DRAFT September, 2008
Summary of Outcomes 2004-2008
CRC 2004 Strategic Plan
STUDENT SUCCESS District-wide Goal
Our goal is to promote student success. This success is reflected in students’ performance at our colleges
as well as their later achievements in education and the workplace. We also look at the intellectual skills
that students develop while at Los Rios, such as critical thinking and the ability and desire to engage in lifelong learning. Student success also measures the education of the whole person for engaging in an
increasingly complex and interconnected world.
College Student Success Strategic Objectives
S1 Ensure success on all college-wide measures recognizing the unique needs, goals, and circumstances of
each student.
S2 Improve course success in basic skills and in courses with low success rates that are required for
progress within a course of study.
S3 Improve students’ satisfaction with their educational experience (e.g., instructional effectiveness) and
with college processes and services.
S4 Ensure effective and efficient matriculation, counseling, and financial aid processes to maximize factors
leading to student success.
S5 Improve success in achieving student-defined goals (e.g., job enhancements, transfer, degree/certificate,
enrichment, other).
Key Student Success Initiatives at CRC (2004-2008)
Improve student success
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increased communication and utilization of college-wide and cohort student success data
implemented several educational initiative projects
o Freshmen Seminar
o Puente
o Diop
implemented new EOPS workshops, the lending library and the PASS program
made operational changes in follow-up/support of dismissal/probationary students
created a new administrative position to strengthen matriculation
completed the Basic Skills Initiative Assessment and developed and BSI Plan
developed CASSL resources and offered seminars and colloquium designed to enhance the
effectiveness of faculty and staff
developed a new Student Guidebook
developed a new Faculty/Staff Resource guide
o http://www.crc.losrios.edu/Faculty_&_Staff/Faculty_and_Staff_Resource_Guide.htm
enhanced accessibility to teaching and learning and cultural competence resources
o http://www.crc.losrios.edu/Faculty_&_Staff/CASSL/CASSL_Research/Scholarship_of_
Teaching_and_Learning_Links.htm
o http://www.crc.losrios.edu/Faculty_&_Staff/Shared_Governance/Cultural_Competence/E
quity/Resources.htm
enhanced articulation with SCUSD, EGUSD, UCD and CSUS
developed a new Transfer Brochure
submitted a Title III grant to enhance student success
developed and implemented a new Student Equity Plan
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DRAFT September, 2008
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Drop Free Zone
Welcome night and Super Saturday
developed and implemented a Cultural Competence Strategic Plan
Enhance Tutoring
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increased levels of tutorial support in the general tutoring center, the math center, and the reading
and writing center
implemented supplemental instruction in mathematics
provided enhanced training for tutors
created new facilities for math center, reading and writing center, tutoring, and ESL/FL instruction
Enhance Feedback to Students
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expanded utilization of blackboard to manage courses
provided training on classroom-based assessment
developed course and program SLOs
planned for the fall implementation of SLO assessment
Build Community / facilitate student-faculty-staff interactions
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provided enhanced support for cultural events
created a new Dean of Student Services and Enrollment Management position
created new facilities for math center, reading and writing center, tutoring center, and ESL/FL
instruction
enhanced and increased the number of informal gathering spaces on campus
created a new fountain area
increased the number of murals on campus
incorporated program elements to enhance the building of community as a component to freshmen
seminar and other new support programs
expanded mentoring opportunities for students
continued PD in the areas of cultural awareness and competence via CASSL and PD workshops
continued modifications in process to enhance student participation in shared governance
Enhance understanding of student success factors
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created a new Dean of College Planning and Research position
created a new Dean of Student Services and Enrollment Management position
created and continued to support CASSL
created a new SPA position in Admissions and Records
created and implemented new communications systems and processes in counseling
implemented a new content management system
Core indicators for Student Success (Fall 04 - Fall 07)
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Average GPA, Course Success Rates, and Course Success rates have remained relatively static
over the past four fall semesters. College wide GPA for each semester is approximately 2.5,
Course success rates have fluctuated around 62.5% and course completion rates have remained
close to 67.7%.
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Certain student groups, however, are consistently experiencing academic success below these
averages in one or more of these measures. Particular groups whose outcomes need to be
strengthened include African American students, Pacific Islander students, vocational students,
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DRAFT September, 2008
students between the ages of 18 and 24), poverty level students, students who are working half
time or more, students who are enrolled in between 6 to 11.99 units, and first time new students.
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Persistence rates at CRC are relatively strong and have remained fairly consistent over this period
of time.
