#10) to create "Expansive views to the
New Learning Resource Center constructed.
water ". New plan needs to emphasize updating
existing facilities while avoiding more costly
changes.
3.1 Reduce reliance on apportionment-based
funding.
5.3 Develop partnerships for utilization of the
3.4 Increase community support for the college.
available buildings.
5.3 Develop partnerships for utilization of the
available buildings.
1.4 Enhance student support and student
engagement.
3.2 Improve college operational efficiencies.
4.1 Improve technology infrastructure to support all
college operations.
Modify. Old plan discusses additional lab space.
The Science lab upgrade that is in progress will
Science lab upgrade plans completed and
upgrade the existing facility, but will not be a major
constrcution planned for Summer 2013. Upgrade,
expansion. Focus needs to be on updating exisitng
not expansion.
facilities, before trying to expand. Addresses
health and safety issues.
1.4 Enhance student support and student
engagement.
4.1.Provide lab equipment and technology to
3.2 Improve college operational efficiencies.
effectively support instructional needs
4.1 Improve technology infrastructure to support all
college operations.
Del Norte:
• Lab Expansion
• New Buildings
• Gateway Entry
• Parking/Drop-Off
No action.
Modify. Old plan discusses replacing
temporary/portable space. The long-run plan is to
replace portables after they have run their useful
life and after existing facilities have been updated. 3.2 Improve college operational efficiencies.
It would be inefficient to replace a functional
portable bldg with a new bldg when other existing
bldgs are in need of updating and repair.
No action.
Remove/modify. Old plan discusses increasing the
3.2 Improve college operational efficiencies.
college's visibility and creating pedestrian
5.5 Increase communications and outreach to the
pathways. New plan is to update the marquee for
community.
visibility and safety.
5.3 Increase student engagement in the
community.
No action.
Modify. Old plan discussed expanded parking and
a new drop-off area. Such plans are not affordable
3.1 Reduce reliance on apportionment-based
without a Del Norte parking fee, and even with a
funding.
parking fee, would need several years to generate
3.2 Improve college operational efficiencies.
enough cash. New plan to emphasize updating
existing parking lot and other less costly updates.
1.2 Improve support for students.
Mendocino:
7/16/2012 2:20 PM
6
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Status Update
• Woodworking and Gallery
No action.
• Student Housing/Conference Center
No action.
• Additional Parking
• Some of the buildings on campus are in
need of renovation in order to support the
programs that are housed there.
No action.
Mendocino Science Lab upgrade completed.
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
3.1 Reduce reliance on apportionment-based
Modify. Old plan discussed a new campus bldg.
funding.
Will need significant outside support to fund a new
3.2 Improve college operational efficiencies.
bldg.
5.1 Enhance support for the college community.
1.3 Students will be able to complete their desired
educational goals.
Remove. Old plan discussed a new residence hall.
3.1 Reduce reliance on apportionment-based
New plan will emphasize updating the existing
funding.
Euereka halls before considering any expansion.
3.2 Improve college operational efficiencies.
Remove. Old plan discussed expanded parking.
Such plans are not affordable without a Mendocino
3.1 Reduce reliance on apportionment-based
parking fee, and even with a parking fee, would
funding.
need several years to generate enough cash. New
3.2 Improve college operational efficiencies.
plan to emphasize maintaining the existing parking
lot.
1.3 Students will be able to complete their desired
educational goals.
Keep. Exisiting sicence lab was upgraded and has
1.4 Enhance student support and student
re-opened. This item aligns well with the new focus
engagement.
on updating existing facilities.
4.1 Improve technology infrastructure to support all
college operations.
Links to 2012 Ed Master Plan
4.1.Provide lab equipment and technology to
effectively support instructional needs
4.1.Provide lab equipment and technology to
effectively support instructional needs.
5.1 Improve student engagement among all
students.
New items not included in old Facilities Master Plan:
• Southern Humboldt (Garberville)
Not listed in old plan.
New entry. New project in progress to provide a
basic educational site in Garberville. A key to this
site will be developing external partnerships to
generate revenue to support this operation.
FPC and BPC recommended Measure Q bond allocations - all are currently in progress:
Since these initiative arose after the previous
update to the Facilities Master Plan, it
demonstrates the District's commitment to
continuous re-evaluation and continuous quality
improvement.
• District-wide ADA and safety compliance
• Security, including marquee upgrades and Not listed in old plan.
fire alarm
New entry. Project provides for necessary ADA
accomodations and health and safety upgrades to
existing facilities across the entire District. This item
illustrates the new direction to taking care of
existing facilities before new expansions.
7/16/2012 2:20 PM
7
1.4 Enhance student support and student
engagement.
3.4 Increase community support for the college.
5.3 Develop partnerships for utilization of the
available buildings.
1.2 Improve support for students.
5.3 Increase student engagement in the
community.
3.5 Practice continuous quality improvement.
1.3 Students will be able to complete their desired
educational goals.
1.6 Improve success among underrepresented
1.4 Enhance student support and student
populations.
engagement.
3.6 Practice continuous adherence to accreditation
standards.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
• Athletic facility upgrades
Status Update
Not listed in old plan.
• Automotive Technology Lab upgrade
Not listed in old plan.
Voice over IP (VOIP) to replace PBX &
phones
Not listed in old plan.
Firing range upgrade
Not listed in old plan.
Welding area cover expansion
Not listed in old plan.
Parking lots, fencing, etc.
Not listed in old plan.
Old library seismic upgrade
Not listed in old plan.
CTE computer lab upgrades (MT, DM, DT,
etc.)
7/16/2012 2:20 PM
Not listed in old plan.
Recommendation
New entry. Potential accessibility and gender
equity issues were identified in existing athletic
facilites that must be corrected. Repurposing of
the dilapidated old pool area addresses a safety
concern. Updates to fields addresses safety
issues. Numerous PE courses utilize the fields and
buildings as "classrooms/labs" in addition to athletic
teams.
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
3.6 Practice continuous adherence to accreditation
standards.
4.2 Improve instructional labs to support effective
teaching and learning.
5.7 Increase public support for the college.
2.2 Respond to business and industry short-term
training needs.
4.2 Improve instructional labs to support effective
teaching and learning.
4.3 CTE programs will have technology relevant to
their disciplines.
3.2 Improve college operational efficiencies.
New entry. Updates aging technology
4.1 Improve technology infrastructure to support all
infrastructure, expands existing maxed out internet
college operations.
connection and reduces some operating costs.
4.4 Improve efficiency through technology.
1.3 Students will be able to complete their desired
educational goals.
New entry. Addresses upgrades required by
3.6 Practice continuous adherence to accreditation
program accreditation body for health and safety
standards.
and accessibility issues.
4.2 Improve instructional labs to support effective
teaching and learning.
4.2 Improve instructional labs to support effective
teaching and learning.
New entry. Enhances existing program facilities.
4.3 CTE programs will have technology relevant to
their disciplines
1.4 Enhance student support and student
New entry. Updates to existing facilities to address
engagement.
aging infrastructure.
3.2 Improve college operational efficiencies.
5.3 Develop partnerships for utilization of the
New entry. Update vacated space for additional
available buildings.
meeting rooms.
4.1 Improve technology infrastructure to support all
college operations.
4.2 Improve instructional labs to support effective
New entry. Enhances existing program facilities.
teaching and learning.
4.3 CTE programs will have technology relevant to
their disciplines
New entry. Project plan emphasizes updating the
existing auto lab to address safety issues, aging
infrastructure, and acquire new hybrid vehicles,
and possibly a small expansion for a better overall
lab.
8
Links to 2012 Ed Master Plan
4.1.Provide lab equipment and technology to
effectively support instructional needs.
5.1 Improve student engagement among all
students.
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
4.3 Enhance distance education or eLearning.
4.4 Effectively utilize technology in teaching.
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
5.1 Improve student engagement among all
students.
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs.
4.4 Effectively utilize technology in teaching.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Status Update
Exterior paint and light upgrades
Not listed in old plan.
Fire Science equipment and apparatus
storage
Not listed in old plan.
Emergency Response Training Center
Not listed in old plan.
Itech Innovations Lab establishment
(solar,thermal,water/waste)
Not listed in old plan.
