2014-2018 STRATEGIC PLANReaching New Heights

Feedback from 2017 Fall Employee Town HallsFive overarching categories discussed:• Student Success• Teaching & Learning• Access• Community & Economic Development• Organizational Effectiveness

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STUDENT SUCCESS

• Promote student success with relevant support services• Strategic directions, 2014-2018:

– Serve the needs of our diverse student populations now and in the future

– Ensure student support services are adequate across CMC, including Student Life

– Create student-friendly, seamless systems

• Fall 2017 Town Hall input (top recommendations from each location):

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STUDENT SUCCESS

Fall 2017 Town Hall input (continued):Spring Valley:• Mentoring from the first day – focus on the whole student. Intensive

individual advising.• Develop love of learning and critical thinking skills.Summit: • Streamlined customer relationship management systems for students from

HS grad to college grad. • One stop shop. Analogy of general MD practitioner referring to specialists.Leadville/Chaffee:• Improve student on-boarding and 1st yr. experience/build sense of

community/belonging. Connect classes to community and vice versa.• CEPA – train students to advocate for themselves.

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STUDENT SUCCESSFall 2017 Town Hall input (continued):Aspen/Carbondale: • Develop specific measurable outcomes.• Look at student success more broadly, define for different student groups. • Focus on students’ completion (example given that CMC students must

complete AA before taking BA classes). Remedy this.• Increase CEPA, change landscape of Dev Ed to open access. Pairing classes

with tutoring, create a lab to send all students.Rifle:• Focus on distance learning/alternative mediums.• Student life programming for all campuses (res and non-res).• Student-friendly systems. (ex: can only apply to one CMC campus)• Easy registration for non-credit classes.• GED/ESL – connect with the rest of the college (disconnected now).• Spanish language resources (many more needed).• Improve CTE “image” relative to degree programs.

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STUDENT SUCCESSFall 2017 Town Hall input (continued):Vail Valley:• Sequencing coursework/guided pathways, esp those that are connected to the

community/local economy.• Develop student services that are fluid and can change/changing population.• Make sure on-line and hybrid courses = quality of in person classes.Central Services: • Define student success – tie to employment opps/jobs.• Streamline student success/systems, better/clearer pathways.• Replicate successes at sites college-wide.• Conduct needs assessment re: student support services needed.Steamboat Springs:• Focus on retention, completion, and job placement in field.• Guided pathways, streamline offerings and advertisement of these services.

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TEACHING & LEARNING

• Provide excellent learning opportunities for all CMC students

• Strategic directions, 2014-2018:– Improve the quality of existing educational offerings– Develop a clear plan for Continuing Education, including resource

allocation

• Fall 2017 Town Hall input (top recommendations from each location):

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TEACHING & LEARNING

Fall 2017 Town Hall input (continued):Spring Valley:• Better use of technology tools, hybrid, technologySummit: • Create a canvas commons, share ideas among faculty re: course design, etc.• Improve skills to teach in other modalities (on-line, hybrid, etc.)Leadville/Chaffee:• Students are arriving not ready academically and socially. Bring students up.

Focus on smaller # of things and do them well.• AA redesign, make sure instructors are following state competencies• Focus on a few things vs. too many• Make sure faculty match/teach their area of expertise• Define continuing education• Bring students up to college-level (social norms, professional norms)

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TEACHING & LEARNINGFall 2017 Town Hall input (continued):Aspen/Carbondale: • Shift focus from what faculty wants to teach to what students need to learn.• Communication and consistency among faculty teaching the same course. Who

is teaching what and when and why…to create better flow.• Guarantee classes will run for students who need and count on the class and

change their work schedule to take the class. • Quality, face to face, hybrid model• IB and GT courses, getting the word out about GT courses Rifle:• Support student preparedness• Look at entry testing and make sure students are ready• Balance organizational goals while maintaining academic standards• Develop clear plan for continuing education• Empower instructors to help students more effectively• Assess student performance more accurately; mitigate faculty dilution

