6/25/09
CFOT Approved Strategic Plan:
To date, goals have been made more specific so progress and resource allocation is clear. The revised and targeted goals are listed below. This re-statement enhances our ability to delegate authority, track progress, assign funds appropriately and insure goals are being addressed and met. The Executive Council is coordinating this process with input from all councils. CFOT is committed to an appropriately integrated two-year associate degree program that is balanced and dynamic and fosters the development of character, spiritual formation and leadership skills.

Goal #1: Educational and Field Training Formation

Goal #1: To provide an appropriately integrated and balanced associate degree program that links the academic curriculum with the co-curriculum (spiritual formation and leadership development) and fosters the development of officers capable of meeting the leadership and service demands of the Salvation Army.

The college’s primary mission is to pursue educational excellence with its cadets and promote the quality of academic, spiritual formation and leadership development that will enable them to succeed in their assignments. The process of modifying this strategic plan confirmed that our programs are effective, but that we can also refine and/or extend these programs to enhance our ability to fulfill the college’s mission. The Strategic Planning Committee recommended linking our strong curricular and co-curricular programs, both inside and outside the classroom, ensuring the proper integration of technology and library services and continuing to enhance our programs in spiritual formation, leadership development and field training. Our field training program which is part of the academic curriculum provides multiple opportunities for cadets to develop ministry leadership and corps management skills under the direction of experienced and trained officer practitioners.

Objective #1.1
Academic excellence objective(s):

• CFOT will review its cadet and faculty time demands and academic schedule to ensure there is sufficient time for the multiple requirements. Bolded- Crestmont Council Focus in 09-10

• CFOT will link the actual curriculum and co-curriculum to the world beyond Crestmont, ensuring that students gain global and territorial perspectives.

• CFOT will ensure the proper integration of technology and library services in the teaching, learning, training and assessment process.

• CFOT will continue to address the variable preparations and language skills of entering cadets and ensure that cadets get the support and academic assistance they need to succeed.

• CFOT will provide tutorial and academic assistance services to cadets experiencing academic difficulties in their coursework, e.g. writing, comprehension, study skills, etc.

• CFOT will improve the writing and communication skills of cadets to ensure that they possess the needed skills in these areas to be effective Salvation Army officers.

• CFOT will explore staffing levels, substitute availability, reassignments and redistribution of duties in support of the academic program of the college.

Objective #1.2
Library resources objective (s)

• CFOT will pursue additional on-line software databases, a Librarian position upgrade and electronic media for cadet/staff use.

Objective #1.3
Museum objective (s)

• CFOT will develop a plan for the Territorial Museum, specifying the role in support of the mission of the Museum and the college.

Objective #1.4
Field training academic objective(s):

• CFOT will further integrate Field Training with the academic curriculum and will assess the use of practicums integrated with extant courses in these areas.

• CFOT will continue to evaluate field training recommendations from the field and determine how these can be addressed within the field training program. Bolded-Crestmont Council Focus in 09-10

Goal #2: Co-Curricular Programs and Professional Development

Objective #2.1
Spiritual Formation objective(s):

• CFOT will promote spiritual formation informally and formally via the effective use of discipleship groups; provide formal opportunities for weekly worship and prayer; assess progress in meeting spiritual formation objectives; and assess methodologies for insuring that learning objectives in spiritual formation are being realized.

Objective #2.2
Student Life objective(s):

• CFOT will promote character/leadership development via the Cadet Ministry Development Plan, ethics seminar, Conduct Code, the provisions of the Community Agreement, policies in the Personnel Handbook, and the actual college experience that promotes cadet leadership development.

• CFOT will promote cadet health and wellness via weight loss programs, exercise and fitness programs, pastoral care and referrals to counseling and health services. Bolded-Crestmont Council Focus in 09-10

• CFOT will provide quality care appropriate to age groups for Cadet and Officer children, along with facilitating their individual goals determined at the Family Care Center and the public schools. K-12 tutoring will be provided as needed. Teen programming includes afterschool activities and a work program. Bolded-Crestmont Council Focus in 09-10

• CFOT will assess student life satisfaction levels with their Crestmont experiences and incorporate changes as needed.

