Chancellor's Office

District

Advance Apportionment

Final Budget

State Apportionment

$17,998,087.00

$20,950,175.00

Property Taxes

$14,605,461.00

$11,942,587.00

Enrollment Fees

$940,752.00

$1,096,738.00

Prop 30 EPA

$6,277,224.00

$5,832,024.00

TCR

$39,821,524.00

$39,821,524.00

Goal 1: Accreditation

1. Continue leading institutional effort to meet or exceed all ACCJC accreditation standards and eligibility requirements.

The ISER was submitted on time. The AOC has been modified the AOC to help the College adapt to the ACCJC’s 2024 Standards. The leadership of the AOC was also changed from a tri-chair to a co-chair model. Dr. Sean Thomas and Dr. Crystal Morse will serve as the co-chairs. For succession planning purposes Dr. Amy Moffat was appointed as the Assistant ALO. 

Goal 2: Fiscal Stability

1. Continue ensuring that CR has a budget fund reserve that meets the goals consistent with board policy.
2. Continue monitoring the College’s student debt and pension liabilities.
3. Continue pursuing grant funding that will benefit the institution.
4. Continue to ensure that the District has sufficient revenue for the operation and maintenance of its facilities. 
5. Continue efforts to increase FTES. 

The College continues to budget funds to reduce student debt liability.

The monthly financial status report for December showed a projected 2023-24 Unrestricted General Fund ending fund balance of $8,412,672, or 19.4% of Unrestricted General Fund expenditures.

The College continued to allocate general funds and categorial monies to mission critical faculty and staff positions. A reorganization of the administration will be implemented in the spring semester that will help the College continue to address current and future regional workforce needs, support the development of grants, and reduce the administration by one position.

CR received a Rising Scholars Grant worth $508,745 and a $1.5 million CCCCO grant to operationalize a Native American Student Support and Success Program.  The College also received $4.9 Million in grants including:

• Vesper Society, $75,000 (supports clinical placement of SWHS students in Native-serving agencies)
• National Science Foundation, $99,578 (supports research collaborations with CSUs and UCs for CC faculty and students)
• CCCCO (Chancellor’s Office), $300,000 (culturally responsive curriculum and pedagogical practices)
• CCCCO, $182,400 (supports expansion of RN/LVN cohorts in EKA and DN)
• CCCCO, $1,5 million (Native American Student Support and Success Program)
• Foundation for California Community Colleges, $936,000 (supports dual enrollment & transfer pathways in healthcare and education)
• CCCCO, $1.5+million (supports dual enrollment, outreach, recruitment & retention of justice-involved youth)
• CCCCO, $188,000 (supports dual enrollment, recruitment & retention in Aquaculture)
• US Dept. of Agriculture, $256,000 (supports Construction Technology Program in developing competencies in the use of hemp-based building materials)

A letter of collaboration supporting a grant was submitted to the National Science Foundation. The explicit goal of the funding is to remove systemic barriers to and increase racial equity in STEM Education. The goal of the proposal is to specifically empower the voices of Tribal People and other BIPOC communities in Northern California. 

The College is continuing to pursue public and private funds for the community stadium, new residence halls, and healthcare facility on the Del Norte Campus.

Goal 3: Student access and success, retention, and completion

1. Continue demonstrating progress toward meeting or exceeding the District’s Vision for Success Goals and Institutional Effectiveness Scorecard targets.
2. Continue expanding and enhancing wraparound student services, including enrollment, academic advising, financial aid, basic needs, counseling, housing, and mental health.
3. Continue developing programs and initiatives that support student success and enrollment growth.
4. Ensure that the District’s budget addresses the Student-Centered Funding Formula (SCFF) funding categories.

The loss of access to the data warehouse is preventing the reporting on how the College is demonstrating progress toward meeting our student success goals.

The College expanded the Basic Needs program and outreach services.

The College ended the fall semester with a public commitment to develop several new healthcare related degree pathways including Healthcare Navigation/Patient Care Coordination, Personal Wellness Training, Psychiatric Technician, Respiratory Therapy, and Surgical Technician. These new offerings will go a long way towards meeting the workforce needs of the College’s healthcare partners. Moving forward, the College’s response to the economic and educational needs of the community will extend beyond healthcare. The College will explore the efficacy of an associate degree in Engineering Technology/Pre-Engineering and discuss whether a potential baccalaureate degree supports our strategic vision documented in our Education Master Plan.

The College is expanding its student services staffing levels to support student wrap around services. The auto awarding initiative has been operationalized.

Goal 4:  President and Board of Trustees

1. Continue keeping the Board informed about College initiatives, construction projects, and issues affecting the District.
2. Continue advocating for CR locally and statewide.
3. Continue showcasing CR programs at Board meetings.
4. Continue supporting opportunities for Board education and training.
5. Provide regular reports to the Board regarding the District’s strategies and progress regarding the funding formula, the hold harmless option, and enrollment growth.

The President continues to respond to Trustee questions, comments, and phone calls in an expeditious manner. The President make sures that our internal and external communities are aware of how valuable the Board is to the District.

Press releases are continually sent to the Board. Weekly updates are sent to the Trustees (and the Student Trustee when appropriate) on important institutional matters. An update on Trustee requests is included in Board meeting agendas.

Advocacy letters have been sent to:

Anthony Portantino, Chair, Senate Appropriations Committee, supporting Assembly Bill 1400 by Assemblymember Isaac Bryan, which would support California Community College transfer students attending Historically Black Colleges and Universities (HBCUs) by awarding students with scholarships of up to $5,000 and respectfully opposing Assembly Bill 1699 (McCarty), related to classified employee job vacancies.

Governor Newsom in support of

AB 1096 (Mike Fong), which authorizes community colleges to offer courses taught in languages other than English without requiring them to concurrently enroll in an ESL course.

Senate Majority Leader McGuire requesting a budget augmentation of $4.4 million to complete the construction of the Healthcare Education Hub facility.

Supervisor Bohn requesting a letter of support for CR’s accreditation process. The President works with the President of the Board and the Vice President of the Board to develop board meeting agendas.

The President continues to make sure that academic and student services programs are highlighted in the board meeting informational reports. So far, Caring Campus, Athletics, and Distance Education have been highlighted in Board meetings.