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The number of degrees awarded at CRC has increased over this time period from 529 in 20042005 to 566 in 2006-2007. This represents an increase of almost 7%.
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The number of certificates awarded at CRC has decreased over this time period from 471 in 20042005 to 423 in 2006-2007. This represents a 10% decrease.
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The number of transfers from CRC to UC and CSU has decreased over this time from 573 in
2003-2004 to 519 in 2006-2007. This represents a 9.4% decrease.
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Utilization of the Math Center has increased over this time from 28865 student hours in 20042005 to 39,317 hours in 2007-2008, an increase of 36%. Utilization of the Reading and Writing
Center has increased over this time from 906 students in 2004 -2005 to 1,271 students in 20072008, an increase of 40%.
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Utilization of the college’s general tutoring center …..
More detail and other Student Success Data and studies can be obtained at:
http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office/Our_College.htm
http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office/Student_Success.htm
http://www.crc.losrios.edu/Faculty_&_Staff/CASSL/CASSL_Research/Faculty_Research_Projects_.
htm
http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office/Cohort_Studies.htm
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DRAFT September, 2008
ACCESS AND GROWTH District-wide Goal
As a community-based institution, the district strives to be responsive to the growing communities of the
Greater Sacramento region. To meet the challenges of population growth, we pursue new delivery
approaches to provide a high level of access to education. We also provide comprehensive support services
to assure access by reducing or eliminating significant barriers and by promoting diversity. We are
committed to ensuring that students from a wide variety of backgrounds have an equal chance to achieve
their educational goals.
College Strategic Access and Growth Objectives
L1 Provide effective instruction and services both within and outside the traditional classroom. Establish
an institutional environment and systems that reward and support effective pedagogical methods and course
content, including innovative pedagogical methods and course content; and traditional pedagogical
methods and effective delivery of traditional course content.
L2 Promote collegiality within and across disciplines and classifications.
L3 Link the Program Review process to Program Learning Outcomes.
L4 Develop Master Plan for Cultural Competence
Key Access and Growth Initiatives at CRC (2004-2008)
Increase and continue to diversify enrollment
Strengthen outreach
 hired a new outreach specialist
 developed college multimedia presentations
 increased the number of materials in other languages, particularly Spanish
 improved the college web site
 formed new partnerships with the community (i.e. EGUSD, Sacramento City Unified, EG
Chamber, EG Economic Development Committee, RT, Rotary, UC Davis School of Education,
etc.)
 implemented Super Saturday to facilitate the enrollment and success of incoming high school
students
 developed and implemented a new marketing plan and new public relations materials
 enhanced marketing programs via civic engagement, public presentations, advertisement, and
collaboration with other public and private entities
 began the process of revising the enrollment management plan
Increase access to the college
 enhanced RT access to the campus via increased bus service and long term planning for light rail
 enhanced DE offerings and enrollments and developed a DE master plan
 enhanced online support of face-to-face classes
 partnered with Amador County to offer classes at the Amador Learning Center
 implemented People Soft management system to support web-based enrollment
Expand and improve facilities
 improved and expanded facilities (LRC building, SOC building, CAC expansion project),
Operations Building
 began planning for the EG Center (short-term and long-term)
 expanded the campus facility infrastructure to enhance access (New LRC building, new parking
lots, completion of the CAC, new office and student learning support space)
 enhanced the signage to the campus
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DRAFT September, 2008
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began a capital campaign to support the creation of a Center for Construction and Architecture in
order to strengthen and enhance access to these programs
enhanced access to the campus through the completion of south side entrance
developed and implemented a perimeter plan
Core indicators for Access and Growth (Fall 04-Fall 07)
Demographics
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Enrollment over the past four years has increased from 11,421 in 2003-2004 to 13,224 in 20072008 – an increase of almost 16%.
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The gender balance of our student population has remained relatively stable – approximately 57%
of our students are female.
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The demographics of our student population have changed in three major areas over this time
period. The percentage of our student population that is White has decreased from 34% to 29.9%,
a decrease of 12%. The percentage of students who identify themselves as Hispanic has increased
from 14.1% to 15.6%, an increase of 10.6%. The percentage of students who identify themselves
as Asian increased from 21.7% to 23%, an increase of 6.5%.
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The age distribution of our student population has remained relatively unchanged over this time
period, although the college has experienced a slight increase in students between the ages of 25
and 29 (an increase of 12.9%) and modest changes in the other age groups.
