CSPC Agenda April 7, 2016

Transcription

1 1. Review of minutes from last meeting (attached). CSPC Agenda April 7, Overview of CSPC CSPC spring work and future agenda items: Review data related to student success and institutional effectiveness; modify college-set standards as needed. (March 30, 2016) Review the mission, vision, and values of the college and recommend changes as needed. (March 30, 2016 Mission statement changes approved) Prepare for Fall 2016 Strategic Planning work (begun March 30, 2016, continued at subsequent meetings) Review college goals, strategies and outcome measures for the next cycle and recommend changes as needed. (April 7, 2016) Recommend revisions to planning processes as needed (April 7 and 8, 2016) Recommend revisions to the planning timeline as needed (April 8, 2016) Recommend ways to communicate effectively regarding planning and resource allocation e.g. MOE requests (April 28, 2016) Facilitate implementation of accreditation AIPs associated with planning (April 28, 2016) 2. SCC Strategic Planning preparation for Fall SCC Goals, Strategies and outcome measures (see attached documents) 4. Possible revisions to the planning process Link to the Planning Handbook: reached from the PRIE Planning webpage; direct link fb34a457fda5/planning%20handbook%20(summer%202015).pdf 1

2 1. Review of minutes from last meeting (attached). Minutes approved by consensus CSPC Minutes March 30, Change to the Mission Statement - update: Sacramento City College is an open-access, comprehensive community college, serving a diverse student population. We provide a wide range of educational opportunities and support services designed to foster the success of all students seeking leading to transfer, career advancement, Associate degree and certificate attainment, basic skills development, and personal enrichment. Our commitment to continuous improvement through outcome-guided assessment, planning, and evaluation promotes student learning. Through these efforts, we contribute to the intellectual, cultural, and economic vitality of the community. The change to the Mission Statement was approved by the committee. It was suggested that we check to be sure that Associate degree was capitalized properly. The statement will go to the Executive Council for their approval in April and to the BoT in May or June. 3. IEPI goals in addition to those currently in place. (See attached information) The data related to the Completion Rate for unprepared students was discussed and the downward trend notes. The committee discussed the context of this metric and how restrictions in course offerings, the economic environment, and changes to repeatability, Financial Aid and other rules may have contributed to the decline in completion rates. It was noted that completion rate is a lagging indicator and, because of that, we may see some additional declines before the measure begins to climb again. The committee asked PRIE to include this context in the discussion of this measure in the next set of IE Reports and other related documents. After discussion, the following goals were agreed upon based on the current value and the average cohort-to-cohort change). One year IEPI goal for the Completion Rate for unprepared students = 43.7% Six year IEPI goal for the Completion Rate for unprepared students = 54.3% The committee also discussed the data on successful course completion. It was noted that, although successful course completion increased slightly from the previous year, we did not exceed the one year goal set in It was agreed that we will keep the same goal for the next year. Many college activities supporting course success are in place: SSSP work, Student Equity activities, Basic Skills Initiative projects, Sacramento Pathways efforts, involvement in the Common Assessment Initiative, etc. The committee asked PRIE to include this context in the discussion of this measure in the next set of IE Reports and other related documents. After discussion, the following goals were agreed upon based on the long term pattern of this metric: One year IEPI goal for overall Successful Course Completion = 67.6 Six year IEPI goal for overall Successful Course Completion = 70% There was substantial discussion about the faculty perception of the increasing number of accountability measures required of the college. A concensus was reached that we need constructive ideas and a collective understanding that we are all involved in supporting student success. Constituency leaders will report to their senates on the IEPI goals established today. 2

