Published on 8/14/2020.
I wrote, on July 31, that College of the Redwoods was at a crossroads in its history. I also wrote that one of my priorities next year is to work with the faculty and staff to develop a long-range, comprehensive Education Master Plan that will guide program development and decisions about growth and resource allocation at both the District and campus/site levels.
Over the last two months, the Board and I have been discussing my goals for next year. During the discussions, it became clear that, besides doing everything I can to make sure that our faculty, students, and staff remain safe from the COVID-19 virus, my overarching goals must include maintaining our accreditation status, improving the district’s fiscal health, ensuring student success and equity, and guaranteeing long-term academic relevance.
Recently, the Board of Trustees approved several specific goals and activities that I will focus on in the 2020-21 academic year. Covering several distinct areas, these goals and activities will build on the great work we have already accomplished and create new energy and innovation in pursuit of the College of the Redwoods’ mission and vision.
At the August 4th meeting of the Board of Trustees, the Board approved the following:
Goal 1: Accreditation
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Meet or exceed all accreditation standards and eligibility requirements of our regional accrediting organization, the ACCJC.
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Address the actionable improvement plans delineated in the 2017 Institutional Self Evaluation Report.
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Support departmental accreditation efforts (e.g. forestry, dental assisting, career education, etc.).
Goal 2: Fiscal Health
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Work collaboratively with staff and faculty to provide equitable compensation packages while strengthening the District’s fiscal position.
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Pursue targeted grants to support District initiatives.
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Continue to increase and maintain efficiencies and reallocate resources in college operations.
Goal 3: Student Access and Success, Retention, Completion, and Equity
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Meet or exceed the District’s Vision for Success Goals and Institutional Effectiveness Scorecard targets (such as degree completion, course success, and transfers).
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Enhance the safety and security of students, faculty, staff and visitors to the campuses.
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Review the Student Equity Plan to identify limitations and barriers to moving the Student Equity Plan agenda forward.
Goal 4: President and Board of Trustees
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Ensure a constructive working relationship with the Board of Trustees in general and the President of the Board, in particular.
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Ensure that Board members are informed and up-to-date on District related issues and Board requests.
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Value the expertise of all members of the Board of Trustees and ensure that it is taken into consideration during the decision-making process.
Goal 5: Community
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Communicate with local and state representatives on issues important to the District.
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Collaborate with stakeholders to meet community needs.
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Establish a meaningful presence within College of the Redwoods’ communities.
Goal 6: Facilities
Goal 7: Diversity/Inclusion
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Encourage institutional dialogue about what it means to be anti-racist or culturally competent and responsive.
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Collaborate with constituent group leadership to engage in discussions about race and inclusivity while cultivating openness, trust and understanding.
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Encourage faculty to look comprehensively at inclusivity and cultural competency in curriculum.
Goal 8: Relationships with Constituency Groups
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Continue to support the establishment of Interest Based Approach (IBA) principles and elements in committee operations, decision-making, and individual problem solving.
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Foster regular communication opportunities with representatives from constituent groups.
Goal 9: Foundation
Goal 10: Education Plan
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Revise the Education and Facilities Master Plans, as outlined in my column from July 31.
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Work with faculty, advisory committees, and community stakeholders to review law enforcement and first responder training and curriculum for unconscious/implicit bias, de-escalation training with cultural sensitivity, and community-oriented/de-militarized approaches.
I want to note that my role in relation to the above goals and activities will often be to provide leadership and support with respect to plans and activities that are directed and implemented by others. I am extremely lucky and appreciative of the fact that I have the opportunity to work alongside some of the most gifted faculty, administrators, and staff in the California Community College system.