FACILITY PLANNING COMMITTEE
MEETING AGENDA
Monday, April 30, 2012
2:00 p.m.
LRC 107
1. Call to Order
2. Review meeting notes from March 19, 2012.
3. Items for Discussion
3.1
Wrap Up
3.1.1 Facilities Master Plan
3.1.2 Strategic and Education Master Plan*
4. Comments
5. Adjourn
Phone available for Del Norte & Mendocino call-in
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REDWOODS COMMUNITY COLLEGE DISTRICT
Meeting of the Facilities Planning Committee
LRC 107
2:00 p.m.
March 19, 2012
Meeting Notes
PRESENT
Dave Bazard, Tim Flanagan, Greg Grantham (phone), Bill Hole, Lee Lindsey,
Geisce Ly (phone), Mike Mendoza, Theresa Sisson, Maggie White and Lorie
Walsh.
ALSO
PRESENT
Julia Morrison, Julia Peterson
CALL TO
ORDER
Lee Lindsey called the meeting to order at 2:05 p.m.
SUMMARY
NOTES
The summary notes from the February 12, 2012 meetings of the Facilities
Planning Committee were approved as presented.
DISCUSSION
BUDGET
101
CORRIDOR
SITES
RECOMMEN
DATION
Lee reported that the news from the Chancellor’s office continues to be
pessimistic and we continue to plan for a worst case scenario of a $1.2M
budget cut. If the tax measures on the November ballot pass there may be some
relief to the budget. As the district continues to have reductions in revenue the
district’s expenses continue to increase due partly to the rising cost of
employee benefits, COLA, step increases and other operational expenses. This
leaves an approximately $3M budget short fall. There will be some cost saving
for the district based on employees that took the SERP, workforce reductions,
retirement holds and some reorganization. The district is currently negotiating
with both the faculty and classified unions regarding possible payroll
concessions.
Lee also reported that there have been ongoing discussions throughout the
district regarding closure of the 101 Corridor sites to save money. The Budget
Planning committee has asked that the FPC make a recommendation regarding
these sites. Dave reminded everyone that there should be evidence used that
aligns with a plan to close the sites and makes reference to the Strategic Plan
and the Education Master Plan.
Discussion continued regarding the possibility of finding an alternate location
that is more affordable to replace the current downtown site. Julia Peterson
stated that it doesn’t work well to have Community Ed. (CE) and credit courses
scheduled in the same classroom. If the district were to decide to combine the
two something would need to be designed to fulfill the specific needs of each.
Dave asked if the CE courses are generating enough income to afford the
current site and Julia Peterson stated that they are not at this time. She noted
that CE offers a variety of course offerings including some of the following:
enrichment, the only GE testing site in Humboldt County, truck driver training
(is bringing in revenue over expenses), solar classes, work force training and
short term courses. She also noted that business related trainings bring in the
most income.
Julia Morrison reported that a survey was administered to students attending
Spring 2012 credit classes at the McKinleyville (McK), Arcata (AIS), and
Eureka Downtown (EDTN) Instructional Sites. She stated that the survey
provides a summary of significant findings that address why students take
courses at the corridor sites. The survey may be viewed by accessing the
following link.
http://inside.redwoods.edu/StrategicPlanning/EnrollmentManagement/documen
ts/101CorridorSurveyResultsSummary.pdf
Both Peterson and Morrison stated that for some students it would create an
insurmountable obstacle to close all of the 101 Corridor sites. They agreed that
a smaller space could work for the downtown site.
The FPC supports a smaller presence to support CR’s Community Education
programs, and supports working with local schools to maintain a scaled back
offering of for-credit classes in the 101 corridor.
ADJOURNED
SUBMITTED
3:00 p.m.