3 4. College-set baseline standards (see attached information; more info will be provided at the meeting) Note: This information has gone to the CTE Deans and Department chairs and that the Deans were asked to facilitate discussions of the results in their departments. College-set baseline standards and current results for licensure exam pass rates were discussed. Most programs are well above the baseline standards for exam pass rates. Those few programs which are somewhat below the standard were above it last year. Going into the future we should look at trends. College-set baseline standards and current results for Perkins IV employment rates were discussed. The data reviewed included 3 years of the Perkins metric for SCC and comparisons to benchmark colleges. Several programs are below standards for this metric. It was noted that the CTE Deans and Department Chairs will want to discuss the data and respond as appropriate. Some departments may need to gather additional data, others may have information that clearly links the decline in employment to the recent economic recession, and others may want to make changes to programs to enhance employability. In some cases, it may be important to change the standard, for instance if self-employment is high in an area the standard may need to be lower since Perkins data does not include self-employment. CTE programs should be encouraged to include a discussion of this metric in their program reviews. The committee noted that having additional data, such as N s even for those programs with N less than 10, would be useful for some discussions of employment. College-set baseline standards and current results for the number of degrees/certificates awarded were discussed. A relatively small proportion of SCC programs were below the college-set baseline standard in this area. About an equal proportion of programs exceeded the college-set baseline standard by 20 or more awards. It was noted that for most of the programs falling below the college-set baseline standard were in areas where Associate s Degrees for Transfer had recently been added and that this may account for the decrease in the related AA/AS degrees. The committee requested that the PRIE office contact Department Chairs and Deans of programs below or well above the standard to see if the baseline should be changed. 5. LRCCD Strategic Planning: As the District Strategic Plan is renewed we will need robust discussion at SCC as we engage in Strategic Planning this fall. We will most likely want to revise our own Strategic Plan and Institutional Plans. It was suggested that we do one or more of the following: Have this included in Fall Flex Have this on the agenda of the Deans/Department Chairs meeting that occurs in flex week. Involve discussions at meetings of Deans, Senates, Department Chairs, Shared Governance Committees and other groups. Plan a charrette on Strategic Planning early in the Fall Semester Invite IBA trained facilitators to run some events/meetings (perhaps some retired SCC folks). This item will remain on the CSPC agenda for future meetings. 6. Other A brief accreditation update was provided. The timeline for completing our follow-up report was discussed. The report will need to go to the BoT for approval in February, so the bulk of the writing will need to occur in the Fall semester. Future Agenda Items: Strategic Plan renewal SCC Goals and Strategies Timeline for planning work MOE requests 3

4 Sacramento City College Goals & Strategies Guiding Principles: During the committee discussions in Fall 2011, the CSPC it became clear that there were important concepts that related to all of the College Goals. The committee pulled these out as guiding principles. The CSPC identified five principles that guide our interactions across the College. These principles underlie the implementation of all of the College Goals. The use of qualitative and quantitative data to inform decision making Attention to effective communication both within the college and between the college and the external community. Provision of professional development and training for all employees Active support for diversity in all its forms Commitment to building a sense community across the college SCC Goal A: Teaching and Learning Deliver student-centered programs and services that demonstrate a commitment to teaching and learning effectiveness and support student success in the achievement of basic skills, certificates, degrees, transfer, jobs and other student educational goals. Strategies: A1. Promote the engagement and success of all students, with a special emphasis on first-year students who are new to college. A2. Review courses, programs and services and modify as needed to enhance student achievement. A3. Provide students with the tools and resources that they need to plan and carry out their education, complete degrees and certificates, and/or transfer. A4. Improve basic skills competencies in reading, writing, math, and information and technological competency across the curriculum in order to improve student preparedness for degree and certificate courses and for employment. A5. Deliver services, curriculum, and instruction that result in equivalent student outcomes for all modalities and locations. A6. Identify and disseminate information about teaching practices and curriculum that are effective for a diverse student body. A7. Implement practices and activities that reduce achievement gaps in student success. A8. Assess student learning at the course, program, and institutional levels and use those assessments to make appropriate changes that support student achievement. A9. Implement a formal college-wide plan to increase the completion of degrees and certificates across the college. A10. Ensure that students have opportunities to be involved in a range of co-curricular activities. SCC Goal B: Student completion of educational goals Align enrollment management processes to assist all students in moving through programs from first enrollment to completion of educational goals. Strategies: B1. Revise or develop courses, programs, schedules and services based on assessment of emerging community needs and available college resources. B2. Use quantitative and qualitative data to identify strategies which improve enrollment management processes. 4

