2013-14

2014-15

2015-16

2016-17

2017-18

Engage, Develop, Operationalize

∙Old Mission

∙No CTs

∙Mission Forums & workgroup for new mission

∙Current Mission adopted by BOE

∙Discussions re

Functional or Holistic CT; Measurement considered

∙Four CT established

∙V1 objectives

∙Discussions: Council of Curriculum & Instruction (CCI), Executive Team (ET), BOE

∙Four CT

Review by new College Council (CoCo), ET, BOE

∙Refinement of measurement options

∙Refine 2 CT with CT Planning Teams

-1) Student Success-Accreditation Steering Committee

-2) Educational Pathways-Instructional Leadership Team (ILT)

∙Draft Sub-Objectives, Review with

CoCo, ILT, Equity and Inclusion (E&I)

∙ “Branch Campus” Clatsop

∙Report within Clatsop SERs

∙New agreement PCC

∙OCCC “Branch Campus of PCC.”

∙OCCC files first direct NWCCU report, 24 ER Summary

∙ Branch Campus PCC

∙Report in Yr. 7 w/PCC SER (stand- alone addendum)

∙Submission Applicant Status, Granted

∙Branch Campus PCC

∙Submit SER for Candidacy;

∙Peer Evaluation Visit

∙Candidacy Granted (06/29/2018) with Five Recommendations

∙Contract with PCC: adopt PCC curriculum, policies and procedures per agreement.

∙Approve OCCC Curriculum per PCC structures

∙Enrollment Services Manager structure, containing Student Records and Fin Aid

∙Refined/reduced contract with PCC executed.

∙Library ends all dependencies on PCC

∙Faculty led structures for Faculty academic responsibilities solidify (primarily via ILT)

∙Parallel Curriculum approval processes in place

∙ “Decoupling” planning with PCC initiates.

∙PCC Administers

∙OCCC adopts PCC Fin Aid Policies & Procedures

∙Staff Trained on Fin Aid

∙PCC Administers

∙ESM staffing model provides local fin aid oversight

∙PCC Administers

∙Expand Financial Aid supports

∙PCC Administers

∙Expand Financial Aid supports

∙Train FA staff

∙Initiate planning for decoupling

∙SharkNet

∙RFP for New ERP

∙Administration

∙Council Curriculum and Instruction (CCI)

• Board Policy Review / Self-Evaluation: GISS

∙Administration/Exec Team Structure

∙CCI discusses efficacy and focus,
develops College Council (CoCo) model

∙Student and Staff Forums

• Gap Analysis

• Board Policy Review

∙Administration/Exec Team/JETs

∙CoCo replaces CCI

∙Accreditation Steering Committee formed

∙Instructional Leadership Team formed.

∙Academics Support Knot formed

∙Student and Staff Forums

• Board Policy Review / Self-Evaluation: GISS

∙Administration/Exec Team/JETs

Cross-functional work groups

∙CoCo as main forum for participatory governance discussions

∙ILT continues

∙Equity and Inclusion (E&I) committee formed

• Board Policy Review

∙College Council

∙Institutional capacity assessment.

∙Sharing Your Views Survey

∙ILT Evolves to be faculty led

∙ASC and ILT assume CT Planning Role

∙Other structures continue

ATD Cohort Data

CCSSE

IPEDS

ENROLL

COMPL

ATD Cohort Data

SENSE

IPEDS

ENROLL

∙ATD Cohort Data

∙IPEDS

∙ENROLL

∙COMPL

∙ATD Cohort Data

∙IPEDS

∙ENROLL

∙COMPL

∙Adopt VFA

∙ATD Cohort Data

∙ENROLL

∙COMPL

∙Plans for LDC

∙Budget Cuts

∙Budgeting Practice of 15% GF Contingency Reserve

∙Budgeting Practice of 15% GF Contingency Reserve

∙Implement Budget Process

∙Budgeting Practice of 15% GF Contingency Reserve

∙Strategic Initiative Funding in FG

∙Implement Budget Process

∙Budgeting Practice of 15% GF Contingency Reserve

∙Strategic Initiative Funding in FG

∙Reserve Fund significantly increased

∙Pilot for 2018-19

∙Budgeting Practice of 15% GF Contingency Reserve

∙Strategic Initiative Funding in FG

∙Maintained Reserve Fund