The purpose of this document is to review the developing objectives from a broad perspective. Prior to this step the planning elements will have been seen and considered only at the department and division levels. While these levels are the appropriate places for development of these elements, the context is too isolated. It all but eliminates the possibility of cross-divisional programs and services. The Strategic Planning Team will look for ways to combine efforts of the respective divisions and departments to achieve greater efficiency and effectiveness for Rogue and better service to Rogue’s community.

After reviewing divisional goals and objectives, and aligning them with the other divisional and institutional objectives the following common themes, which divisions seemed to target, were noted:

It was also noted that the institutional objectives not addressed by divisions were objectives 10.2 and 12.5.

Next Steps:

Objective #1.1 By the year 2004-05, the college will have an enrollment of 6000 FTE, serving an unduplicated head count of 24,000.

Commonalities: Each division addresses the need for marketing. College outreach, advertising and recruitment programs should be coordinated through the Community Relations department.

Conflicts: none noted

Dependencies: achievement of the 2004-05 goal will depend on the ability of the college to sustain growth in enrollment in the face of resource restraints. The effort to increase retention and to enroll those who begin the process of contact with the college may be the most cost-effective method to achieve this objective.

Linkages: Efforts should be made to maintain an RCC identity, or, "corporate look," in all marketing and advertising done on behalf of the various programs of the college. Individual programmatic continuity and identity can also be achieved within this overall college style.

Summary: Marketing, recruitment, and retention need to be integrated through a campus-wide taskforce or committee formed under the auspices of the Community Relations department to maximize effectiveness and achieve efficiencies.

Objective #1.2 The growth in services and instructional delivery will accommodate an additional 300 FTE in the year 2001-02.

Divisions addressing this institutional objective: AS, BCLS, HRCA, IS, SS

Conflicts: None noted.

Dependencies: Distributed Learning – DS 1.2.3, HRCA IV B, and AS 1.2.a – on-line need requirements.

Linkages: Marketing – refer to Objective 1.1.

Summary/Comments: None noted.

Objective 2.0: Miscellaneous – Goal #2: The college will pursue additional funding.

Commonalities: Administrative Services, BCLS, and the RCC Foundation will be working on needed infrastructure and processes to support pursuit and tracking of additional funding.

Conflicts: None noted.

Dependencies: BCLS 11.3 and A.S. 2.0a, and the Foundation

Linkages: BCLS, A.S., and Foundation

Comments: None noted.

Objective 2.1: The amount of funding coming from non-traditional sources such as grants, private sources, and collaborative efforts will increase over 1999-00’s baseline by 10% in 2000-1-02.

Commonalities: BCLS 2.1, IS 2.1a, DS 2.1 – 2.1.4.

Dependencies: Grants Team, Grants Development Coordinator, and Foundation.

Linkages: Existing Grants Team should be strengthened to include all proposals to be submitted by college.

Comments: None noted.

Objective 2.2: The college will develop a strategy for a successful bond levy for 2002-05.

Commonalities: Human Resources, Administrative Services will be actively involved with the bond levy.

Conflicts: Need to carefully train all college staff regarding what is acceptable and what is not when campaigning.

Dependencies: President’s Office should play a leadership role in development of strategy.

Linkages: RCC Board, ASRCC, Human Resources, Community Relations, Administrative Services, and President’s Office.

Comments: None noted.

Objective 2.3: The college will involve the RCC Board, students and college leadership committees in development of a legislative strategy for the 2003 session for enhanced funding of Rogue Community College.

Dependencies: All college faculty and staff need to be well informed about college needs. They are our best emissaries.

Linkages: Involve the legislative committee in the development of a legislative strategy. Strengthen communications between the Board and the OCCA.

Objective #2.4 Through a collaborative effort among the RCC Foundation, volunteers, college faculty, staff and students, a community-wide capital campaign will be carried out throughout the district in 2001-04.

