SAN BERNARDINO COMMUNITY COLLEGE DISTRICT Celebrating Student Success
2014-15 TO 2019-20 STRATEGIC PLAN
San Bernardino Valley College graduates
SAN BERNARDINO COMMUNITY COLLEGE
sbccd DISTRICT
Contents
Welcome from the President of the SBCCD Board of Trustees 05
Welcome from the Chancellor of the SBCCD 07
CHC President’s Letter 08
SBVC President’s Letter 09
Messages from EDCT Associate Vice Chancellor 10 & KVCR TV-FM General Manager
Vision, Mission, Values 11
Conceptualizing a new mission and vision... 13
Strategic Priorities (summary) 15
A Short History of the SBCCD 17
Accreditation 17
Strategic Priorities (detail) 21
Resources Necessary to Achieve Strategic Goals 29
SBCCD Statement on Ethnic & Cultural Diversity 31
Acknowledgements 33
District Strategic Planning Committee 35
District Governance and Administration 39
Glossary 40
Statement of Non-discrimination 41
San Bernardino Valley College campus SBVC women’s soccer team has been a leading team in the conference and state for many years. STRATEGIC PLAN 5 .....
2014-15 TO 2019-20 College District Community of the San Bernardino On behalf to present our Strategic I am honored Board of Trustees, 2019-20. This plan is a living Plan for 2014-15 through basis in will review and update on a regular document that we the flexibility required of our institutions order to maintain needs of the community. and to meet the changing Community College District is veryThe San Bernardino 1.7 million people residing within large, with more than headcount student Our for-credit about 500 square miles. of the state’s most economically is over 23,000 in one we have a very high disadvantaged areas. Traditionally Welcome from John Longville, President, SBCCD President, John Longville, from Welcome of Trustees Board unemployment rate, high poverty rate and low college-going and college-completion rates, which unemployment rate, high poverty rate us. means we have a daunting task set before us, but rather to set out the parameters within which we must None of this is meant to discourage set our goals. With everyevaluate our policies and processes and we must ask, “Is this how decision, we best serve our students and our community?” of this District, and now as a trustee, I can say with pride that As a former adjunct faculty member administrators welcome these challenges. Improving economic conditions staff, and the faculty, our attention on preservingwill enable the District to focus less of the most basic programs. We the lives of our students through the best practices now can put greater efforts into transforming are committed We and the most current uses of technology. of student success, increasing access the opportunities we can present to our students and to individually and collectively to broadening the members of our community. The SBCCD serves the whole community: everyone is a stakeholder in our decision-making When our students succeed, they create businesses and processes, as evidenced by this document. all here at as knowledgeable citizens of the global economy, jobs, build families, and participate home in the Inland Empire. Crafton Hills College, as well as KVCR College and Our District, through San Bernardino Valley division, is dedicated to and the Economic Development and Corporate Training TV-FM/FNX Strategic Plan improving the lives of our students and our community residents. The SBCCD We welcome and years. that follows is our guideline of how we intend to do so over the next five appreciate your contributions and suggestions. Sincerely, John Longville President, SBCCD Board of Trustees Spring means a very green SBVC campus. STRATEGIC PLAN 7 .....