Objective #2.2
Professional development objective(s):

• CFOT will promote more systematic professional development of cadets, faculty and staff by providing time and support for weekly informal sharing, regular staff meetings, instructor and assessment-related training programs, and support for conference participation and continuing education activity.

• CFOT will assess instructional performance and progress in meeting annualized professional development goals as part of the faculty and staff evaluation process.

Goal #3: Long Range Planning

Goal #3: To provide an overall integrated planning process encompassing academic and spiritual development programs, maintenance and support for the campus physical plant, financial resources and faculty/staff resources to support the overall effectiveness of the institution.

Objective #3.1:
Assessment and Institutional Research objective(s):

• CFOT will ensure that the Strategic Planning Councils and cadets are informed about outcomes and trends in response to the changing environment and solicit suggestions for specific problems or opportunities that warrant a review.

Objective #3.2:
Strategic Plan objective(s)

• CFOT will ensure the Strategic Plan is reviewed, its changes documented and reported annually, and monitored on a continuous basis.

Objective #3.3:
Education Plan objective(s):

• CFOT will ensure that all assessment data is used to make on-going adjustments to the college program via the use of institutional research data by the Executive Council in their Strategic Planning sessions.

Goal #4: Financial Strength/Business Structures

Goal #4: To foster the personal and academic growth of our cadets requires time and resources. The college needs to ensure that there is adequate cadet financial support and sufficient resources to support the academic and co-curricular programs. In addition, at this time the plant requires a life-cycle system to determine deferred maintenance needs, and there is a need for additional academic space at the college. Consideration must be given to having sufficient support staff and resources for qualified adjunct faculty as needed.

Objective #4.1:
Campus Master Plan objective(s):

• CFOT will take steps to upgrade and increase the number of classroom facilities as warranted by enrollment projections.

• CFOT will develop and implement a comprehensive master plan, including capital plant replacement and enhancement and grounds and landscaping, to protect and enhance the physical learning environment and applicable ADA standards. CFOT will emphasize energy conservation, recycling and doing what we can to green the campus. Special attention will be given to the potential development of playing fields and physical education, recreation and trails space.

Objective #4.2
Financial Aid objective(s):

• CFOT will ensure that the cadet financial support allocation from the Salvation Army Divisions and Territory is adequate to meet the needs of the cadets.

Objective #4.3:
Fundraising objective(s):

• CFOT will facilitate the role of cadets, officers and the college in developing fund-raising skills and specific programs on behalf of the college and world services.

Objective #4.4:
Physical Plant objective(s):

• CFOT will complete the residential cadet apartment housing project and the disabled access elevator proposed for the Administration building.

• CFOT will do a life cycle replacement analysis to determine the deferred maintenance needs of the College.

• CFOT will renovate the Conference Center.

Objective #4.5
Information Technology objective(s):

• CFOT will provide training programs for faculty, staff and cadets to insure the most effective use of continuing and new technologies.

• Update classroom applications and uses for technology, software and hardware applications, and ensure proper infrastructure support and backup. Bolded-Crestmont Council Focus in 09-10

Objective #4.6:
Accounting/Finance/Budget objective(s):

• Ensure the Strategic Plan and the campus budget is integrated properly. Bolded-Crestmont Council Focus in 09-10

• Strengthen internal financial budgeting communication between departments and the finance area.

• Implement a Cost Containment Committee to identify and act on areas funded where costs may be effectively contained.

Objective # 4.7:
Human Resources objective(s):

• Address employee concerns in a manner that facilitates retention and satisfaction among the employee staff.

• Ensure proper and effective personnel transitions with all staff changes to minimize disruption of critical support activities, (e.g. the transition to a Director of Finance).

