Review of 2009-2013 Strategic Plan How Did We Do?

Allan Hancock College

2009-2013 Strategic Plan Accomplishments

Fall 2013

(revised 11/18/13)

1 Review of 2009-2013 Strategic Plan – How did we do?

This report identifies accomplishments related to the strategic directions, goals, and objectives defined in Allan Hancock College’s 2009-2013 Strategic Plan. Items were obtained through responses to an all staff / faculty survey in October 2013 requesting inputs on intentional and deliberate actions which occurred during 2009-2013 to accomplish each of the strategic goals. Additional information was identified through the annual accomplishments reports by AHC’s Councils for 2010-11, 2011-12, and 2012-13 as well as the annual accomplishments reported by the District to AHC’s Board of Trustees for 2010-11, 2011-12, and 2012-13. This report focuses on accomplishments. It does not include comments about what did not happen or needs to happen in the future. It also does not include actions that were in process, but not yet completed, during fall 2013.

Strategic Direction One Institutional Effectiveness: district policies and processes that ensure the effectiveness of the teaching/learning culture while improving communication and collaboration.

Goal 1.1 – To identify the institutional capacity to fulfill the college mission.  Objective 1.1.1: To determine the longitudinal, programmatic history of AHC’s student achievement.  Objective 1.1.2: To determine the learning and service needs of the AHC community.  Objective 1.1.3: To develop an enrollment management plan responsive (addressing) to the data on the learning and service needs identified in Obj. 1.1.2.  Objective 1.1.4: To determine the current budgetary institutional commitment to the five components of the California Community College mission.  Objective 1.1.5: To develop the college budget reflective of the institutional commitment to the five components of the California Community College mission.

Intentional and Deliberate Actions:  Marketed the college’s mission statement and the college’s unique qualifications to fulfill that mission in all AHC Foundation’s marketing materials and advancement activities.  Encouraged departments to tie their program planning to the college mission and reporting (in program reviews and annual updates). An online program review inventory houses the most recent PRAUs. Maintained a continuing robust and helpful Institutional Research and Planning Office who can help us see where we do not have the institutional capacity to fulfill our mission.  Revised program review process connecting resource requests to program review and college goals.  District budgets are developed each year to maximize the institution’s ability to provide quality education opportunities for students.  The college continually looks at enrollment management and the best ways to fulfill the class offerings that students need, also taking into consideration the current budget, community needs, and other elements. The community is given the opportunity to support programs both monetarily and by giving verbal input at both the department and Board level. The Machine Technology and Viticulture programs are good examples of offering classes based on (local) community input and need.

2 Goal 1.2 – To implement a committee/process improvement initiative, across campus, to improve coordination, communication, and effectiveness.  Objective 1.2.1: To identify key college committees/processes for evaluation and improvement.  Objective 1.2.2: To identify current elements to the key college processes identified in Obj. 1.2.1.  Objective 1.2.3: To identify improved elements to the key college processes identified in Obj. 1.2.2.  Objective 1.2.4: To implement improved elements to the key college processes identified in Obj. 1.2.3.

Intentional and Deliberate Actions:  Regular staff meetings to communicate about departments’ needs, schedule, etc.  The effectiveness of the CCPD is assessed on a regular basis (survey every two years).  Reviewed current business practices by business services and the IT services staff, looking for improvements and enhancements.

Strategic Direction Two Student Learning: educational programs and comprehensive student support services that are responsive to the assessment of learning outcomes.

Goal 2.1 – To define and assess student learning outcomes (SLO) for all college programs and services.  Objective 2.1.1: To define SLOs for all courses listed in the college’s master course list.  Objective 2.1.2: To define SLOs for all programs listed in the college’s catalog.  Objective 2.1.3: To assess SLOs for all courses identified in Obj. 2.1.1.  Objective 2.1.4: To assess SLOs for all programs identified in Obj. 2.1.2.  Objective 2.1.5: To define and assess outcomes that support student learning in administrative service units.

Intentional and Deliberate Actions:  SLOs have been defined for all active courses, programs, as well as student services. Approximately 95% of courses have had one or more SLOs assessed, with many having multiple SLOs assessed over multiple terms.  Worked with colleagues to establish student learning outcomes for courses and programs. Continued working with the outcomes and documenting results, including improvement plans with identified actions.  Departments have organized meetings for this specific purpose, with full- and part-time faculty attending the coordinated gatherings.  Student services identified SLOs for their programs and departments.  Identified institutional learning outcomes.  Completed initial assessment of all seven ILOs.  Mandating the establishment of program and course SLOs and requiring that SLOs be part of the syllabus forces faculty to incorporate measuring those outcomes into their activities and responding accordingly if they are not learned by students.