lw
College of the Redwoods
2012-2017 Strategic Plan
Board of Trustees
Dr. Colleen Mullery, Board President
Thomas Ross, Board Vice-President
Sally Biggin, Board Clerk
Rick Bennett
Tracy Coppini
Richard Dorn
Bruce Emad
Barbara Rice
George Truett
Rebecca Ashbach (student trustee)
2012-2017 Strategic Planning Committee
Chair: Dr. Utpal Goswami
Dr. Rachel Anderson
Mary Grace Barrick
Michael Butler
Jeff Cummings
Ahn Fielding
Tim Flanagan
Dr. Pat Girczyc
Kathy Goodlive
Sheila Hall
Dr. Angelina Hill
Anita Janis
Sydney Larson
Lee Lindsey
Dr. Geisce Ly
Kerry Mayer
Roxanne Metz
Julia Morrison
Julia Peterson
Dr. Keith Snow-Flamer
Chuck Snowden
Carla Spalding
Steve Stratton
Interim President/Superintendent
Dean, Academic Affairs
Director, Learning Resource Center
Instructor, Mathematics
Dean, Career and Technical Education
Interim Director, Human Resources
Director, Facilities
Dean, Health Occupations and Emergency Response Services
Director, Admissions and Records
Assistant Director, EOPS
Director, Institutional Research
Dean, Del Norte Education Center
Instructor, Early Childhood Education
Vice President, Administrative Services
Dean, Mendocino Education Center
Instructor, Speech
Director of Planning, Grants, and Institutional Effectiveness
Instructional Site Manager
Director, Business Training Center
Vice President, Student Development
Maintenance Specialist
Controller
Director, Technical Support Services
DRAFT Strategic Plan 4-23-2012
Page 1
Strategic Plan for College of the Redwoods 2012-2017
CR Vision
College of the Redwoods is a learning community where lives are transformed.
CR Mission
College of the Redwoods puts student success first by providing
outstanding developmental, career technical, and transfer education.
The College partners with the community to contribute to the economic vitality and lifelong
learning needs of its service area.
We continually assess student learning and institutional performance and practices to
improve upon the programs and services we offer.
GRAPHIC DESIGN DEPT. TO INSERT
PLAN GOALS AND OBJECTIVES
WITH NEW LAYOUT
HERE
Introduction
DRAFT Strategic Plan 4-23-2012
Page 2
Planning allows the college to efficiently distribute resources and coordinate action
plans that contribute to achieving the college’s mission. College of the Redwoods (CR) is
committed to comprehensive institutional planning that is strategically focused, ongoing,
and outcomes oriented. Planning and evaluation are included in college- and unit-level
planning, budgeting, and evaluation processes. The planning process includes
institutional review of the college’s educational programs, student services, and
administrative areas. Through planning, the college ensures that its policies, budgets,
and decisions are reflective of its mission.
Planning is an ever evolving process. Over time, as the needs of the college change and
gaps are identified, the college continually engages in planning in its drive to meet
accreditation standards for program review, planning, learning outcomes and ultimately
institutional effectiveness.
The overarching goals of College of the Redwoods’ (CR) planning efforts are to ensure
the college meets the needs of students by establishing and measuring student learning,
that the college responds to the changing educational needs of the community, and that
resources are aligned so the College can achieve these goals.
The diagram, below, displays how institutional and unit-level plans are aligned.
DRAFT Strategic Plan 4-23-2012
Page 3
Background
College of the Redwoods (CR) is a public community college located on the north coast of
California. Serving Del Norte and Humboldt Counties, parts of western Trinity County,
and coastal Mendocino County, CR has one of the largest service areas in California.
Home to nearly 280,000 residents, the district covers almost 10,000 square miles.
There are approximately 94 full-time and 250 part-time faculty, while the
administrative, managerial, and classified staff include roughly 230 employees. The
college maintains 93 degree and certificate program and served 9,348 students in the
2010-11 academic year.
Description of the Strategic Planning Process and Timeline
In August 2011 Interim President/Superintendent Utpal Goswami’s Convocation keynote
address led the kick-off of the college’s strategic planning effort. In September 2011, a
district Strategic Planning Committee comprised of representatives from faculty, classified
staff, and administrative staff was formed to update the strategic plan for the college. In
recognition of the Institutional Effectiveness Committee’s (IEC) role in updating the strategic
plan, many members of the IEC agreed to serve on the Strategic Planning Committee.
Strategic Planning Committee Scope:
In support of the college's mission and vision, the Strategic Planning Committee will update
the college's strategic plan every three to four years. The strategic planning process includes
the following components:
Conduct an environmental scan (external and internal) of conditions and trends
Review data regarding the college's key performance indicators (KPIs)
Using the college's mission, vision, and values statements as a guide, conduct a gap
analysis
Identify broad, overarching goals (statements) of what the college desires to
accomplish over a 5-year period
Identify annual objectives (actionable, measureable statements about the end result
that a service or program is expected to accomplish)
The committee met seven times between September 8, 2011 and March 20, 2012 (not
including additional small group meetings). The Strategic Planning Committee reviewed and
discussed an environmental scanning summary provided by the Institutional Research
Department and developed initial strategic planning themes.
