Abstract:
In the fall of 2011, CBT consultants met with faculty groups and academic administrators over the
course of two visits, facilitating a workshop on planning for the college community and providing
the Vice Chancellor of Academic and Student Affairs with a report and recommendations. The
college worked to address the recommendations, and by the spring of 2012 a set of Strategic
Objectives was developed. Ed Buckley and Diane Troyer, the CBT team that returned for two visits in the fall of 2012, realized
that the Strategic Objectives to be addressed in the CAMP were generalized value statements rather
than strategic objectives based on evidence of need for change. The challenge now is to transform
these statements into meaningful objectives that can be prioritized, to support them with solid
evidence, and to provide them with clear action steps that lead to real changes that support student
learning and institutional effectiveness.
This report provides recommendations to address this challenge in two phases. In Phase One, the
college is asked to "test drive" a process in which the Academic Leadership Team joins
stakeholders to take a small number of Strategic Objectives and identify the critical issues, gather
relevant data and evidence, and create concrete action steps by which the Objectives can be met.
This may well require rewriting the Objectives while honoring the apparent intent of the originals.
In Phase Two, building on their experience in Phase One, the work group is asked to create a
permanent advisory group; gather evidence and develop action steps for the remaining Strategic
Objectives; align the CAMP with other college plans and resource allocation processes; create a
communication strategy to promote college-wide engagement; and provide training to key leaders
and stakeholders.