• Provide specific support for the recruitment of effective faculty and staff, including full-time and part time adjunct positions.

Goal #5: Institutional Effectiveness:

Goal #5: To ensure that program review, planning and student learning outcomes and assessments are already in place for courses, programs and degrees and that the results of assessment are used for improvement in institution-wide practices and resource allocation. Governance and decision-making increasingly incorporates review of institutional effectiveness and the need for improvement. Cadets themselves are increasingly involved in assessing their own progress and are aware of the goals and purposes of courses in which they are enrolled.

Objective #5.1
Institutional effectiveness objective(s):

• CFOT will increase the focus on student learning outcomes and clarify such outcomes for courses, programs and degree learning.

Objective# 5.2
Institutional effectiveness objective(s):

• CFOT will allocate proper resources to support student learning outcomes and assessment.

Goal #6: Leadership and Governance

Goal #6: To commit, as the governing Crestmont Council, to being engaged with the College in its planning and strategic decision-making activities. The future of the college is, in part, tied to soliciting participation and guidance from this group, and taking whatever steps are necessary to insure quality decision-making based on data-driven recommendations from the college staff.

Objective # 6.1:
Crestmont Council objective:

• Assess and review the effectiveness of the Crestmont Council in its leadership, governance and strategic planning roles.

• Improve communication between Board members and staff. Bolded-Crestmont Council Focus in 09-10

March 20, 2009

Decision-Making: Process and Participation

Standard IV: Leadership and Governance: This standard requires that educational institutions have clearly articulated, assessed, and functional decision-making processes in existence. The policy contained herein articulates the policy at Crestmont, with attention to the organizational and decision-making structure, a communications protocol and a statement on leadership and governance role and definition.

Purpose and Process:

The College is committed to promoting communication and information sharing among and between the various councils of the College to enhance the quality of decision-making. Informed decisions are a product of engaging people representing important functions and expertise at the College and providing an opportunity for input, discussion and review of important matters. At Crestmont, there are in existence nineteen councils whose definitions, memberships and roles within the organization are detailed and updated annually in the Crestmont Manual.

The Crestmont Council serves as the official governing Board of the College. The Council’s official By-Laws refer to the council as the “educational authority for the College”, an educational unit of the Salvation Army, whose responsibilities include the oversight of education and training at the college. The Council’s powers include approval of the curriculum and the training and field experience as well as being responsible for the overall quality, integrity and financial stability of the college. The Council is also required to ensure that the religious and moral content of the college’s programs and courses of study are consistent with Salvation Army beliefs and principles. The Council has an active role in assessing the performance of the principal and in assessing on an annual basis its own performance.

The College’s Executive Council is the primary decision-making committee on the campus. The Executive Council has an additional responsibility in consultation with the Principal for determining those matters that also need to be referred to the Crestmont Council for a board decision. These are usually the more substantive issues and/or policies that require additions or revisions to mission, program, staffing or budget.

Matters involving the Curriculum Council, Personnel Council and the Business Administration Council are significant areas of decision making, and councils that routinely refer recommendations for action or consideration to the Executive Council. Every effort is made by the Crestmont Council and the Executive Council (as well as all other councils) to match meaningful and appropriate data with informed decision-making.

The goal of the college is to appoint cadets, officers, and staff to the councils who have an informed and genuine interest in such governance and program matters and have them use assessment data and experience to make recommendations and decisions in support of the college and its cadets. To date, the council process at Crestmont is vital to the college’s effectiveness. The councils are active and engaged, meeting regularly to fulfill their responsibilities to the College and its cadets.

Data collected through the assessment processes is shared with councils and used to improve the quality of decision-making. Matters are referred back to a committee or council by the Executive Council if additional data or input is perceived to be needed to make a quality judgment.