Construction Technology Lab upgrade
Not listed in old plan.
Reserve for repurposing vacated buildings,
incl faculty ofcs
Not listed in old plan.
Ag Dept Tompkins Hill barn renovation/
replacement
Not listed in old plan.
Roof replacement
Not listed in old plan.
HVAC, boiler equipment
Not listed in old plan.
Energy conservation
Not listed in old plan.
7/16/2012 2:20 PM
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
New entry. Updates to existing facilities to address 1.4 Enhance student support and student
engagement.
aging infrastructure.
4.2 Improve instructional labs to support effective
teaching and learning.
New entry. Enhances existing program facilities.
4.3 CTE programs will have technology relevant to
their disciplines
4.2 Improve instructional labs to support effective
teaching and learning.
New entry. Enhances existing program facilities.
4.3 CTE programs will have technology relevant to
their disciplines
4.2 Improve instructional labs to support effective
teaching and learning.
New entry. Enhances existing program facilities.
4.3 CTE programs will have technology relevant to
their disciplines
4.2 Improve instructional labs to support effective
New entry. Enhances existing program facilities. teaching and learning.
Also, addresses health and safety issues.
4.3 CTE programs will have technology relevant to
their disciplines
New entry. Provides funds to update existing
3.2 Improve college operational efficiencies.
facilities for District use or a partner. Vacated
5.3 Develop partnerships for utilization of the
space is in need of basic upgrades. Addresses
available buildings.
health and safety issues.
4.2 Improve instructional labs to support effective
New entry. Enhances existing program facilities. teaching and learning.
Addresses health and safety issues.
4.3 CTE programs will have technology relevant to
their disciplines
3.1 Reduce reliance on apportionment-based
New entry. Roof replacement on existing Eureka
funding.
residence hall.
3.2 Improve college operational efficiencies.
5.1 Enhance support for the college community.
1.4 Enhance student support and student
engagement.
New entry. Updates to existing facilities to address
3.1 Reduce reliance on apportionment-based
aging infrastructure.
funding.
3.2 Improve college operational efficiencies.
3.1 Reduce reliance on apportionment-based
New entry. Reduce operational costs with efficiency
funding.
upgrades. Also leverage funds with rebates, etc.
3.2 Improve college operational efficiencies.
9
Links to 2012 Ed Master Plan
5.1 Improve student engagement among all
students.
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
1.2 Improve support for students.
2.4 CTE Programs respond to community training
needs.
4.1.Provide lab equipment and technology to
effectively support instructional needs
5.1 Improve student engagement among all
students.
5.2 Develop a vibrant student center.
1.2 Improve support for students.
1.2 Improve support for students.
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
Facilities Master Plan Evaluation and Update
Summer 2012
Goals and Objectives
Carpet replacement
Maint & Dining equipment, mini-bookstore,
portable bldgs
Status Update
Recommendation
DRAFT ‐ FOR DISCUSSION ONLY
Links to 2012 Strategic Plan
1.4 Enhance student support and student
engagement.
3.2 Improve college operational efficiencies.
Not listed in old plan.
New entry. Replace aging carpets, reduce trip
hazards.
Not listed in old plan.
New entry. New equipment is required to maintain
new facilities. Potential mini-bookstore to better
3.1 Reduce reliance on apportionment-based
serve students. Portable bldgs may continue to be funding.
used, despite long term goal of phasing out such 3.2 Improve college operational efficiencies.
bldgs.
Links to 2012 Ed Master Plan
1.2 Improve support for students.
1.2 Improve support for students.
NOTES:
Several items are duplicates and will be merged.
New focus is on updating, maintaining and renovating our existing, aging facilities whereas old plan emphasized new construction and often ignored repair needs. For example, the old plan discusses two new dorms, but does not mention significant capital
repairs required on the existing dorms. Also, dorm funds are self-supporting, so these funds cannot support such large scale new construction projects.
New focus is on low total cost of ownership and projects with a low cost; Less moving around, less tearing out walls, etc.; More repairing existing space, updating existing space, and dealing with ADA, health and safety needs.
Some items in the old plan would expand or increase auxiliary cost, for example for additional parking. These funds are self supporting and cannot support significant expansion.
With vacated space where new construction was funded with state bond funds, the old space cannot be repurposed from its existing "DSA use". For example, the old Library's existing DSA designation is general meeting space, so it cannot be renovated to
be faculty offices. It can only be renovated to continue to be general meeting space. Also, the vacated space can never involve an activity that would require a student to enter the building, so even a renovated classroom could no longer be used as a
classroom. Students may continue to enter the old building, but cannot be required to enter it.
7/16/2012 2:20 PM
10
Copy of Facilities Master Plan Evaluation1.xlsx Sheet1
CollegeoftheRedwoods
2012‐2017StrategicPlan
BoardofTrustees
Dr.ColleenMullery,BoardPresident
ThomasRoss,BoardVice‐President
SallyBiggin,BoardClerk
RickBennett
TracyCoppini
RichardDorn
BruceEmad
BarbaraRice
GeorgeTruett
RebeccaAshbach(studenttrustee)
2012‐2017StrategicPlanningCommittee
Chair:Dr.UtpalGoswami
Dr.RachelAnderson
MaryGraceBarrick MichaelButler
JeffCummings
AhnFielding TimFlanagan
Dr.PatGirczyc
KathyGoodlive
SheilaHall Dr.AngelinaHill
AnitaJanis SydneyLarson
LeeLindsey Dr.GeisceLy
KerryMayer RoxanneMetz
JuliaMorrison
JuliaPeterson
Dr.KeithSnow‐Flamer
ChuckSnowden
CarlaSpalding
SteveStratton
InterimPresident/Superintendent
Dean,AcademicAffairs
Director,LearningResourceCenter
Instructor,Mathematics
Dean,CareerandTechnicalEducation
InterimDirector,HumanResources
Director,Facilities
Dean,HealthOccupationsandEmergencyResponseServices
Director,AdmissionsandRecords
AssistantDirector,EOPS
Director,InstitutionalResearch
Dean,DelNorteEducationCenter
Instructor,EarlyChildhoodEducation
VicePresident,AdministrativeServices
Dean,MendocinoEducationCenter
Instructor,Speech
DirectorofPlanning,Grants,andInstitutionalEffectiveness
InstructionalSiteManager
Director,BusinessTrainingCenter
VicePresident,StudentDevelopment
MaintenanceSpecialist
Controller
Director,TechnicalSupportServices
DRAFTStrategicPlan5‐16‐2012
Page1
Strategic Plan for College of the Redwoods 2012-2017
CRVision
CollegeoftheRedwoodsisalearningcommunitywherelivesaretransformed.
CRMission
CollegeoftheRedwoodsputsstudentsuccessfirstbyproviding
outstandingdevelopmental,careertechnical,andtransfereducation.
TheCollegepartnerswiththecommunitytocontributetotheeconomicvitalityandlifelong
learningneedsofitsservicearea.
Wecontinuallyassessstudentlearningandinstitutionalperformanceandpracticesto
improveupontheprogramsandservicesweoffer.
GRAPHICDESIGNDEPT.TOINSERT
PLANGOALSANDOBJECTIVES
WITHNEWLAYOUT
HERE
DRAFTStrategicPlan5‐16‐2012
Page2
Introduction
Planningallowsthecollegetoefficientlydistributeresourcesandcoordinateaction
plansthatcontributetoachievingthecollege’smission.CollegeoftheRedwoods(CR)is
committedtocomprehensiveinstitutionalplanningthatisstrategicallyfocused,ongoing,
andoutcomesoriented.Theplanningprocessincludesinstitutionalreviewofthe
college’seducationalprograms,studentservices,andadministrativeareas.Through
planning,thecollegeensuresthatitspolicies,budgets,anddecisionsarereflectiveofits
mission.
Planningisaneverevolvingprocess.Overtime,astheneedsofthecollegechangeand
gapsareidentified,thecollegecontinuallyengagesinplanninginitsdrivetomeet
accreditationstandardsforprogramreview,planning,learningoutcomesandultimately
institutionaleffectiveness.Eachyearthecollegewillidentifyfocusedobjectivesand
developanannualplanthatidentifiesactionsteps,timelines for completion, a description of
indicators of success, and the assignment of parties responsible for implementation.
