Guiding Principles &
Transition Action Plans
Revised September 17, 2008
Principle 1: Assure that we have a unified institution as we transition to
Indian River State College.
Strategy 1.1 Define Indian River State College as a comprehensive state college offering adult
and developmental education, certificate programs, and associate in arts,
associate in science, and baccalaureate degrees.
Strategy 1.2 Develop and implement a comprehensive internal and external Communication
Initiative that highlights all aspects of IRSC’s mission, emphasizing that all are
equally valuable in responding to community needs and providing students with
accessible, affordable, high‐quality education.
Strategy 1.3 Develop and disseminate materials that clearly & visually show how students
can progress not only from adult basic education to a bachelor’s degree, but
also how the BAS transforms every AS/AAS program into a baccalaureate‐feeder
program (i.e., ladder).
Strategy 1.4 Emphasize broad‐based involvement and consistent internal communication as
we develop new programs and transition to a State College.
Strategy 1.5 Use the State College Transition Team (formerly Baccalaureate Implementation
Committee) as an ongoing means for every area of the College to provide input,
share ideas, solve problems, monitor outcomes, and influence the progress of
the State College transition.
Principle 2: Maintain community relations and partnerships.
Strategy 2.1 Ensure all institutional partnerships are mutually beneficial.
Strategy 2.2 Develop and implement a comprehensive internal and external
Communications Initiative using a common theme, message points, and
multiple communication channels to educate our community about IRSC and
enhance support for our expanded mission.
Task 2.2a Develop a focused approach to communicating with business, industry,
and government “opinion leaders” regarding our transition to IRSC
through meetings, VIP e‐mail list, tours, presentations, and similar
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Principle 3: Enhance academic programs – Quality/Access.
Strategy 3.1 Develop curricula for new BS degrees in Life Science (with concentrations
[minors] in Organismal Biology, Molecular Biology, Biotechnology, Botany,
BioInformatics, and Chemistry/Biochemistry), Elementary Education, English
Education, and Interdisciplinary Studies.
Strategy 3.2 Conduct a review of General Education courses to establish recommended
tracks for degrees in Life Science, Engineering, Elementary Education, BAS
concentrations, and emerging fields such as Nanotechnology, as well as AS and
AAS degrees that provide industry focused skills, such as technical writing, with
emphasis on globalizing the curriculum.
Strategy 3.3 Establish a First Year Experience Seminar Program to enhance students’
likelihood of completing a four‐year degree.
Strategy 3.4 Establish interdisciplinary faculty teams across all disciplines focusing on 21st
Century Skills and research‐based teaching practices.
Strategy 3.5 Continue the development and implementation of learning outcomes across all
disciplines and degrees with authentic assessment and use of results.
Principle 4: Continue to be proactive and reactive to economic
development through enhancement and expansion of
Strategy 4.1 Develop curricula/programs to meet the needs of the business community.
Strategy 4.2 Evaluate, define, and strengthen advisory committee roles in program
Strategy 4.3 Establish a President’s Council of 100 comprised of local area CEOs.
Principle 5: Further enhance IRSC’s reputation for quality through our
performance, service, and outreach activities.
Strategy 5.1 Engage each area (division, department, campus, service area) in identifying five
Key Indicators of Quality to be measured, tracked, and improved.
Strategy 5.2 Ensure that quality – along with leadership, responsiveness, and accessibility – is
a key theme integrated throughout our College‐wide Communications Initiative.
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Strategy 5.3 Strategically showcase College resources, such as WQCS, the expertise of our
faculty, our beautifully maintained campuses, and many national‐model
programs as tangible demonstrations of quality.
Strategy 5.4 Provide ongoing updates to College constituents – full‐time and part‐time
employees, students, community leaders, parents, taxpayers, donors, and other
associates – with examples of our quality, accomplishments, and outcomes so
that they can serve as effective ambassadors for IRSC.
Principle 6: Capitalize on new and expanded grant opportunities.
Strategy 6.1 Secure new grants.
Task 6.1a Explore expanded opportunities through the National Science
Foundation (e.g., STEP, PRISM, and Regional/National Center grants), US
Department of Agriculture, Environmental Protection Agency, US
Department of Energy, US Green Building Council, National Institutes of
Health, US Department of Health and Human Services, National
Endowment for the Humanities, US Department of Education, and US
Department of Commerce.
Task 6.1b Explore university associations, memberships, and partnerships to
develop new partnerships and expanded collaboration on grant
proposals with four‐year colleges and universities.
Strategy 6.2 Secure research‐based grants.
Task 6.2a Expand involvement in research projects to open up more opportunities
(e.g., health and medical research, biotechnology and biomedical
research, educational research, and environmental research).
Task 6.2b Strengthen partnerships with research organizations and research
Strategy 6.3 Explore and develop relationships with private foundations and major
Task 6.3a Partner with the IRSC Foundation to develop new strategies for
aggressive pursuit of Florida, regional, and national foundations and
Strategy 6.4 Promote grants awareness and provide grant writing training.
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Task 6.4a Continue weekly grants announcement email notifying employees of
available grants solicitations.
Task 6.4b Develop and conduct a ten‐part Grant Writing Educational Series put on
by the Office of Institutional Effectiveness to involve more people in
grants pursuit and develop their grant writing skills.