Beginning in November 2011 a series of conversations took place throughout the district in
order to discuss the themes identified by the committee during the environmental scanning
process and gather input and ideas from college constituents. A listing of these conversations
follows.
DRAFT Strategic Plan 4-23-2012
Page 4
Date/Time:
Location:
Attendees:
Thursday, Nov. 3rd
Tuesday, Nov. 8th, 12:00 – 1:30 p.m.
Thursday, Nov. 10th, 9:00 – 10:30 a.m.
Monday, Nov. 14th, 3:00 – 4:30 p.m.
Tuesday, Nov. 15th, 11:00 – 12:30 p.m.
Wednesday, Nov. 16th (11:00-12:30 p.m.)
Tuesday, Nov. 22nd, 2:00 – 3:30 p.m.
Wednesday, Nov. 23rd, 9:00 – 10:30 a.m.
Thursday, Dec. 8
Friday, February 10
Del Norte Center
CA 107 (music room)
LS 113
Board Room
AT104
Mendocino Coast
AJ 101A
Eureka Downtown
Klamath-Trinity
ASCR Executive Board
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
Environmental Scan
The environmental scan focused on the following:
Global trends (economic, technology, globalization, student mobility)
Demand for and access to education (affordability, value)
Growth of private and for-profit institutions
Demographics, student mindsets
Basic skills remediation
Academic success
Institutional revenues
Employer expectations
Student satisfaction
A sampling of the data reviewed by the committee can be found on the following pages.
DRAFT Strategic Plan 4-23-2012
Page 5
Table 1. Growth in online enrollment
Annual Growth Rate for Annual Growth Rate for
Total Enrollment (US) Online Enrollment (US)
Fall 2003
1.80%
23.00%
Fall 2004
2.10%
18.20%
Fall 2005
1.20%
36.50%
Fall 2006
1.60%
9.70%
Fall 2007
1.20%
12.90%
Fall 2008
1.20%
16.90%
Allen, I. E., & Seaman, J. (2010). Learning on demand: Online education in the United States, 2009. The Sloan
Consortium. Babson Survey Research Group.
Table 2. Affordability: Percentage of high school completers who were enrolled in
higher education immediately following high school completion, by family income
Aud, S., Hussar, W., Kena, G., Bianco, K., Frohlich, L., Kemp, J., Tahan, K. (2011). The Condition of Education 2011
(NCES 2011-033). U.S. Department of Education, National Center for Education Statistics. Washington, DC: U.S.
Government Printing Office.
Table 3. Growth in associate‟s degrees and the private sector
U.S. Department of Education, National Center for Education Statistics. 1998-99 and 2008-09 integrated
postsecondary education data system (IPEDS). “Completions survey” (IPEDS – C: 99) and Fall 2009.
DRAFT Strategic Plan 4-23-2012
Page 6
Table 4. Basic skills remediation: Students reporting haven taken at least one
remedial college course in 2007-2008
 Differs by race/ethnicity
• 36% of students overall
• 45% of Black students
• 43% of Hispanic students
 Differs by age
• 35% of ages 15 to 23
• 40% of ages 24 to 29
• 38% of ages 30 and older
 Differs by college type
• 42% at 2-year public
• 39% at 4-year non-doctorate, 24% at
4-year doctorate
• 26% at private not-for-profit nondoctorate
• 22% at private not-for-profit doctorate
Aud, S., Hussar, W., Kena, G., Bianco, K., Frohlich, L., Kemp, J., Tahan, K. (2011). The Condition of Education 2011
(NCES 2011-033). U.S. Department of Education, National Center for Education Statistics. Washington, DC: U.S.
Government Printing Office.
Table 5. Institutional Revenues
The College Board (2010). Trends in College Pricing 2010. Princeton, NJ. The College Board.
DRAFT Strategic Plan 4-23-2012
Page 7
Table 6. Key Demographic Trends
Table 7. Employer Expectations: Broad skills/knowledge and specific
skills/knowledge are needed for career success.
Raising the Bar: Employer‟s Views on College Learning in the Wake of the Economic Downturn
(2010). Prepared by Hart Research Associates on behalf of the Association of American Colleges and
Universities.
DRAFT Strategic Plan 4-23-2012
Page 8
A discussion of the environmental scan led to the development of the following key
findings that impact the strategic plan:
Unsustainable financial model: State appropriations per FTE student have dropped
in recent years. The unpredictability of state funding is a risk to financial stability
for California community colleges.