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The percentage of first generation students at the college has remained relatively stable;
approximately 40% of our students are first generation students.
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The percentage of students enrolled during the evening has decreased over this time period by
14%. The percentage of student who are enrolled in both day and evening classes also decreased
by 18.7%.
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A significantly higher percentage of our students indicate an interest in earning an AA/AS degree
now as compared with four years ago (55.8% in 2007 versus 49.6% in 2004). A higher percentage
of our incoming students also indicate an interest in transferring (52.9% versus 55.7%).
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10% of our incoming students do not have a high school diploma – a statistic that has not changed
over this time period.
Distance Education
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As of spring 2008, 20 CRC degree programs offered at least 50% of their required courses via
distance education.
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As of spring 2008, 47 CRC Certificate programs offered at least 50% of their required courses via
distance education.
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During spring 2008, CRC offered 137 online classes, compared with 111 fully-online course
sections in fall 2007 and 38 sections in fall 2002.
Facilities
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24,508 square feet of instructional space and 12,580 square feet of office and administrative
support space were added to the campus between 7/1/04 and 6/30/08.
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525 new parking spaces were added to the campus since 2004.
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DRAFT September, 2008
More details and other Access Data and Studies can be obtained at:
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http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office/Our_Students.htm
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DRAFT September, 2008
TEACHING AND LEARNING EFFECTIVENESS - District-wide Goal
We are committed to providing the highest quality instructional programs in transfer, vocational and
general education, using the best of current or emerging instructional methods and technologies. The
district promotes flexible teaching and learning methods to support the success of its diverse student
population.
College Teaching and Learning Effectiveness Strategic Objectives
O1 Promote and sustain a dynamic culture of achievement, engagement, and problem-solving.
O2 Develop and Maintain an Effective, Ongoing Strategic Planning Process—Develop and maintain a
strategic planning process that:
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Maintains a “Culture of evidence”
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Ensures accountability and institutionalization of processes
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Aligns strategic planning and administrative and shared governance processes
O3 Ensure high-quality communication and widespread participation in organizational decision-making.
O4 Establish, standardize and communicate efficient operational processes.
Key Teaching and Learning Effectiveness Initiatives at CRC (2004-2008)
Enhance and streamline processes
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implemented SOCRATES curriculum process to facilitate curriculum development/updating and
intra-district collaboration
implemented a expedited curriculum process to support SLO development
implemented a new content management system that facilitates the dissemination of information
to the campus community
developed a new program review and unit planning process
created and filled two new administrative positions
implemented the People Soft management system to support web-based enrollment and enhanced
ability to track enrollment
Develop new programs
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implemented the district-wide Program Placement Council
developed new programs
developed new programs and courses now accessible via distance education
developed new student support programs including Puente, Diop and Freshman Seminar
Enhance dissemination and recognition of student and staff accomplishments
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the PIO began publishing a weekly report that contains snippets of student and staff
accomplishments
developed and implemented a new honors and awards recognition event for staff and faculty
developed and disseminated a monthly “What’s New” campus newsletter
Implement new teaching/learning methods
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innovative, learner center teaching techniques reinforced and presented at Freshman Seminar
training, CASSL offerings and PD presentations
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DRAFT September, 2008
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developed and implemented a DE and IT master plan
linked student services and instruction in Puente, Freshman Seminar and Diop program
developed of SLOs at the course, program, GE and College-level
developed a draft SLO assessment process
supported innovation through the Education Initiatives and Basic Skills Initiative
Strengthen and expand professional development opportunities
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expanded and enhanced assessment of PD offerings and expenditures
implemented and continued support for CASSL
developed and implemented a cultural competence strategic plan
developed and implemented a PD strategic plan
created and posted an electronic staff handbook
enhanced orientation activities for permanent faculty
provided technology training via DEMS
provided enhanced library and CASSL resources about teaching and learning
implemented CASSL seminars, colloquium and institutes
Enhance and strengthen planning processes
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hired a new Dean of College Planning and Research
created a Planning web site and graphics to illustrate the planning processes at the college
created a new planning process
created an educational master plan
created a new facilities master plan
created a grants agenda from the review of the unit plans
began the dialogue needed to create a student and learning support services master plan
created a new PrOF process and a new bridge between PrOF and Unit planning
structurally linked the budget allocation processes with the unit planning processes
Enhance communication and training about college research
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hired a new Dean of College Planning and Research
created a new research web page
created a new research and CASSL brochure
implemented a monthly dissemination of research results to planning committee
created and disseminated Research Briefs and CASSL newsletters
implemented campus wide monthly discussions of research reports via brown bag lunches
regularly incorporated research results and data at convocation
developed and implemented CASSL innovation grants
the College’s faculty researcher facilitated several major research projects and presentations
SLO Development
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provided release time for an SLO coordinator
developed the infrastructure for SLO development at the college
provided training for faculty and staff on SLO development and assessment
developed curriculum standards and processes in support of course SLO development
included the development of program SLOs as part of the Program Review Process (PrOF)
developed a process to document the assessment of SLOS
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DRAFT September, 2008
Core indicators for Teaching and Learning effectiveness (Fall 04-Fall 07)
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Over 90% of respondents to the employee survey indicated they thought our students received a
quality education.
