The Clark Journal

Vol. 1, No. 1 Nov. 2005

Contents The Clark Journal Invites You
Welcome
Page 1 to Step Inside Its Pages
Collaboration & Cooperation
Pages 2-3
The Chinese philosopher Confucius said, “A journey of a thousand miles
On the Path from “Good to Great” begins with a single step.” Meriwether Lewis and William Clark traveled
Pages 4-5 3,700 miles on their exploration of the Northwest, and still it was a series
Building the Future of Clark College of single steps.
Pages 6-7
The Clark Journal is the next step in campus communications at Clark
Opening Doors to Education College.
Pages 8-9

Smooth Sailing for Students The results of a campus-wide survey last spring indicated your desire for
Pages 10-11 more substantive information about the College’s programs and goals as
well as the presentation of that news in a lively and concise manner. The
Innovation Is Key Clark Journal was created to do just that.
Pages 12-13

Benchmarking Excellence Its name reflects the same spirit of exploration, development and commu-
Pages 14-16 nication that characterized the writings and drawings of William Clark in
his renowned journals. We congratulate Carl Flipper, Director of Auxiliary
Learning-Centered Leadership Services, for his own historical explorations into the Lewis and Clark
Pages 17-18
Expedition that inspired the name for this document. As you can see, our
masthead celebrates our proud past and our vibrant future.

Editorial Staff The Clark Journal complements our other new addition, Clark 24/7. Through
both documents, we celebrate the accomplishments, programs, people and
Editor: Barbara Kerr events that make the Clark College campus a dynamic focus of our region.
Reporters: Debra Meadow &
RandaLyn Novick
Graphic Design: Linda Bowman
Photography: Ian Beckett

Collaboration and Competition:
Aligning Clark College with Exciting Regional Changes

T he dual goals of competition and
collaborative decision-making
set the tone for the 2005-2006 aca-
community. Lower Columbia
College and City University are both
expanding their services in the
Dr. Branch said that Barbara Kerr,
Executive Director of
Communications, emphasizes the
demic year during Clark College region. importance, in marketing, of the
President Dr. R. Wayne Branch's phrase "Differentiate or die." "I
keynote address at the 2005 Fall "There is nothing wrong with being would also add 'innovate' to that
Leadership Conference. in partnership with those you are in phrase," he said.
Approximately 400 faculty and staff competition with. We must be ready
attended the school year kick-off. for Clark College to be a students' Faculty and staff play a leadership
first choice," said Dr. Branch Clark's role in the education of those who
Collaboration with community new co-admission partnerships with come through the College's doors,
groups means "We must bring our Marylhurst and Portland State whether these doors are actual or
perspective to the table," said Dr. Universities complement the virtual. "Our aspiration is to be a
Branch. Decisions vital part of the lives of
about the relocation of those who have yet to
human services support see what a great role
systems close to cam- Clark College can have
pus, as well as the very in their lives. To do so
identity of Vancouver will require us to differ-
and Southwest entiate ourselves from
Washington, are all fod- our competition," said
der for a collaborative Dr. Branch. He added
decision-making that the College must be
process in which Clark ready to provide inno-
College moves "from a vative programs and
reactive stance to a delivery systems on the
proactive posture," in cutting edge of commu-
order to serve both stu- nity needs.
dents and the communi-
ty. For example, in 2002 the
Washington Legislature
Dr. Branch noted that providing College's longtime partnership with requested the formation of a Health
service to students and business WSU Vancouver by providing addi- Care Personnel Shortage Task Force
partners in Southwest Washington tional pathways to education for stu- to address the scarcity of health care
will require a more focused atten- dents in the region. professionals in the state. The Board
tion. "Students and the community of Trustees responded by making
will have more choices and there is "Differentiate or Die" support to the health care industry a
no reason to expect that these choic- strategic priority. Thus, the College
es will not increase," said Dr. Branch. Dr. Branch noted that the exponen- "will provide a single point of focus
Washington State University tial growth in our community and for health care organizations and
Vancouver will admit freshmen the availability of information means human service providers to access
beginning in 2006. The Skills Center, that "The world will make decisions associate degrees, certificate curricu-
formerly serving the K-12 popula- for those who are unable or unwill- la and customized learning experi-
tion, will now serve adults. Portland ing to decide for themselves." He ences critical to the skilled workforce
Community College is marketing said, "The landscape and fabric of needed in these fields," said Dr.
workforce development programs to our campus depends upon the deci- Branch.
the Southwest Washington business sions we make this year."