Goal 5: Infrastructure

1. Continue aligning EMP strategies with institutional planning and initiatives and resource allocations.
2. Implement the Revised Facilities Master Plan (FMP).
3. Align FMP strategies with institutional planning and resource allocations.
4. Begin the process to renovate the Community Stadium and build the PE/Fieldhouse Complex.
5. Ensure that the College has a sufficient number of qualified administrators and staff to achieve our institutional mission and purpose.

The Institutional Effectiveness Committee has strengthened the link between the College’s planning documents and the EMP.

The Administration and the Academic Senate have agreed to augment the IEC with planning committee chairs to better align our plans. The Administration and the Academic Senate has also agreed to explore developing an EMP steering committee that will ensure that the College moves forward on EMP initiatives.

The Community Stadium Project plans have been submitted to DSA for approval. The bid documents have been released to the public.

The position inventory, a list of interim positions, and list of the needed positions via the program review process are reviewed at the Executive Cabinet level.

Goal 6: Innovation and Planning for the Future

1. Expand professional development fundamental to the growth of managers, deans, and executive leaders.
2. Continue fostering an institutional culture that values innovation. 
3. Research and develop new associate and bachelor's degree and short-course programs to support the Education Master Plan Initiatives and meet the workforce needs of our community.
4. Continue efforts to ensure the quality and effectiveness of online instruction and obtain Teaching College status with the CVC-OEI.
5. Expand efforts to identify and address economic/workforce needs of the community.
6. Develop and implement an approach to advance succession planning in all managerial and administrative levels of the College.

ACCJC Standard III.A.14 calls on the College to provide personnel with appropriate opportunities for continued professional development, consistent with the institutional mission and based on evolving pedagogy, technology, and learning needs. We implemented a novel professional development leave opportunity to CR’s permanent senior executive staff.  With this professional development leave, several administrators shall be expected to make full use of a professional development leave in accordance with the several criteria including: after two (2) years of full-time continuous administrative service a leave shall be granted for 30 calendar days; the program to be followed must be approved by the President/Superintendent; the leave shall be at a time convenient to the College; all work developed directly related to the professional development leave program will belong to the Redwoods Community College District; and if granted leave, the administrator must agree to return to the College for a minimum of one year after the completion of leave.

The College sponsored Management Council member Katy Ferrier to attend the Eureka Chamber of Commerce class, Management: Navigating for Succes. The College also sponsored Lisa Gaetje, Crytal Morse, Alia Dunphy, and Colin Trujillo to participate in the Eureka Chamber’s Leadership Redwood Coast program.

The President is continuing to support the Foundation’s initiative to foster innovation among the faculty and staff.  Additionally, “innovation” as a regular standing item in Expanded Cabinet agendas.

The President agreed with the PVC’s recommendation to support the development of both the certificate and the AA degree in Healthcare Navigation, AA degree in Respiratory Care, the certificate and the AA degree in Personal Wellness, the AS degree in Surgical Technology and a Psychiatric Technology certificate. This spring semester, we will explore the efficacy of an associate degree in Engineering Technology/Pre-Engineering and discuss whether a potential baccalaureate degree supports our strategic vision documented in our Education Master Plan.

CR is now a Teaching College. All our fully online class sections continue to appear in the CVC-OEI Course Finder and community college students from across the state can register for those fully online classes easily, with the click of a few buttons.

The President’s Council continues to help us identify areas of potential growth for the College. Kerry Mayer and Mike Haley are continuing to work with workforce leaders to collaborate with regional businesses and Tribal leadership to explore workforce development opportunities. I appointed Amber Cavanaugh as the Interim Director of Adult and Community Education to support our workforce development work. In spring semester, the President intends to review the configuration of our career education advisory committees to make sure that they can advise us on how our programs are, or are not, meeting workforce needs.

The President implemented an Interim Administrative Procedure that establishes a succession planning process designed to identify and prepare candidates for high-level management positions that become vacant for any reason.

The succession plan includes the following:

·    The President will chair a succession planning committee, which also includes the Chief Instructional Officer, the Chief Student Services Officer, the Chief Business Officer, and the Chief Human Resources Officer.

·     Each January, a succession planning committee meeting will be held. At each meeting, each senior administrator will:

a.   Present to the committee a review of the division’s succession plan.

b.   Identify key positions and incumbents targeted for succession planning. This should include an analysis of planned retirements, potential turnover, etc.

c.   Identify individuals who show the potential needed for progression into the targeted positions and leadership within the company.

d.   Outline the actions taken in the previous six months to prepare identified individuals to assume a greater role of responsibility in the future.

·     By the end of February each year, the committee will approve targeted candidates.

·     By the end of March each year, the committee will approve an outline of actions that will be taken in the following six months to prepare individuals to assume a greater role of responsibility in the future.

·    The President will periodically request updates from senior administrator on the development process for each targeted candidate.

·    The committee will establish a succession plan that identifies critical executive and management positions, forecasts future vacancies in those positions and identifies potential managers who would fill vacancies. Vacancies will be filled from within or, in the event no viable candidate is available, on an “acting” basis while an external recruitment effort is conducted.

Goal 7: Communication and Relationship Building

1. Continue communicating regularly with the College to foster community, recognize achievement, maintain a culture of accreditation, and increase awareness of efforts across campus to enhance student success and completion.
2. Continue advocating efforts on the local and state levels.

The President continues the past practice of summarizing the board meetings in blog articles for the faculty and staff to be aware of the key board meeting agenda items.

In consultation with the President of the Board, a standing “Recognition” agenda item has been included in regular Board of Trustees meeting agendas. This agenda item will highlight the achievements of faculty, staff and students.

The AOC has been revised in response to the ACCJC’s adoption of the new 2024 Accreditation Standards. To help the AOC stay agile and prepare the institution to meet the new Standards, the President transitioned the leadership structure of the AOC from a tri-chair to the co-chair model led by Dr. Crystal Morse and Dr. Sean Thomas.

Dr. Peter Blakemore will remain our ALO. This is a demanding role, so the President assigned Dr. Amy Moffat to serve as Dr. Blakemore’s assistant ALO.

The President sent advocacy letters to:

Anthony Portantino, Chair, Senate Appropriations Committee, supporting Assembly Bill 1400 by Assemblymember Isaac Bryan, which would support California Community College transfer students attending Historically Black Colleges and Universities (HBCUs) by awarding students with scholarships of up to $5,000 and respectfully opposing Assembly Bill 1699 (McCarty), related to classified employee job vacancies.