TheoverarchinggoalsofCollegeoftheRedwoods’(CR)planningeffortsaretoensure
thecollegemeetstheneedsofstudentsbyestablishingandmeasuringstudentlearning,
thatthecollegerespondstothechangingeducationalneedsofthecommunity,andthat
resourcesarealignedsotheCollegecanachievethesegoals.
Thediagram,below,displayshowinstitutionalandunit‐levelplansarealigned.Using
thecollege’smission,vision,andvaluestatementsasaguide,thestrategicplanoutlines
broadgoalsandspecificobjectivesthecollegeintendstoaccomplishoverafive‐year
period.Thestrategicplaninformsthegoalsandobjectivesintheeducationmasterplan,
otherfunctionalplans,andunit‐levelplanning.
DRAFTStrategicPlan5‐16‐2012
Page3
Background
CollegeoftheRedwoods(CR)isapubliccommunitycollegelocatedonthenorthcoastof
California.ServingDelNorteandHumboldtCounties,partsofwesternTrinityCounty,
andcoastalMendocinoCounty,CRhasoneofthelargestserviceareasinCalifornia.
Hometonearly280,000residents,thedistrictcoversalmost10,000squaremiles.
Thereareapproximately94full‐timeand250part‐timefaculty,whilethe
administrative,managerial,andclassifiedstaffincluderoughly230employees.The
collegemaintains93degreeandcertificateprogramandserved9,348studentsinthe
2010‐11academicyear.
DescriptionoftheStrategicPlanningProcessandTimeline
InAugust2011InterimPresident/SuperintendentUtpalGoswami’sConvocation
keynoteaddressledthekick‐offofthecollege’sstrategicplanningeffort.InSeptember
2011,adistrictStrategicPlanningCommitteecomprisedofrepresentativesfromfaculty,
classifiedstaff,andadministrativestaffwasformedtoupdatethestrategicplanforthe
college.InrecognitionoftheInstitutionalEffectivenessCommittee’s(IEC)rolein
developingthestrategicplan,asrecognizedinAdministrativeProcedure3250,
InstitutionalPlanning,manymembersoftheIECagreedtoserveontheStrategic
PlanningCommittee.
StrategicPlanningCommitteeScope:
Insupportofthecollege'smissionandvision,theStrategicPlanningCommitteewill
updatethecollege'sstrategicplaneverythreetofouryears.Thestrategicplanning
processincludesthefollowingcomponents:
 Conductanenvironmentalscan(externalandinternal)ofconditionsandtrends
 Reviewdataregardingthecollege'skeyperformanceindicators(KPIs)
 Usingthecollege'smission,vision,andvaluesstatementsasaguide,conducta
gapanalysis
 Identifybroad,overarchinggoals(statements)ofwhatthecollegedesiresto
accomplishovera5‐yearperiod
 Identifyannualobjectives(actionable,measureablestatementsabouttheend
resultthataserviceorprogramisexpectedtoaccomplish)
ThecommitteemetseventimesbetweenSeptember8,2011andMarch20,2012(not
includingadditionalsmallgroupmeetings).TheStrategicPlanningCommitteereviewed
anddiscussedanenvironmentalscanningsummaryprovidedbytheInstitutional
ResearchDepartmentanddevelopedinitialstrategicplanningthemes.
BeginninginNovember2011aseriesofconversationstookplacethroughoutthedistrict
inordertodiscussthethemesidentifiedbythecommitteeduringtheenvironmental
scanningprocessandgatherinputandideasfromcollegeconstituents.Alistingofthese
conversationsfollows.
DRAFTStrategicPlan5‐16‐2012
Page4
Date/Time:
Location:
Thursday, Nov. 3rd
Del Norte Center
Tuesday, Nov. 8th, 12:00 – 1:30 p.m.
CA 107 (music room)
Thursday, Nov. 10th, 9:00 – 10:30 a.m.
LS 113
Monday, Nov. 14th, 3:00 – 4:30 p.m.
Board Room
Tuesday, Nov. 15th, 11:00 – 12:30 p.m.
AT104
Wednesday, Nov. 16th (11:00-12:30 p.m.) Mendocino Coast
Tuesday, Nov. 22nd, 2:00 – 3:30 p.m.
AJ 101A
Wednesday, Nov. 23rd, 9:00 – 10:30 a.m. Eureka Downtown
Thursday, Dec. 8
Klamath-Trinity
Friday, February 10
ASCR Executive Board
Attendees:
10 (approximately)
13
7
20
13
7 (approximately)
14
9
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
approval
College Council ratified the strategic plan
The Board of Trustees adopted the strategic plan
EnvironmentalScan
Successfulplanningdependsonthecollege’sabilitytomeettheneedsofanever
changingincomingstudentbodyinadynamicenvironment.Globalandnationaltrends
includingenrollmentgrowth,collegeaffordability,collegepreparedness,employer
expectations,institutionalrevenueandaccountabilitywereidentifiedaspotentially
significantfactorstobeawareofwhileplanningforthefuture.Thesefactorsposean
opportunity,threat,orsignifynecessarychanges.
EnrollmentGrowth
HigherEducationenrollmentisincreasingdramaticallyacrosstheworld.Demandfor
highereducationisresultinginstudentswillingtorelocateinordertobeeducated.
Morethan2.5millionstudentsarestudyingoutsideoftheirhomecountries,andthis
trendisexpectedtoincreaseintheyearstocome.Newcommunicationandinformation
technologyisleadingtoanincreasinglyintegratedworldeconomy.
DRAFTStrategicPlan5‐16‐2012
Page5
Higher Ed enrollment ratio by region
Source: Trends in global higher education: Tracking an academic revolution. A Report Prepared to the UNESCO 2009 World Conference on Higher Education. IntheUnitedStates,theNationalCenterforEducationStatisticsprojectsathirteen
percentgrowthinhighereducationenrollmentfrom2007to2015.Professionaland
graduateeducationisprojectedtoseethemostgrowth,althoughgrowthin
undergraduateeducationisprojectedtoincreasebytwelvepercent.
20%
First-time professional students
18%
Graduate students
12%
Undergraduate students
0%
5%
10%
15%
20%
25%
Enrollment Growth: 2007 ‐ 2015
DRAFTStrategicPlan5‐16‐2012
Page6
EnrollmentGrowthinOnlineCourses
Advances in information
technology have led to significant
increases in online education.
Online course delivery across the
globe is allowing for higher
education programs to begin
crossing national and physical
boundaries. In the United States,
the number of students taking at
least one online course has
increased since 2003 at an annual
rate much greater than that of the
overall higher education student
body.
Source: Allen, I. E., & Seaman, J. (2010). Learning on demand: Online education in the United States, 2009. The Sloan Consortium. Babson Survey Research Group. CollegeAffordability
FamilyincomeintheUnitedStatescontinuestobeamajorfactorindetermining
whetherornotsomeonegoestocollege.In2009,thecollege‐goingrateofhighschool
completersfromlowincomefamilieswasalmostthirtypercentagepointsbelowthatof
highincomefamilies.A2011surveybythePewResearchCenterfoundthatthemain
reasonfornotpursuingfurthereducationamongages18‐34,reportedbyalmosttwo‐
thirdsofrespondents,wastheneedtosupportafamily.
Percentage of high school completers who were enrolled in 2‐ or 4‐year colleges the October immediately following high school completion, by family income.
Source: 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.
DRAFTStrategicPlan5‐16‐2012
Page7
ThecostofhighereducationisincreasingacrosstheUnitedStates,buttherateof
increaseislowerforpublictwo‐yearinstitutionsthanforprivateorpublicfour‐year
institutions,causinganevengreaterdemandforcommunitycollegeeducationforthose
withfinancialchallenges.
Therisingcostoftuitionandfees,andthedownturnintheeconomyisleadingto
significantincreasesinstudentdebt.Fifty‐threepercentoffull‐timeundergraduates
receivedaloanin2007‐2008,upfromforty‐fivepercentin1999‐2000.The2008
NationalPostsecondaryStudentAidshowedthattheaveragedebtofstudentsearning
anassociate’sdegreeorcertificate,althoughlessthanthedebtofbachelor’sdegree
earners,wasover$10,000.