2014-15 TO 2019-20 ERNARDINO B OMMUNITY OLLEGE C AN
C ISTRICT S
D sbccd Welcome from the Chancellor from Welcome I’m very guide our District to present the Strategic Plan that will pleased Our Strategic Plan team’s open, participatoryfor the next five years. dozens of people and many discussions, both process that involved our has resulted in this document that represents internal and external, the District’s future. shared vision regarding Community College District may not be unique in The San Bernardino “Celebrating student success” as “student titling our Strategic Plan I believe current objective of everysuccess” seems to be the educator. that establishing Student Success as our over-arching goal for the next five years is more than just using jargon. goal for the next five years is more than just that establishing Student Success as our over-arching process, our team has crafted specific, measurable, and realistic Through an innovative, thoughtful planning timelines, which will result in achieving that goal. Student Success is not objectives to be achieved under reasonable ongoing trail to be traveled, tested, evaluated, and redefined over time. the pinnacle of a mountain, but rather an District, like others in California, is now emerging from a most fiscally The San Bernardino Community College severe annual cuts in the state budgets, most of our energies were challenging period. For five years, due to focused on preserving as much of the status quo as we could: trying many class offerings as possible to maintain as even when there were no state funds; hoping to avoid laying off or and to educate as many students as we could, sources and additional resources wherever appropriate. furloughing staff; and seeking outside funding future, budgets are balancing and funding is being reestablished. New and hopefully for the foreseeable As of today, and responsibilities are now at hand. Never have the public and the opportunities abound. But different challenges are expected to serve more students; serve an increasingly colleges. We state expected more from the community demands; achieve newly established goals for completion, diverse range of students; meet new technology students are prepared for the work world with the necessarygraduation and transfer; and ensure that our hard and challenges. soft skills. And we are ready to rise to those hardships, but through the support of our community and bond Over the past decade, despite the economic of and renovate or construct many new we were able to both improve the infrastructure measures M and P, upgraded educational environment and much-needed technology facilities on our campuses, resulting in a vastly the programs and servicesenhancements. Now we can better focus on in order to effectively we provide to students create a culture of enduring excellence. of student success; all This Strategic Plan clearly establishes how important a team is in achieving our goal employers, a variety of educational partners along the way, The community, stakeholders have valuable roles to play. staff and administrators all contribute to the success of our our elected officials, the media, and our trustees, faculty, the plan addresses achieving students and so we must work together for that common goal. Each objective within we will be able to an enhanced partnership with one or more of those stakeholders. Through those partnerships transform lives through the education of our students for the benefit of our achieve our new mission statement, “We diverse communities.” and the San Bernardino Community College District, we look forward to On behalf of the Board of Trustees and our community. implementing this Strategic Plan, and to improving the lives of our students, our employees, Bruce Baron Chancellor Sincerely, .....
8 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT thoughtfully debatedthegoalsandobjectivesforSan BernardinoCommunityCollegeDistrict ontheStrategicPlanningCommittee.Ithank my colleagueswho It wasaprivilegetoserve and abeautifulcollegiatesetting.” college ofchoiceforstudentswhoseekdeeplearning,personalgrowth,asupportivecommunity, preparing thestudentsoftodayforworkplacetomorrow. Itmirrorsourvisionofbeing“the This StrategicPlanwillguideourDistrictthroughthenextfiveyears.Itsolidifiesmissionof measured. Students, faculty, andstaffallcontributedtohowthe goalsweredefinedandhowtheyshouldbe our planninganddecisions.We alsogarneredopinions andfeedbackfromourconstituentgroups. fromourpastandpresentstudents,usedthedatatoguide Chancellor’s Office,andsurveys Strategic Plan.We reviewedfindingsfromarecentEnvironmentalScan,researchtheState Most importantly, weuseddatatoguideusinestablishing CHC’sEducationalMasterPlanandthis learning, andlearningpropelsonetoadvanceinpersonal,educational,careergoals. and colleaguestobeengagedintheircollegeworkexperience,becauseengagementleads developed aninitiativefortheworkofcollege:Engage.Learn.Advance.We want ourstudents As CraftonHillsCollegedefinedandanalyzedstudentsuccessforitsEducationMasterPlan,we educated workforceandknowledgeablecommunity. achieving theireducationalgoals.Ultimately, ofcourse,thisfulfillsourgoalcreatingamore studentsin Importance, and4.DistrictOperationalSystems.Allofthesegoalswillhelpusserve through itsfourgoals: contributions. Strategic PlanandIespeciallywanttorecognizetheDeans ofResearch&Planningfortheirvaluable Crafton HillsCollege President Dr. Marshall Cheryl 1. StudentSuccess,2.EnrollmentandAccess,3.PartnershipsofStrategic As studentsuccessisthemandateforCalifornia those intothisStrategicPlan. important toourstudentsandinstitutionmeld great opportunitytofocusintentlyonwhatwefoundbe Strategic Planwasbeingdeveloped.Thisprovidedusa revising itsEducationMasterPlanatthesametimethis Serendipitously, CraftonHillsCollegewasrevisitingand CHC President’s Letter Colleges today, thisStrategicPlan addresses studentsuccess Community STRATEGIC PLAN 9 .....
