Candidate for
Board Member; Marin Community College District

COM and the Board of Trustees Face 3 Big Issues:

Issue 1) Both campuses are in disrepair

Issue 2) The College needs more resources

Issue 3) Course priorities need to better address the needs of today's students

Issue 1: Both campuses are in disrepair.

My Solution: Address the use of Measure C funds and the need for an overall plan to repair and renew the facilities and grounds.

Decisions are being made now that will affect the use of the bond funds. The current priorities include the construction that has already begun and a proposed Gateway Center building among other priorities for the $249,500,000 of bond money. But there is also a long list of deferred maintenance totaling approximately $129,000,000. Both campuses are sorely in need of refurbishing after too many years of neglect. It should be a priority to fix all the buildings on the campuses and all of the grounds that are in need of repair, including the football field, the track, and the IVC pool.

While there may be some benefit to a Gateway Center building, it should not be the main priority, and it should be scaled down to the greatest extent possible to be less costly. A Gateway building (that primarily houses administrative offices) will not increase enrollment. Providing courses the public wants will increase enrollment.

Having the track, pool and ball fields in good condition, brings the public back to the campus. Having classrooms refurbished and buildings rehabilitated, creates a better learning environment and also brands and markets the college as a desirable place to get educational support, workforce training, and lifelong learning.

I will work with the trustees and staff to re-prioritize all of the projects including the deferred projects list. I will also help develop realistic fund development plans that should be considered as the projects are prioritized. Some projects may be more able to attract other sources of funding than others. There should be a major fundraising push to get donors for the new buildings, which are prime opportunities to recruit large donors who want naming options on the new buildings.

Issue 2: The College needs more resources.

My Solution: Develop and implement a strategic fundraising plan with short and long term goals.

I will work with the board to encourage trustees to take a more active role in fundraising and being "ambassadors" to the community to give better visibility for the good work that is being done and to listen to what the community wants. A broader donor base needs to be developed for fundraising. I will work with the board and the staff to set a strategic course to develop more funding through increased donations from individuals (donations of all sizes); grant opportunities; partnerships with community groups; other opportunities such as stimulus package funding; and creating an endowment fund. COM also needs to make sure it spends its money wisely.

I will work to assure that the Board examine extraordinary expenditures like high legal fees and consultant fees, and to make sure funding is allocated according to its strategic priorities.

Issue 3: Course priorities need to better address the needs of today's students.

My Solution: Reach out to students and the community to identify academic and vocational needs and adapt priorities to address them.

It is more important than ever that COM adapt rapidly to the changing workforce needs of the 21st century. The troubled program review process that was cited for improvement when WASC accreditation was put on probationary status needs to be quickly improved. COM should do active outreach to stakeholders to learn about what they want from the college and develop a strategic plan to set new priorities and then, develop an effective, phased implementation plan.

I will work with trustees and staff to assure that academic transfer courses are offered at both campuses. This will address the needs identified by parents and students which will, in turn, increase overall enrollment and also accommodate the recent increased demand (caused by declining revenues for schools and decreasing incomes for families). COM should recognize the value of many different types of learning to encourage students to achieve, including activities such as the football program. It should also develop new approaches to teaching using the Internet, and online training. It should definitely look at innovations in teaching and learning, including more interactive and experiential learning.

Diana Conti's Vision for COM:

Two campuses teeming with students, all the facilities and grounds in good shape, functional and attractive, and a robust set of community activities on both campuses. IVC would offer academic transfer courses so Novato students don't need to go to Santa Rosa Community College. Workforce training would be offered on both campuses for jobs that reflect the current job market technology. COM would partner with local business to identify workforce needs. There would be consistent outreach to all high schools to show parents and students the great value of the College for their families.

COM would be seen as the place to go for individualized attention; high quality and innovative academic instruction leading to admission to four year colleges; workforce training that leads to good jobs; innovative lifelong learning; and a community gathering place for the exchange of knowledge and ideas. Its grounds and facilities would be used and loved by Marin residents of all ages. The campuses would host a full calendar of educational, entertainment and recreational events, classes, and activities. In short, COM would address the diverse needs of Marin.