2009-11 Board Priorities and Institutional Effectiveness

Strengthen student and community access to educational opportunity and success.

• By expanding access in outlying communities including strategies for educational services in geographic areas which may be underserved (September 2010) NEW!
• By expanding strategies which respond to students' scheduling challenges and diverse learning styles (November 2010) NEW!
• By refining and implementing a Strategic Enrollment Management plan with data driven enrollment targets (April 2009)
• By supporting enrollment of student groups that have been traditionally underserved (February 2010)
• By minimizing financial barriers to the extent possible (June 2010)

To achieve targeted progress with access and success, the Board believes that strategic partnerships will be increasingly important. Therefore, the Board expects continuing progress in partnerships with:

• K-12 partners (April 2010)
• University partners - OSU-Cascades and other appropriate university partnerships (January 2011) NEW!
• Regional employers (March 2011) NEW!
• Regional organizations, State agencies and the Oregon CC system (September 2009)

Design and implement systems for tracking and strengthening student retention and achievement of academic goals.

Expand and improve institutional facilities to support enrollment growth, enable innovative programming in response to community/student needs, strengthen sense of campus community and link with the broader community.

Construction Projects COCC Web Page
Institutional Effectiveness Report (June 2009)

• Finalize bond construction project plans and implement construction of Health and Science Centers, Technology Education Center, Madras and Prineville campuses, and renovations for expanding general purpose classrooms - including appropriate project staff to ensure project success and long-term cost-effectiveness.
• Finalize plans and construct Culinary Center and the related Campus Village project.
• Evaluate options for improved and expanded student housing and establish and implement a construction plan if the Board endorses the project.
• Design and construct sustainable institutional facilities and establish third-party sustainability certification as appropriate.
• Assess and implement as appropriate partnerships to support facility initiatives.
• Attract alternative financial contributions to support priority facility initiatives.

Develop and implement comprehensive planning and assessment systems that define and measure institutional direction, assess student learning, and modify programs, systems and activity based on that assessment.

• Integrate planning and assessment into accreditation activities and potential programs sponsored under pending Federal legislative support for community colleges. Articulate Core Themes and develop the broad objectives and indicators for measuring performance as consistent with new NWCCU standards.

Maintain open communication with various community groups and businesses

Institutional Effectiveness Report (September 2009)

• Define potential new or modified programs and services
• Assess the operational and fiscal viability of such programs and services
• Implement as possible within fiscal and operational capacity
• Link college staff and initiatives to the community through support and leadership roles in organizations and community activities