CollegeAffordability&GraduationRates
Increasesinstudentdebthaveledtohigherloandefaultrates.Areportfromthe
InstituteforHigherEducationPolicytrackedacohortof1.8millionborrowerswho
enteredrepaymentin2005andshowedthataboutonethirdoftheborrowersusedthe
federalloanrepaymentintheintendedway.Therestofthecohortpostponedorbecame
delinquentwithpayments,withthedelinquencyrateof2‐yearinstitutions(morethan
50percent)muchhigherthanatfour‐yearinstitutions(lessthanonethird).Students
whograduatedhadamuchlowerdefaultratethanstudentswhodidnot.Almost60
percentofborrowerswholeftwithoutgraduatingbecamedelinquentordefaulted
comparedto37percentofthosewhograduated.Morestudentsarecompletingan
associate’sdegree,butwithincreasingenrollments,thepercentageofstudents
completinganassociate’sdegreeremainslow.In2009,thefederalgovernmentreported
closetofourhundredcommunitycollegeswithagraduationrateslessthan15percent.
DRAFTStrategicPlan5‐16‐2012
Page8
CollegePreparation
Nearlyhalfofallstudentsat2‐yearinstitutionsreporttakingatleastoneremedial
courseincollege,resultinginincreaseddegreecostsforstudentsandforcolleges.
Successandretentioninremedialcoursesareacauseforconcern.AchievingtheDream:
CommunityCollegesCountdatafrom24states(Californiaincluded)showsthatseven
percentofstudentswhowerereferredtodevelopmentalEnglishsuccessfullycompleted
gatewayEnglishwithintwoyearsofenrolling,andfivepercentofstudentsreferredto
developmentalmathsuccessfullycompletedgatewaymathwithintwoyearsofenrolling.
Suchlowpercentagesarepartiallydrivenbyahighpercentageofstudentswhonever
begintheirdevelopmentalsequence,andthemajorityofthesestudentswillnotenrollin
futuresemesters.
Race/
Ethnicity
Age
College type
Percent of Students reporting haven taken at least one remedial college course in 2007‐2008
Private not‐for‐profit doctorate
Private not‐for‐profit non‐doctorate
4‐year doctorate
4‐year non‐doctorate
2‐year public
30 and older
24 to 29
15 to 23
Hispanic Students
Black Students
Students Overall
0%
10%
20%
30%
40%
50%
Source: Data pulled from 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.
ValueofEducation
CurrentresearchfromtheCollegeBoard’sEducationPays2010showsthatstudentswho
attendinstitutionsofhighereducationhavelifelongpersonalandfinancialbenefits.
Thosewithatleastsomecollegehavelowerratesofunemploymentandhighersalaries;
thosewithanassociatedegreefareevenbetter.In2007,themedianhourlywagegain
attributabletothefirstyearofcollege,adjustedforrace,gender,andworkexperience
was11percent.
TheAmericanAssociationofCommunityCollegesreportedin2009thatCommunity
Collegesareattheforefrontofeducationinhealthcarewith59percentofnewnurses
andthemajorityofothernewhealth‐careworkerseducatedatcommunitycolleges,and
thedemandforgraduateswillcontinuetogrowinthenexttenyears.
DRAFTStrategicPlan5‐16‐2012
Page9
Source: Bureau of Labor Statistics, Current Population Survey EmployerExpectations
A2010reportfortheAssociationofAmericanCollegesandUniversitiestitledRaising
theBar:Employer’sViewsonCollegeLearningintheWakeoftheEconomicDownturn
showedthatthemajorityofemployerswhoparticipatedinasurveysawatleastsome
roomforboth2‐yearand4‐yearcollegestoimprove.
2‐year Colleges & 4‐year Colleges &
Universities
Universities
Employer Perceptions
Significant improvement needed
Some improvement needed
Doing good job
Significant improvement needed
Some improvement needed
Doing good job
0%
10%
20%
30%
40%
50%
60%
Almost60percentofemployersreportedthatbothanin‐depthsetofskillsand
knowledgeandabroadrangeofskillsandknowledgewereimportant,comparedto20
percentwhochoseonlyoneortheother.Employers’topprioritiesforstudentlearning
outcomesinbothtwo‐andfour‐yearcollegeswereledbyoutcomestypicallyassociated
withgeneraleducationsuchaseffectiveoralandwrittencommunicationandcritical
thinkingskills.
DRAFTStrategicPlan5‐16‐2012
Page10
Percent of employers reporting that two‐ and four‐year colleges should place MORE emphasis Effective oral/written communication
89%
Critical thinking/ analytical reasoning
81%
Knowledge/skills applied to real world settings
79%
Analyze/solve complex problems
75%
Connect choices and actions to ethical decisions
75%
Teamwork skills/ ability to collaborate
71%
Ability to innovate and be creative
70%
Concepts/developments in science/technology
70%
Source: 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 Universities. ChangingStudentBody
Thedemographicsofstudentsinhighereducationarealsoprojectedtochangeinthe
nextdecade.TheNationalCenterforEducationStatisticsprojectsgrowthtobevery
unevenlydistributedwithingenderandrace/ethnicgroups.Between2007and2018,
femalesareexpectedtoenrollincollegeatamuchhigherratethanmales,andtherate
ofHispanicenrollmentisexpectedtoincreasemorethananyotherrace/ethnicgroups,
followedbyAmericanIndianorAlaskaNative.Nontraditionalstudentsages25and
olderarealsoprojectedtoenrollathigherratesthantraditionalstudentsaged18to24.
Enrollment Growth: 2007 to 2018
Race/Ethnicity
Nonresident Aliens
American Indian or Alaska Native
32%
Asian or Pacific Islander
29%
Hispanic
38%
Black
White
Gender
14%
Male
26%
4%
9%
Female
16%
Age
35 and older
12%
25 to 34
18 to 24
25%
9%
Source: Projections of Education Statistics to 2018 (NCES 2009‐062). National Center for Education Statistics, Institute of Education Sciences, U.S. Department of Education. Washington, DC. DRAFTStrategicPlan5‐16‐2012
Page11
Mostfirst‐yearstudentswhowillentercollegejustoutofhighschoolwerebornin1993.
BeloitCollegepublishesanannualMindsetListtoreflecttheworldviewofthese
enteringstudents.Afewnoteworthyitemsonthe2015listareasfollows,andpointto
potentialuniquenessintheperspectiveofenteringstudents,especiallyintermsof
technology:
o TherehasalwaysbeenanInternetrampontotheinformationhighway
o Adultexpertshavefrettedabouttheirallegeddeficitsofempathyandconcentration
o Theirschool’sblackboardshavealwaysbeengettingsmarter
o AmericantaxformshavealwaysbeenavailableinSpanish
o They’vebrokenupwiththeirsignificantothersviatexting,Facebook,orMySpace
o TherehasalwaysbeenatleasttwowomenontheSupremeCourt
o Publicschoolshavealwaysmadespaceavailableforadvertising
o Charterschoolshavealwaysbeenanalternative
Currentstudentsalsodifferintermsoftheirexpectationsandcommitmentsoutsideof
college.In2009,SocialScienceResearchCouncilreportedfindingsfromtheSSRC‐CLA
longitudinalprojectthattheaverageundergraduatestudentspendsbetween12and14
hoursperweekstudying;about50percentlessthantheaveragestudentspentstudying
afewdecadesago.
InstitutionalRevenue
PublicinstitutionsofHigherEducationintheUnitedStatesarefacingsubstantialbudget
challenges,andCollegesinCaliforniaarenoexception.In2010,theCollegeBoard
reportedthatafteradjustingforinflation,stateappropriationsperfull‐timeequivalent
studentdeclinedbyninepercentin2008‐2009andbyanotherfivepercentin2009‐
2010.Federalstimulusfundshaveprovidedsomerelief,butenrollmentshavebeen
growingsubstantially,whilestateappropriationshavebeenonthedecline,causing
institutionstolookforotherfunding.