2014-15 TO 2019-20 Valley College Valley San Bernardino or generations, the San Bernardino Community College San Bernardino Community College or generations, the District has served the the needs of this community through through its two campuses and occupational programs it offers the District Strategic Plan is to place centers. The aim of at the center of all short-term and the interest of students The District’s commitment to diversity, long-term planning. excellence in providing programs and inclusiveness, and services it the respect of a community that relies has earned on it for access to upward mobility. F President’s Letter SBVC President’s Letter Dr. Gloria Fisher Dr. President College San Bernardino Valley The SBCCD Strategic Plan has four goals. They are clear-cut and easy to remember. They are aligned They are and easy to remember. They are clear-cut The SBCCD Strategic Plan has four goals. plan as well as with the strategic plans of both campuses. with the goals of the state-level strategic attributes of the two campuses and integrates the planning This strategic plan recognizes the unique strategic goals of the California Community College system. priorities of all District sites into the Student success has a very because it is at the center of all campus and high priority for the District district planning. Moreover, all four planning goals are necessarily interdependent and intertwined. The plan aids in all four planning goals are necessarily interdependent and intertwined. Moreover, It provides us with a creative and inspirational mission and creating a road map for student success. are articulated so as to bring human and financial resources vision. The goals that the plan establishes ways. to bear in the most efficient and effective input, which included all campus and District A major strength of this plan is its stakeholder input, it engenders a sense of ownership by all. The team constituencies. By providing broad-based who worked on this project deservesour gratitude for their tireless and inclusive efforts. The plan achieve these vitally important goals in the most effective provides a much needed road map to all aspects of campus and District operations. This plan way -- by providing a basis for prioritizing institutionalizes self-assessment and accountability by defining incorporates evaluation procedures and for accomplishing goals and objectives. measurable outcomes and timetables myself to work for its In conclusion, I enthusiastically endorse the SBCCD Strategic Plan and pledge implementation in any way I am called upon...... 10 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT Message from Dr. Isaac Message from Mr. Cruz KVCR GeneralManager Alfredo Cruz This missionisachievedby: Empire throughworkforcedevelopment. economic prosperityoftheInland (EDCT) Divisionistostimulatethe Development andCorporateTraining The missionoftheEconomic EDCT AssociateViceChancellor Dr. Matthew Isaac and thenewlyadopted motto renewed commitmenttolocalism, California andbeyond.Withits communities ofinlandsouthern informing andentertainingthe diverse fundamental roleineducating, KVCR TV-FM/FNX playsa
“Community Matters,” supporting entrepreneurialentityoftheDistrict. nanotechnology program,andsustainingEDCTasaself- for emergingtechnologies,continuingtosustainour with privateandpublicsectororganizations,seekinggrants to supportitsmission,whichincludeforgingpartnerships developed itsownstrategicgoals,objectives,andpriorities ourconstituency,in ordertoserve theEDCTDivisionhas Consistent withthesestrategicplangoalsandobjectives, thus complementsthemissionandimpactofourcolleges. bytheacademicprogramsofcolleges and served otherwise portion ofthedisplacedandincumbentworkforcewhoarenot theshort-termtrainingneedsofasignificant EDCT serves c. b. a. most valuableassets. a localandsouthernCalifornia jewel,andisoneoftheDistrict’s KVCR TV-FM/FNX islicensedtoSBCCD, hasalongheritageas for TVandradioprograms. and provideprofessional,world-classproductionopportunities the-art televisionandradiostudiosarethefinestinregion Radio) andPBS(PublicBroadcastingSystem).KVCR’sstate-of- California’s pioneeringstationsforbothNPR(NationalPublic KVCR FMexpandedtotelevisiontenyearslaterandbecame Originally foundedasacollegestudent-runradiostationin 1952, public TVstations,cable,andsatelliteprovidersallacrossthe U.S. Television Satellitesystem,makingitavailabletoclose400 KVCR workstoaccurately America. November2014marksthelaunchofFNXonPublic and makinganationalimpactonlocalcommunitiesallacross focusing onNativeAmericanandWorld Indigenouscontent is thefirstandonlypublictelevisionnetworkincountry channel,FNX(FirstNationsExperience) KVCR TVssecondary content andsubjectmatter. appropriate programming reflect ourcommunitywith and proportionately workforce throughshort-termtraining. forpreparingahighlyskilled state/federal fundsnecessary building partnershipstoobtainlocal/ region; and to fostereconomicprosperityinthe technologies andhighgrowthareas to theworkforceinemerging providing innovativejobtraining employers; development needsofregional that meetthehumancapital offering customizedtrainingsolutions
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2014-15 TO 2019-20 VISION VALUES MISSION We transform lives through the education of our of the education lives through transform We Our educational programs and services programs and Our educational be will highly sought after. the most preferred by Our students will be institutions and employers. four-year the highest graduation rates Our students will have institutions. at four-year the highest employment Our students will have rates in our communities. gateway to pathways and Our district will be the future. opportunities for a brighter Our students and alumni will make a significant of contribution to the socioeconomic prosperity our communities. working Our employees will want to be here, love success. here, and go above and beyond for student Service, Integrity, Collaboration, Innovation, Quality Service,Integrity, students for the benefit of our diverse communities. the benefit of our students for SBCCD will be most known for student success. be most known for SBCCD will • • • • • • • Students gather on the Crafton Hills College campus Conceptualizing a New Vision and Mission The world of the Community College has changed significantly since the initial California Education Master Plan of the early 1960s. The Plan has been retooled several times, and each district and each college must do the same. It takes time, energy, research, and a thoughtful process to reassess and restate the role of an educational institution.
