The following planning issues are preliminary and are presented for discussion and comment. C, changes from 1998-1999 are underlined:

1. Growth: The impact of continued enrollment growth on Santa Rosa Junior College’s instructional programs, student support, scheduling systems, funding, facilities and personnel. Examples of expressed concern include Petaluma (program and facilities growth and our ability to fund both), need for additional staff throughout District (faculty, classified and administrative). Additionally, the College needs to be prepared to publicize and market the College differently during times of growth as well as decline.

2. Technology: The impact on SRJC instructional programs and administrative support operations. Examples of expressed concerns include instructional program impacts (how much of a significant additive to our program enrollments and delivery modes will technology represent? Will enrollment growth or possible reduction in facility need justify the expense of adding increasing amounts of technology equipment and systems?). For instructional programs and administrative operations, training support is of critical importance.

3. Service Delivery: On both a program and administrative level, are we able to sustain quality service delivery throughout the District? Given the rapid growth at Petaluma, as well as Coddingtown, the scope and quality of services provided need to be seriously assessed. With Petaluma Phase II in the offing, facilities and resources (human/fiscal), alternative delivery modes are factors needing consideration. Do we plan for incremental or explosive growth at our off-campus locations?

4. Instructional Program Renewal: Because of both internal and external forces related to student preparation for college; technology; demand for a well-trained workforce; and calls for quality control and "accountability" in all levels of education; we need to do, or continue to do, the following:

1. Increase our efforts to provide high quality, workforce training based on employer expectations, with identifiable outcomes, in a variety of formats depending upon student need.
2. Create a variety of educational stands to complement the traditional degree and occupational certificate programs, in order to give both students and the college recognition when students are successful in meeting their educational goals.
3. To strengthen the associate degree, strengthen both the general education component and the "major" requirement.
4. Identifies and gives emphasis to the essential skills (e.g. SCAN skills) required in all of our programs.

5. Budget & Resources: Will the College be able to consistently supply the resources (finances, facilities, personnel, etc.) to support 1-4? If so, how do we plan to continue to gather adequate resources? How does the College maintain a clear and well-coordinated budgetary process and one that is linked with the institutional planning efforts?

6. Staff Development: In recognition of the continuous need to address institutional quality and student success, it is important that the College have an on-going professional development program for its faculty and staff. Staff development plans will need to address renewal, re-training and cross-training experiences for its full and part-time staff.