3  Assessment Days.  Trainings and workshops on SLOs and assessment processes.  Lots of support on eLumen data entry and reports.  Developed an Institutional Assessment Plan.  Active Learning Outcomes and Assessment Committee and subcommittees focused on academic affairs and student services. SLO liaisons represent academic and student services departments.  During 2012-2013, monthly reports updated the entire college community on the status of SLOs and assessment progress, positively reinforcing the work of individuals, disciplines and departments.  Title V grant provided support through its focused activities.  Learning Outcomes Analyst supports SLOs, assessment, use of the eLumen tool, trainings and assistance.  SLOs assessment is part of program review and annual updates processes.  Status indicated in ACCJC annual reports.

Goal 2.2 – To support student access, achievement, and success.  Objective 2.2.1: To develop and implement an integrated student outreach program that maximizes access to college programs and services.  Objective 2.2.2: To use SLO assessments of courses and programs to improve student achievement identified in Obj. 2.1.3, .4, and .5.  Objective 2.2.3: To define and improve student success.  Objective 2.2.4: To increase the advancement rate of students underprepared for collegiate level work.  Objective 2.2.5: To identify needs and develop action plans to effectively serve special student populations.

Intentional and Deliberate Actions:  Group work and cooperative examinations have been used to try to improve individual students performance.  Basic Skills Initiative has been implemented. Basic Skills Summit was held in 2011 with several resulting recommendations. English and counseling faculty worked on an alternate pathway project for remedial students to accelerate from ENGL 512 to ENGL 514. A credit ESL facilitator assisted students transitioning from noncredit to credit ESL.  Career Technical Education (CTE) programs regularly consult with and convene industry advisory committee meetings to ensure program/curriculum currency and effectiveness and to help identify and address program needs.  Staff and faculty are learning the requirements of and how to implement the Student Success Act for the benefit of our students.  Special programs: Cal-SOAP, CalWORKS, CAN, CARE, EOPS, LAP, MESA. Mentoring programs.  Tutoring centers; writing center; STEM center.  Additional hours for library and writing center to help meet students’ needs.  Used President’s Circle funding to help launch the college’s bookstore textbook rental program.  Continued textbook rental expansion.  Bilingual assistance.  Athletics programs and athletes’ success. 4  Student Help Desk located in the Student Center.  Increased support to the library for the purchase of books.  New program review processes.  New Registered Veterinary Technician program.  Adjusted offerings to comply with changed regulations on course repetition, withdrawal, etc.  Cultivated current scholarship donors and added new donors, both annual scholarships and endowments, to increase the amount of funds available to students.  Implemented Higher One refund management system with intent to reduce postage, staff time, and expedite payments to students.  Implemented process for students to purchase parking permits online.  Focus group discussions were convened on All Staff Day, 8/16/13, in which all campus constituencies discussed how we make our students feel directed, engaged, focused, nurtured, valued, and connected.  Friday Night Science programs and many after school outreach programs provide introduction and access to science education to young people, while providing AHC students with hands-on experience in both producing and presenting demonstrations illustrating scientific theories.  A Project and Design Lab has been created and implemented to provide students with a more concentrated and formal educational experience in demonstration project design, production, and presentation.  Math and Science Teacher Training Initiative (MSTI) and a Math Teacher Education Course.

Strategic Direction Three Resources: the responsible and effective management of institutional resources (human, financial, technology, facility).

Goal 3.1 – To recruit and retain quality employees.  Objective 3.1.1: To improve the efficiency and effectiveness in the hiring of employees, including attention to equity and diversity.  Objective 3.1.2: To develop a succession plan to address the near and short-term retirement vacancies of employees, as appropriate for institutional effectiveness.  Objective 3.1.3: To provide employees with high quality professional development opportunities to enhance the teaching, learning, and service outcomes of our work.  Objective 3.1.4: To utilize a comprehensive staff development model to ensure the retention of quality college employees.

Intentional and Deliberate Actions:  Human Resources Council, the Equal Employment Opportunity (EEO) committee and Professional Development committee reviewed and developed functions, goals and objectives. Feedback was received from all constituents on board policies proposed for revision (Prohibition of Harassment; Prohibition of Discrimination; Nepotism; Student Employment).