Our previous mission served us well, referring to the driving forces of technology that would impact our students’ learning environment and their work worlds.
Our new Mission is focused on the transformation that education can bring to the student, the diversity of those we serve, and the lasting impact of both on our communities. It is our reason for being – reflecting our idealistic motivations for doing the work we do here in our District. The mission should, and we hope will, inspire the members of our SBCCD community to bring our articulated values of service, integrity, collaboration, innovation, and quality to each aspect of our work, thereby benefiting our students and society as a whole.
In drafting ours, we examined the mission statements of those organizations known to be at the top of the best practices mountain – Massachusetts Institute of Technology, Walt Disney, 3M, University of Southern California, and Sony, among others, seeing the similarities in the usually single sentence or one paragraph structure of their mission statements, which clearly articulates what each does and why.
Our new Vision is designed to create excitement by setting forth concrete, big, clear, compelling, and highly focused goals. The reader of our new Vision will get our message with little or no explanation – it contains vivid descriptions of what achieving the goals will look like. The Vision contains mountains for us to climb as educators – once a summit is reached, we can move on to yet another mountain. In our path to create new vision and mission statements, we learned a great deal about other organizations and about our own institutions. We believe the results of those exploratory experiences will guide us well into the future. 2014-15 T0 2019-20 STRATEGIC PLAN
..... 13 San Bernardino Valley College Nursing Pinning Ceremony STRATEGIC PLAN 15 .....
2014-15 TO 2019-20 Strategic Priorities Strategic Institutional Effectiveness Access, Retention and Success Learning-Centered Institution for Student Effectiveness and Excellence Resource Management for Efficiency, and Leadership Enhanced and Informed Governance, The California Community Colleges provide workforce training, basic courses in English and basic courses in workforce training, Colleges provide Community The California The institutions. to four-year preparation for transfer programs, and and degree math, certificate system (CCC) are: of the California Community College strategic priorities Access and A. College Awareness and Readiness B. Student Success Development Economic and Workforce C. Partnerships for D. System Effectiveness E. Resource Development the strategic through their Board Imperatives, incorporates of Trustees, The SBCCD Board The Board is committed to excellence Community College system. priorities of the California and entities that comprise the San Bernardino Community and effectiveness in all the operations success, retention and access, and to prudent College District. It is committed to student The Board strives for and expects informed and management of all the District's resources. from themselves and from all the key leaders of the District. excellent governance and leadership end, the Board has established four Board Imperatives: that To • • • • those Board Imperatives as well as the priorities of the CCC Understanding and acknowledging committee’s work resulted in the four goals set out here and system, the SBCCD Strategic Planning discussed in detail in this publication: programs and servicesGoal 1: Student Success: Provide the necessary to enable all students to goals. achieve their educational and career access to higher education for populations in our region. Goal 2: Enrollment and Access: Increase and collaborate with Goal 3: Partnerships of Strategic Importance: Invest in strategic relationships development, government, partners in higher education, PK-12 education, business and workforce and other community organizations. administrative and Goal 4: District Operational Systems: Improve the District systems to increase operational efficiency and effectiveness...... 16 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT The timeless CraftonHills CollegeClock Tower STRATEGIC PLAN 17 .....
