Pathways to the Future: Human Resource Solutions
A Transformational Strategy
For decades, WCCCD operated at a millage rate far below that of
neighboring community colleges. Due to a severe lack of funds, WCCCD had instructional programs that could not keep pace with changing workforce skill requirements, buildings that were deteriorating, staffing shortages, and obsolete learning and information technologies. This era of severe budget limitations ended in November 2001 when voters
approved a ten-year 1.5 mill increase in WCCCD’s property tax levy. The approval of the millage increase carried with it very high expectations among students, business leaders, and other citizens for the rapid improvement of WCCCD’s programs, services, and systems.
Consequently, the District invited a Blue Ribbon Task Force, a group of highly reputed educational and community leaders, to evaluate the District’s performance. Their recommendations included increase in staffing levels, expansion of marketing and communication efforts, and meeting suburban needs more effectively.
WCCCD responded to both student needs and expert recommendations by instituting the Pathways to the Future program - a comprehensive program of institutional transformation. The program provided a solid, need-based, strategic growth plan but presented tremendous human resource
challenges.
The magnitude of positive change combined with the tight timeline for plan implementation meant that the District had an immediate need for highly specialized human resource skills in a variety of areas for varying lengths of time.
Recognizing that the transformation of programs, services, and systems could not be achieved through the resources of a limited permanent staff, the District implemented a plan which involved adding temporary full-time staff, part-time staff, and consultants to jumpstart a variety of the high priority initiatives.
The transformational strategy was part of a very carefully planned long-term financial strategy. It was a conscious, proactive and deliberate
decision based on human resource solutions, in order to meet the growing needs of the District’s constituents rather than limit enrollment and access to education.
The following is a list of some of the specialized professional areas and services that the District had a dire need for to implement the Pathways to the Future program:
PROFESSIONAL SPECIALITY PROFESSIONAL EXPERTS
1. Online Education and Distance Learning
Carethers Consulting, First
Technology Services, Pierce Monroe 2. Financial Aid Educational Resource Consulting
3. Information Technology First Technology Services Pierce Monroe
4. Transparency and Accountability Initiatives
Bassett & Bassett, Cognos, Z. Hodges, W. Lassiter
5. Academic Programs and Services
Merrimar, M. Salaam, Safe Center
6. Registration Bassett & Bassett, Cognos
Educational Resource Consulting Eunice Peek
7. Instructional Support E. Atkins, Carethers Consulting, V. Clarington, Goldwing Consulting, Z. Hodges, S. Jackson, I. Jones, J. Mason, Denise Shannon, Vanbrook Assoc.,
8. Specialized Task Forces
9. Media Relations and News Materials
Bassett & Bassett, Cognos,
Communications Concepts, Jammin II, W. Lassiter, J. Miller
10. Health & Safety B.C.G.,
11. Community College
Leadership Z. Hodges, Bill Johnson, E. Kerans, W. Lassiter, G. Myran, R. Pappas, J. Thornton
12. Professional Development/
Training Educational Resource Consulting, M. Cooper, Excel Media, G. Fisher, M. Gaddis, Gessert & Assoc., B. Johnson, C. Landrum, J. Lightfoot, D. Marcy, R. Pappas, E. Peek, J. Thornton, B. White
13. New Construction G. Myran
14. Student Facilities Improvements
G. Myran
15. Suburban Education Strategy Bassett & Bassett, Campbell & Co., Cognos, Communications Concepts, Corbett Consulting, Surtsey
Productions,
16. Career Programs
17. Community based education V. Allen, Bassett & Bassett, M. Carter, M. Cofield, Cognos, Corbett Consulting, F. Hunt, Mosaic Youth Theater, S. Washington
18. Workforce Development
Programs M. Carter, L. Evans-Duhart, F. Hunt, Nexcelerate, J. Robinson, B. Taliaferro
19. College District Design W. Lassiter
20. District Web Site Content Management
Bassett & Bassett, Cognos, W. Lassiter
21. Organizational Structure W. Lassiter, G. Myran, L. Thompson
22. Public Information Campaign Bassett & Bassett, Campbell & Co., Cognos, Communications Concepts, Corbett Consulting,
B. White
23. Student Recruitment Strategy Bassett & Bassett, Cognos, Communications Concepts, Educational Resource Consulting, W. Lassiter
24. Graphics and Publicity
Materials Bassett & Bassett, Cognos, Corbett Consulting, Surtsey Productions
25. Space Utilization Studies H. Konschuh, W. Lassiter, G. Myran,
26. Financial Action Plan M. Bender, W. Lassiter
27. Community Relations/ Outreach
Bassett & Bassett, Campbell & Co., M. Cofield, Cognos,
Communications Concepts, Community Highlights, Corbett Consulting, Emma Bell, M.C. Consulting, M. Salaam, S.
Washington, Surtsey Productions, D. Thurlow
28. Student Services Educational Resource Consulting, W. Dodson, Z. Hodges, I. Jones, D. Shannon, S. Washington, Vanbrook Assoc.
29. Campus Identity Campaign Bassett & Bassett, Campbell & Co., Cognos,
The investment in specialized human resource services will be reduced as the Pathways to the Future improvements are integrated into ongoing operations. The District is currently in a position of being able to phase-out some of these expenditures as infrastructure and process re-design is completed. This will result in a continued decrease of regular operational expenditures each year, while capital investments will begin to grow at a dramatic rate as new projects come on-line and student enrollment continues to increase.
The District has rapidly expanded career education programming,
transformed continuing education and workforce development offerings, expanded student services, upgraded the flow of classroom materials and supplies, created an upgraded system of financial accountability and transparency, and installed major faculty and staff professional development programs. This tremendous growth emphasizes the
enormous responsibility to optimally utilize all of our human and financial resources in order to serve our entire constituencies, as we continue to move forward.
The Pathways to the Future program is achieving its objectives. The enrollment of students has increased significantly as we have had the capacity to meet their educational requirements. WCCCD’s all-time historic high enrollment of more than 55,000 students in Fall 2005 (225 percent higher than the enrollment figures for Fall 2001), is a demonstration of trust that has been earned.