Completion rates are low: While CR’s college completion rates are comparable with
peer colleges, they are generally low. A nationwide agenda to improve college
completion, for example President Obama’s “American Graduation Initiative,” which
calls for an additional five million community college degree and certificate
completions by 2020, will place additional pressure on the college to perform.
Student characteristics: An increasing percentage of non-traditional students are
attending community college. Educational models and methods must be modified to
be effective with adult learners, displaced workers or homemakers, disabled
individuals, those who are the first in family to attend college, etc.
External threats: For-profit institutions operate at a lower cost than traditional
colleges and have an increasing market share. Accountability mandates are
increasing and may result in performance-based funding and additional regulations.
Employment and workforce: A majority of graduates work outside their major and
are likely to change careers five or more times. Employers expect both in-depth
knowledge and a broad range of competencies and skill sets.
Technology: Technology will influence both the functioning of the college
organization and how education is delivered. Technology will influence educational
materials as well as the way people learn and communicate. Younger students
generally embrace this, and some older learners are not ready for this shift.
Strategic Planning Themes:
As noted previously, a series of conversations took place throughout the district in
November 2011 to discuss these key findings. As these conversations took place, several
themes arose.
Student Accomplishment: College completion is high on the national agenda in order to
improve American competitiveness, and the role of community colleges is significant. In
order to increase the number of college completions, community colleges need to be able
to serve the wide-ranging needs of the diverse population of students in the community.
Various initiatives such as the Basic Skills Initiative and the Student Success Task Force
have been put forth from the California Community College Chancellor’s Office and other
bodies. College of the Redwoods will embrace those best practices and service model
recommendations that best fit CR’s community. The college must be able to respond to
the needs of a diverse student body by understanding their expectations, providing
guidance to assist them to identify appropriate educational goals, and providing effective
programs and services. Steps towards this may include initiatives related to programs
DRAFT Strategic Plan 4-23-2012
Page 9
and curriculum, college processes, and pedagogical innovations. This theme is reflected
in Goal 1.
Non-Credit , Community Education, and Contract Training: In the last few years the
college has served over 1,400 participants in not-for-credit, community education, and
business training activities. Increasingly, external agencies, the college community, and
grant funders expect the college to provide short turnaround industry-specific training
and workforce preparation to meet economic and workforce development needs.
Recent success indicates a growing need for education and training that may not lead to
a college degree or certificate. College of the Redwoods will scale up the current
community education and workforce development training. The college has not taken
advantage of the opportunity to build college curriculum for work readiness, English as a
Second Language, and basic skills education. Through the development of non-credit
programs such as these, the college can receive state apportionment (funding) while
meeting a community need. This theme is reflected in Goal 2.
Community Partnerships: In recent years, College of the Redwoods has strengthened
partnerships with the community to accomplish common goals. Some examples include
collaborations with the Workforce Investment Board, Del Norte County Rural Human
Services, the Job Market, Eureka Adult School, the regional Native American tribes,
Humboldt State University, and the K-12 school systems in our district. Collaborations
with industry include the Humboldt Bay Regional Simulation Center, participation on the
Redwood Technology Consortium, the Workforce Investment Board, and the Job Market
Operators. While the college has demonstrated successful partnerships with the
community, additional opportunities can be pursued. This theme is reflected in Goal 2.
Fiscal Sustainability: According to the Community College Research Center, “Community
colleges will not be able to count on increased funding to help them meet ambitious
national college attainment goals. Recent state budget cuts and skyrocketing
enrollments have reduced per-student funding for colleges across the country. Instead,
community colleges will have to improve productivity—that is, they will need to
graduate more students with the same or even less funding.” CR recognizes that in the
current environment the college cannot continue to rely on state funding for instruction.
In response to this, the college intends to develop alternative resources and sources of
funding in order for the college to accomplish its mission. This may include
strengthening the College of the Redwoods Foundation and diversifying college funding
through reduced reliance on apportionment-based funding. This theme is reflected in
Goal 3.
DRAFT Strategic Plan 4-23-2012
Page 10
Technology: Technology is everywhere. As the “railroad of the 21st century”, technology
is essential for many industries and provides the means for organizational management
and communications. CR must be able to use technology to improve the functioning of
the organization, to improve teaching and learning, and to reach the communities in the
district’s service area. The college will adopt technology best practices that provide the
flexibility and adaptability to serve future college needs. In order to enhance student
success, the college will need to explore the possibility of building the ability to conduct
sophisticated data mining and analytics. For example, analytics can be programmed into
the enrollment application in order to assist the college to determine what students are
most interested in and where they get stuck, or in a distance education course analytics
can be used to determine what teaching modules and techniques are found by students
to be most helpful. This theme is reflected in Goal 4.
