• In response to the strategic plan and under the leadership of the executive vice president for Finance and Administrative Services, the College identified best practices and identified gaps between existing processes and preferred processes. Improvements to the budget process to better link it to planning efforts will continue to evolve.  
  • The College received a grant in 2015 from the Bill & Melinda Gates Foundation to implement an academic cost structure and performance management system (Activity-Based Costing system) to better understand the resources currently used around instruction and to build a model to share with other institutions. This work is ongoing.


  • In 2015, due to changing instructional methodologies, College leadership determined the time was right to engage in a comprehensive Facilities Master Plan. The process began in early 2016 with the discovery and space needs analysis. Idea generation and refinement continued through Spring 2016, with a final plan proposed to the Board of Trustees in October 2016. The College's Facilities Master Plan will continue to have a significant impact on facilities resource allocations and campus space utilization over a potential 10–15 year implementation period.
  • In Spring 2016, in connection with the facilities master planning process, the College formed an Academic Spaces Task Force of faculty and administrative staff members to review the College's existing classroom design. Given changing pedagogies, the task force was charged with determining how the College’s more than 250 classroom and laboratory spaces could be configured to meet future needs of students and faculty. Funding in the amount of $1 million for implementation of the task force’s initial recommendations was approved during the 2016–2017 budget development cycle to be used to provide for classroom improvements, specifically the development of active learning classroom/lab spaces.
  • An additional facility improvement to the campus debuted in September 2016 when The CoLab Collaboration Center opened in the Office and Classroom Building. This space was formerly occupied by the College's hospitality program, which moved to the new Hospitality and Culinary Academy building in 2014. The CoLab provides resources to help students, faculty, and community partners create collaborative, experiential learning opportunities. It is an active learning environment offering co-work spaces, advanced technology, technical support, research assistance, and event coordination—all focused on student success. 


  • In 2014, the Information Services branch engaged in a formal assessment conducted by a third-party CPA/Consulting firm. The assessment was completed in an effort to identify opportunities for improvement and provided recommendations in the following areas: IT Governance, IT Planning, Project Management and Intake, Communication Within Information Services, Cloud Strategy, Technology Training, Fit-Gap Analysis for Enterprise Systems, Academic Technology Support Model, Help Desk Efficacy, Computer Refresh, Employee Onboarding/Off Boarding, Business Intelligence Needs, and IT Staffing & Organization.
  • Specific investments and process changes prioritized as a result of the study include the hiring of a full-time IT Security Officer and the addition of an IT Security advisory group. Criteria for migrating systems to “the cloud” has been developed and incorporated into a Cloud Services Request process to guide decision-making in the context of business requirements, security needs, end-user expectations, cost-benefits, and support needs. Improved governance around technology project requests were developed, including a formal approval process for "planned" and "unplanned" projects. The College also implemented an Enterprise Data Warehouse focused on reporting needs for enrollment management data. 
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