Commonalities: None noted.

Conflicts: Potential conflict with the grant campaign. Efforts need to be coordinated with the Foundation to make sure there is not duplication of effort or conflict.

Dependencies: Project is led by the Foundation.

All faculty and staff need to be well informed about our capital campaign.

Divisional Linkages/Possible Working Groups: The Foundation’s role will be primary.

Summary/Comments: None noted.

Objectives 3.0 – 3.3: The institutional goal #3, which speaks to all of these objectives, is: The college will develop and maintain appropriate facilities throughout the district.

Commonalities: The facilities planning process is a collaborative process which includes all areas of the college. The President articulates the vision, and Administrative Services is responsible for carrying out the plan.

Conflicts: None noted.

Dependencies: VA Dom and the President will need to create a team.

Linkages: Collaborative team for facilities planning.

Comments: Planning effort is district-wide – needs to include all divisions.

Objective 4.1: The college will provide or seek means to expand business development support services in both counties.

Commonalities: BCLS should play a leadership role and help coordinate any efforts by other divisions.

Conflicts: None noted.

Dependencies: SOU, SBDC, Illinois Valley Response Team.

Linkages: Instructional Services and BCLS.

Comments: Ask Instructional Services to define: "operating partnership agreement?"

Objective 4.2: The college will collaboratively support planning and development of services to implement the Workforce Investment Act regionally and statewide.

Commonalities: Instructional and BCLS both address work force training

Conflicts: none

Dependencies: none

Linkages: Developmental Studies and BCLS could work together on work force assessment

Comments: "Expand development of work force training services" probably should be moved to 4.3

Objective 4.3: The college will provide or seek means to expand workforce-training services throughout the district.

Commonalities: DS and BCLS could work together on work force assessment

Conflicts: none

Dependencies: probably same as commonalities when dealing with basic skills development

Linkages:

-DS and BCLS work together on assessment; DS and BCLS work together to serve employer/employee needs.

-Student Services (SS) OST work with BCLS on short-term courses.

Objective 4.4: The college will maintain and expand community-learning centers providing opportunities for basic skills and other learning services throughout the district at strategic locations.

Commonalities: Bond measure should involve all divisions but only Human Resources (HR) addressed it in their objectives

Conflicts: some of the BCLS locations for services may be questionable given the current budget realities and we suggest they review these objectives again.

Dependencies: all divisions need to assist with the bond measure but only HR addressed it in their objectives

Linkages:

-HR should connect with DS and/or BCLS especially in light of 4.2, 4.3, and the bond measure.

-HR needs to connect with all divisions to coordinate marketing activities relevant to this objective.

Comments:

Should Instructional alter the number of Teaching and Learning Centers from 4 to 3?

Objective 5.1: The college will begin implementation of a distinct program location strategy, in fall 2001, to strengthen vocational training and program identities at the Redwood Campus, Riverside Campus, and in White City.

Objective 6.0: Goal 6: The college will maintain quality programs, services and affordable access.

Commonalities: BCLS and Administrative Services are both interested in assessing needed resources. All divisions will be impacted depending upon when the WFTC is to become operational, however only BCLS specifically addressed this issue.

Conflicts: none

Dependencies: The WFTC is dependent upon the participation upon all divisions.

Linkages: BCLS should link with all other divisions in doing the planning for the WFTC.

Comments: We need direction from the college on when the WFTC is expected to become operational.

Objective 6.1: The college will manage processes necessary to achieve increased effectiveness of service delivery while maintaining or improving efficiency and cost savings. President’s Council will select two to six critical processes annually and implement appropriate improvement efforts with progress reports to PC at designated intervals.

Commonalities: none

Conflicts: none

Dependencies: none

Linkages: Suggest that the President’s Office take on the leadership role and help guide President’s Council (PC) in selecting the 2-6 processes to achieve increased effectiveness.

Comments: PC needs to select these 2-6 processes and the effort needs to become part of the regular PC calendar of activities.

