Q. & A. with Kathy Goudy, Colorado Mountain College Board of Trustees, District 2 director candidate | SteamboatToday.com

Q. & A. with Kathy Goudy, Colorado Mountain College Board of Trustees, District 2 director candidate

Colorado Mountain College Board of Trustees, District 2

Kathy Goudy

Q. Colorado Mountain College covers 12,000 square miles of service area in Northwest Colorado. What unique niche does the Alpine campus in Steamboat Springs fill as part of Colorado Mountain College?  Is there an opportunity to improve the Alpine campus?

A. The Alpine campus is the gold-standard for CMC facilities and programs. The enrollment is at maximum peak, with the highest percentage of out-of-district students of any CMC site. And Alpine graduates a high number of students, in both academics and the certificate programs for job training. Trustees, as part of capital planning, must address expanding the dormitories, as well as innovative solutions to the housing needs for professors, and off-campus options students. As a trustee, I have pushed for CMC to partner to bring broadband availability to both the community and the school that has a capacity commensurate with the needs of this century.

Q. What vision do you have for Colorado Mountain College for the next four years, both school-wide and specific to the Alpine campus in Steamboat Springs?

A. I have pushed hard for a CMC to market a webpage, which allows students to review class choices and enroll for classes on-line without needing to come to the physical campus. The current administration has been gung-ho to implement the five-year update of our IT, which had fallen behind the needs of the school during the prior administration. Attention to the vocational and job-training mandates of CMC are a strong priority. Courses in the trades, resort services and training for the jobs local employers need to fill with locals are essential. The mill levy paid by the residents of the CMC counties are a mutual pact of trust that the funds paid by residents will be fairly distributed for all aspects of our mandate. Colorado statutes require CMC to provide all residents opportunities for job skills, technology and the arts, which includes learning for real life. A budgetary focus on courses, staff and students provides the most bang for the tax dollars CMC receives, and the school needs to continue to increase its offerings of life-long learning classes for the locals.

Q. What is the greatest challenge facing Colorado Mountain College and how would you propose dealing with that challenge?

A. CMC now is in a position of strength, with increased enrollments, a get-it-done administration, great professors and employees and beautiful facilities. We need to anchor those strengths to ensure no relapse by knee-jerk responses to spur-of-the moment prospects or crises. CMC must plan our future with strategy and data, keeping in mind the multi-campus overall needs and goals.

Q. What strategies would you support to continue to grow enrollment at Colorado Mountain College campuses?

A. Dr. Hauser and her team have been dynamic in prioritizing student enrollment. New class counselors follow up on potential students, the president’s scholarship is available to all graduates of in-district schools and the opportunity to graduate high school with an associates degree in-hand through dual enrollment classes are visionary strategies that are already reaping success. These plans must continue to be supported and enhanced by the board of trustees. CMC also must address housing issues for all students in a six-county district notorious of having no affordable housing for the middle class or students.

What uniquely qualifies you to serve on the CMC board of trustees?

A. I am the voice of the locals, the constituents whose money created and maintain CMC. I have been dogged in my advocacy for low tuition for in-district enrollees and for increased class offerings of life-long learning opportunities for all residents. I have spent four years working with the other board members to bring CMC to the quality at which it now operates, and I am familiar with the issues and procedures to help CMC continue to grow and lead.

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