Governor Newsom in support of

AB 1096 (Mike Fong), which authorizes community colleges to offer courses taught in languages other than English without requiring them to concurrently enroll in an ESL course.

Senate Majority Leader McGuire requesting a budget augmentation of $4.4 million to complete the construction of the Healthcare Education Hub facility.

Supervisor Bohn asking for a letter of support for CR’s accreditation process.

Goal 8: Diversity, Equity, Inclusion and Accessibility

1. Continue enhancing support programs for students that identify as LGBTQ+, students with disabilities, and students from marginalized populations.
2. Continue supporting faculty to revise curriculum for appropriate DEIA content.
3. Provide professional development opportunities for faculty and staff focused on DEIA.
4. Continue efforts to incorporate DEIA in employee evaluations.
5. Continue efforts to offer anti-bias professional development for faculty and staff.

The Administration is continuing to implement the culturally responsive pedagogy grant that will support the faculty in looking at their curriculum through the DEIA lens.

An agreement has been reached with the CSEA to include DEIA in staff evaluations effective July 1, 2024. DEIA in the evaluations for administrators, managers, and confidential staff will be implemented on July 1, 2024. Negotiations with CRFO related to DEIA in faculty evaluations is in process.

Goal 9: CR’s presence in the broader community

1. Continue collaborating with Cal Poly Humboldt.
2. Continue elevating collaboration and engagement with local businesses, industries, government agencies, tribes, non-profit organizations, community-based organizations, and K-12 districts as evidence of the college’s commitment to students and the community.

3. Continue building relationships with the community through the President’s Advisory Council.
4. Continue communicating the interests of the College, student success, and college programs to the community.

CR continues to hold summits with Cal Poly Humboldt. Collaboration between both institutions is now imbedded in CR’s operational culture. Examples of the collaboration includes potential linked rodeo teams, a co-hosted a “Talk Humboldt” NPR radio program, joint grant initiatives, DEIA related joint programming, and joint MOUs with neighboring Tribal partners.

The President’s Advisory Council remains active and productive. Members of the Council are involved in academic programming and long-term planning for the College.

The College continues to write Education Matters articles for the Times Standard.

 Goal 1: Support Accreditation Efforts

1. Work with the Accreditation Oversight Committee to engage in robust self-evaluation and accurately document the District’s progress in meeting all ACCJC accreditation standards and eligibility requirements.

• Completed sections in the ISER that required data and summary.
• IE/IR Director meets regularly with Accreditation Liaison Officer Peter Blakemore to gain knowledge and skills regarding ACCJC’s requirements.

Goal 2: Lead Federal and State Data Compliance Requirements

1. Provide oversight, monitoring and execution of data reporting requirements.
   1. IPEDS
   2. MIS – CCCCO’s Management information System

• IPEDS submitted on time for October 18^th deadline.
• MIS submitted on time to Chancelor’s Office.
• Coordinate the new reporting efforts required by Chancellor’s Office called Vision Aligned Reporting (training for 13 of us Directors/Staff upcoming in February). IE/IR Director attends monthly webinars.

Goal 3: Build Institutional Research Office

1. Identify, systematize, and improve core processes for IR data requests.
2. Establish goals and metrics for the department.
3. Provide communications and regular reports to BOT & other stakeholders
   1. Key Indicators of Student Success
   2. Student-centered funding formula
   3. Enrollment growth
   4. District’s Vision for Success Goals
   5. Institutional Effectiveness Scorecard
   6. Equity, inclusion, accessibility metrics (e.g. disaggregated data such as equity gaps)

• Hired new Research Analyst, Tim Wolcott. IR now has two research analysts.
• Creating and establishing new processes for workflows.
• Exploring how to create the foundation that supports self-service analytics. This involves transforming disparate source data (Ellucian Colleague, eLumen, etc.) into re-usable data models in a clean and transparent data warehouse that acts as a “single source of truth”.

Goal 4: Institutional Effectiveness and Planning

1. Committee Digest
   1. Provide regular communication to the District and stakeholders
   2. Provide regular updates to office staff
2. Coordinate Guided Pathways efforts
3. Continue integrating the EMP, FMP, EEO, annual plan, sustainability plan, and program review

• The committee digest is now published (see BoardDocs) monthly since September.
• Work completed in the Institutional Effectiveness Committee includes mapping the annual plan to EMP Initiatives.

Goal 5: Professional Development

1. Learn from current ALO for accreditation context.
2. Attend relevant state and national conferences and trainings (e.g. CAIR)

• Attended annual conference of the California Association of Institutional Research in Orange County (November 2023).

Goal 1: Accreditation

1. Ensure that practices and protocols in instructional areas align with accreditation standards.
2. Adequately document practices and communicate protocols and standards to faculty in alignment with accreditation standards.

Efforts are ongoing. A wide cross -section of faculty actively participated in the creation and review of the ISER, increasing institutional knowledge and improving their understanding of the accreditation standards and processes.

Goal 2: Enrollment

1. Continue efforts to increase FTES. 
2. Lead efforts to develop new programs that are fiscally sound, with a focus on needed Career Education, Adult Education, and Early College expansion.

Deans over instructional areas continue to schedule in-person and online sections with attention to student needs and section demand. Additionally, efforts to develop CR as a Teaching College and continuous improvement in Distance Education contribute to solid FTES in online sections. New programs and offerings in Del Norte, KT, and K-12 sites will continue to contribute to FTES stabilization and growth.

The first courses in the new Aquaculture program were offered in Fall, 2023. See goals 7, 8, 10 for additional status updates in these areas.

Goal 3: Student Success

1. Coordinate with members of the Professional Development committee to enhance professional development opportunities for faculty.
2. Develop new associate, certificate, and bachelor's degree programs to support the Education Master Plan Initiatives and meet the workforce needs of our community.
3. Support efforts to ensure the quality and effectiveness of online instruction and obtain Teaching College status with the CVC-OEI.
4. Work with deans and faculty to explore the optimal mix of in-person and online offerings, while also exploring short-term and late-start courses.