DRAFTStrategicPlan5‐16‐2012
Page12
Accountability
AccountabilitycontinuestoescalateinimportanceforanumberofNations,including
theUnitedStates.TheBologneProcess,underwhich46Europeannationshaveagreed
oncommoneducationstandards,isalarge‐scaleexampleofaccountabilityinaction.
Thisvoluntaryprocesswasdriventobeanoutcome‐basedsystemthataddresses
employers’concernsinaglobally‐changinglabormarket.
TheimportanceofaccountabilityintheUnitedStatesisevidencebyregulationsfromthe
DepartmentofEducation,suchasGainfulEmploymentregulationsonstudentdebtand
employability.Expectationsofaccreditationagenciesaregainingmoreofacollege’s
focus,suchastheACCJC’sexpectationthatby2012allcollegesbeattheProficiencylevel
forstudentlearningoutcomesaccordingtotheACCJCRubricforevaluatinginstitutional
effectiveness.Atamorelocallevel,theCaliforniaCommunityCollegesTaskForceon
StudentSuccesshasrecommendedthatsystem‐wideaccountabilityeffortsbeupdated
toincludethecollectingandreportingofboththeoutcomesandprogressionmeasures
foreachcollege.
SummaryofEnvironmentalScanFindings
Adiscussionoftheenvironmentalscanledtothedevelopmentofthefollowingkey
findingsthatimpactthestrategicplan:


Unsustainablefinancialmodel:StateappropriationsperFTEstudenthavedropped
inrecentyears.Theunpredictabilityofstatefundingisarisktofinancialstability
forCaliforniacommunitycolleges.
Completionratesarelow:WhileCR’scollegecompletionratesarecomparablewith
peercolleges,theyaregenerallylow.Anationwideagendatoimprovecollege
DRAFTStrategicPlan5‐16‐2012
Page13




completion,forexamplePresidentObama’s“AmericanGraduationInitiative,”which
callsforanadditionalfivemillioncommunitycollegedegreeandcertificate
completionsby2020,willplaceadditionalpressureonthecollegetoperform.
Studentcharacteristics:Anincreasingpercentageofnon‐traditionalstudentsare
attendingcommunitycollege.Educationalmodelsandmethodsmustbemodifiedto
beeffectivewithadultlearners,displacedworkersorhomemakers,disabled
individuals,thosewhoarethefirstinfamilytoattendcollege,etc.
Externalthreats:For‐profitinstitutionsoperateatalowercostthantraditional
collegesandhaveanincreasingmarketshare.Accountabilitymandatesare
increasingandmayresultinperformance‐basedfundingandadditionalregulations.
Employmentandworkforce:Amajorityofgraduatesworkoutsidetheirmajorand
arelikelytochangecareersfiveormoretimes.Employersexpectbothin‐depth
knowledgeandabroadrangeofcompetenciesandskillsets.
Technology:Technologywillinfluenceboththefunctioningofthecollege
organizationandhoweducationisdelivered.Technologywillinfluenceeducational
materialsaswellasthewaypeoplelearnandcommunicate.Youngerstudents
generallyembracethis,andsomeolderlearnersarenotreadyforthisshift.
StrategicPlanningThemes:
Asnotedpreviously,aseriesofconversationstookplacethroughoutthedistrictin
November2011todiscussthesekeyfindings.Astheseconversationstookplace,several
themesarose.
StudentAccomplishment:Collegecompletionishighonthenationalagendainorderto
improveAmericancompetitiveness,andtheroleofcommunitycollegesissignificant.In
ordertoincreasethenumberofcollegecompletions,communitycollegesneedtobeable
toservethewide‐rangingneedsofthediversepopulationofstudentsinthecommunity.
VariousinitiativessuchastheBasicSkillsInitiativeandtheStudentSuccessTaskForce
havebeenputforthfromtheCaliforniaCommunityCollegeChancellor’sOfficeandother
bodies.CollegeoftheRedwoodswillembracethosebestpracticesandservicemodel
recommendationsthatbestfitCR’scommunity.Thecollegemustbeabletorespondto
theneedsofadiversestudentbodybyunderstandingtheirexpectations,providing
guidancetoassistthemtoidentifyappropriateeducationalgoals,andprovidingeffective
programsandservices.Stepstowardsthismayincludeinitiativesrelatedtoprograms
andcurriculum,collegeprocesses,andpedagogicalinnovations.Thisthemeisreflected
inGoal1.
Non‐Credit,CommunityEducation,andContractTraining:Inthelastfewyearsthe
collegehasservedover1,400participantsinnot‐for‐credit,communityeducation,and
businesstrainingactivities.Increasingly,externalagencies,thecollegecommunity,and
grantfundersexpectthecollegetoprovideshortturnaroundindustry‐specifictraining
andworkforcepreparationtomeeteconomicandworkforcedevelopmentneeds.The
collegehasexperiencedrecentenrollmentgrowthinitsprogramsthatdonotleadto
collegedegreesorcertificates,indicatingapotentialgrowingneed.Inkeepingwiththis
trend,CollegeoftheRedwoodswillscaleupthecurrentcommunityeducationand
DRAFTStrategicPlan5‐16‐2012
Page14
workforcedevelopmenttraining.Thecollegehasnottakenadvantageofthe
opportunitytobuildcollegecurriculumforworkreadiness,EnglishasaSecond
Language,andbasicskillseducation.Throughthedevelopmentofnon‐creditprograms
suchasthese,thecollegecanreceivestateapportionment(funding)whilemeetinga
communityneed.ThisthemeisreflectedinGoal2.
CommunityPartnerships:Inrecentyears,CollegeoftheRedwoodshasstrengthened
partnershipswiththecommunitytoaccomplishcommongoals.Someexamplesinclude
collaborationswiththeWorkforceInvestmentBoard,DelNorteCountyRuralHuman
Services,theJobMarket,EurekaAdultSchool,theregionalNativeAmericantribes,
HumboldtStateUniversity,andtheK‐12schoolsystemsinourdistrict.Collaborations
withindustryincludetheHumboldtBayRegionalSimulationCenter,participationonthe
RedwoodTechnologyConsortium,theWorkforceInvestmentBoard,andtheJobMarket
Operators.Whilethecollegehasdemonstratedsuccessfulpartnershipswiththe
community,additionalopportunitiescanbepursued.ThisthemeisreflectedinGoal2.
FiscalSustainability:AccordingtotheCommunityCollegeResearchCenter,“Community
collegeswillnotbeabletocountonincreasedfundingtohelpthemmeetambitious
nationalcollegeattainmentgoals.Recentstatebudgetcutsandskyrocketing
enrollmentshavereducedper‐studentfundingforcollegesacrossthecountry.Instead,
communitycollegeswillhavetoimproveproductivity—thatis,theywillneedto
graduatemorestudentswiththesameorevenlessfunding.”CRrecognizesthatinthe
currentenvironmentthecollegecannotcontinuetorelyonstatefundingforinstruction.
Inresponsetothis,thecollegeintendstodevelopalternativeresourcesandsourcesof
fundinginorderforthecollegetoaccomplishitsmission.Thismayinclude
strengtheningtheCollegeoftheRedwoodsFoundationanddiversifyingcollegefunding
throughreducedrelianceonapportionment‐basedfunding.Thisthemeisreflectedin
Goal3.
Technology:Technologyiseverywhere.Asthe“railroadofthe21stcentury”,technology
isessentialformanyindustriesandprovidesthemeansfororganizationalmanagement
andcommunications.CRmustbeabletousetechnologytoimprovethefunctioningof
theorganization,toimproveteachingandlearning,andtoreachthecommunitiesinthe
district’sservicearea.Thecollegewilladopttechnologybestpracticesthatprovidethe
flexibilityandadaptabilitytoservefuturecollegeneeds.Inordertoenhancestudent
success,thecollegewillneedtoexplorethepossibilityofbuildingtheabilitytoconduct
sophisticateddataminingandanalytics.Forexample,analyticscanbeprogrammedinto
theenrollmentapplicationinordertoassistthecollegetodeterminewhatstudentsare
mostinterestedinandwheretheygetstuck,orinadistanceeducationcourseanalytics
canbeusedtodeterminewhatteachingmodulesandtechniquesarefoundbystudents
tobemosthelpful.ThisthemeisreflectedinGoal4.