The Clark Journal 2

Miles Jackson, professor of Psychology and
AHE president, and Communication
Studies professor Roxane Sutherland focus
on Dr. R. Wayne Branch's keynote address
at the 2005 Fall Leadership Conference.

Diversity and Quality Must Coexist

Dr. Branch noted that the College must continue to develop a climate that "fosters the free exchange of concepts,
thoughts and positions with mutual respect, dignity and accepted rules of discourse." In service of this goal, this quar-
ter he will reconvene the Committee on Diversity and Equity to establish clear goals for addressing attitudes and val-
ues that nurture a diverse campus community and allay concerns that emphasis on diversity of faculty and staff might
diminish quality.

Data-Driven Decision-Making

The enormous task of positioning the College's data sets and feedback mechanisms to reflect the commitment to stu-
dent success will entail years of work, said Dr. Branch. "But in this Information Age, the messages, the direction, and
the indicators of our own effectiveness that allow us to innovate and differentiate must be data-driven. Our credibility
will depend upon how successful we are at framing both our role in the development of this region and our messages
to those who do not know how Clark College can further their goals."

Dr. Branch concluded his remarks by referring once again to the changing nature of information systems. "Our service
district is changing rapidly and the Information Age has brought the global community to our door," he said. "We will
not stand still. We will assert our need to not only be at the decision-making table but to also, when appropriate, lead
the discussion."

November 2005 3

On the Path from “Good to Great”

F aculty and students understand
that the key to a great education
is asking important questions as well
A third challenge is staff and faculty
recruitment and retention. We need
to have the talent pool available to
A year ago I heard that the percent-
age of positions related to health
care in the state of Washington is
as seeking answers. That’s exactly provide the highest quality of serv- expected to grow from 14 to 17 per-
what Clark College is doing on its ice and instruction. cent in the next decade. That's a
path from “Good to huge growth in higher
Great” and that theme salary jobs. Beyond
was reflected in this health care, there are
interview with Clark a number of other
College President Dr. R. industries in the area
Wayne Branch. that need a skilled
labor force, and that is
What are the biggest an enormous opportu-
challenges facing nity for us. How do
Clark College in the we help these compa-
nies stay sharper as
2005-2006 academic
they grow and
year? become more diverse?

The first challenge is Another way Clark
reengineering our deci- College will have to
sion-making processes attune itself to com-
so they address the munity changes is by
mission imperatives getting out the message about our
and strategic priorities of the institu- How will Clark College modify
wonderful opportunities - from pre-
tion. We're asking the questions: Are its role in response to the ever- kindergarten to mature learning - to
the processes in place to support a changing Southwest people who don't know about us
learning-centered philosophy? More Washington community? and we must do that in an efficient
specifically, how much of the col- and cost-effective manner.
lege's budget actually goes toward Perhaps keeping up with the needs
learning? That means being data- of a drastically changing community How can we better get those
driven and creating a culture of evi- is the fourth challenge. For example, messages out?
dence. Again we ask: What do we in the area of health care, the
need to know? How often do we Columbia River Economic By putting more energy into technol-
collect data and what critical ques- Development Council reports that ogy, we have put strategies and
tions do those data sets answer? they have scores of requests for qual- structures in place to update our
ified employees from health care modes of communication - the
The second challenge is enrollment related businesses. Legacy Health Internet and website development,
development. We are building, ren- System in Salmon Creek, the for instance. We want our messages
ovating, and replacing more than Vancouver Clinic, and a number of to say that we are an energetic and
400,000 square feet of space at Clark other agencies are expanding to diverse institution. Whenever we
College over the next five years. We meet the growing need for health make those kinds of commitments, it
need to determine what that means care. Where will they get that makes communication challenging.
for access to education as we transi- skilled talent pool? This is a ques-
tion from a primarily single site to a tion that Clark College must be pre-
multiple site facility. pared to answer by assertively put-
ting strategies and programs in place
to meet those needs.

The Clark Journal 4

How are the community's needs What does enhancing "access to
being ascertained? education" mean to you?