The Professional Development Committee was revived with joint tri-chairs: the VPI, VPSS, and Associate VP, Human Resources. The representation has been expanded and the committee was integrally involved in the development of a robust schedule of flex activities for Spring, 2024. Efforts to cultivate, communicate and fund PD activities have been central to the work of the committee during Fall, 2023.

During Fall, 2023, the following new programs were approved for development: Certificate of Achievement, Personal Wellness, A.S. Personal Wellness, Healthcare Navigation Certificate, A.S. Healthcare Navigation, Certificate in Respiratory Therapy, Certificate in Psychiatric Technology, A.S. Surgical Technology. Timelines for implementation have been developed for each of these programs.

CVC-OEI Teaching College status was obtained by CR in November 2023. Additionally, 10 Course Authors were approved to go through the POCR badging courses, with another 4 anticipated.

Deans and Directors over instruction have been deliberate in finding the optimal mix of online-in-person, late start, and short-term courses during Fall, 2023 and Spring, 2024.  The effectiveness of this effort has been noted in the very few class cancellations in either semester.  Efforts are on-going to minimize class cancellations, as well as increasing FTES.

Goal 4: Communication and Relationship Building

1. Communicate regularly with faculty to foster community, recognize achievement, support accreditation efforts, and increase awareness of efforts across campus to enhance student success and completion.

The Office of Instruction sent out weekly emails to all faculty members throughout Fall semester in order to foster community, recognize achievements, and keep faculty informed.  Written reports were also submitted for all Academic Senate meetings to provide timely information and updates to faculty.

Goal 5: Diversity, Equity, Inclusion and Accessibility

1. Continue supporting faculty to revise curriculum for appropriate DEIA content; leverage the Culturally Responsive teaching grant to support these efforts.
2. Provide support for Native American students and our tribal partners; leverage the Native American Student Support & Success Program Grant to support these efforts.
3. Continue support of justice-involved students, including our Pelican Bay Scholars program, our jail programs, and work with our juvenile justice partners via the Rising Scholars Grant.
4. Provide professional development opportunities for faculty focused on DEIA.
5. Support efforts to ensure accessibility in instructional areas.

During Fall, 2023, a Coordinator was identified for the Culturally Responsive Pedagogy grant.  An agreement with USC for curriculum was executed and a cohort of 30 faculty members has been selected.  The program with USC will run during Spring, 2024.

The Office of Student Support Services has taken the lead identifying a Coordinator for the grant program.  Deans have continued to partner with the Hoopa tribe to increase and enhance instructional offerings at the KT site. Partners in the K-16 Collaborative have met regularly to explore options for healthcare pathways for KT students.

The Office of Student Support Services has taken the lead in identifying a Coordinator for the Rising Scholars Grant program. Pelican Bay offerings and services remain robust.

In addition to the Culturally Responsive Pedagogy grant cohort, the fall and spring flex schedules have provided professional development opportunities for faculty focused on DEIA, including workshops such as “Creating and Inclusive Classroom” and “The History of KTIS and the Hupa Valley Tribe.”

The Distance Education Department continues to offer frequent and widely available training in digital accessibility, both through their development as a teaching college and through flex opportunities. The Office of Instruction, the Office of Student Support Services, DSPS, and Distance Education have collaborated to hire staff to further support accessibility needs of students in online and in-person courses. Additionally, the Business Department has been identified to further develop their ZTC capacity.  Supported by the ZTC grant, the goal of this work is to develop entire educational pathways that require zero textbook costs for students from start to finish. Faculty members will work to transition remaining non-ZTC courses to ZTC options in the spring semester.

Goal 6: Community Partnerships

1. Continue collaborating with Cal Poly Humboldt.
2. Continue elevating collaboration and engagement with local businesses, industries, government agencies, tribes, non-profit organizations, community-based organizations, and K-12 districts as evidence of the college’s commitment to students and the community.

Instructional faculty and managers continue to participate in the Cal Poly/CR Partnership. Faculty from both institutions are meeting and working on ADTs and course pathways, particularly in math, biology, and pre-engineering.

Community partnerships have been emphasized via the K-16 Collaborative work, the Healthcare Hub/Healthcare industry partners, and through the Humboldt County Workforce Development among others.

Goal 7: Early College

1. Expand opportunities for dual and/or concurrent enrollment opportunities with our existing K-12 partners.
2. Expand opportunities for dual and/or concurrent enrollment opportunities in new K-12 districts/schools.
3. Increase focus on development of early college opportunities for high school students in Hoopa and Del Norte County.
4. Increase focus on healthcare pathways and opportunities for current high school students across all of the CR service area.
5. Leverage the K-16 initiative grant to work with community partners on the development of dual enrollment opportunities.

During Fall, 2023, a new AOC, Dual Enrollment position was hired. This staff member met with all current K-12 partners and maintained current class schedules, while developing relationships with teachers and administrators to seek input for growth opportunities. Key opportunities for future expansion were identified for Eureka High School, McKinleyville High School, and Ferndale High School. A partnership for dual enrollment in Welding to be taught by CR faculty was established at Eureka High School. This model will be used to explore the growth of similar opportunities at all partner high schools.

For Del Norte High School, course alignment for Agriculture courses began. Del Norte High School and Hoopa High School Administrators met with CR to determine additional potential opportunities moving forward. Hoopa HS currently prioritized aligning courses at the KT instructional site suitable for concurrent enrollment.

Via the K-16 Collaborative, partnership discussions related to healthcare pathways for KT/Hoopa students have taken the form of meetings with Kimaw Medical Center, Hoopa Valley HS, Cal Poly Humbolt and CR. There is a planned Medical Assisting cohort for Del Norte for Spring/Summer in Del Norte, as well as a CNA cohort for Eureka. Class sections that can be offered to high school students, such as Medical Terminology and Nutrition, have been expanded with the goal of offering additional sections of these courses to students interested in healthcare pathways.

Collaborative partners have met regularly to discuss and implement some of the objectives noted above. 

Goal 8: Adult & Community Education

1. Expand Adult & Community Education offerings.
2. Explore and implement new ways to reach targeted populations to increase enrollment in Adult & Community Education classes.
3. Increase focus on reaching students in Del Norte County and tribal communities with Adult & Community Education opportunities.