Communications Protocol:

To promote communication regarding decision-making at the college, a summation of the actions and decisions of the Crestmont Council, Executive Committee, Curriculum Council, Personnel Council and Business Administration Council will be posted on the Crestmont Bulletin Board on a monthly basis. Minutes of each of these Council meetings will be screened by the Council Chair and Principal, and the non-confidential matters of consequence will be posted at the end of each month during the regular academic year. Of note is the intention to communicate about any and all decisions of consequence that are under consideration or deliberation and of course, the outcome of the review and decision.

The many other councils at the college are encouraged to facilitate decision-making by recommending matters on a timely basis to the respective council responsible for their activities, e.g., the Library Council needs to act as a recommending body to the Curriculum Council on all matters pertaining to the operations and services of the Library. All councils at the college make recommendations to the Curriculum Council, the Personnel Council or the Business Administration Council. These recommendations then go to the Executive Committee for action or are returned to the proposing Council if the matter requires additional consideration. It is then the judgment of the Executive Committee and the Principal as to whether a matter requires the action of the Crestmont Council. Policy changes of consequence are usually referred to the council for their approval as well as other information items that facilitate the work of the College.

A fundamental reality at the college is the need for effective decision-making in all components or work units (e.g. departments, work groups, service areas, etc.) of the College. Each department is responsible and accountable for ensuring that members have input and that decisions are given due consideration and review prior to consideration and approval by the department or program chair. Added efforts are being undertaken to promote an ethos at the College that encourages broad-based input, respect for the suggestions and opinions of others, an ability to differentiate between matters needing Council approval and those that are the jurisdiction of the immediate work group.

Leadership/Governance Role and Definition:

The role of the Crestmont Council is to provide effective fiduciary, strategic and generative leadership. The Council exists to provide a strategic asset and advantage to the College. It provides this value through meaningful participation in discussions and decisions. Its role is to engage Council members in a collective effort to provide balanced and insightful leadership to the college. Increasingly, the role of the Council is to facilitate the learning and training community at Crestmont, to tap the collective wisdom of the Council, and to enrich the work of the Council in ensuring the continuing integrity and effectiveness of the C.F.O.T. at Crestmont.

Fiduciary Mode: In its fiduciary mode the Council’s purpose is to steward the assets of the college, to ensure efficient and appropriate use of resources, to ensure legal compliance and fiscal accountability, to support the Principal in oversight of the operations, and to engage in assessing Council and Principal effectiveness.

Strategic Mode: The central purpose of the council is to form a strategic partnership with the college staff in resolving priorities, reviewing and modifying the Strategic Plan, supporting assessment and outcomes activities, and generally monitoring the performance of the college.

Generative Mode: The Council has a role in policy, strategy and decisions from a macro perspective of the organization. It can invite questions, hypotheses, and place problems and opportunities in a new light. It can propose and approve policy, strategy and decisions. Generally, policies, plans and tactics are proposed by the College’s Executive Committee to the full Council for consideration.

Decision-Making Role and Scope: It is the role of the council to integrate its perspectives on important college matters and to spend its time and resources on priority and policy concerns. To this end, the Principal and the Chair of the Council in communication with the Council’s Executive Committee identify substantive matters that require full Council discussion, review and vote in contrast to other important program issues that can be delegated to, discussed and voted upon by a standing Council Committee and forwarded as an information item to the full Crestmont Council.

It is important that conscious and integrated judgments are being made at the college and council levels about which issues warrant top priority by the full council and those that are perhaps informational or programmatic. For example, strategic goals would generally be reviewed and approved by the full council, whereas program review goals would be reviewed carefully by the Council’s Academic and Student Life Committee and approved at that level of governance with such approvals then being reported to the full Council. The Principal, Board Chair and the Executive Committee serve as watchdogs on these judgments regarding the review and approval roles of the Council.

This comprehensive policy will be reviewed regularly to determine if it facilitates effective communication and data-driven information sharing needed to support the decision-making framework of the College.