We are developing a comprehensive Access is of critical importance. It is
strategy for data collection and a complicated topic, and, again, it
analysis, and we are considering comes back to diversity. Different
doing a district-wide community people want different things. Some
needs assessment. That's an area people want a process that holds
that we know needs to come togeth- their hand from the very beginning
er to allow us to look down the road of their enrollment all the way
Celebrating Success:
a bit further. through. Some just want you to 2004-2005
check on them every now and then. Clark College
What are your goals for devel- And some don't want you to check
Accomplishments
oping a more diverse college on them until they're walking across
community and what will that the stage. So, we are just beginning
to have a conversation about devel-
ideal look and feel like? • Received grants totaling
oping processes to attend to the
diversity of support system needs. over $600,000 from the
I'm not sure there is an ideal, or per-
state and support from
haps the ideal is not quantifiable, but
Perhaps a student comes from a fam- Legacy Health System
diversity, for me, is at the heart of
ily that has never been to college. and Southwest Washington
learning. Sometimes I think our
Perhaps they have a sense of not Medical Center to begin
society gets hung up on numbers
expecting to be successful. What do a medical radiography
when it's really about having a mul-
we do as an institution to give them program.
titude of perspectives that partici-
confidence and support their suc-
pate in a free exchange of ideas.
cess? • Maintained the integrity
That exchange is the epicenter where
learning occurs. of our commitment to
Technology has affected our lives culinary arts while
exponentially over the last 20 years increasing food service
We need to work on answering the
and can be a great aid and support options for students at
question: How does an institution of
to accessing education. It can also, multiple sites, using local
higher learning bring those multiple
according to Thomas Friedman, flat- vendors.
ideas into its culture, especially in
ten the world. Do we conceptualize
terms of increasing the diversity of
access as being local, regional or
our faculty? • Strengthened our
national? It's a pretty intense ques-
relationship with the
tion if you figure that a distance
Many people think diversity equals Clark College
learning course can be taken by a
color. That's only one aspect of it. Foundation, so that we
local soldier who just happens to be
There's age, the difference in per- will soon begin the
stationed in Afghanistan. Shouldn't
spectives across generational lines. College’s first capital
she or he be able to continue their
There's disability, understanding that campaign in over 10
education? And suppose they hap-
when people are physically disabled years
pen to be talking to a recent high
it perhaps influences their view of
school graduate from Afghanistan
the world. There are people who • Started/completed
and they want to study together and
have heritages from different parts renovation of AA5, Stout
take the same course at Clark
of the globe, regardless of their eth- Hall, Gaiser Hall and the
College?
nic group. When you add ethnicity Penguin Student Union
and gender to the mix, there are so (PSU) including the PSU’s
These are definitely intriguing possi-
many different perspectives. wireless capabilities.
bilities, and some challenging ways
of thinking about how we define
“community.”

November 2005 5

Building the Future of Clark College
One Square Foot at a Time
• The College has acquired
almost 10 acres of land about
10 miles east of the main
campus for the Clark Center
East, which is expected to house
some transfer and general
education classes, as well as
business and workforce training
classes.

• Spring 2006 will see the
completion of the replacement
for Stout Hall. The new
building will house 10
classrooms and 20 faculty
offices, as well as a student
lounge and limited food
service.

• By April 2006, the Clark College
or over 70 years, Clark College
F has been an educational leader
in Southwest Washington. Today, it
tasks involving hundreds of mil-
lions of dollars.
Foundation will purchase two
buildings in the triangle area
west of Fort Vancouver Way.
is also a corporate leader with $100 One of the biggest accomplishments Knight and his staff will oversee
million in current construction proj- of this school year will be the com- the renovation and remodeling
ects and approximately another pletion of the 60,000 square-foot of the 50,000 square feet of
$100 million in future ventures. Clark Center at Washington State space. The buildings will
That's the challenge - and opportu- University Vancouver, scheduled to temporarily house Workforce
nity - facing Bob Knight, Vice open in January 2006. It will house Development and
President of Administrative the nursing education program as Continuing Education and be a
Services, and his department. general education classes in English, home for a new Medical
math, science and more. The proj- Radiography program. The west
As Vice President of Administrative ect is ahead of schedule and under side of Fort Vancouver Way will
Services, Knight also supervises the budget. also see the addition of two new
team responsible for sustaining the
parking lots.
day-to-day operations of the college
Other projects in the works are:
campus. This includes budgeting, • The renovation of the Student
accounting, purchasing, construc- Affairs area of Gaiser Hall will
• Renovation of the north
tion, building maintenance, begin in summer 2006.
parking lot to allow smoother
grounds maintenance, security,
access and larger parking
information technology and auxil- • Within the next six months,
spaces was completed in time
iary services. His experience as an the O'Connell Sports Complex
for opening day of fall classes.
executive in large private compa- will add a women's locker room
"It has cut down on accidents
nies, as well as 21 years in the U.S. to comply with Title IX
and stress for students," said
Army, where he trained as a comp- regulations and an elevator to
Knight.
troller, have prepared him to suc- meet the Americans with
cessfully manage multiple complex Disabilities Act guidelines.