Objective 6.2: Rogue will maintain interdivisional planning efforts to improve student satisfaction rating regarding access to information about RCC to achieve a 4% improvement between the Riverside and Redwood campuses by winter of 2001, and parity by winter 2002.

Commonalities: none

Conflicts: Some conflicts could develop depending on the perceived timelines at the division level and the ability of AS to respond to development requests for various on-line services.

Dependencies: Divisions interested in developing on-line services need to coordinate with AS and vice versa.

-SS Employment Services, BCLS and ABE should work together around SOSGAP results to help improve student satisfaction.

-Discovery Programs need to link with HR around their desire for newspaper publications.

-The Student Life Task Force needs to link with the Institutional Effectiveness Task Force.

-AS will want to link with all divisions and prioritize the development of on-line services within divisions.

-SS needs to identify who within their division will take charge of identifying gaps in service (see last item on page 25).

-HR points seem overly broad and would greatly benefit from greater specificity about how they intend to contribute to student satisfaction.

-Suggest AS prioritize with divisions to develop various on-line services and be more specific in their objective about how this might enhance student satisfaction.

Objective 6.3: The college will implement a review of issues identified in the Student Satisfaction Survey related to the RCC Riverside Campus with a report to President’s Council by fall 2001.

Commonalities: IS and AS indicate a desire to address issues but all divisions need to participate in responding to student issues

Conflicts: none

Dependencies: IETS survey

Linkages: SS needs to work with IS

Comments:

-All divisions need to participate in this process.

-Who provides leadership on this issue (Strategic Planning, SS, or PC)?

Objective 6.4: The result of the 2000-01 institutional self-study will be a favorable and successful accreditation outcome in fall 2001.

Objective 7.1: Baseline data, such as regional demographics, current staffing levels and service will be developed.

Commonalities: none

Dependencies: baseline data from Office of Institutional Research

Linkages:

-Office of Diversity needs to be involved.

-HR and Research need to work together

Comments: none

Objective # 7.2: The college will assign appropriate staff support to the development of the multi-cultural community at RCC.

No Conflicts

7.2.a Admin services need to have ongoing updated material by whom?

7.2.4 Student Services Administration / Instructional / and Developmental Services

Seem realistic, feasible and able to work for each division.

Objective # 7.3: The college will increase the number of multi-cultural students recruited and retained to more adequately reflect the needs of our region.

HR/ CR III and DS 7.3.2

DS 7.3.1 needs to work collaboratively with HRCA

DS with SS and HRCA for Hispanic matrix work in 7.3.3

Objective # 8.1: The college will encourage collaborative ventures and will annually compile a public report on such efforts.

IS 8.1.2

BCLS 8.0 need collaborative efforts

BCLS 8.1. with HR/ Cr

Advisory committee input / potential new program development and cross divisional program development be shared through various internal endeavors (Pres. Council) and externally thru Comm. Relations

Objective # 8.2: An inter-divisional task force will pilot a regional Joint Certificate of Advanced Mastery (CAM) project with all interested school districts with a progress report to RCC Board.

SS high school outreach person needs to continually work with instructional high school outreach activities and attends quarterly high school counselors meetings

Objective # 8.3: The college will expand/increase collaborative new training and other ventures across departments/divisions to the community at large.

DS 8.3 with BCLS 8.3

BCLS 8.3 other division

AS 8.3.d with HR

Where is TLC incorporated here?

How can you make collaborative efforts without having linkages and dependencies?

Objective # 9.1: Deliberative bodies such as President’s Council, Executive Team, and/or Divisional Councils will develop three new mechanisms for college-wide communications in 2001-02.

DS 9.1.1 membership from other divisions

Information sharing among divisions

Improvements and communication have already begun (eg Budget Process, Divisional Reports)

Objective # 9.2: President’s Council will annually review the effectiveness and appropriate role of various college communities.