Available Buildings: As the college moves programs and services into new buildings
being built with state bond funds, the college will seek to raise its profile in the
community through the leveraged use of the buildings that will be vacated. Over 50,000
sq. feet of space will become available, some as soon as Summer 2012. The college will
enhance existing partnerships and seek new partnerships to fully utilize the available
space. This theme is reflected in Goal 5.
Advocacy: College of the Redwoods is greatly impacted by decisions made at a national,
statewide, and regional level. However, the college has not actively participated in
policy and decision making in these arenas. The college must strengthen the ability to
advocate for regulatory relief and the flexibility to accomplish college goals without
undue impediment. This may include developing a governmental relations role for the
college, increasing participation on statewide committees and decision-making bodies
such as the Accrediting Commission for Community and Junior Colleges, the California
Community Colleges Collegial Consultation Council, and statewide faculty and student
senates. In addition, the Board of Trustees may take an active role in working with key
governmental officials and policymakers to address college needs. This theme is
reflected in Goal 5.
Based on the review of the environmental scan and college wide discussions, the
Strategic Planning Committee integrated the themes into the following goals, objectives,
action plans, and indicators.
DRAFT Strategic Plan 4-23-2012
Page 11
Strategic Plan Goals and Objectives with Action Plans and Indicators
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.
DRAFT Strategic Plan 4-23-2012
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.
Page 12
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.
DRAFT Strategic Plan 4-23-2012
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.
Page 13
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.
DRAFT Strategic Plan 4-23-2012
Fund balance percentage
will be at the statewide
average.
Foundation assets will
grow by $250,000 per
year.
Page 14
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 (see
objective3.2)
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.
DRAFT Strategic Plan 4-23-2012
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.
Page 15
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.
DRAFT Strategic Plan 4-23-2012
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.
Page 16
Plan Implementation
The strategic plan is a five-year plan. As such, implementation will be staged through an
annual plan to be developed by the President/Superintendent and the president’s
cabinet in consultation with the Institutional Effectiveness Committee.
Many of the initiatives suggested in this strategic plan can and will be addressed through
the current institutional structure or by individual work units. Those initiatives that
require special organizational support or structure will be supported through the
creation of ad hoc task forces or permanent structures as needed. It is envisioned that
while the initiation phase of some activities may require the formation of ad hoc task
forces, for long term sustainability ongoing work will be carried forward by appropriate
departments or units. For example, the CR Foundation may require a special group to
move an initiative forward. Once the initiative is underway, the existing structure of the
Foundation will continue that work.
Measuring Institutional Performance and Strategic Plan Effectiveness
The nine college-level key performance indicators are student enrollment, course
retention, persistence from semester-to-semester, degree and certificate completion
rates, transfer rates, budget, student satisfaction, employee, satisfaction, and community
satisfaction. The strategic plan is intended to maximize these key performance
indicators, and each goal is specifically linked to one or more college-wide indicator.
The Institutional Effectiveness Committee will regularly review the college’s
Institutional Effectiveness Scorecard and other data and information related to the
strategic plan. Relevant data and information will be reported to relevant committees.
The Board of Trustees will also be provided with regular updates for monitoring
purposes.
Planning is an ever evolving process. Over time, as the needs of the college change and
gaps are identified, the college continually engages in in planning in its drive to meet
accreditation standards for program review, planning, learning outcomes and ultimately
institutional effectiveness. Thus, CR’s Strategic Plan will be reviewed annually and
objectives and measures may be adjusted to ensure
Next Steps
1) During summer 2012, the annual plan for 2012-13 will be identified and assigned
to the appropriate individuals or units.
2) During summer 2012 the college will prepare a crosswalk for each strategic plan
objective to the relevant ACCJC standards and sub-parts.
DRAFT Strategic Plan 4-23-2012
Page 17
Appendix – Institutional Effectiveness Scorecard
DRAFT Strategic Plan 4-23-2012
Page 18
DRAFT Education Master Plan Goals and Objectives for College of the Redwoods – April 27, 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.
Build a process 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) among students in their first
year of college.
1.2 Improve support for
students
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.
Implement an early alert system to identify and assist
at-risk students.