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Over 92.4% of college employees indicated they got a feeling of personal satisfaction from their
work.
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The College has gained state approval for 8 new programs since 2004.
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Approximately 44% (480 out of 1083) courses at CRC now have SLOs, as compared with no
courses in 2003-2004.
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The college has developed College-wide and GE SLOs and over 65% of programs have written
program outcomes. 40% of the instructional programs have also mapped their course outcomes to
the program outcomes.
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Over 70% of the instructional programs have submitted fall 2008 assessment plans.
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Expenditures in support of professional development increased from approximately $16,000 in
2003-2004 to just over $58,000 in 2007-2008.
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CASSL web page: http://www.crc.losrios.edu/Faculty_&_Staff/CASSL.htm
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Planning web page: http://www.crc.losrios.edu/Faculty_&_Staff/Planning.htm
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Research Office web page: http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office.htm
Other information/evidence related to Teaching and Learning effectiveness can be found at:
 http://www.crc.losrios.edu/Faculty_&_Staff/CASSL.htm
 http://www.crc.losrios.edu/Faculty_&_Staff/Planning.htm
 http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office.htm
 http://www.crc.losrios.edu/Faculty_&_Staff/DEMS.htm
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DRAFT September, 2008
ORGANIZATIONAL EFFECTIVENESS District-wide Goal
Our organizational processes play a critical role in student success and overall institutional effectiveness.
Los Rios will continually improve its organizational processes in order to enhance its institutional
effectiveness and ensure its fiscal accountability and integrity.
CRC Organizational Effectiveness Strategic Objectives
O1 Promote and sustain a dynamic culture of achievement, engagement, and problem-solving.
O2 Develop and Maintain an Effective, Ongoing Strategic Planning Process—Develop and maintain a
strategic planning process that:
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Maintains a “Culture of evidence”
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Ensures accountability and institutionalization of processes
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Aligns strategic planning and administrative and shared governance processes
O3 Ensure high-quality communication and widespread participation in organizational decision-making.
O4 Establish, standardize and communicate efficient operational processes.
Key Organizational Effectiveness Initiatives at CRC (2004-2008)
Strengthen and enhance Professional Development
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developed and implemented the Professional Development Strategic Plan
implemented and strengthened CASSL
expanded PD offerings particularly relevant to classified employees and adjunct faculty
supported the LRCCD leadership development series and diversity internship programs
implemented management retreats
expanded and enhanced assessment of PD offerings and expenditures
created and posted an electronic staff handbook
enhanced orientation activities for permanent faculty
provided technology training via DEMS
continued to support the district’s IBA training process and program
Enhance recognition and appreciation of Faculty and Staff success
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modified convocation and enhanced the honors and awards ceremony
implemented a monthly What’s New electronic campus newsletter and weekly newsletter
developed and disseminated presidential newsletters to campus and community
Enhance communication
 implemented a new content management system to facilitate web-based access to information
 continued to strengthen the effectiveness of the management council as a communication tool
Enhance and strengthen Planning
 evaluated and revised PrOF and the unit planning processes
 strengthened the linkage between planning and resource allocation processes
 completed an Educational Master Plan
 developed a long range facilities master plan
 used the unit planning process to develop a grants agenda
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DRAFT September, 2008
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used the unit planning process to develop a short range facilities needs list in preparation for
creating a short term facilities plan
created and filled a new Dean of College Planning and Research position
created a planning web site
developed a cultural competence strategic plan
assessed progress on the 04 strategic plan in preparation for the creation of a new plan
evaluated the efficacy of the 04 strategic plan and adopted a new planning model
began the dialogue needed to create a student and learning support services master plan
Enhance research capacity and communication and training about college research
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created and filled a new Dean of College Planning and Research position
created and launched a new research web page
created a new research and CASSL brochure
implemented a monthly dissemination of research results to planning committee
created and disseminated Research Briefs and CASSL newsletters
implemented campus-wide monthly discussions of research reports via brown bag lunches
regularly incorporated research results and data at convocation
developed and implemented CASSL innovation grants
the College’s faculty-researcher facilitated several research projects and presentations
Core indicators for Organizational Effectiveness (Fall 04-Fall 07)
Employee satisfaction
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92.4% of CRC respondents to an employee survey understood how their job contributed to the
general mission of the District and indicated they got a feeling of personal satisfaction from their
work.