HRCA Already accomplished by Committee on committees

Objective # 10.0: Goal #10: The college will increase efforts to enrich student life, the learning environment, and foster individual responsibility and mutual respect.

As 10.0 c – PT data from SS will identify student needs for childcare

Objective # 10.2: A through Student Life Development Plan, developed in 2000-01, will be implemented as appropriate beginning fall 2001. The plan will include program development, cultural activities, representation, budget, staffing, and campus safety for a two-county college operation. The plan will be reviewed annually and measured against the student satisfaction survey results.

Seems like this impacts All divisions into student’s rights, freedoms and responsibilities are being translated into Spanish now.

Objective # 10.3: Appropriate campus committees and council will be encouraged to seek student input or representation and establish a baseline for future use.

Availability of students for these purposes

"Student" needs to include business and community members.

Objective #10.4: Student-administrative focus groups will meet quarterly to encourage student, staff, management, and faculty collaboration.

Summary/Comments: Recommend minutes of work sessions and requests for supportive action from other divisions and departments by regularly communicated with members of PC.

Objective #10.5: Additional measurements of student involvement and satisfaction will be developed to complement the student satisfaction survey as measurement tools.

Divisional Linkages/Possible Working Groups: Recommend that Institutional Effectiveness Task Force coordinate this inter-divisional effort, involving representation from at least three divisions.

Objective #11.1: The college will increase alternative delivery of services and courses at a growth rate of 10% per year, if warranted by market demand, for the period 2002-2005 measured against 1999-2000 baselines.

Dependencies/Implied Dependencies: Recommend that development of new course within Human Development Program be done in collaboration with Instructional Media Department.

Suggest that the role of the Distributed Learning Committee with cross-campus representation should be responsible for process standardization and act as a clearinghouse for all distributed learning/communication projects underway, and that regular updates be made to President’s Council on the status of these efforts.

Objective # 11.2: The college will determine the needs of, and increase opportunities for, those with learning disabilities and other special needs.

Divisional Linkages/Possible Working Groups: Ask that the ADA Committee now being formed serve as the reporting and clearinghouse regarding all of the activities included under objective 11.2.

Objective # 12.0: Goal #12: The college will improve the quality of its staff and faculty as well as foster a safe, humane, and supportive working and learning environment.

Divisional Linkages/Possible Working Groups: Recommend that the DE Tutor and Faculty Evaluation projects as well as the part-time orientation project be designed for interdivisional use whenever appropriate, and that there be periodic progress reports made to Instructional Council.

Objective # 12.1: An annual review of the use of professional growth funds will be carried out under the auspices of President’s Council.

Summary/Comments: All divisions should engage in an annual review of the use of professional growth funds, and either the President’s Council or the President’s Office should sponsor this.

Objective # 12.2: At least three new policies, procedures and/or programs will be implemented in 2001-2004 to make RCC a more "family friendly" employer.

Summary/Comments: Human Resources Department and RCC Insurance Committee should provide period reports on accomplishments in making Rogue more "family friendly" to the Presidents Council.

Objective # 12.3: College-sponsored training activity will include training on the use of technology in such areas as: communications and collaboration in decision-making; application computer systems to various office procedures; and increased effectiveness and productivity of college management, faculty and staff.

Summary/Comments: Suggest that Staff Development Committee should serve as an information clearinghouse, reporting and process-setting body to articulate and publicize an annual calendar of training offerings available to RCC faculty and staff.

Objective # 12.4: Supervisors will annually review and update professional development plans for both full-time employees and those part-time employees at 35% or greater.

Summary/Comments: No recommendations felt needed.

Objective # 12.5: The college will maintain and strengthen the collaborative collective bargaining processed through communications at regularly scheduled meetings.

Divisional Linkages/Possible Working Groups: Suggest that minutes of FAMAT and CAMAT meetings be disseminated to faculty, staff and managers.