The Clark Journal 6

Left to right: Vice
President of
Administrative
Services, Robert
Knight, meets with
Dave Halme, retired
plant services
director, and Derral
Fleming, plant serv-
ices director, to plan
and budget for Celebrating Success:
upcoming facilities 2004-2005
projects.
Administrative Services
Accomplishments

Even with the completion of so many vital projects, Knight sees opportu-
nities for ongoing improvement. "We are trying to do a better job identi- • Completed the new
fying program needs ahead of time and building buildings based on those Penguin Student Union
needs," he said. "The success of all these projects," said Knight, "can be (PSU) area in April 2005,
attributed to the good people I have working with me who care about a partnership between
getting things done right and care about Clark College." students and the College.

• Approximately 34,000
square feet added to
Gaiser Hall and 18,000
square feet renovated.

• Completed Applied Arts
#5 building renovation in
December 2005 to
provide space for the
machining program, new
offices, and classrooms
for DVED, Reading, ESL,
English and math
courses.

• Added wireless Internet
service to the PSU and
Student Center, Library,
Anna Pechanec Hall and
the science complex.

• Increased access to
online student services
to seven days a week,
from 5 a.m. to midnight.

Left to right: ASCC Finance Director Benjamin Hayford and Vice President
of Administrative Services Bob Knight hold the annual Community Pride
Design Award for the design of the Penguin Student Union.

November 2005 7

Opening Doors to Education

S ince stepping into the role of
Acting Vice President of
Instruction, Dr. Sylvia Thornburg
spearheaded by Dr. Robin Terjeson,
Dean of Physical Science and
Mathematics. In addition to being
years of Clark classes and two
years of WSUV classes and receive
both an associate's degree and a
has been reviewing the goals of the key person coordinating the bachelor's degree. "The additional
Clark College in general and finishing touches on the building, classroom space at the Clark
instruction in particular. Her chief Dr. Terjeson is responsible for coor- Center is going to be a tremendous
priority in her new role is "in a sin- dinating details of moving the fac- help to us in serving more stu-
gle word, 'access'. Clark needs to ulty and staff of these programs dents," said Thornburg.
develop every opportunity to pro- over the holiday break.
vide access for students to further Partnerships with local business
their education at a variety of levels. According to Dr. Thornburg, the and industry are enhancing Clark's
Since Southwest Washington ranks building is equipped with special- leadership role in the community.
low in the state for available seats in ized labs and "smart classroom" For instance, contributions and
college and university classrooms, technology, such as interactive support from from Legacy Health
this must be the chief priority. white boards connected to a com- Systems and Southwest
We're already addressing this chal- puter and data projector. "The Washington Medical Center will
lenge in a number of ways," she nursing suite is going to provide help support a new Medical
said. incredibly realistic training for our Radiography program. "As we
nursing students. It truly looks look toward bringing other new
One of the most immediate is the like a real hospital, but it also has programs online, such as those in
Winter Quarter opening of the Clark highly sophisticated teaching tech- allied health, transportation and
Center on the Washington State nologies to be envied by any train- technology, we will continue to
University Vancouver campus. This ing facility," she said. explore partnership opportunities,"
65,000 square-foot facility will be she said. "Serving as many stu-
the new home of Clark's Nursing In addition, the Clark Center will dents as we reasonably can is par-
Program, along with the lower divi- provide enhanced access to stu- ticularly compelling since an edu-
sion portion of Bachelor's degrees in dents, including Running Start cated workforce in the region helps
biology, mechanical engineering and Students from the northern part of drive the economic engine of the
computer science. The logistics of Clark's service district, to our 2+2 area. Businesses are fully aware of
the building's occupancy are being program. Students can now this relationship and see partnering
progress seamlessly through two with Clark as a natural option."