5 B3. Explore and create multiple ways to disseminate information to students in order to engage them with learning in the college community. B4. Support front door policies and practices that assist students with the transition to college. B5. Maintain the quality and effectiveness of the physical plant in order to support access and success for students (i.e. modernization, TAP improvements, equipment purchases, etc.). B6. Expand interactions with community and industry partners in order to increase student opportunities for experiences that help them transition to careers (career exploration, completion of licenses, internships, etc.) B7. Provide students with clear pathways to goal completion. B8. Provide programs and services that help students overcome barriers to goal completion. SCC Goal C: Organizational Effectiveness Improve organizational effectiveness through increased employee engagement with the college community and continuous process improvement. Strategies: C1. Review staff processes, including those for hiring, orientation, training, customer service, evaluation and professional development and modify as needed in order to make them more effective and inclusive. C2. Build and maintain an effective staff that reflects the diversity of our students and community. C3. Promote health, wellness and safety throughout the institution. C4. Utilize quantitative and qualitative data to help guide decision-making throughout the institution. C5. Increase the effectiveness of communication both within the college and between the college and the external community. C6. Continue to exercise transparent and fiscally sound financial management. C7. Encourage collegiality, connection, and participatory decision-making at the college. 5

6 SACRAMENTO CITY COLLEGE Desired Outcomes SCC has three overarching goals; each goal has supporting strategies (e.g. A1, A2, etc.). Those strategies are shown in the table below with success indicators and responsible units. SCC Goal A: Deliver student-centered programs and services that demonstrate a commitment to teaching and learning effectiveness and support student success in the achievement of basic skills, certificates, degrees, transfer, jobs and other student educational goals. SCC Goal B: Align enrollment management processes to assist all students in moving through programs from first enrollment to completion of educational goals. SCC Goal C: Improve organizational effectiveness through increased employee engagement with the college community and continuous process improvement. GOAL A: STUDENT SUCCESS GOAL 1. Promote the engagement and success of all students, with a special emphasis on first-year students who are new to college. (A1) 2. Review courses, programs, and services and modify as needed to enhance student achievement. (A2) 3. Provide students with the tools and resources that they need to plan and carry out their education, complete degrees and certificates, and/or transfer. (A3) SUCCESS INDICATORS Exceed the SCC baseline standard for overall course success of 63% Meet the SCC IEPI Goal of 67.6% overall course success rate. Reduce the gap in course success between first-time new students and other students. Exceed the SCC baseline standard for Fall to Fall persistence at SCC of 37% Develop additional Associate Degrees for Transfer Review of courses, programs, and services completed effectively. Increase number of degrees and certificates awarded. Exceed the SCC baseline standard for overall course success of 1,000 degrees and 350 certificates awarded Increase number of transfers to four-year institutions. Exceed the SCC baseline standard for overall course success of 700 transfers to UC/CSU. Develop additional Associate Degrees for RESPONSIBLE UNIT(S) Matriculation and Student Success Committee Student Equity Academy Department Chairs Curriculum Committee Dean of Counseling and Student Success Transfer Center 6

7 4. Improve basic skills competencies in reading, writing, math, and information competency across the curriculum in order to improve student preparedness for degree and certificate courses and for employment. (A4) 5. Implement practices and activities that reduce achievement gaps in student success. (A7) 6. Implement a formal college-wide plan to increase the completion of degrees and certificates across the college. (A9) 7. Ensure that students have opportunities to be involved in a range of co-curricular activities. (A10) 8. Provide programs and services that help students overcome barriers to goal completion (B8) Transfer Further develop Sacramento Pathways to Success. Increase State Scorecard basic skills improvement rates which are at or above the state average. Increase success rates in basic skills courses. Implement strategies that encourage students to complete basic skills courses early in their educational programs. Participate in the pilot of the Common Assessment Initiative Reduce gaps between student groups for: Course success rate State Scorecard Completion Metric Effectively implement the CCSSE/NSSE Engaging Latino Students project. Fully implement the SSSP and Student Equity plans (note: These plans combined constitute a college-wide plan to increase college completion). Effectively communicate to students about the co-curricular activities available. Fully implement the SSSP and Student Equity plans. VPI, AVPIs VPSS, AVPSS Basic Skills Initiative Committee Dean of Mathematics Dean of Language and Literature Dean of Student Equity and Success Student Equity Committee Dean of Student Equity and Success Student Associated Council Dean of Student Equity and Success 7