The ACE (Adult & Community Education) team met in Fall 2023 to identify possible areas of expansion in Adult Ed and Community Ed, with an exploration of both short-term job training opportunities, as well as potential expansion in community education personal enrichment opportunities. Several opportunities are currently being explored, such as Utility Line Clearance training (partnership with California Conservation Corps and Butte College) and the expansion of Health & Wellness classes to senior adults in the community. With a strategic plan in hand, the work will be picked up in Spring 2024 by the Interim Director. This role has been vacant for the past year, so much of this work can progress with a dedicated leader committed solely to the development of Adult & Community Education.

Staff have explored the current mechanisms for promoting courses, primarily via websites and flyers placed with community partners. A cost analysis and ROI to do a community mailing is underway.

Del Norte adult education offerings have expanded and will include in the spring: EDUC 207 and 225, EDUC 210, Phlebotomy, Medical Assisting, and Wildland Fire. 

Goal 9: Curriculum & Academic Pathways

1. Work with faculty and Curriculum Committee on updating and revising curriculum as appropriate to clarify pathways and in preparation for CalGETC.

A task force is being established to convene beginning Spring 2024 to address implications of AB 928 and AB 1111 to minimally include VPI, VPSS, Curriculum Chair, Articulation Officer, and Academic Affairs Analyst.

Goal 10: Healthcare & Career Education Programs

1. Support efforts to develop the Healthcare Hub in Arcata and healthcare program development in Del Norte County.
2. Support efforts to further develop newer programs, such as Social Work and Aquaculture, to support service-area workforce needs.
3. Expand healthcare education programs.
4. Begin development of curriculum and programs that will support the Offshore Wind industry.
5. Explore Fire Tech accreditation and support ongoing training efforts of fire agencies in Humboldt and Del Norte County.

This fall, the faculty prioritization committee recommended support for hiring a FT tenure-track position to further develop the Social Work program.  This recruitment is now in progress.

Several new programs in healthcare were approved for development in the fall, as noted in Goal 3.  Additionally, the Nursing program has applied with the BRN for expansion of the current cohort size. The request is anticipated to be approved in April 2024. Healthcare faculty & managers have also made progress in expanding seat availability in CNA, Medical Assisting, and Phlebotomy to serve area healthcare workforce demands.

The Faculty Prioritization Committee recently recommended a FT tenure-track position in Fire Technology. This position will support the development of the program toward the goal of accreditation.  This recruitment is currently in progress.

Goal 11: Strategic Planning

1. Develop a succession plan for leadership of the division.

In Progress

Goal 1: Accreditation Efforts

1. Continue to meet or exceed applicable ACCJC accreditation standards, especially as they relate to Standard III B and D.
2. Support District efforts to prepare for the ACCJC Fall 2024 visit.

The VPAS continues to work with campus constituencies to ensure ACCJC accreditation standards are met or exceeded. 

The VPAS assisted in drafting ISER language for Standards III B and D and provided feedback for other Standards where appropriate.

Goal 2: Fiscal Stability

1. Continue ensuring that the District’s Budget and Multi-Year Forecast are realistic and focus on a balance between controlling costs and maintaining a healthy reserve balance.
2. Explore ways to balance the attainment of FTES targets with course efficiency rates.
3. Support strategic enrollment management and planning to meet or exceed institutional financial planning milestones.

The 2023-24 budget was approved by the Board at the September 2023 meeting.  The budget is based on information that was available at the time to ensure the amounts are as realistic as possible.  The estimated ending fund balance is 19.4%, which is close to the Board’s goal of 24-25%. 

The VPAS provides a monthly financial status report to the Board at each Board meeting.  The report shows actual revenues and expenditures to date and compares them to budgeted amounts. So far there hasn’t been a need to adjust any budgeted amounts.

In order to help control expenditures, Cabinet reviews all temporary and permanent position requests and approves those that are critical for the District.

Goal 3: Professional Development

1. Make necessary resources available to expand professional development fundamental to the growth of managers, deans, and executive leaders.
2. Develop a succession plan for leadership of the division.

The VP has identified two potential individuals who will serve as successors for the VPAS role.

The VPAS will be serving on the Succession Planning Committee.

Goal 4:  Safety and Risk Management

1. Increase District-wide awareness of and engagement in Property/Liability and Worker’s Compensation risk management by identifying risk management training opportunities for appropriate personnel.
2. In coordination with the Chief of Police review and refine the scope of the Life Safety Committee.

Keenan and Associates has provided the VPAS with a list of PL and WC related trainings.  The VPAS will identify which trainings are appropriate for certain personnel and will work with HR to get the trainings assigned.

Goal 5: Sustainability and District Planning

1. Create and oversee a Sustainability Committee that will focus on carbon reduction, energy efficiency and resiliency, waste reduction, etc.
2. Establish a Sustainability Master Plan that supports the Educational and Facilities Master Plans.

Under the direction of the VPAS, the Director of Facilities and Planning has convened a Sustainability Committee that is comprised of Faculty, Classified Staff, Managers, and Administrators.  The committee meets regularly.

One of the immediate items the committee will be addressing is how the District can work towards meeting the Board of Governors Climate Action and Sustainability Goals.

Goal 6: Communication and Relationship Building

1. Communicate regularly with Administrative Services Division colleagues to foster community, recognize achievement, and information sharing.

The VPAS is involved in several re-occurring Administrative Services departmental meetings.

The VPAS has been sending out weekly update emails to all Administrative Services employees.  The updates are meant to share and reiterate important information, foster a sense of community, and recognize achievements.

Goal 7: Facilities Master Planning and Scheduled Maintenance

1. Implement low-cost facilities master planning recommendations that align with the Education Master Plan.
2. Seek funding sources to implement capital outlay FMP recommendations such as the replacement of Student Housing and other aged facilities.
3. Update and maintain the 5-year Scheduled Maintenance plan.

Under the direction of the VPAS the Facilities Planning Committee has started to review the FMP for low-cost recommendations and will develop an implementation plan.

The VPAS has been working with the District’s Financial Advisory team to identify financial resources for capital outlay projects.  A GO Bond survey was launched on 12/09/2023 to gauge our community's support for a potential November 2024 Election Bond Measure.

The VPAS worked with the Director of Facilities and Planning and the Manager of Maintenance and Operations to update the plan based on PPIS funds that were allocated to the District in 2022-23 and re-prioritized future projects based on facility needs.