The Clark Journal 8

Dr. Thornburg brings teaching experience at the university, community college and middle school levels to her
role at Clark College. "I'm convinced that the community college is by far the most responsive level, so I'm
eager to get things done," she said. Her five years as Dean of Social Sciences and Fine Arts at Clark have given
her an understanding of the demands on a Vice President. She credits "a tremendous number of talented and
energetic people around me who are wishing me well and offering their help. I intend to work as hard as I can
to meet their expectations."

Dr. Sylvia Thornburg confers with Clark College Foundation Director Lisa Gibert at
the 2005 Fall Leadership Conference.

2004-2005
Office of Instruction Accomplishments

• Increased capacity in the nursing program due to a high demand grant.

• Reorganized and established a new unit in Workforce Development.

• Reorganized Instruction and went from a four to a five unit structure.

• Established a Distance Learning Department.

November 2005 9

Smooth Sailing for Students Is the Goal for the
New Head of Student Affairs

D r. Rachel Ruiz has been on
the job as Vice President of
Student Affairs for less than two
Dr. Ruiz's second goal. Dr. Gennett
is a national expert in strategic plan-
ning and research with experience in
Development and Matriculation at
San Diego Mesa College. She has a
Ph.D. in Educational Administration
months, but she is already crystal the development of a comprehensive from the University of Texas at
clear about her mission and at student database and tracking system Austin and a master's in Public
Clark College. She and her staff that is client-focused. During the Administration from Harvard
are working toward "a system work session, the Clark College lead- University's J.F.K. School of
that is easy for students to navi- ership team developed recruitment Government. She is a graduate of
gate - a way to access student and enrollment plans aligned with Austin Community College.
services quickly and easily." measurable outcomes, as well as
Student services include recruit- methods of tracking data to asses "I'm very committed to getting to
ment, advising, registration, ori- those outcomes, according to Dr. know the faculty and staff on a per-
entation, financial aid, and other Ruiz. sonal level," said Dr. Ruiz. To build
support programs. those relationships and understand
A new Welcome Center in the the needs of her staff, she has circu-
Dr. Ruiz outlined three priorities, Student Union is due to open in fall lated a survey among the Student
which she calls "challenging 2006. Planning for the Center is third Affairs Leadership Team (SALT) to
opportunities," for her first year on the list of challenges for this year. elicit information on what is work-
on the job. Number one on the It will be an accessible location for ing and what needs improvement in
list is to determine how student students where they can have their all areas of Student Affairs.
services will be provided during questions answered on enrollment
the remodeling of Gaiser Hall, and advising processes, program "I feel like this position and this
scheduled to begin in summer services, financial aid, and more, in community is where I need to be,"
2006. During the transition, "We one centralized area. "We have iden- she said. "It is an excellent fit, with
want to ensure easy access and tified a place in the building and the a supportive, caring and welcoming
continuity of services," said Dr. process is in motion, but we need to staff. The Executive Cabinet is a
Ruiz. finalize the plans," said Dr. Ruiz. wonderful team to work with in tak-
ing Clark College to the next level.
A two-day work session with Dr. Before coming to Clark College, Dr. I'm glad to be a member of the
Nick Gennett aided in attaining Ruiz was Dean of Student team."

The Clark Journal 10

Dr. Rachel Ruiz, Vice President of Student Affairs, speaks with Alex Gordon, Latinos Club
President (left), and Justin Taylor, Office of Student Life (right), about their goals for the
new academic year.

2004-2005 Student Affairs Accomplishments

• Implemented the transition from ASSET to COMPASS as the primary means of english and math
placement testing.

• Redesigned New Student Orientation and Advising Sessions to include an online registration
option as part of the session.

• Completed Penguin Student Union, providing students with facilities in which to congregate and
room to enhance student programs and activities.

• Launched the "College is Possible" Program, a pre-college plan that connects Clark College
with K-12 students and community groups to create a vision of college in their future.