8 SACRAMENTO CITY COLLEGE Desired Outcomes GOAL B: TEACHING AND LEARNING EFFECTIVENESS GOAL 9. Deliver services, curriculum, and instruction that result in equivalent student outcomes for all modalities and locations. (A5) 10. Identify and disseminate information about teaching practices and curriculum that are effective for a diverse student body. (A6) 11. Assess student learning at the course, program, and institutional levels and use those assessments to make appropriate changes that support student achievement. (A8) SUCCESS INDICATORS Ensure equivalent course success rates for all modalities and locations. Ensure equivalent services for all modalities and locations. Offer staff development related to effective teaching for a diverse student body with an average evaluation score of workshops above 4.5 out of 5.0. Reduce gaps between student groups for course success rate. Use SLO assessment results for continuous improvement in both instruction and student services. Fully implement the new online process for recording and integrating SLO assessment results. RESPONSIBLE UNIT(S) Davis and West Sac Center Deans DE Coordinator, DE Committee Educational and Information Technology Committee Dean of Student Equity and Success Staff Resource Center Dean Staff Development Committee Cultural Awareness Center Student Equity Committee Faculty/Counselors Student Services Staff SLO Coordinator & SLOAC SACRAMENTO CITY COLLEGE Desired Outcomes GOAL C: ACCESS AND GROWTH SUCCESS RESPONSIBLE UNIT(S) GOAL INDICATORS 12. Use quantitative and Increase enrollment to match capacity. 8

9 qualitative data to identify strategies which improve enrollment management processes. (B2) NOTE: This goal and related success indicators delineate the key WIG for the College 13. Explore and create multiple ways to disseminate information to students in order to engage them with learning in the college community. (B3) 14. Support front door policies and practices that assist students with the transition to college. (B4) 15. Maintain the quality and effectiveness of the physical plant in order to support access and success for students (i.e. modernization, TAP improvements, equipment purchases, etc.). (B5) Grow enrollment by 2% for the academic year compared to the previous year. Increase the number of new students. Increase the number of returning students (Fall to Spring) Increase the number of continuing students Effectively disseminate college information to students. Increase the number of returning students (Fall to Spring) Fully implement the related elements of the SSSP plan. Increase student use of front door services. Increase the number of students who complete core matriculation steps: Orientation, Assessment, Counseling/Education Plan Fully implement the related elements of the SSSP plan. Accomplish facilities upgrades and maintenance on schedule. Make timely progress on construction and modernization projects. All college divisions Public Information Office Matriculation and Student Success Committee and AVPSS Dean of Student Equity and Success Matriculation and Student Success Committee Dean of Counseling and Student Success VPA College Operations Office Campus Development Committee SACRAMENTO CITY COLLEGE Desired Outcomes GOAL D: COMMUNITY, ECONOMIC AND WORKFORCE DEVELOPMENT GOAL 16. Revise or develop courses, programs, schedules and services based on assessment SUCCESS INDICATORS Develop new or revised courses and programs (e.g. new AS-T and AA-T degrees). RESPONSIBLE UNIT(S) VPI, AVPIs VPSS, AVPSS 9

10 of emerging community needs and available college resources. (B1) 17. Expand interactions with community and industry partners in order to increase student opportunities for experiences that help them transition to careers (career exploration, completion of licenses, internships, etc.) (B6) 18. Provide students with clear pathways to goal completion. (B7) Fully implement related elements of the SSSP plan. Further develop K-12, community and industry partnerships. Increase student career exploration, internships, and completion of licenses. Exceed SCC baseline standards for CTE Perkins employment rates of 60-75%. Exceed SCC baseline standards for CTE licensure pass rates of 80% Fully implement related elements of the SSSP plan. Increase the number of new students who have completed iseps. Exceed SCC baseline standard for Fall to Fall persistence at SCC of 37% Exceed the state average for State Scorecard metrics: 3 semester persistence in the CCC system Percent of cohort who earned 30+ units VPA Curriculum Committee Faculty Career Center Work Experience and Internship Program CTE Programs: AVP, Dean & Faculty PRIE Office Matriculation and Student Success Committee Faculty & Counselors Classified Staff SACRAMENTO CITY COLLEGE Desired Outcomes GOAL E: ORGANIZATIONAL EFFECTIVENESS GOAL 19. Review staff processes, including those for hiring, orientation, training, customer service, SUCCESS INDICATORS Ensure effective administrative processes (as shown by VPA metrics). Provide effective staff development. Complete the review of participatory RESPONSIBLE UNIT(S) VPA Instruction and Student Services areas VPSS, AVPSS 10