Goal 8: Partnership and Community

1. Continue collaboration with Cal Poly Humboldt.

The VPAS has engaged in discussions with CPH staff and other community members about a possible shared student housing facility in Eureka should the on-campus housing project not pan out.

Goal 9: Diversity, Equity, Inclusion, and Accessibility

1. Develop, enhance, and encourage active staff participation toward an inclusive and interconnected campus community.

The District will be working with Jensen Hughes, a firm that can provide Certified Access Specialist (CASp) services.  An outcome of the collaboration will be an updated CR ADA Self Evaluation and Transition Plan.  Appropriate staff members will also be trained on accessibility requirements.

Goal 1: Accreditation

1. Continue working with the Accreditation Oversight Committee to engage in a robust self-evaluation and accurately document the District’s progress in meeting or exceeding all ACCJC standards and eligibility requirements for the Institutional Self-Evaluation Report.
2. Support District efforts to prepare for the ACCJC visit scheduled for Fall 2024.
3. Improve the program review and learning outcomes process in student services.

The VPSS served as one of three tri-chairs of the Accreditation Oversight Committee to help guide completion of the Institutional Self-Evaluation Report (ISER).  Upon completion of a thorough self-evaluation and constituent review, the College’s ISER was submitted to the ACCJC by the deadline. Two student services leaders actively served on the AOC.

The VPSS will serve as co-chair of the new AOC model effective 12/18/23 as the College moves to the 2024 accreditation standards and prepares for the Fall 2024 ACCJC site visit.  Student Services leaders Colin Trujillo and Nicole BryantLescher will continue to serve on the AOC.

The VPSS, Assessment Co-Chairs and Director of Institutional Effectiveness are collaborating to reinvigorate a systematic and critical process for student services programs and service areas that yields information about what programs, services, or functions of a program or service area positively contribute to students’ learning and success, as well as which can be improved. 

Goal 2:  Student Experience

1. Continue to advance the development and implementation of student-centered community spaces and activities.
2. Collaborate with Marketing/Communications to display our vibrant programs, resources, experiences, and traditions.

Expansion through additional staffing and case management support of Basic Needs Center.

Relocation of Basic Needs Center to Mendo Lounge (in progress) to improve access to basic needs support and gathering space.

Collaborating with Marketing/Communications for new website design and content for student services footprint.

Goal 3: Student access, retention, completion, and success

1. Develop a collaborative and integrative holistic approach to enhancing student access to services, retention, and success.
2. Continue to promote resource and knowledge sharing through Student Services and Office of Instruction updates.
3. Continue to develop the collective talents and expertise within Student Services to advance institutional priorities including increased FTES, persistence, retention, and completion rates.
4. Continue reviewing and enhancing wraparound services including outreach, enrollment, academic advising, financial aid, basic needs, housing, and wellness services.

Student Services Leadership Group developed a universal application for students to apply for all special programs. The application will go live for AY 2024-25. 

Student Services is increasing its staffing levels to support student wrap around services.

The District’s Caring Campus program, CR Cares, is co-led by student services staff Matt Gilliland (Veterans Program).  More than 50% of the Caring Campus chapter is comprised of student services staff professionals who share their expertise and compassion for the community with colleagues across the District. CR Cares, through creating and maintaining a welcoming environment, prioritizes retention on an ongoing basis.

Student Services began implementation of Maxient Case Management software in Fall 2023.  This software provides staff, faculty, and managers to refer students for support services.  Beginning Spring 2024, students will be able to self-refer for support services.

Goal 4:  Health & Well-being

1. Promote a culture of care on campus that connects students to appropriate resources and provides a sense of safety and belonging while also destigmatizing seeking support.
2. Expand student access to basic needs programs and services both on campus and through community partnerships.
3. Continue to increase online tools to promote health and wellbeing and ensure every student has access to virtual medical and mental health support services.
4. Promote healthy behaviors and harm reduction related to alcohol, substance use, and sexual health through prevention education.

CR Cares, as one of its basic tenets, practices “warm hand-off” between programs and services when connecting students to necessary resources.

Disability Support Program and Services (DSPS) will be undergoing a name change in Spring 2024. This program will become the Student Accessibility and Support Services program to emphasize accessibility.

Student Services maintains a collaborative partnership with Arcata House to provide access to basic needs support for students both on and off campus. 

Basic Needs Center has established relationships with community partners for resource support now hosts a student resource fair at all campus locations at least once per term.  Housing, food, health and wellbeing partners from the surrounding community are invited.

The College partners with TimelyCare for virtual medical and mental health services support for students.  This care is available to all students as of Fall 2023.

Student Services now hosts a once-per-term healthy behaviors and harm-reduction event at each campus location.  Additionally, healthy behaviors, sexual health, and harm reduction messaging is included in dorms and athletic orientations, resource fairs, and wellness events.

Student Services now offers a wellness vending machine with no- and low-cost general health items, sexual health, and healthy behaviors items in place Fall 2023. This is available on the Eureka campus only at this time but will expand to other locations in the near future.

Goal 5: Fiscal Stability

1. Continue to provide oversight of grant and categorical funds to maximize benefit while ensuring continued funding.
2. Pursue external funding to support initiatives that support and benefit students.
3. Continue strategic enrollment management planning to meet or exceed financial planning milestones, balance attainment of FTES targets with course efficiency rates, and support effective prioritization of resources. 

Student Services continues to budget funds to maximize student access to food/food pantry support, housing eviction prevention, and other housing support for homeless/housing insecure students.

Student Services departments engaged in targeted outreach campaigns to applied-but-not-enrolled and fall-enrolled-but-not-registered-for-spring students.  Outreach, Admissions, and special programs contacted over 2500 students to drive enrollment for Spring 2024 in addition to regularly scheduled outreach and enrollment activities. 

The College received two significant grants that will be deployed through Student Services, including:

• CCCCO, $1,5 million (Native American Student Support and Success Program)
• CCCCO, $1.5+million (supports dual enrollment, outreach, recruitment & retention of justice-involved youth)

Goal 6: Communication & Relationship Building

1. Communicate regularly with Student Services Division colleagues to foster community, recognize achievement, co-create a culture of belonging, and to enhance student success. 
2. Prioritize ongoing practice and development of effective communication skills for student services professionals that focus on empathy, understanding, continuous feedback, and healthy boundaries.
3. Develop a succession plan for leadership of the division. 