November 2005 11

Innovation Is Key to Workforce Development
and Continuing Education

C lark College’s Workforce
Development and
Continuing Education programs,
Dr. Pletcher's department also pro-
vides customized on-site training
and professional development for
Dr. Pletcher's background in
developing partnerships between
business and education is exten-
headed by Dr. Lisa Pletcher, offer local businesses. "We are in the sive. In 2003, she was awarded
more than just traditional degree process of building a corporate the National Star of Education
options. Opportunities for career relations team to conduct outreach for professional and technical
or personal enhancement are one to companies. We've been passive education. She actively works
way the College is expanding its in waiting for businesses to come with the Southwest Washington
services. to us," she said, "but now we will Workforce Development Council,
aggressively seek out new business the Columbia River Economic
"There is significant demand for partnerships and training opportu- Development Council, the
courses and programs that histori- nities." Currently the department Vancouver Chamber of
cally haven't been available here," employs one half-time corporate Commerce and numerous busi-
said Dr. Pletcher. For instance, relations manager to begin imple- nesses to be responsive to the
because of the growing housing menting the outreach and will hire economic and workforce needs of
market in Southwest Washington, more over the next two years. local industries.
the Workforce Development
Program has added a residential The biggest challenge the Continuing Education is a
home inspector training course. Department of Workforce growth area for Clark College.
"This is something we can put Development and Continuing Dr. Pletcher herself continued her
together quickly and offer a short Education faces is the lack of ade- own education with a beading
training program in," she said. quate space. Within three years class and, even though her job
Another is a short-term forklift the department will move from keeps her on the go, she looks
operator training program offered Bauer Hall to a permanent facility forward to trying a class in interi-
through the WorkFirst Program. with dedicated classrooms for or design or a new series of class-
It recently graduated its first 12 delivering training. es in which celebrity chefs teach
students and already six are cooking in their restaurant
employed in the field. kitchens.


One of the most well-received and innovative programs offered in Continuing Education is Travel Studies, pro-
viding adult learning vacations with an educational component. "Baby boomers have discretionary income and
are looking for new learning opportunities without tests or homework," Dr. Pletcher said.

For a week to 10 days, Travel Studies students could attend a cooking school in Tuscany or learn about rejuvena-
tion and revitalization at a Mexican spa. The program also offers domestic trips of three to five days. Since it
began in January 2005, every trip has been full. The program "has been highly successful beyond our expecta-
tions," said Dr. Pletcher.

In addition to Mexico and Italy, 2006 travelers can look forward to visiting New York City for three Broadway
musicals, a class taught by theater professionals and sightseeing throughout the city.

Executive Dean of Workforce Development and Continuing Education, Dr. Lisa
Pletcher confers with Todd Oldham, Clark College's Director of Corporate Education.

2004-2005
Workforce Development Accomplishments

• Created an organizational • Completed comprehensive
structure for the department. business plans and
marketing plans for
• Increased companies Workforce Development,
served by 42% over Customized Training, and
previous years. Continuing Education.

November 2005 13

Benchmarking Teams Set Sights on Excellence: Team
Members Comb the Country for Ideas and Ideals

Alex Montoya, chair of the
benchmarking team which
focused on “Respect for
Differences,” encouraged
multiple perspectives and
a “highly visible”
approach.

T he road to increasing excel-
lence for Clark College is
marked with signs reading "Good,"
and programs and met for count-
less hours from January through
May of this year to determine stan-
sion-making; arriving at decisions
based on the best available assess-
ments and information; and con-
"Great" and "Greatest." The jour- dards of excellence that would sidering the needs of all stakehold-
ney along that road is driven by improve the College's level of serv- ers, including students, faculty and
"benchmarking," the process of ice and enhance existing areas of staff, business and industry, com-
determining the "best practices" of excellence, according to Candy munity, alumni and parents. As
similar institutions in order to Bennett, Executive Dean of the community's needs change, so
establish standards of excellence in Planning and Advancement. The must the benchmarks. The ques-
all areas of Clark College. teams presented their reports at the tion inherent in each team's work
2005 Fall Leadership Conference was "How does this enhance learn-
Two years ago, Clark College with enthusiasm and creativity. ing?"
President Dr. R. Wayne Branch Hawaiian costumes, upbeat music
launched the development of a and an entertaining video helped Benchmarking Team Reports
strategic plan for the College. The drive their points home.
Strategic Planning Task Force met
Miles Jackson, AHE president and
for nine months. In 2004 President The teams conducted Internet
chair of the Focus on Learning
Branch recruited over 70 volun- research, attended conferences and
team, stressed that the emphasis on
teers and organized them into spoke with peers around the coun-
learning is "driven from the faculty
teams to identify benchmarks for try to glean the names of dozens of
level. It is a collaborative effort and
each of the mission imperatives: institutions exemplifying "best
indicative of the kind of decision-
Focus on Learning, Access to practices in each of their mission
making we should aspire to." The
Education, Respect for Differences, imperatives, so we could compare
characteristics of this benchmark
Workforce Development, Broad- ourselves with other colleges and
are: employee development (which
based Partnerships, and establish our own standards of
drew a round of applause), organi-
Management Excellence. excellence," said Bennett.
zational culture, outcomes assess-
The common threads woven
ment, information technology, and
Those teams visited more than through each of the benchmarking
student preparation.
three dozen community colleges reports were collaborative deci-