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TEACHING & LEARNINGFall 2017 Town Hall input (continued):Vail Valley:• Use of technology, balance face-to-face and technology, fresh/relevant content• Bring student services to the classroom – other ways to engage commuters• Faculty who “want to do their own thing” may not be aligned with needsCentral Services: • Narrow focus on electives and general education• Block segments w/specific courses• Use career data to define alternative credentials• Focus more on retention (consistent focus across the college)Steamboat Springs:• Eliminate required CIS course; outdated• Predict business needs; coordination with industry• Path to completion, faster, remove obstacles, adequate student preparation,

course scheduling college-wide, more work-study and internships• Deans in position for more uniformity across campuses

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ACCESS• Improve our infrastructure and operations through ongoing

assessments and capital investments• Strategic directions, 2014-2018:

– Optimize enrollment– Determine which programs and courses to offer as local campus

specializations vs. the entire district– Ensure IT infrastructure meets the current and projected CMC

needs

• Fall 2017 Town Hall input (top recommendations from each location):

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ACCESSFall 2017 Town Hall input (continued):Spring Valley:• Consistency and standardization of common programs across the college• Anchor and flagship programs at specific campuses• Put CMC in the middle of HSs, base where kids areSummit: • Reach out to other institutions and improve offerings of on-line classes/full

degree programs, course design, block programs, modalities, focus what programs at what locations.

• Flexible housing arrangements for studentsLeadville/Chaffee:• Increase out-of-state students (marketing, advertising)• Provide credit for prior learning, military, etc. • Greater on-line presence

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ACCESSFall 2017 Town Hall input (continued):Aspen/Carbondale: • 9 clicks to get to non-credit registration. Improve to 2 clicks to optimize

system; also need smartphone access/meet students where they are• Orientation on Canvas for all students• Unique programs at each Campus, fine tune at each CampusRifle:• Determine which class offerings are campus-specific vs. college-wide• Costs/financing (housing, food)• Shorter programs/finish quicker• Internship/industry opportunities • Year-round options/get through programs quicker; stackable credentials• Project-based scheduling

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ACCESSFall 2017 Town Hall input (continued):Vail Valley:• Better library access for commuter site students, staffing• Pathways to completion for students in specific programs, esp. CTE• Explore apprentice models/CareerWise• Increase out-of-state and international students• Extend timeframes on presidential scholars (what if not right at HS graduation?)• Don’t forget non-credit/community side, how measure/successCentral Services: • Non-traditional students, expand outreach• Focus on CEPA/Link to CTE• Change rule of 8 to rule of 12, or whatever it needs to be for financial modelSteamboat Springs:• Student access-systems/reg, physical, financial, cultural, schedules, modalities • Access to our unique outdoor communities• Open pathways to degrees, block plans, shorter sequences• Financial access is the greatest hurdle/define this.

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COMMUNITY & ECONOMIC DEVELOPMENT

• Support the economic vitality and quality of our communities and region

• Strategic directions, 2014-2018:– Serve the local economy, grow local business

• Fall 2017 Town Hall input (top recommendations from each location):

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COMMUNITY & ECONOMIC DEVELOPMENT

Fall 2017 Town Hall input (continued):Spring Valley:• Outreach to community• Connect to events, apprenticeships Summit: • Serve local economy/businesses. Programs representative of

community membership/composition.Leadville/Chaffee:• Strong partnerships with local businesses so that experiences are real,

relevant, and grow local economy.

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COMMUNITY & ECONOMIC DEVELOPMENTFall 2017 Town Hall input (continued):Aspen/Carbondale: • CMC should be represented on key local consortiums (DEVO) • Need strong Internships/ Internship model• Collaborate with local organizations to strengthen community and serve

as bridge. Increase awareness about CMCRifle:• Determine future/focus of DRAC• Connect with local industry/business needs (many students must

commute to SV or GWC for local/Rifle needs)• Explore agriculture classes• CEPA lack of clarity in communities/local HSs• Continuing education – connect with community interests

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COMMUNITY & ECONOMIC DEVELOPMENTFall 2017 Town Hall input (continued):Vail Valley:• Focus internship coordination, connection to jobs; stay in lane• Career-wise/apprenticeships – create networks formal and informal• Match job prospects/needs with programsCentral Services: • Closer ties to business• Predict business needs, increase industry support• Smaller certificates/laser focusSteamboat Springs:• Survey businesses to determine their needs met (apprenticeships to jobs)• Make CMC programs cost-effective• Blend construction management, Sustainability, tiny homes (housing)• Do not close housing on breaks; students work/part of the community