AvailableBuildings:Asthecollegemovesprogramsandservicesintonewbuildings
beingbuiltwithstatebondfunds,thecollegewillseektoraiseitsprofileinthe
communitythroughtheleverageduseofthebuildingsthatwillbevacated.Over50,000
sq.feetofspacewillbecomeavailable,someassoonasSummer2012.Thecollegewill
DRAFTStrategicPlan5‐16‐2012
Page15
enhanceexistingpartnershipsandseeknewpartnershipstofullyutilizetheavailable
space.ThisthemeisreflectedinGoal5.
Advocacy:CollegeoftheRedwoodsisgreatlyimpactedbydecisionsmadeatanational,
statewide,andregionallevel.However,thecollegehasnotactivelyparticipatedin
policyanddecisionmakinginthesearenas.Thecollegemuststrengthentheabilityto
advocateforregulatoryreliefandtheflexibilitytoaccomplishcollegegoalswithout
undueimpediment.Thismayincludedevelopingagovernmentalrelationsroleforthe
college,increasingparticipationonstatewidecommitteesanddecision‐makingbodies
suchastheAccreditingCommissionforCommunityandJuniorColleges,theCalifornia
CommunityCollegesCollegialConsultationCouncil,andstatewidefacultyandstudent
senates.Inaddition,theBoardofTrusteesmaytakeanactiveroleinworkingwithkey
governmentalofficialsandpolicymakerstoaddresscollegeneeds.Thisthemeis
reflectedinGoal5.
Basedonthereviewoftheenvironmentalscanandcollegewidediscussions,the
StrategicPlanningCommitteeintegratedthethemesintothefollowinggoals,objectives,
actionplans,andindicators.
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Page16
StrategicPlanGoalsandObjectiveswithActionPlansandIndicators
Goal 1 Focus on Learners: Developmental, Career Technical, and Transfer Education. College of the Redwoods will employ programs, services, and organizational structures to meet the needs of learners and ensure student success. Objectives
Desired Outcomes
Potential Action Plans
Indicators (and targets)
1.1 Match student
readiness with
educational
pathways.
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
opportunities.
Enable students to develop
student education plans.
1.2 Continuously
assess and
evaluate
programs to
provide
effective
educational
programs and
services for all
learners.
1.3 Students will be
able to
complete their
desired
educational
goals.
1.4 Enhance
student support
and student
engagement.
The college will
facilitate successful
achievement of
intended learning
outcomes.
Programs and
services will be
evaluated to ensure
currency and
effectiveness.
The college will
increase the number
of degree and
certificate
completions.
The college will
increase the number
of transfers to fouryear colleges.
Students will be
actively engaged and
institutionally
supported.
The college embraces
equity and diversity
with effective policies
and practices.
DRAFTStrategicPlan5‐16‐2012
Develop structures and
assign responsibility to
ensure assessment of
course, program and
institutional outcomes.
Number of first-time distance
education students
completing online readiness
assessment.
Increase by 5% per year the
number of students
completing career exploration
activities.
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
30%.
Improve First Year
Experience Program.
Perceived student
engagement (NSSE or SSI
baseline to be established
2012-13).
Strengthen and augment
services to enhance access
and success for
underrepresented
populations.
Update Board Policies
(Chapter 5, Students and
Chapter 7, Human
Resources).
Student Equity Plan
measures.
Participation of
underrepresented groups will
increase by 2% per year.
Number of BPs and APs
updated to incorporate equity
and diversity principles.
Page17
1.4 (continued)
Enhance
student support
and student
engagement.
The college will
improve persistence
and retention rates.
Ensure all students go
through matriculation
process.
Maintain course retention
rates ≥ 85%
By 2017, ARCC persistence
rates will rise to 60%.
1.5 Improve basic
skills
success.
More students will
complete any
necessary remediation
within one year of
admission.
Faculty will employ
innovative teaching
practices.
Develop summer bridge and
other shortened “classes” to
provide assistance in targeted
content areas in math and
English.
Number of students
completing math and English
remediation within one year
(determine baseline, set
targets).
Faculty development
committee will allocate funds
for pedagogical
improvements.
Sabbaticals will be awarded
for plans to improve
pedagogy.
College will provide training
and support for instructional
improvement and innovation.
Number of faculty funded for
instructional improvement
initiatives.
1.6 Support staff
and faculty
development
and
instructional
innovation
Number of sabbaticals
funded for instructional
improvement.
Number of faculty
participating in college
training in instructional
improvement.
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. Objectives
Desired Outcomes
2.1 Provide
workforce
development
training.
The Business Training
Center will provide
industry-recognized
certifications in strong
and emerging
industries.
2.2 Respond to
business and
industry shortterm training
needs.
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
community.
2.3 Develop noncredit
programs.
Potential Action Plans
Evaluate certifications
needed to support local
incumbent workers and
industries.
Develop trainings in areas
where certified employees
are needed by local
employers.
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
established.
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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Page18
Goal 3 Fiscal and Operational Sustainability
College of the Redwoods will pursue strategies that lead to fiscal and operational sustainability. Objectives
Desired Outcomes
Potential Action Plans
Indicators (and targets)
3.1 Reduce
reliance on
apportionment
-based
funding.
Increased funding
through a revived
foundation, grants and
contracts, and
entrepreneurial
ventures.
Improved operational
efficiencies through
effective management
of human, physical,
technical, and financial
resources.
Streamline grant
development processes
Develop partnerships to
support programs.
By 2017, 15% of the
budget will be nonapportionment based
revenue.
Establish benchmark for
effective measures
Practice data-driven
process reengineering to
increase efficiencies.
Maintain cost/FTES at the
statewide average.
Maintenance-related
tickets.
Perceived processing
bottlenecks.
The college will tie
resource allocation to
outcomes and
planning.
The Budget Planning
Committee will consider
alignment with strategic
initiatives in the
development of funding
priorities.
The college will save
excess reserves for use in
strategic initiatives.
Hire a development
director.
Dollars allocated in
support of institutional
plans and in response to
assessment and program
review
Units and departments will
participate in all
assessment and program
review related activities.
Quality improvement plans
and reports
100% compliance with
program review and
assessment.
Responsibility for
adherence to accreditation
standards will be assigned
to appropriate units and
individuals.
The college will evaluate
adherence to the
standards at least once
per year.
Number of outstanding
recommendations from the
ACCJC.
3.2 Improve
college
operational
efficiencies.
3.3 Increase
funding
available for
strategic
initiatives
3.4 Increase
community
support for the
college.
3.5 Practice
continuous
quality
improvement
3.6 Practice
continuous
adherence to
accreditation
standards.
The College of the
Redwoods Foundation
will raise money for
college use.
Services and related
processes are
continuously
evaluated for
improved
effectiveness and
efficiencies.
The College will create
structures and
processes to ensure
ACCJC accreditation
standards are
maintained.
Fund balance percentage
will be at the statewide
average.
Foundation assets will
grow by $250,000 per
year.
DRAFTStrategicPlan5‐16‐2012
Page19
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. Objectives
Desired Outcomes
Potential Action Plans
Indicators (and targets)
4.1 Improve
technology
infrastructure to
support all
college
operations
Day-to-day operations
will be supported
effectively.
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
district.
Upgrade video
conferencing capabilities
Average internet speed
available on CR
computers
Average networking speed
4.2 Improve
instructional labs
to support
effective
teaching and
learning
Faculty will have
appropriate tools
available
Students will have
access to tools they
need.
Faculty and staff will
effectively utilize
technology in teaching
4.3 CTE programs
will have
technology
relevant to their
disciplines
Students will have
access to current and
emerging technology in
the classroom
environment.
4.4 Improve
efficiency
through
technology
Faculty, staff, and
students will experience
improved effectiveness
and efficiency when
using college
technology.
4.5 Improve data
gathering and
utilization to
support
instructional,
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.
DRAFTStrategicPlan5‐16‐2012
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
purposes.
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
satisfaction
Assessment results
related to improvements/
Current versions of ADA
software.
Number of employees
participating in training on
utilization of technology in
the ‘classroom.’