5  Recruitment efforts of quality employees utilize a broad-based approach (both online and in print, both in and outside of the local area) to attract qualified candidates.  Transitioned classified positions that were previously contracted through a third party to be directly employed by AHC.  Negotiated language in the CSEA agreement to hire part-time employees at less than 20 hours per week and created permanent positions to replace those positions which did not qualify per Education Code regulations as short-term, substitute, or professional expert in nature. Developed new or revised job descriptions for over sixty positions with the cooperation of CSEA and submitted newly-created ones to the board for approval. Completed whole department classified position restructures to improve workflow in Academic Affairs, Bookstore, Police Services, and Extended Campus.  The Academic Senate sub-committee on Faculty Hiring created policies and procedures for hiring full-time faculty.  Hired a new Superintendent/President.

Goal 3.2 – To develop district financial resources adequate to support quality programs and services.  Objective 3.2.1: To utilize the enrollment management plan to maximize the FTES apportionment of the college.  Objective 3.2.2: To maximize the utilization of Measure I funds for college capital projects, scheduled maintenance, and technology modernization.  Objective 3.2.3: To develop and leverage AHC Foundation resources to support student success.  Objective 3.2.4: To continue the pursuit of private and public grant opportunities that are aligned to the mission of the college.  Objective 3.2.5: To demonstrate fiscal responsibility by managing college assets, revenues, and expenses.

Intentional and Deliberate Actions:  Annual budgets have been developed to identify needs in advance of each fiscal year.  The district presents a balanced budget each fiscal year including an adequate reserve, for adoption by the board.  Updated cash management, including the timing of payments and receipts, actively monitoring cash balances, confirming cash availability from both internal and external sources, and ensuring district access to those resources should the need arise.  With the system of enrollment management, FTES are added if the budget allows and decreased in a tight budget. AHC needs to offer so many FTES to qualify as a ‘mid-size college’ and benefit from additional State funding. Reductions in service hours during budget cuts.  Between 2008-13, Institutional Grants brought in $8,479,451 with 44 new grant projects and $12,149,373 with 14 annually renewed grants for a total of $20,628,824. Over this period, the range of awards managed by the college was 26-45 per year. The projects and activities funded by these grants directly support Strategic Goals 2.2, 3.1, 3.3, and 3.4.  Grants include STEM, Bridges to the Baccalaureate, CAN-TRIO, BSI summit.  The college has used Measure I funds for improvements; Measure I funds and capital projects are reviewed at the board meetings. TAC reviews technology requests and recommends using funds.

6  Created successful partnerships that produced major private funding sources from local businesses and other private donors to support various programs and projects including the college’s Early Childhood Studies program, Machine Technology, and new start-up projects in Public Safety and Registered Veterinary Technician programs. Funders began to consider the college as a resource not only for the benefit of students but also for the community.  Accepted donations of equipment to support programs.  Community partnerships like the Johnson Racing family.  Increased membership in the President’s Circle for undesignated funding.  The Boyd Estate large donation to the AHC Foundation will support student success in the music program for many years into the future.  Through an annual giving campaign, attempt to involve the entire college community in financially supporting the college with the image of being a “giving community”.  Launched a community-side fundraising “quiet” campaign.  Started a Planned Giving Program marketing bequests and gifts of insurance.  Individual departments and programs reduced operational budget during lean years while providing same service.

Goal 3.3 – To enhance and maintain currency in technology usage/applications in support of students and faculty, staff efficiency and operational effectiveness.  Objective 3.3.1: To develop a campus-wide technology upgrade plan of action.  Objective 3.3.2: To migrate mainframe hardware and software to 21st century standards.  Objective 3.3.3: To provide comprehensive and responsive technology training to all college employees.

Intentional and Deliberate Actions:  Implemented Banner.  Implemented myHancock.  Implemented Xtender document management system.  Implemented Operational Data Store (ODS), data warehouse for Institutional Research queries and reports.  Expanded Blackboard access to on-site courses.  On-going effort to improve the technology equipment in classrooms has been beneficial; Smart classrooms.  Upgraded computers in labs and support centers.  Modern equipment used in vocational education.  Upgraded equipment and computers for faculty training in the Teacher Learning Center (TLC) of the ARC.  New integrated library system (Polaris) allows access to electronic resources (eBooks, streaming video).  New VoIP telephone system.  DegreeWorks.  TutorTrac.