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ORGANIZATIONAL EFFECTIVENESS• Ensure that CMC has the internal systems, organization

governance structure, and the human and financial resources necessary to achieve its long-term vision

• Strategic directions, 2014-2018:– Ensure consistency in procedures and systems across CMC units– Enhance internal and external CMC communications– Organize the college as a whole to support student services– Support CMC faculty and staff development– Develop a strategy to be economically self-sustaining– Embed and model sustainability across all functions and campuses

• Fall 2017 Town Hall input (top recommendations from each location):

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ORGANIZATIONAL EFFECTIVENESS

Fall 2017 Town Hall input (continued):Spring Valley:• Operationalize processes and communications; if new processes, need

training to go with it (change fatigue); clearer delineation of roles/who is decision-making.

• Cultivate human capital• Teaching & Learning part of every decision, efficiency vs. effectiveness

(hiring/HR devp.)Summit: • Technology/streamlined systems; maximize regional resources Leadville/Chaffee:• Faculty/staff support, prepare staff for future positions.• Prof Devp is expected vs. optional for all

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ORGANIZATIONAL EFFECTIVENESSFall 2017 Town Hall input (continued):Aspen/Carbondale: • Financial aid; position at each campus needs to be staffed• Training for adjuncts mandatory and nonpaid voluntary• Teach retirees a news job skill Rifle:• Consistency of registration processes/procedures• Technical resources to help on-board new employees• Transparency/marketing for new and PT employees• Banner seminar for new employees• Cross-training (systems)/departments

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ORGANIZATIONAL EFFECTIVENESSFall 2017 Town Hall input (continued):Vail Valley:• Support faculty/staff development• Organize college as a whole around student success; update student handbook• Bring back/share info from professional conferences• Consistency in procedures/processes across the college (policy committee?)Central Services: • Utilize our community space better (with community)• HS/College exposure days• Org structure - as people leave make adjustments• Program reviews critical to stop doing everything (streamline review process)• Technology enhancements (reduce travel costs, WebEx 2.0)Steamboat Springs:• HR on-boarding, add human voice• Enhance communications. BC is great,but self-motivating (people miss info)• Even distribution of faculty

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Town hall Feedback Summary

Commonalities in feedback across all town halls

• Continue to o Have a student-centered philosophy o Provide great quality education o Strengthen connections with local communities including developing/offering programs

that meet local industry needs o Grow as one college o Grow CEPA landscape o Move forward with technology

• Stop o Trying to be everything to everyone o Offering irrelevant programs/courses o Competing with each other for students and programs

• Begin o Leading/innovating in curriculum & instruction and the programs we offer o Redefining higher education o Aligning programs with local (and future) industry needs

• CMC Day o Future thinking o Fun activities/team-building o Conference style format

Themes at each campus

• Aspen/Carbondale o Teaching and Learning, Access

Continue to grow CEPA landscape, grow as one college, more efficiency efforts to centralize or make accessible for all campuses, provide great quality education

Stop canceling classes, competing with each other for students and programs, trying to be everything to everyone

Begin working with specific campus community to develop classes/programs needed for the jobs, develop more stackable degrees

CMC Day bring in experts in academic affairs redesign, do a teaching hybrid workshop, seminar/conference style format

• Breckenridge/Dillon o Community and Economic Development, Access

Continue to strengthen connections with communities such as visibly participating in local economic development efforts, serve mountain communities specifically, keep programs that offer students employable skills and community benefit, grow online learning options including BSBA degree, campaign/promote/educate on Gallagher and building relationships with businesses and community sponsors

Stop being things to all people, having just a lone sustainability degree (combine with tech degree or business degree so CO can lead with sustainable industry or energy), making college-wide technological changes like IVS/WebEx without plans for how scheduling changes and training for faculty/staff

Begin a robust, comprehensive first year program as a non-credit class, with dedicated mentors for small groups of students, student housing, creative scheduling embedding experiential elements into every course – one system that shares data, “CMC Corps”- traveling teachers who run seminar-like classes on each campus, add coaching element to all campuses, apprenticeship/internship learning

CMC Day demonstrate power and possibility of hybrid courses and accessibility – hands-on accessibility experiences, longer more in-depth break-out sessions, treat it like a conference, loved staying in Glenwood dorm/adventure park