The VPSS began disseminating a weekly division update email to all student services division colleagues in Fall 2023. 

The VPSS continues to hold two division meetings per term, as well as student services mini-retreats and a summer summit.

In alignment with the President’s recently implemented Interim Administrative Procedure that establishes a succession planning process designed to identify and prepare candidates for high-level management positions, the VPSS is preparing to:

a.   Present to the committee a review of the Student Services division’s succession plan.

b.   Identify key positions and incumbents targeted for succession planning.

c.   Identify individuals who show the potential needed for progression into the targeted positions and leadership within the College.

d.   Outline the actions to be taken to prepare identified individuals to assume a greater role of responsibility in the future.

Goal 7:  Diversity, Equity, Inclusion & Accessibility

1. Develop, enhance, and encourage active student and staff participation toward an inclusive and interconnected campus community.
2. Continue to implement restorative practices to promote healthy dialogue and effectively resolve interpersonal conflict.
3. Continue to review existing programs and policies to enhance and advance inclusion for students identifying as LGBTQ+, marginalized student populations, students with disabilities, and students seeking educational accessibility support.

Fall 2023, the Pride & Dreamer Center opened as an adjacent program to the Multi-Cultural and Equity Center.  This center provides a safe and inclusive community space for students identifying as LGBTQ+.

Disability Support Program and Services (DSPS) will be undergoing a name change in Spring 2024. This program will become the Student Accessibility and Support Services program to emphasize accessibility.

Goal 8: Partnership & Community

1. Continue collaboration with Cal Poly Humboldt.
2. Continue collaboration with K-12 educational partners, local businesses, industries, government agencies, non-profit and community-based organizations, and tribal partners to support students and community.
3. Promote regional and economic workforce development through informed and skilled Career Counseling/Advising, Career Center resources, Career Fairs, cooperative work experience and other service/project/internship-based learning opportunities.

Student Services continues to collaborate and collaborate with Cal Poly Humboldt.  Examples of collaboration include a CR/Cal Poly Humboldt transfer center on the Eureka campus, joint MOU with UC Davis School of Medicine, MEC, Library, and special programs combined events, and recurring biweekly collaboration sessions with VPSS (CR) and VPSS (Cal Poly). 

Student Services hired a Career Advisor for the Career Center in Fall 2023 to provide career-specific advising support, job search and preparation support, and career services outreach support. 

Goal 1: Support Accreditation Efforts

1. Work with the Accreditation Oversight Committee to engage in robust self-evaluation and to accurately document the District’s progress in meeting all ACCJC accreditation standards and eligibility requirements in the Institutional Self-Evaluation Report.
2. Support District efforts to prepare for the ACCJC visit scheduled for Fall 2024.

The Sr. VP served as one of three tri-chairs of the Accreditation Oversight Committee to help guide completion of the Institutional Self-Evaluation Report (ISER). After a robust, inclusive, and thorough self-evaluation and constituent review, the College’s ISER was submitted to the ACCJC by the deadline. 

Goal 2: Represent the College’s Strategic Interests with Business, Industry, Tribal, Educational and Governmental Partners

1. Engage with regional planning efforts related to offshore wind and other emerging “blue economy” opportunities.
2. Collaborate with tribal partners to support program development that benefits tribal communities.
3. Support CR collaborations with Cal Poly Humboldt, Humboldt County Office of Education, and Del Norte County Office of Education that benefit the College and our students.

Attended American Clean Power Offshore WindPower Conference in September 2023 in support of Career Education program development related to offshore wind and allied industries; met with industry and educational partners related to workforce development.

The Sr. VP regularly engages with community leaders in conversations about offshore wind (which include foci on community benefits agreements and workforce development initiatives) through the Redwood Region R.I.S.E. (Resilient Inclusive Sustainable Economy) and the COREHub (Redwood Region Climate & Community Resilience Hub) groups.

The Sr. VP supports the work of the President’s Advisory Council, including facilitating the development of their mission statement/strategic plan.

Engaged in regular meetings with community leaders to collaborate with regional businesses, educational partners, and Tribal leadership to support workforce development opportunities. Current projects include: Offshore Wind, Healthcare Education Hub (partnership with Cal Poly Humboldt), Regional Healthcare Training Center Del Norte, and the Outdoor Campus Collaborative.

Represents the College on the following: Humboldt Workforce Coalition; Humboldt Bay Trail Advisory Committee; Workforce Development Board; Redwood Region R.I.S.E.; and COREHub.

Goal 3: Engage in New Program Development to meet Workforce Needs

1. Research and develop new certificate and degree programs to support Education Master Plan initiatives relative to meeting local workforce needs.
2. Represent College of the Redwoods as the voting member of the North Far North
3. Regional Consortium and to shepherd new Career and Technical Education program proposals through the regional approval processes.

Secured regional approval through the North Far North Regional Consortium for new programs in: Healthcare Navigation/Patient Care Coordination; Personal Training; Psychiatric Technician; Respiratory Therapy; and Surgical Technology. Forwarded these program approvals on to the Program Viability Committee for consideration/action.

Represented CR as a voting member of the North Far North Regional Consortium at regional program recommendation meetings and at regional planning meetings.

Goal 4:  Support Fiscal Stability of the District

1. Pursue external funding to support initiatives that benefit students and to support Education Master Plan and Facilities Master Plan initiatives.
2. Provide oversight and monitoring of grant, categorical, and partnership funds to ensure continued funding and to increase potential new partnerships.

$4.9 Million in Grants Secured From 2/23 to Present, including:

• Vesper Society, $75,000 (supports clinical placement of SWHS students in Native-serving agencies)
• National Science Foundation, $99,578 (supports research collaborations with CSUs and UCs for CC faculty and students)
• CCCCO (Chancellor’s Office), $300,000 (culturally responsive curriculum and pedagogical practices)
• CCCCO, $182,400 (supports expansion of RN/LVN cohorts in EKA and DN)
• CCCCO, $1,5 million (Native American Student Support and Success Program)
• Foundation for California Community Colleges, $936,000 (supports dual enrollment & transfer pathways in healthcare and education)
• CCCCO, $1.5+million (supports dual enrollment, outreach, recruitment & retention of justice-involved youth)
• CCCCO, $188,000 (supports dual enrollment, recruitment & retention in Aquaculture)
• US Dept. of Agriculture, $256,000 (supports Construction Technology Program in developing competencies in the use of hemp-based building materials)

Continued monitoring of grant, categorical, and partnership funds to ensure compliance with funding sources and to support new funding partnerships.