Redirect staff resources to support demonstrated
student outcomes.
Develop a mandatory student orientations for face-toface students and on-line students
Develop innovative approaches to basic skills
education based upon best practices.
Aggregate student education plan data will inform
course schedules 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
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 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 special
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 of underrepresented
groups will increase by 2% per year.
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
Indicators (and targets)
2.1 Survey community
needs
The college gains knowledge about
the training needs of the various
communities the college serves.
Business Training Center program
revenue will grow by 10% per year
through fiscally sustainable growth.
2.2 Expand business
training center
operations for
contract training
and for incumbent
workers
2.3. Develop not-forcredit programs
Workshops meet the training needs of
business and industry.
Evaluate and offer certifications needed to support
local incumbent workers and industries.
Develop trainings in areas where certified
employees are needed by local employers.
Develop technology systems to provide bundled
education and training for smaller communities.
Create CEU training opportunities to meet the
region’s needs.
Collaboration between curricular and
co-curricular education to meet the
training and education needs of the
community.
Develop internal articulation agreements between
credit and non-credit or not-for-credit instruction.
2.4 CTE Programs
respond to
community training
needs
Career and technical programs are
prioritized to meet workforce training
needs.
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
2.5 Develop non-credit
programs.
The college will create non-credit
programs to meet the lifelong learning
needs of the community.
Assess needs and identify priorities for ESL, GED,
short-term vocational training, and job readiness,
CR Plus.
Collaborate with faculty to develop needed
curriculum.
Number of contract training clients and
incumbent workers trained will grow by
10% per year.
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
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.
Faculty will update all curricula and programs on a
regular basis.
All courses and programs will be updated
at least once every five years.
3.3 Student learning
outcomes and
assessment are
ongoing,
systematic, and
used for continuous
quality
improvement
Degrees and certificates are current,
relevant, and recognized by the
Chancellor’s Office.
The College will implement a program revitalization
and discontinuation procedure.
Update all curricula and programs.
Program revitalization and discontinuation
process will be implemented in 2012-13.
Employer satisfaction for CTE programs.
Submit all certificates of 12 or more units to the
Chancellor’s Office for approval.
Institutional Key Performance Indicators
3.4 Systematically use
data to inform
decision making.
Certificates that are required for
external accreditation, but are not
recognized by the Chancellor’s Office
will be tracked through Admissions
and Records.
Faculty 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.
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.
Online training is made available to faculty and
staff.
Refresher training will be provided on assessment.
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.
Participation in program review.
Staff and faculty participation in
assessment related training and activities.
Assessment training sessions offered.
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 visiting teams.
Encourage and support participation in
ACCJC/WASC trainings
If the ACCJC extends an invitation, the
employee and the district will make every
effort to participate on ACCJC visit team.
Employees participating in visiting teams
will lead a flex day session on lessons
learned.
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
4.2 Update the
comprehensive
technology
replacement plan
4.3 Enhance distance
education or
eLearning
Faculty will have appropriate tools
available
Students will have access to tools
they need.
Faculty and staff utilize the college’s
robust hybrid and fully online
programs.
Students are successful in eLearning
programs
4.4 Effectively utilize
technology in
teaching
Faculty and staff will effectively utilize
technology in teaching to improve
educational effectiveness and reduce
the total cost of education.
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
Assess computer platform and software needs.
Update replacement schedule
Update software acquisition plan
Explore the possibility of requiring full-time
students to obtain mobile devices
Assess student readiness for eLearning
Enhance mandatory DE/technology orientations for
students
Consider specific initiatives related to fully online
and robust 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
Job placement for CR program completers.
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
Students reporting personal access to a
mobile device.
Improved retention and success in
eLearning courses.
Percentage increase in faculty teaching at
least one fully online or hybrid course.
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 ).
Explore/enhance co-curricular activities
Implement student mentor/tutoring programming.
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
Online tutoring will be available to
students
Design upgrades to the student center.
Student center usage.
Explore opportunities for other gathering or student
activity spaces.
Develop cooperative work experience programs
based upon best practices.
Use marquees in the cafeteria and around campus
to publicize upcoming campus community events.
Number of students participating in
cooperative work experience programs.
Number of employers hosting CR
students for work experience
Promote the opportunity for enrolling in WE credits
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.
Explore the potential for service learning
Publicize CR employees’ involvement with student
clubs, organizations and college-wide projects
Faculty and staff support curricular and
co-curricular activities.