11 evaluation and professional development and modify as needed in order to make them more effective and inclusive. (C1) 20. Build and maintain an effective faculty and staff that reflects the diversity of our students and community. (C2) 21. Promote health, wellness and safety throughout the institution. (C3) 22. Utilize quantitative and qualitative data to help guide decisionmaking throughout the institution. (C4) 23. Increase the effectiveness of communication both within the college and between the college and the external decision-making processes at SCC (the Blue Book review ) and implement results. Complete 70% or more of unit plan objectives Use the teaching demonstration process for new faculty hires. Ensure employee engagement in activities related to the diversity of students and community. Request, prioritize, and hire new faculty and staff in accordance with equity procedures and principles. Offer effective employee and student health and wellness activities. Develop additional strategies to communicate information about planning and resource allocation processes. Complete the review of participatory decision-making processes at SCC (the Blue Book review ) and implement results. Provide data, and training in the use of data, across the college. Produce effective college publications (paper and online). Respond effectively to the findings of the Communication and Governance Survey. Staff Resource Center Personnel Staff Development Coordinator Staff Development Committee PRIE Dean Blue book review task force All college units VPI, AVPIs VPSS, AVPSS VPA Faculty & Classified Staff Deans Cultural Awareness Center Staff Equity and Diversity Committee Staff Resource Center College Health Services Campus Safety Committee PRIE Office PRIE Committee Budget Committee All VPs & AVPs Blue book review task force All program areas Public Information Office 11

12 community. (C5) 24. Continue to exercise transparent and fiscally sound financial management. (C6) Encourage collegiality, connection, and participatory decisionmaking at the college. (C7) Complete the review of participatory decision-making processes at SCC (the Blue Book review ) and implement results. Continue to exercise sound fiscal management (as shown by budget metrics). Continue the integration of categorical funds into the SCC resource allocation process. Complete the review of participatory decision-making processes at SCC (the Blue Book review ) and implement results. Strengthen planning processes at the department, division, CSA, and college levels. Provide Staff Development activities that promote participation in decision-making, connection and collegiality at the college. Further develop ways to recognize excellence and innovation at the college. PRIE Dean Standing Committee Tri-chairs Executive Council Blue book review task force VPA, VPI, VPSS Area Deans Budget Committee Executive Council PRIE Dean Constituent Leaders Standing Committee Tri-chairs Staff Resource Center Dean Staff Development Committee Honors and Awards Committee Blue book review task force 12

13 2015 Accreditation AIPs Actionable Improvement Plan 1 (I.B.3, I.B.4): The College Leadership will develop best practices for engagement of departments and units in the planning process to: Include strategies for effective communication, timely completion, and deeper understanding of the planning process and models that would be effective for groups of various sizes and responsibilities. Support ongoing continuous process improvement with respect to the engagement of departments with the planning process. Actionable Improvement Plan 2 (II.A.1, II.A.1.c, II.A.2.a, and II.A.3.c): Through the Student Learning Outcomes Assessment Committee (SLOAC), the College will institutionalize its updated and enhanced processes and accountability tools to ensure that all student learning outcomes, at all levels, are assessed on a systematic and cyclical basis and ensure that the results are used for continuous improvement. Actionable Improvement Plan 3 (IV.A.1, IV.A.2.a) As part of the ongoing cycle of continuous improvement, the, President s Cabinet, and all constituency leadership will facilitate and further develop dialogue, activities, and initiatives designed to improve College engagement in, understanding of, and respect for participatory decision-making. The Blue Book Task Force was convened in April 2015, an important first step to address these issues. Actionable Improvement Plan 4 (IV.A.3, IV.A.5): To improve effective and satisfactory cross-constituency participation in the governance of the College, the College Leadership will: Develop a more robust Campus Issues process to facilitate a timely response and thorough explanation for how and why decisions are made. Create a clear and transparent process for utilizing survey data to make process improvements in communication and participatory decision-making. Provide both formal and informal venues for College-wide information sharing. 13