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91.2% of CRC respondents to an employee survey indicated they were proud to work for the
District.
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89.3% of CRC respondents to the spring 2008 employee survey indicated that they understood
what they were expected to do.
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A significant percentage of CRC respondents to the spring 2008 employee survey had concerns
about the adequacy of coordination actors the college and between the college and district (26.3%)
and about the effective communication of information up, down and across the organization
(20.7%).
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A relatively low percentage of respondents to the spring 2008 employee survey perceived that
management valued their work (64.6%) and that they are provided adequate feedback (69.8%) and
guidance (69%).
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A significant percentage of respondents to the spring 2008 employee survey disagreed that their
department had sufficient staff (30.1%) and a relatively low percentage of respondents to the
Spring 2008 survey indicated that deadlines were realistic (67.4%) or that they had the tools
needed to do their job (66.5%).
Web pages
 College: http://www.crc.losrios.edu/
 CASSL: http://www.crc.losrios.edu/Faculty_&_Staff/CASSL.htm
 Planning: http://www.crc.losrios.edu/Faculty_&_Staff/Planning.htm
 Research: http://www.crc.losrios.edu/Faculty_&_Staff/Research_Office.htm
 Outcomes: http://www.crc.losrios.edu/Faculty_&_Staff/CASSL/Student_Learning_Outcomes.htm
11
DRAFT September, 2008
COMMUNITY AND ECONOMIC DEVELOPMENT District-wide Goal
We seek to promote the health and economic vitality of the region. As a community resource, the district
and its colleges contribute to community life through partnerships, staff involvement in civic affairs, and
programs that are open to the public. The district and colleges also support economic development through
their occupational programs and their partnerships with businesses and industry.
CRC Community and Economic Development Strategic Objectives
C1 Prepare a workforce that can attract and promote successful regional economic development.
C2 Develop external resource
Key Community and Economic Development Initiatives at CRC (2004-2008)
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increased grant development and partnerships in the CTE areas
o secured a IDRC grant to fund development of a Pharmacy Technician program
o secured a SB 70 grant to provide middle school outreach related to the construction programs
o partnered with the Sacramento’s Builder’s Exchange to support the high school outreach ACE
program
o will host the 2009 Sacramento Builder’s Exchange Industry Safety Expo
strengthened and increased partnerships with external organizations (i.e. EG chamber, Elk Grove
Community Foundation, EGUSD and Sac City Unified, CSUS and UC Davis, Rotary, etc.)
created NEXT stage to enhance role of the college as a community hub
hired a new Advancement Director
enhanced fund raising through the CRC foundation
created new CTE programs and new delivery systems to enhance access to CTE programs
began a Capital Campaign to fund a new Center for Construction and Architecture to strengthen
the college’s ability to support the building trades
strengthened connections with high school career tech programs and regional CTE organizations
continued to make facilities available to community events
continued partnerships with RT and Citadel Properties regarding light rail and the development of
the property east of the campus
strengthened the CRC Foundation
enhanced support for the CRC Foundation
Core indicators for Community and Economic Development Initiatives (04-05 to 07-08)
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The CRC Gala gross revenues increased from $20,000 in Spring of 2004 to over $40,000 in
Spring of 2007.
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The Capital Campaign has raised over 1.7 million of the 4 million in the past two and a half years.
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The percentage of Annual Fund Givers on campus has increased from 17% in 06-07 to 27% in 0708.
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The CRC Foundation board has increased both in number and the caliber of members.
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The CRC Foundation developed and implemented a CRC Foundation Advancement Plan.
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Grant development has increased by 13.5% (from $317,704 in 2004-2005 to $360,546 in 20072008)
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In its inaugural season Next Stage provided opportunities for 10 CRC students to participate in a
tour show to five local elementary schools in south Sacramento and Elk Grove.
12