7  Electronic transcripts.  Creation and development of upgrade to the IFAS HR/PY computer software program called “One Solution” to include employee information (Employee Online EO), applicant tracking (Applicant Online AO), employee professional development tracking (Professional Development PD), and a personnel action form workflow.  Created a technology endowment fund and funded an initial $75,000.  Redesigned Hancock public website.  More online advertising, college Facebook page, and QR codes on business cards and print publications have changed the focus and effort of marketing and communications with social media expansion and refinement.  The Website Services Committee surveyed 683 students about their use of myHancock in fall 2012. The committee has implemented and improved services based on feedback including: implementing Spike’s List; added direct link from myHancock to events calendar, added a link on myHancock to “contact my teacher” directing students to the directory, improved information on the “Need Money for College” channel to include scholarships and jobs, worked with Job Placement to improve a campus listing of available jobs that can be assessed by logging into myHancock and viewing them, extended student wifi timeout, created a photo/video gallery.

Goal 3.4 – To provide a safe, attractive, and accessible physical environment that enhances the ability to teach, learn, and work.  Objective 3.4.1: To collaboratively plan for college facilities construction and maintenance initiatives.  Objective 3.4.2: To effectively respond to planned and unforeseen maintenance needs.  Objective 3.4.3: To define and clarify the college’s commitment to developing an environmentally conscious physical environment.

Intentional and Deliberate Actions:  Beautiful campus; environment is relaxing for students and staff. Students gather in the Commons area, the Student Center, and the Library. Grounds and landscaping work is good.  Campus is well maintained and is overall a safe campus.  Indoor and outdoor classroom spaces have vastly improved through Measure I.  New facilities with bigger, cleaner modern learning environments and teaching technology.  The One-Stop Student Services building is being occupied by Student Services and other programs. Administration will move into the new building B.  Completed building projects: Building I (Children’s Center), Building D, baseball field, other athletic fields and new track.  Building O is under construction.  The new Public Safety Training Complex will allow teaching potentially dangerous activities in a controlled and safe environment.  Blue light safety poles with emergency access/communication. AlertU texts for emergencies.  Improved police/safety vehicles.  Presentations discussing campus safety and what staff should do in an emergency.

8  Staff training with the Sheriff’s Department and other resources. Series of emergency preparedness training classes with various departments in how to handle active shooter situations and dealing with angry/disgruntled people.  Plant Services / Facilities Department is friendly and responds to requests.  The board approved adoption of Board Policy on Sustainability in August 2013.

Strategic Direction Four Governance: leadership, shared governance, and communication responsive to college and community change.

Goal 4.1 – To create a culture of data-driven decision making and prioritization informed by an organizational systems approach.  Objective 4.1.1: To establish ongoing data collection procedures that contribute to instructional, student service, and administrative decision making.  Objective 4.1.2: To review and revise shared governance processes to assure consultation in decision making.  Objective 4.1.3: To ensure all college communication processes include opportunities for regular assessment, discussion of effectiveness, and revision.

Intentional and Deliberate Actions:  Accreditation Liaison Officer worked with the entire college to address issues identified in the 2010 accreditation visit.  Successful completion of ACCJC mid-term reporting and visit by reviewers in spring 2013.  Report submitted to ACCJC in spring 2013 indicated AHC at the proficiency level with student learning outcomes and assessment.  Initial standards set for institutional measures reported in ACCJC annual reports.  Solicit input from all employees through various college surveys.  Use data to make informed decisions.  Institutional Research queries data as requested. IRP is using a new ODS data warehouse and other data sources; maintains AHC Factbook, supports ARCC / Scorecard reports, responds to federal and state reporting requirements. IRP provides various information to councils and committees.  LOAC/IRP has provided suggested revisions to the program review annual update forms to use relevant eLumen, streamline information, and not make faculty recreate work.

Goal 4.2 – To create a planning consultation framework that includes input from all sectors of employees and the board of trustees.  Objective 4.2.1: To identify opportunities and strategies to enhance communication between and among college employees.

9 Intentional and Deliberate Actions:  Creation of Councils and Committees, Pathways to Decisions (CCPD) with defined functions to improve coordination, communication, and effectiveness college-wide and enlist participation from all constituencies. Shared governance councils.  The CCPD Manual is posted on myHancock and is continually reviewed and updated.  Implemented the CCPD. Agendas, notes and handouts of council meetings are sent to members and posted on myHancock for everyone to review. Regular council meetings.  Annual planning retreats involve attendance from staff across the entire college.  Drafted new technology master plan.  Various newsletters.  All Staff Day presentations.