COCC Board of Directors - Priorities for 2007-09

The Board expects tangible progress across a broad spectrum of the Strategic Plan.

The Board expects college staff to make significant focused progress on the following priorities and, relative to these priorities, expects communication, assessment, and identification of policy issues which require further Board review.

Access and Success – Strengthen student and community access to educational opportunity and success.

• By expanding geographic access in outlying communities
• By expanding strategies which respond to students’ challenges due to their personal schedule and other commitments
• By refining and implementing a Strategic Enrollment Management system with data driven enrollment targets
• By supporting enrollment of student groups that have been traditionally underserved \
• By minimizing financial barriers to the extent possible

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
• University partners – OSU-Cascades in particular
• Regional employers
• State agencies and the Oregon CC system

Facility Development – 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.

• Leverage regional voter support for a construction bond needed to fund the Health and Sciences Center partially funded through State funding and to fund additional facility repurposing, instructional effectiveness and efficiency, service to outlying communities and ADA accessibility.
• Attract alternative financial contributions to support priority facility initiatives.

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

Fiscal Viability – In response to anticipated reductions in State funding and economic fluctuations and with the goal of achieving above targets:

Develop alternative revenue streams for the college

• Ensure efficient and cost-effective operations
• Work to maximize to the extent possible fiscal support from the State.

Respond to regional student and business needs.

• Maintain open communication with various community groups and businesses,
  • 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.