• Central Services o Community and Economic Development, Teaching and Learning

Continue to work with local industries on specific skills/certificates for the future and employable skills, continuing education development, automate processes, innovate course delivery to reach more diverse students, focus on programs that do well and serve the needs of our employers, affordable career-driven degrees

Stop offering a large number of courses/electives that create too many choices for students (delays completion), trying to be everything to everyone, barely running minimally enrolled classes and supporting non-educational community efforts

Begin becoming a pioneer in podcasting, flipped classrooms and other innovations that complement our district’s challenges- look at changing demongraphics (how do we train seniors for PT jobs in our communities?), review going more digital and regional/statewide academic certifications to save costs, evaluate the effectiveness of satellite locations, enhance partnerships by identifying and helping promote smaller educational institutes – public libraries, historical societies, arts (don’t duplicate efforts)

CMC Day listening and confrontation classes – Our Community Listens is awesome, flip the classroom and offer intro to OCL communication training, teaching into the future – highlight innovative course delivery/design and bring in an expert faculty member, look at higher education industry in general

• Leadville o Access, Student Success

Continue our mission of CMC as was expressed 50 years ago-“serve underserved mountain communities”, provide real world experiences for students integrated with course offerings, quality education at affordable price, increase mental health services (Foundation), grow CEPA opportunities, affordable tuition, supporting multi-cultural education

Stop relying on traditional educational models- upcoming workforce needs trained in trade skills, using antiquated systems/processes, being everything to

everyone, offering STEM classes that don’t transfer, why is applying and registering two separate processes? Stop requiring CIS-118 intro to PC apps

Begin refreshing what higher ed is and what we can do to remain on leading edge, address key issues in our communities- inequity, poverty, water shortage/climate change and impact on ski industry, move towards ‘on demand’ model for school like udemy.com, cohort majors, do something bold as an institution – join climate accord, career wise, make some noise to get more students, re-evaluate semester system- black classes, winter term during winter holiday,e tc

CMC Day student-run campus highlight sessions so campuses can meet students from other campuses, sustainable CMC Day- demos of renewable energy, green building, alternative community design, food security etc, have adventure/team-building activities to highlight mountain environment

• Rifle o Student Success, Organizational Effectiveness

Continue to develop/offer programs that meet local community needs, focus on retention, improve infrastructure at campuses and work on systems, increase CTE classes, grow CEPA, strive for consistency across district

Stop enrolling students for what they are not prepared for, offering programs that do not produce employable graduates, trying to be all things to all people, running residential and commuter campuses the same way, silo-ing campuses, over-extending employees working way outside their job description because there’s nobody else to do it

Begin extending use of predictive analytics to include predicting retention as well as likelihood of enrollment, online/e-books, education for future jobs, increase options to help close the skills trade gaps in an effective timeframe for success, include agriculture/livestock management, airport mechanics, improve quality of existing programs

CMC Day future thinking guest speakers, continued college-wide focus, better staff breakout sessions such as one for admin techs, have faculty teach mini-sessions for program promo and best practices, be more inclusive of student affairs team

• Spring Valley o Student Success, Sustainability

Continue to grow CEPA and partnerships with district K-12 offerings, develop early college and apprenticeship model with high schools, more mental health counselors on site, look at ways to make business processes more efficient, putting students first by making connections and providing more resources

Stop offering classes where there is no demand for/minimally enrolled classes, and rule of 8 should apply to continuing ed classes too, trying to be everything to everyone, teaching in tiny classes (should be rule of 10-15 minimum), ween ourselves off of oil and gas and other ecologically unsustainable, philanthropic dollars

Begin becoming a regional leader in green economy, amplifying strength in sustainability, increase financial transparency with public, explicitly plan for climate change, invite diversity of opinion in leadership groups/decision-making, grow our medical program and need more classrooms in GWS (limits number of students), teach 5 days a week (don’t just offer classes when faculty want to teach), start a summer school program, offer programs no other college offers, reaffirm core ethical commitment to all people in our community.

CMC Day Our Community Listens in some capacity, Ken Salazar as our speaker on his multi-generation life history as it relates to DACA “The Wall”, zero waste, safety and security – drills, education, etc, highlight successes of CMC alumni- where are they now?

