President/Superintendent Goals
2014-2015
(Approved 8/4/14)
Providing Visionary Leadership through Organizational Strategy
1. Develop, implement and evaluate strategic goals for 2014-2015 Cabrillo Connects strategic plan
(see attached for this year’s goals)
a. Provide leadership for each goal for completion
b. Communicate the plan and goals to the external and internal community
c. Ensure goals are included in the integrated resource allocation model and in other
accreditation standard mandates
Lead both equitable and ethically to sustain resources (people, process, information,
physical/financial assets) that support the college mission, vision and goals
2. Continue to streamline resource requests and planning to ensure strategic goal completion for
the college
a. Provide Budget Information and Leadership to the college through CPC – consider a
possible budget committee as an operational committee to CPC
b. Integrate all “ask” committees that are providing separate feedback and monies into
one group for efficiency and elimination of redundancy
c. Consider a grants writer position that pays its own salary to be added to the PRO
department
d. Work with Foundation on one or two capital campaign projects that support
department needs for student success (athletics, allied health, horticulture)
e. Continue to find efficiencies
f. Continue to strive to reduce the deficit while stabilizing enrollment
Provide and receive clear communication that sustains the college mission
3. Provide a summary report to the college at large after each board meeting to encourage broad
communication of college actions and information (monthly summary)
4. Undertake a continued in-reach to the college by working 2 hours per month – work 2 hours per
month in a different service area to learn and listen to college employees and students about
what they do and what they need
5. Initiate, develop, assess and evaluate College Values Statements to go along with the college
mission and vision statements – these provide the lynchpins for tough decisions in the next five
years
6. Develop the new participatory governance committees as part of the college planning process
7. Develop communication and relationships with Academic Senate and the CCFT to help define
clear roles and responsibilities and to clarify how we can help one another achieve goals specific
to constituencies
Ensure and maintain effective collaborations in the external and internal communities
1. Participate in Business Council, S.C. Chamber, S4C and Watsonville Rotary – expand
communication of Cabrillo College strategic plan to partners in the Pajaro Valley Chamber and to
Monterey Chamber – create Economic Development partnerships where needed and
sustainable
a. Implement Business Roundtables in South and North County
b. Visit county chambers to review the Cabrillo College strategic plan and find partnerships
for the college
c. Consider joining Silicon Valley Leadership – as a partner with UCSC
d. Join two more board for community leadership
2. Develop a deeper relationship and partnership with Cal State Monterey Bay and with UCSC
3. Work with the Santa Cruz County Supervisors on completing the goals set for Cabrillo College
through the county economic development plan
4. Complete AB86 planning with the county
5. Create committee tools (participatory governance toolkit) for each committee to use that
delineates committee goals as related to (accreditation recommendations, planning agendas
from self-evaluation, Educational Master Plan) and create collaborative meetings for
committees to discuss what is working and not working in our institutional planning
6. Engage the college in diversity and cultural competency through the Student Equity plan and
committee
7. Create more opportunities for students to interact with the college and the community
Be an effective leader in community college advocacy
1. Continue to market and develop options and alternatives for lifelong learners through the
Extension program
2. Consider an enlargement of our International learning and/or student program
3. Continue to advocate for college readiness through S4C
4. Advocate for regional relationships that promote grants and other resources
5. Continue to advocate for lifelong learning noncredit apportionment
6. Participate in League and CEO conferences that promote the community college system mission
7. Promote institutional learning and excellence throughout the college
a. Increase professional development opportunities for all constituents
b. Visit other colleges with faculty/staff to find best practices to replicate
c. Create and empower the Vice Presidents to advocate through their associations
Promote and Model Professionalism
1. Create processes and systems that set high standards for the college culture and for continuous
improvements
a. Flex Day workshop on civility in the workplace
b. Team Building with the Cabinet and the Administrators/Managers
c. Increased understanding of the roles and responsibilities of our service units –
continued work on leadership
2. Create more venues for authentic dialogue
a. Nurture the new committees with structured dialogue tools that create summary and
action
b. Continue the President’s Roundtable
c. Provide professional development for all constituents – what do we want to model as
leaders
3. Continue personal and institutional professional development for personnel, trustees and
students where appropriate