The Access to Education team, resources, said Nancy Johnson, chair of the Broad-based Partnerships
chaired by Ray Korpi, began its team. Markers of excellence for this benchmark include clear communi-
presentation with a video montage cation of goals, development of trust, honest and consistent communica-
reminding the college community tion, a synergistic relationship, investment of time and effort with part-
that, among other things, "Without nering organizations, as well as institutional support for and responsive-
access to education, our dreams die ness to those groups.
at the end of our noses." The team
reported that the characteristics of The Management Excellence team, chaired by Sylvia Thornburg,
feasible access to education are: echoed the goals of shared decision-making and consideration of stake-
affordability; accessibility through holders' needs in the construction of facilities, information systems, and
removal of physical, scheduling support services, and in the acquisition of technology, in order to maxi-
and technological barriers; flexibili- mize student success and support fiscal efficiency.
ty of delivery options; and an open
and welcoming environment.

Respect for Differences must be
approached in a calculated,
methodical and highly visible man-
ner, according to Alex Montoya,
chair of that team. The team
looked at models from over two
dozen colleges and universities
around the country to "learnl the
best practices from other colleges,"
said team facilitator Katrina
Golder. Multiple perspectives
must be encouraged through cur-
riculum and course enhancement,
communication and decision-mak-
ing, student and employee recruit- Sporting Hawaiian garb, the Workforce Development team presented their
goals meant to prepare students for the workplace through academic and
ment and retention, and communi- real-world experiences.
ty relations.

The Workforce Development
team, chaired by John McKee,
wanted to ensure that "through
academic rigor and real-world
experience students are prepared
for the workforce." This will be
accomplished through the
College's leadership in the business
community, delivery of workforce
programs through a variety of sites
and modalities, an active and
ongoing relationship with stake-
holders, and facilitation of real-
world experiences for students,
including internships, apprentice-
ships and mentoring programs.
Bob Knight, Vice President of Administrative Services, added humor to the presentation
External and internal partnerships of the Management Excellence team by pointing out the importance of up-to-date tech-
enhance learning and community nology. Sylvia Thornburg moderated from the podium.

November 2005 15

The Next Step

The information gained in developing these benchmarking standards will provide the framework for determin-
ing measurable indicators of the College's success in moving from current levels of achievement to goal levels
in each of the areas. An example of measurable indicators in the area of Workforce Development might include
the number of vocational degrees and certificates awarded, the number of students prepared for employment,
the number of job referrals and placements made by the Employment Center, the employment rate of gradu-
ates, and the satisfaction rate of employers who receive customized training.

In defining key indicators of success in the months ahead, "We will likely identify areas where Clark College
has already achieved standards of excellence," said Bennett. She added, "If benchmarking was the first step on
the journey from good to great, defining the key indicators of success will be the next step."

Chaired by Dr. Sylvia Thornburg, the Management Excellence team, encouraged by retired Director
of Business Services Dave Duback, marked a bench to illustrate their benchmarking report.


A 'Learning-Centered
Institution' Needs All
Employees
to Play A
Leadership Role

Dr. Jeanne Jacobs, former Vice President
of Instruction at Sinclair Community
College in Dayton, Ohio.