Task 6.4c Expand the membership of the Treasure Coast Grant Writing
Strategy 6.5 Engage the IRSC national legislative delegation and convince them that we are
creating a whole new model for higher education that will advance the
competitiveness of the nation
Strategy 6.6 Explore major vendors with the intent to become a demonstration site and
solicit free equipment, software, product, and services.
Principle 7: Design new fundraising approaches to support the
development of Indian River State College.
Strategy 7.1 Establish new endowed chairs to permanently augment salary for hard‐to‐
recruit instructors and/or professors that bring name recognition and prestige
to the IRSC faculty.
Strategy 7.2 Establish an IRSC Alumni Association.
Strategy 7.3 Review external foundations previously solicited for funding in order to
determine if our State College designation makes us now eligible.
Strategy 7.4 Research and develop a large, institution‐wide capital campaign to promote
regional connectivity and impact, and to encourage naming opportunities for
programs, scholars, endowments, and facilities.
Principle 8: Expand student services to accommodate two‐ and four‐year
organizations and societies.
Strategy 8.1 Establish college‐wide chapters of national honor societies that recognize
outstanding academic achievement, leadership, and service:
• National Honor Societies
o All academic disciplines (Juniors, Seniors)
(e.g., Golden Key International, Alpha Chi)
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• Academic Disciplines (individual)
o (e.g., Beta Kappa Chi, Sigma Theta Tau)
• Leadership and Service
o (e.g., Mortar Board, Lambda Sigma)
• Freshman Scholars
o (e.g., Phi Eta Sigma, Alpha Lambda Delta)
• Who’s Who Among Students in American Universities and Colleges
o (include Juniors and Seniors)
Strategy 8.2 Make significant improvements to the Student Union to promote a more
collegiate atmosphere, including CCG Offices, meeting space, study/work area,
recreation/game room, lounging area, printing/postal services, bookstore, food
court, flat screens, etc.
Strategy 8.3 Explore options like a One‐Card system to improve student services district‐wide
(e.g., identification, library use, bookstore, River Café, campus printing, access
to weight room and other areas on campus).
Strategy 8.4 Develop a comprehensive intramural program to include year‐round activities
(i.e., fall, spring, and summer sports such as basketball, racquetball, tennis, flag
football, Ultimate Frisbee, soccer, volleyball, etc.)
Strategy 8.5 Explore different social activities such as concerts, art festivals, etc.
Principle 9: Physical Plant
Strategy 9.1 Ensure the orderly and well planned development of the college’s physical plant
through the development and regular updating of the IRSC Facilities Master
Task 9.1a Gather input from Cabinet members through “think tank” sessions to
plan for present and future plant needs and to make a major update to
our current Facilities Master Plan.
Task 9.1b Work on the KSU remodeling plans to make improvements to the
“student union” environment to give the students an enhanced space
for services, gatherings, and activities.
Task 9.1c Continue to improve and enhance security and access systems.
Strategy 9.2 Use both indoor and outdoor space to enhance the learning environment from a
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Task 9.2a Add art work, statues, fountains, clockworks, towers, and other
structures to upgrade the cultural significance of the campuses and to
create a more collegiate, peaceful environment.
Task 9.2b Use existing facilities more effectively to increase student activities and
Strategy 9.3 Incorporate green building principles and promote a sustainable environment.
Task 9.3a Design new buildings under LEED standards.
Task 9.3b Research sustainable initiatives to identify those appropriate and cost
effective for IRSC.
rinciple 10: Employee Development
Strategy 10.1 Continue Cultural Enhancement renewal activities.
Task 10.1a Host Cabinet Retreat.
Task 10.1b Conduct a Culture Talk for employees hired in the past five years.
Task 10.1c Coordinate the Workgroup/Committee Chair Kick‐Off event.
Task 10.1d Solicit feedback from College employees through Zoomerang and email:
“What are the critical issues for you, for your department, and for our
College as we become Indian River State College?”
Task 10.1e Conduct Town Hall Meetings.
Strategy 10.2 Develop new Employee Development offerings.
Task 10.2a Inquiry and Reflections at the River will be focused on faculty needs and
Task 10.2b Where Students Come First will provide offerings on customer service.
Strategy 10.3 Develop the Growing Our Own program targeting current employees interested
in internal advancement in response to pending retirements (including the
“Have you thought about….?” multi‐part panel series).
Strategy 10.4 Implement new reimbursement approval form for those seeking advanced
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Task 10.4a Identify all tenured faculty without a terminal degree who have at least
eight years left in their teaching careers and encourage them to pursue
a doctorate in their disciplines and provide needed support. Provide
them with financial information to support their decision making, such
as the impact of promotion on current salaries and FRS retirement
benefits, which will continue for the rest of their lives.
Strategy 10.5 Implement EDP transcript system with Enterprise Systems and Human
Strategy 10.6 Enhance EDP Targeted Offerings.
Task 10.6a Encourage educational opportunities for staff that could lead to job
promotion and satisfaction. For instance, programmers might learn new
programming languages, technicians might learn new technologies,
employees might earn professional credentials such as CPA, all could
benefit from knowledge of foreign languages and sign language, etc.
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