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
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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
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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.
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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.
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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.
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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
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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
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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.
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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.
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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.
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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
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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.
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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
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



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
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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.
DRAFTStrategicPlan5‐16‐2012
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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.
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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.
DRAFTStrategicPlan5‐16‐2012
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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
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Goal 4 Technological Relevance College of the Redwoods will develop infrastructure, adopt best practices, and conduct data analysis to utilize current and emerging technologies to support the learning environment and enhance institutional effectiveness. 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.
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Goal 5 Enhance Institutional Profile
College of the Redwoods will engage in activities and initiatives to elevate the college’s profile in the community. 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
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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
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Appendix–InstitutionalEffectivenessScorecard
DRAFTStrategicPlan5‐16‐2012
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