Goal 5: Communication and Relationship-Building

1.  Communicate regularly with college community to assess strategic needs, gather relevant information necessary to support strategic initiatives, and provide regular reports on grant and other relevant programming.
2. Connect college faculty and staff to community resources and/or partners to advance college goals and initiatives.

Provided formal report to Academic Senate regarding work of the Office of Strategic Initiatives in December 2023.

Engages regularly with appropriate faculty, staff, and administrators regarding grant opportunities; supports key personnel once grants are secured to ensure compliance with funding and reporting requirements.

Goal 1: Establish Foundation’s brand identity and relevancy in the community.

Sponsored Events

• Humboldt Math Festival
• Humboldt Walk to End Alzheimer’s
• Redwoods Coast Region Economic Development Summit
• Seven Gill Shark Review

Supported Events

• Various CR Art Gallery Functions
• ASCR Welcome Back Activities
• Grizzly Bowl
• Men’s Playoff Basketball Game

Hosted Events

• Scholarship receptions in Crescent City & Eureka
• CR Dinner & Auction

Upcoming Events

• Floyd Bettiga Art Gallery Dedication

• Grizzly Bowl Ring Ceremony

Promotion

Radio Advertising:  A yearlong radio advertising campaign for the Foundation on Eureka Broadcasting’s three stations.

Television:  The Executive Director appeared several times on “Redwood Newsmakers” broadcasted by Redwood News KIEM-TV.

Public Presentations:  The Executive Director made presentations to the Sunrise Rotary of Arcata, Arcata Noon Rotary Club, Old Town Eureka Rotary, Fortuna Rotary, and Southwest Eureka Rotary.

Website Redesign: A redesign of the CR Foundation’s website was competed with a change to how giving opportunities are presented and with a section presenting major projects of the Foundation.

New Board Members:  Four new board members joined the Foundation Board.

College of the Redwoods History/Alumni Project

Ten stories were completed as part of CR’s history/alumni story initiative.

• Floyd Bettiga  former CR Art Faculty, established CR’s Art Collection
• Ryan Farmer former CR student, two-time World Street Luge Champion
• Guy Fieri former CR student, famous Chef and TV personality
• Den Ouden former CR student, CEO of Humboldt Independent Practice Association (IPA)
• Jim McAuley former CR football coach and Athletic Director
• Dan Phillips former CR student, wrestling and football, former Chief Technology Officer at Hulu
• Mike Pigg former CR student, famous triathlete, and Iron Man Champion
• Michele Stephens former CR student, Assistant Director for the Humboldt County Department
  of Health & Human Services
• History of Community Stadium
• History of the Corsair Speed Car
• Tolowa History of Del Norte Campus

Goal 2: Promote funding of scholarships, internships, and special projects.

Campaigns

• Employee Giving
• Giving Tuesday          
• Holiday Giving           
• Redwoods Championship Club
• Redwoods Room & Board

Fundraising Events

• CR Dinner & Auction         $249,000

Major Gifts Received in 2023

• $125,000 Finish Line Grant for 2023-24, with $25,000 designated for CR’s first Emergency Aid Grant Program
• $100,000 Redwoods Championship Club gift from Dan Phillips
• $50,000 from Green Diamond partnering with Assistant Professor Valerie Elder
• $30,000 grant from Sustainable Futures Fund for Shively Farm
• $25,000 unrestricted grant from Sustainable Futures Fund for the CR Foundation
• $10,000 from Hiouchi Community Fellowship Church

New Scholarship Accounts

• Del Norte County Single Parent Vocational Nursing/EMT Scholarship Fund
• Second Chance Scholarship for CR Students from Del Norte County
• The Mark William Dusel Memorial Scholarship Fund for Welding
• Green Diamond Forestry & Trades Scholarship Fund
• The Fire Technology Scholarship Fund
• The Social Work Scholarship Fund partnering with Carolyn Perkins
• The Thomas McLaren Morrison Memorial Scholarship Fund to benefit CR students who are US veterans and facing mental health challenges.
• The Joseph and Myrtle Grundell Endowment to benefit Natural Resources Management programs and the Applied Technology programs.

Rebooted the Redwoods Room & Board Scholarship

The Redwoods Room and Board Scholarship Program continues to be refined through a partnership between the Foundation and Student Services.  Seven students received this support in 2023.

Fundraising Event Support

The Executive Director established a system where sports teams, ASCR clubs, and departments can utilize online event registration. This support has been provided to numerous sports camps, the Women in Welding event, and the ASI ARV Riders Course.

Database Build

The Executive Director updated alumni emails and reached out to 10,000 CR alumni.

Mark “Radar” Sigsworth Memorial Bench

A memorial bench was purchased in honor of Mark "Radar" Sigsworth, a longtime employee of College of the Redwoods.

CR Emergency Aid Program

The Executive Director is collaborating with the Vice President of Student Services on the creation of an Emergency Aid Grant Program. The program would provide one-time emergency aid grants to students, for up to $500, to assist students in staying in school.

The Foundation awarded $290,000 of scholarships from our own funds and facilitated the awarding of $460,000 from outside foundations & agencies

Goal 3: Facilitate partnerships, programs, and initiatives that focus on student enrollment and success, workforce and economic development, community health, and equitable opportunity.

Humboldt COAD

The Executive Director worked with 1609 Law Firm on filing the necessary paperwork for the Humboldt COAD to become a 501(c)3. The COAD is now actively seeking new board members.

North Coast Grantmaking Partnership

The Executive Director sits on the North Coast Grant Making Partnership with First Five Humboldt, the Patricia D. and William B Smullin Foundation, the McLean Foundation, the Humboldt Area Foundation, the Vesper Society, the Humboldt Health Foundation, and the St. Joseph Health Foundation.

President’s Innovation Funds Committee

The Foundation’s Innovation Grants Committee reviewed 28 applications for grants in 2023, and awarded seven grants to faculty, staff, and community organizations.

Funding for Bus Passes

The Foundation purchased $5,000 of bus pass cards to support discounted bus passes for students.