Strategic Goal #2: Strengthen Efficiencies in OPERATIONS

Objective 1:

  • The results of the recent Community College Survey of Student Engagement (CCSSE) have been shared with the College Council, Faculty and Board of Trustees. A workshop on the CCSSE results was held at the Fall 2018 In Service Day. The benchmark that showed the least engagement was in the area of active and collaborative learning. $5000 from the professional development budget will be allocated specifically to faculty who wish to incorporate more active and collaborative learning strategies in the learning environment.

Objective 3:

  • Contractual agreements with marketing and public relations vendors have been discontinued.

  • Marketing, PR, and Communications are centralized internally with the Director of Public Relations and Community Outreach. Marketing and advertising channels have been expanded to include billboards and movie theaters (see plan).

Objective 4:

  • Operations of the bookstore have been outsourced to Follett. It is anticipated that economies of scale will reduce costs over time.

  • A full-time faculty member and coordinator of the Teaching and Learning Center recently completed a sabbatical, in part, to research “open” educational resources. The faculty member is piloting a course exclusively with OER.

  • The Associate Dean of the Learning Resource Center is attending a state-wide symposium on Open Educational Resources.

Objective 5:

  • The first reading was held at the September Board of Trustees of a new board policy that clarifies communication between vendors, the Board, and Administration. All reports and correspondence related to the Higher Learning Commission have been distributed in full to all college stakeholders.

  • The newly formed College Council is meeting monthly with agendas and minutes. Presentations at Board meetings by different staff members, representing different college departments have been expanded and include monthly strategic plan implementation updates and strategic enrollment updates at monthly board and college council meetings. The Chair of the Board regularly attends college events and activities.

  • The president has formed a vendor audit committee, comprised of faculty and staff to review vendor contracts above $25k to improve transparency.

  • The president’s office is sending out monthly updates highlighting major activities college-wide of the previous month as well as projected activities over the next 3 months.

  • Recognition of faculty achievements and accomplishments is included at monthly faculty Unit Meetings.

Objective 6:

  • Under the recently board approved organizational restructuring plan, Financial Aid is now in the Student Services unit under the leadership of the Dean of Student Services. [See new org chart]

Objective 7:

  • Finished FY18 with a $2.7M surplus in the Operating Fund

  • Budgeted FY19 Revenues - $8.6M Local Support (taxes) 31%, $7.4M State Support (state grants)27%, $11.7M Tuition & Fees 42%

  • Budgeted FY19 Expenses- $17.8M Salaries/Benefits 71%, $2.7M Contractual Services 11%, 1.6M Materials/Supplies 7%, $1.3M Scholarships/Grants 6%, $.8M Utilities 4%, $.5M Meeting Expense

  • Actuals for July – Education Fund FY19 Revenues 16.8%, Expenses 7.2%

  • Also see attached financial presentation.

[COMPARE PROGRESS TO STRATEGIC GOAL #2 OBJECTIVES]

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