W hen Clark College adopted
its six mission imperatives,
it was clear that a "Focus on
Community College Survey of
Student Engagement, and Dr.
Jeanne Jacobs, then Vice President
the work being done in community
colleges as some of the most
important in our nation.
Learning" is critical to the College's of Instruction at Sinclair "Community colleges have the
success. During the 2005-2006 aca- Community College in Dayton, toughest job in the American edu-
demic year, the College is taking a Ohio, both emphasized the role of cational society," said Dr.
fresh look at that imperative by research and the need for Clark McClenney, "but we can't use this
asking the question: "What does it College to become more data-driv- truth to keep us from looking hard
mean to be a learning-centered en while also highlighting the real- at how well we're doing and what
institution?" That question was at ity that employees at all levels have we could do better."
the heart of the 2005 Fall a role to play in the critical mission
Leadership Conference, held from of supporting student success. She noted that the faculty and staff
September 6-16. of Florida's Valencia Community
Dr. McClenney commended Clark College have described a learning-
The Clark College Management College's desire to be a learning- centered college as one that:
Team devoted a full day of discus- centered institution is a journey.
sion to that critical question. She described it as a journey with- • Focuses on the results: what is
College administrators and man- out end but noted that successful learned and how well it is
agers concluded that, in order to institutions see clear milestones taught.
become more learning centered, along the way, including increased
the College must first define stu- student satisfaction, student reten- • Emphasizes critical/creative
dent success and establish stan- tion, and participation in student thinking, effective communi-
dards for success. activities. cation, collaboration, and
workplace skills.
Two keynote presentations during Dr. McClenney thanked Clark's
the Fall Leadership Conference faculty and staff for the difference • Maintains an open-minded,
addressed diverse aspects of learn- they make in the lives of students, caring environment with
ing-centered institutions. Dr. Kay the community, and the future via- emphasis on personal contact
McClenney, Director of the bility of our society. She described among faculty and students.

November 2005 17

• Fosters enthusiasm and not only on pedagogical issues but cultivates an exemplary service atti-
responsibility for lifelong tude that permeates the institution and all of its organizational units," said
learning and motivates Phil Sheehan, Director of Computing Services.
learners to achieve their goals.
Others noted the importance of recognizing past accomplishments while
• Respects the uniqueness of embracing the opportunity for administrators, staff, and faculty to help
each member of the learning create a community of learners.
community and encourages
an appreciation for diversity. Acting Vice President of Instruction Dr. Sylvia Thornburg commented,
"Dr. McClenney clearly identified the increasing pressure from accredita-
• Encourages faculty and staff tion bodies, employers, and legislators for institutions of higher education
development activities, to be more accountable for real student learning, not just for granting cre-
providing incentives to learn dentials. Fortunately, Clark's Assessment Program has already taken on
about and create successful the ongoing challenge of addressing these demands."
delivery strategies which
respond to community needs. Dr. Branch acknowledged the varied reactions and stressed that Clark
College is on a journey. "Each employee plays a leadership role in the
• Makes appropriate technology lives of those who come to our doors. If we are willing to make the com-
accessible to enhance teaching mitment to being a learning-centered institution, and if we are willing to
and learning. do the work that it requires, our journey will be most worthwhile. It is
not the easiest path, but it is the right one if our true concern is with and
• Involves the business sector
for those whose lives we affect."
and the community in the
educational process and
designs structures for learning
based on community and
employer needs.
Debra Jenkins, Professor
• Maintains an overall of Early Childhood
commitment to excellence, Education, contributes to
the discussion of what it
integrity, accountability, and
means for Clark College to
constructive innovation. be a learning-centered
institution.
Dr. Jeanne Jacobs acknowledged
these characteristics during her
presentation entitled, "The
Learning College Model." Dr.
Jacobs and her colleagues have
taken a nationally-recognized
approach to outcomes assessment
and program review. Together
they shared the process of institu-
English professor
tional transformation at Sinclair Patricia Fulbright
Community College. Since her queries Dr. Kay
visit to Clark College, Dr. Jacobs McClenney, Director of
has been named president of the the Community
College Survey of
Homestead campus of Miami- Student Engagement,
Dade College in Florida. at the Fall Leadership
Conference.
Reaction to both presentations var-
ied among faculty and staff. "Dr.
McClenney reminds us that a
learning-centered college focuses


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