Student satisfaction with
technology
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.
Page20
Goal 5 Enhance Institutional Profile
College of the Redwoods will engage in activities and initiatives to elevate the college’s profile in the community. Objectives
Desired Outcomes
Potential Action Plans
and Initiatives
Indicators (and
targets)
5.1 Enhance support
for the college
community.
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
campus.
Support community
activities consistent with
the college mission.
Support cultural activities
consistent with the college
mission.
Community survey.
5.3 Develop
partnerships for
utilization of the
available
buildings
Business, industry,
governmental, or nonprofit entities partner
with the college to use
available buildings.
5.4. Reactivate the
alumni
association.
The college will have
an active alumni
association.
5.5 Increase
communications
and outreach to
the community.
Residents in the
community will
understand the
college’s mission and
challenges.
Investigate public-private
ventures.
Investigate opportunities
for a business incubator in
partnership with Humboldt
State University
Create a website for
alumni.
Conduct graduation
survey.
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
governmental
relations
function.
Federal, state, and
local officials will
understand how
regulatory issues affect
the college.
Present regular reports to
the Board of Trustees on
government relations
matters.
Trustee advocacy as
appropriate.
5.7 Increase public
support for the
college.
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
book.
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
partnerships.
Alumni engagement.
Targeted media coverage
to the community.
Community perceptions of
the college.
Outreach event
participation.
Meetings with, and
literature provided to
elected and appointed
officials.
Staff, faculty, students,
and trustees participating
on publicly-appointed
bodies.
State and local bond
dollars available to the
college.
Statewide and federal
education initiatives
supported by voters in the
college’s district.
DRAFTStrategicPlan5‐16‐2012
Page21
PlanImplementation
Thestrategicplanisafive‐yearplan.Assuch,implementationwillbestagedthroughan
annualplantobedevelopedbythePresident/Superintendentandthepresident’s
cabinetinconsultationwiththeInstitutionalEffectivenessCommittee.
Manyoftheinitiativessuggestedinthisstrategicplancanandwillbeaddressedthrough
thecurrentinstitutionalstructureorbyindividualworkunits.Thoseinitiativesthat
requirespecialorganizationalsupportorstructurewillbesupportedthroughthe
creationofadhoctaskforcesorpermanentstructuresasneeded.Itisenvisionedthat
whiletheinitiationphaseofsomeactivitiesmayrequiretheformationofadhoctask
forces,forlongtermsustainabilityongoingworkwillbecarriedforwardbyappropriate
departmentsorunits.Forexample,theCRFoundationmayrequireaspecialgroupto
moveaninitiativeforward.Oncetheinitiativeisunderway,theexistingstructureofthe
Foundationwillcontinuethatwork.
MeasuringInstitutionalPerformanceandStrategicPlanEffectiveness
TheInstitutionalEffectivenessCommitteewillannuallyreviewthecollege’sInstitutional
EffectivenessScorecardandotherdataandinformationrelatedtothestrategicplan.The
datatobemonitoredwillincludetheninecollege‐levelkeyperformanceindicators,
whicharestudentenrollment,courseretention,persistencefromsemester‐to‐semester,
degreeandcertificatecompletionrates,transferrates,budget,studentsatisfaction,
employee,satisfaction,andcommunitysatisfaction.Specificdatawillbeanalyzedin
ordertoestablishingbaselinesandtrackthespecificindicatorsrelatedtotheobjectives
inthestrategicplan.Relevantdataandinformationwillbereportedtorelevant
committees.TheBoardofTrusteeswillalsobeprovidedwithregularupdatesfor
monitoringpurposes.
Planningisaneverevolvingprocess.Overtime,astheneedsofthecollegechangeand
gapsareidentified,thecollegecontinuallyengagesininplanninginitsdriveto
continuouslyimprovelearningoutcomesandinstitutionaleffectiveness.Thus,CR’s
StrategicPlanwillbereviewedannuallyandobjectivesandmeasuresmaybeadjustedto
ensureongoingprogressinachievingthecollege’smission.
NextSteps
1) Duringsummer2012,theannualplanfor2012‐13willbeidentifiedandassigned
totheappropriateindividualsorunits.
2) Duringsummer2012thecollegewillprepareacrosswalkforeachstrategicplan
objectivetotherelevantACCJCstandardsandsub‐parts.
DRAFTStrategicPlan5‐16‐2012
Page22
Appendix–InstitutionalEffectivenessScorecard
DRAFTStrategicPlan5‐16‐2012
Page23
Education Master Plan Goals and Objectives for College of the Redwoods – May 10, 2012 Goal 1 Ensure Student Success College of the Redwoods will employ programs, services, and organizational structures to meet the needs of learners and ensure student success. Objectives
Desired Outcomes
Potential Action Plans and Initiatives
Indicators (and targets)
1.1 Provide structured
academic pathways
Students will identify their educational
goals, and all students with an
identified degree or certificate goal
will develop a student educational
plan in their first semester.
College practices and procedures
support students.
Implement technology and advising processes to
enable students to develop student education plans.
By Spring 2017 all full-time students will
have a student education plan in place
in their first semester.
Improve First Year Experience Program.
Perceived student engagement (NSSE
or SSI survey) among students in their
first year of college
1.2 Improve support for
students
Implement an early alert system to identify and assist
at-risk students.
Implement online tutoring.
1.3 Focus basic skills
education.
1.4 Increase degree
and certificate
completions.
1.5 Professional
development
programs will be
focused on
improvement of
educational
effectiveness
All students go through appropriate
matriculation processes.
More students will complete
remediation within one year of
admission.
The college will increase the number
of degrees and certificates awarded.
The college will increase the number
of career and technical degrees and
certificates awarded
College will provide training, support
and mentoring opportunities for
instructional improvement and
innovation.
Redirect staff resources to support demonstrated
student outcomes.
Develop mandatory student orientations for face-toface students and on-line students
Develop innovative approaches to basic skills
education based upon best practices.
Investigate the California Acceleration Project,
cap.3csn.org.
Aggregate student education plan data will inform
course schedule development.
Degree audit will be utilized to inform and advise
students.
Develop appropriate methods to recruit, orient, and
advise students in CTE programs.
Professional improvement activities will be
documented and the impact on the improvement of
educational effectiveness will be assessed.
Perceived effectiveness of online
tutoring
By 2017 all full-time students will have a
student education plan in place.
The percentage of incoming students
achieving Basic Skills competencies
within one year will rise to the peer
group and/or statewide average.
All programs will have published course
rotations.
Degrees and certificates awarded.
CTE students receive advising that
supports goal identification and
completion.
Faculty and staff participating in college
training in instructional improvement.
Professional development participation
documented in faculty performance
evaluations.
Funding allocated for professional
development related to improved
educational effectiveness.
1.6 Improve success
among
underrepresented
populations
The college embraces equity and
diversity with effective policies and
practices.
Develop alternative ways to provide professional
development and mentoring to part-time faculty to
ensure all new associate faculty receive an
orientation to the college, to institution-wide
assessment and to their respective departments’
assessments plans and processes.
Surveys and public forums will be held to determine
needs and interests of special populations.
Strengthen and augment services to enhance access
and success for underrepresented populations.
Part-time faculty trained.
Student Equity Plan measures.
Participation rate among
underrepresented groups will increase
by 2% per year to match the district’s
population distribution.
Goal 2 Develop programs and services to meet community needs 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. Objectives
Desired Outcomes
Potential Action Plans and Initiatives
2.1 Enhance
community
education program.
Workshops and classes meet the
workforce development and lifelong
learning needs of the community.
Survey community needs
2.2 Enhance incumbent
worker and contract
training.
Workshops meet the training needs of
business and industry.
2.3. Develop not-forcredit programs
Collaboration between curricular and
co-curricular education to meet the
training and education needs of the
community.
2.4 CTE Programs
respond to
community training
needs
Career and technical programs are
prioritized to meet workforce training
needs.
2.5 Develop non-credit
programs.
The college will create non-credit
programs to meet the lifelong learning
needs of the community.
Indicators (and targets)
Community education enrollments and
revenue will grow by 10% per year.