• Steamboat Springs o Organizational Effectiveness, Access

Continue to appreciate and support students and employees-make it the greatest job in the community, make local businesses and working class a priority, offering workforce readiness training and certificates, reduce number of programs and electives, keep standards high for hiring faculty and staff, keep offering employable courses, strengthening IT infrastructure

Stop requiring CIS-118, putting resources toward programs with diminishing FTE, supporting too many programs and courses, being everything to everyone

Begin expanding vision regarding what programs we offer and what economic industries are paying livable wages, best place to work initiatives, more collaboration between campuses to support programs and students- expand all campuses on blocks for resort management, strategic enrollment and planning, create a diversity, equity and inclusion center, better employee evaluations, critically evaluating academic programs

CMC Day Morgridge Commons Glenwood, collaborative work session on strategic plan implementation, team-building exercises, explore trade programs, Heather Hackman-speaker on diversity

• Vail-Eagle Valley o Teaching and Learning, Community and Economic Development

Continue to listen to students, involve students, survey students who have graduated, support staff development (LIFT, DU program etc), thoughtfulness about employees, interact with and meet the needs of our community, joining education to job certs, look at trades, be intentional about creating an environment that demands creativity, innovation and action, be sure to include non-credit classes as part of the effort to develop and support the community

Stop being everything to everyone, having students buy texbooks – use ecampus or open education resources, reducing academic standards especially for CEPA classes

Begin paying more attention to apprentice programs, internships/mentoring, housing in some form for students at Edwards campus, develop career/job center for students, internship coordinator

CMC Day student stories, focus on strategies for student support and success, professional development/educational session breakouts for faculty/staff (admin techs, front desk staff, science professors, advisors, marketing staff etc), have each campus do a small section on their campus highlights- video, skit, presentation, have mini-classes

Primary College Performance Indicators: Colorado Mountain College (2014-18)

Rationale: Measure a limited number of core college activities without “micromanaging”

Reliably measure primary college “outputs” without creating new data

Do not require uniform responses across campuses (campuses respond to own data, but learn from others)

Generally compare against “internal” baseline, not artificial external statistics

Are all responsive to college policies and behaviors (not indiscriminate or random)

**All measures will be presented by campus. The overall “college” goal should be the sum of the campuses’ internal goals.**

1. Enrollment:

Goal: Increase FTE Enrollment to Meet or Exceed Highest Level in the Previous Five Years

1.1 Measure: Incremental Annual FTE Growth to Meet or Exceed Highest FTE

2. Concurrent Enrollment:

Goal: Concurrent Enrollment Participation Should Meet or Exceed 25 Percent of All Students Enrolled Grades 11 & 12 in Service Area

2.1 Measure: Annual Incremental Growth to Meet or Exceed 25 Percent of 11 & 12 Grade Students in Campus Service Area

3. Completion:

Goal: Annually Improve Productivity (Degrees & Cert/FTE)

3.1 Measure: Meet or Exceed Productivity (Degrees & Cert/FTE) of Previous Year by Campus

4. Diversity:

Goal: Increase Enrollment of Hispanic/Latino Students to Reflect Population in Service Area

4.1 Measure: Annually Increase Proportion of Hispanic/Latino Students Enrolled, by Campus

Goal: Increase Diversity of CMC Workforce to Reflect Population in State

4.2 Measure: Proportion of New Hires From Diverse Populations Exceeds Overall Diversity in the Existing College’s Workforce

4.3-4.7 Improve diverse students’ performance on measures 5.2, 5.3, 5.4, & 5.5 compared to all students.

5. Institutional Effectiveness

Goal: Annually Increase the Number of Completers per $1,000 in Expenditures

5.1 Measure: Annually Increase the Number of Completers per $1,000 in Expenditures

Goal: Increase the Number of Students Enrolling in and Passing Credit-bearing Courses in English and Math.

5.2 Measure: Increase the Number of Students Enrolling in Credit-bearing Courses in English and Math (focus: acceleration through remediation).

5.3 Measure: Increase the Proportion of Students Passing Credit-Bearing Courses in English and Math (# completing/# attempting)

Goal: Increase the Number of Credit Hours Earned per Student (HC)

5.4 Measure: Annual Increase in the Number of Credit Hours Earned per Student (HC)

Goal: Improve the Effectiveness of Institutional Financial Aid

5.5 Measure: Annually Increase the Academic Productivity (Aid Completers or Retained/Aid Recipients) of Aid Recipients