Develop trainings in areas where certified
employees are needed by local employers.
Evaluate and offer certifications needed to support
local incumbent workers and industries.
Business Training Center program
revenue will grow by 10% per year.
Develop technology systems to provide bundled
education and training for smaller communities.
Number of incumbent workers trained will
grow by 10% per year.
Create continuing education training opportunities
to meet the region’s needs.
Develop internal articulation processes and
agreements between credit and non-credit or notfor-credit instruction.
Work with regional partners and the Centers of
Excellence to analyze real-time labor market data.
Number of programs that are articulated
between credit and not-for-credit.
Number of programs/courses that can
flexibly move in response to the college’s
enrollment cap.
Number of TLUs allocated for training in
strong or growing occupations
Align activities with state and federal initiatives to
support workforce training.
Number of TLUs de-allocated from
obsolete programs.
Discontinue obsolete programs and build programs
in emerging industries.
Number of programs added to support
emerging industries and number of
obsolete programs terminated
Non-credit FTES
Assess needs and identify priorities for ESL, GED,
short-term vocational training, job readiness, and
CR Plus.
Collaborate with faculty to develop needed
curriculum.
Fiscal sustainability of non-credit
programs.
Goal 3 Practice Continuous Quality Improvement College of the Redwoods will continually assess student learning and institutional performance and practices to improve upon the programs and services we offer. Objectives
Desired Outcomes
Potential Action Plans and Initiatives
Indicators (and targets)
3.1 Improve tools for
assessment
reporting
3.2 Student learning will
be a visible priority
in all practices and
structures.
Standard reports are available to the
college community
The college will improve query reporting tools
Availability of web-based reporting tools.
Faculty will ensure that all curricula
and programs demonstrate robust
assessment activities and continued
improvement.
Incorporate assessment results and appropriate
program effectiveness data into program review
template and process.
All courses and programs will be updated
at least once every five years.
Faculty will update all curricula and programs on a
regular basis.
3.3 Student learning
outcomes and
assessment are
ongoing,
systematic, and
used for continuous
quality
improvement
3.4 Systematically use
data to inform
decision making.
Degrees and certificates are current,
relevant, and recognized by the
Chancellor’s Office.
Certificates that are required for
external accreditation, but are not
recognized by the Chancellor’s Office
will be tracked through Admissions
and Records.
Faculty and staff regularly conduct
authentic assessment of student
learning outcomes.
Data provided by the program review
committee and assessment
committee will be used to inform
planning processes.
The College will implement a program revitalization
and discontinuation procedure.
Update all curricula and programs.
Submit all certificates of 12 or more units to the
Chancellor’s Office for approval.
Faculty and staff responsible for assessing student
learning outcomes will be provided with training
and orientation to assessment techniques and
procedures.
Develop a means for retrieving course outline of
record information in CR’s database.
Schedule institutional flex days for assessment
activities.
Utilize standardized data sets from IR.
Institutional dialogue on appropriate use of data
and data informed decision making.
3.5 Provide continual
and inclusive
training
opportunities
regarding
assessment
Faculty and staff employ best
practices in assessment.
Units and departments will participate in all
assessment and program review related activities.
Program revitalization and discontinuation
process will be implemented in 2012-13.
Employer satisfaction for CTE programs.
Institutional Key Performance Indicators
Number of courses updated through the
assessment process
Updates to certificates of 12 or more units
will be sent to the Chancellor’s Office
each spring.
Availability of reports
Demonstrated quality improvement
initiatives resulting from institutional
dialogue.
Institutional data sets are evaluated and
updated regularly
All planning activities will link to
measureable objectives or outcomes
assessment.
All course and program outcomes are
assessed during a two-year cycle.
Online training is made available to faculty and
staff.
Participation in program review.
Refresher training will be provided on assessment.
Staff and faculty participation in
assessment related training and activities.
3.6 Increase number of
institutional
employees who
have accreditation
experience
Faculty and staff will participate on
accreditation visit teams.
The district will recommend faculty and staff to
participate on ACCJC and other accreditation
visiting teams.
Number of employees participating on
ACCJC and other accreditation visit
teams.
Employees and the district will make every effort to
participate on ACCJC and other accreditation
team visits
Encourage and support participation in
ACCJC/WASC trainings
Participation in ACCJC/WASC trainings.
Employees participating in visiting teams will lead a
flex day session on lessons learned.
Number of employees who participate in
sessions.
Goal 4 Maintain Technological Relevance College of the Redwoods will support the learning environment through appropriate technology and facilities. Objectives
Desired Outcomes
Potential Action Plans and Initiatives
Indicators (and targets)
4.1.Provide lab
equipment and
technology to
effectively support
instructional needs
Students acquire skills relevant to
current industry and workforce
standards
Update lab inventories, consult with advisory
committees and document needs in district-wide
program review.
Job placement for CR program
completers.
Lab repair and upgrade plan will be comprehensive
and fiscally sustainable.
Develop relationships with regional industry
leaders to ensure technology is current.
Budget plans related to technology
replacement and upgrade cycle
Job placement for CR program
completers.
Work with the foundation to develop industry
financial support of program needs (donations or
purchases of equipment, etc.
Consider total cost of ownership for specialized
equipment
4.2 Update the
comprehensive
technology
replacement plan
4.3 Enhance distance
education or
eLearning
4.4 Effectively utilize
technology in
teaching
Faculty will have appropriate tools
available
Assess computer platform and software needs.
Update replacement schedule
Students will have access to tools
they need.
Update software acquisition plan
Students are successful in eLearning
courses and programs
Faculty and staff will effectively utilize
technology in teaching to improve
educational effectiveness.
Explore the possibility of utilizing mobile devices to
enhance instruction.
Assess student readiness for eLearning
Assess DE/technology readiness and provide
appropriate orientations for students.
Consider specific initiatives related to fully online
and hybrid programs
Evaluate and assess online course functionality.
Increase opportunities for faculty participation in
distance education and technology staff training on
technology and trends
New full-time and part-time faculty will participate in
orientation on the use of technology in teaching
All specialized equipment purchases
include an extended warranty when
available.
Updated comprehensive technology plan
Average age of computers and supporting
infrastructure
Currency of software in instructional labs
and classrooms
Data on effectiveness of mobile devices in
supporting learning
Improved retention and success in
eLearning courses.
Increased FTES in fully online and hybrid
programs.
Percentage increase in faculty completing
technology orientation training.
Percentage increase in faculty engaged in
eLearning and other technology tools in
teaching.
Explore alternatives to ITV for instructional delivery
Staff and faculty training on use of technology
Upgrade all classrooms to “smart classrooms”, as
appropriate.
Number of “smart” classrooms
Number of course sections where faculty
integrate “smart” features into instruction.
Goal 5 Increase Student Participation in Campus Activities
College of the Redwoods will support student success by engaging students in the college environment.
Objectives
Desired Outcomes
Potential Action Plans and Initiatives
Indicators (and targets)
5.1 Improve student
engagement among
all students.
Students demonstrate increased
engagement.
Develop separate approaches to increase
engagement of full and part time students
Full-time and part-time student
persistence.
Perceived student engagement (NSSE or
SSI survey).
Involve students and student leaders to plan and
implement more co-curricular activities
Implement student mentoring program.
5.2 Develop a vibrant
student center.
5.3 Increase student
engagement in the
community
Students have gathering spaces for
collaborative work and other activities.
Increased development of community
projects through clubs and
organizations
Increased enrollment in work
experience programs
Design upgrades to the student center.
Student survey.
Explore opportunities for other gathering or student
activity spaces at all campus and centers.
Develop cooperative work experience programs
based upon best practices.
Number of students participating in
cooperative work experience programs.
Promote the opportunity for enrolling in Work
Experience credits
Number of employers hosting CR
students for work experience
Explore the potential for service learning
Use marquees in the cafeteria and around campus
to publicize upcoming campus community events.
5.4 Faculty and staff
will model positive
engagement in the
college community
The community will be aware of CR
faculty and staff engagement in the
community.
Publicize CR employees’ involvement with student
clubs, organizations and college-wide projects
Perceived student engagement (NSSE or
SSI survey).
Faculty and staff support curricular and
co-curricular activities.