2014-15 TO 2019-20 ACCREDITATION Junior Colleges (ACCJC), located at A Short Historythe SBCCD of Valley College are fully accredited by the College Valley Crafton Hills College and San Bernardino Accrediting Commission for Community and Accrediting Commission for Community and 10 Commercial Blvd., Suite 204, Novato, CA 92949. programs. In addition, KVCR is the home of Native American and World Indigenous channel Indigenous channel programs. In addition, KVCR is the home of Native American and World finest in the region and provide professional, world-class production opportunities for TV and finest in the region and provide professional, , originally as the San Bernardino Valley Union Junior College Junior College Union Valley as the San Bernardino 1926, originally was formed in The SBCCD state. first union district formed in the District and was the districts, Bernardino and Colton high school district was formed from the San The San Bernardino elect trustees, establish curriculum forces to create the junior college district, which then joined which was College (SBVC), Valley and instructors for San Bernardino and provide facilities by Dean in 1927-28 with 17 faculty lead 30 acres in downtown San Bernardino established on about 25th included 140 students. SBVC is the original class, starting in 1926-27, George Jantzen. The Community Colleges. oldest of the 112 California Yucaipa. Crafton Hills a new campus in office began the development of In 1967, the District Foster The first President for CHC was College (CHC) opened in 1972, serving Valley. the East Davidoff. offering and Crafton Hills are comprehensive community colleges, Both San Bernardino Valley colleges and universities, transfer preparation to four-year students associate degree programs, life-long learning opportunities, in addition to student life career and technical education, and and the chance to participate in extracurricular writing, activities such as clubs, leadership, sports, art, theatre, dance, and music programs. originally called the Professional Division, Training The Economic Development and Corporate decade ago with the goal of partnering with Inland was formed more than a Development Center, provide workforce development and convenient, affordable Empire businesses and industries to that and so much more, bringing business development employee training solutions. It still does other skills, to the community through a multitude of and entrepreneurship training, among partnerships. federal and state grants and business radio station in 1952, KVCR FM expanded to television Originally founded as a college student-run pioneering stations for both NPR (National Public Radio) ten years later and became California’s KVCR’s state-of-the-art television and radio studios are and PBS (Public Broadcasting System). the FNX (First Nations Experience), made possible by its founding partner, the San Manuel Band of FNX (First Nations Experience), made possible by its founding partner, Mission Indians. radio ..... 18 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT A veteran celebratestheopening ofthe SBVC Veterans Resource Office STRATEGIC PLAN 19 .....
2014-15 T0 2019-20 ONE EXAMPLE of the way we serve our diverse communities is the College, as seen in the Program at San Bernardino Valley Veteran’s students who attend are more than 500 photo opposite. Among the veterans per semester. Valley College serves Affairs Office at San Bernardino The Veteran’s students and the Department of Veterans as a liaison between veteran to assist veteran students with the Affairs. The Office is equipped appropriate forms to process claims for educational benefits. has an on-site Administrator and Resource Office The Veteran’s Admissions & Records to assist with Representative from Veteran’s or educational any questions concerning veteran educational benefits College. experiences at San Bernardino Valley provides a home-away-from-home for vets Affairs Office The Veteran’s transitioning from service to school to employment. “We transform lives through the education of our transform lives through “We of our diverse communities.” students for the benefit The Mission of the SBCCD is: the SBCCD is: The Mission of Crafton Hills College Fire Academy cadets take part in a 9-11 Remembrance event STRATEGIC PLAN 21 .....
2014-15 TO 2019-20 50% 100% 19.8% 39.0% 2019-20 2014-15 to 2019-20 Target 46% 100% 18.2% 36.0% 2016-17 2011-12 to 2016-17 Target 16.2% 31.6% 2012-13 Unavailable Unavailable 2007-08 to 2012-13 Baseline
2014-2020 Strategic Plan Strategic 2014-2020
1.1 Objectives Objectives Increase the graduation rate from 16% to 20% by 2019-2020 as measured by the Student rate from 16% to 20% by 2019-2020 Increase the graduation Success Scorecard. to 39% by 2019-2020 as measured by the Student Increase the transfer rate from 32% Success Scorecard. a complete educational plan to 100% by 2019-2020 as Increase the percent of students with measured by data collected in Ellucian. have completed their educational plan to 50% by 2019- Increase the percent of students who in Ellucian. 2020 as measured by data collected Empower students to become continuous learners (study skills) Expand accelerated courses Alternative instructional methods Expand tutoring Expand learning communities Enhance early alert intervention Implement degree audit • • • Enhance student support services • • • • Expand and diversify professional development Expand academic advising etc.) Align curricular pathways with K-12 and 4-year partners (activities include conducting a sequencing study, Ensure accurate student placement etc.) supplemental instruction, mentor programs, Increase student engagement (learning communities, % with Complete Student Educational Plan*** Student Educational Plan Completion Rate**** bjective Graduation Rate* Rate** Transfer
***Target for the “% with Complete SEP” set based on the Student Success Act expectations. Act expectations. set based on the Student Success “% with Complete SEP” for the ***Target on targets identified for the graduation and transfer rates. in part, for SEP Completion rate based, ****Target *Target for the graduation rate set by calculating 22% increase from the baseline rate of 16.2% (.22 * .162 = .0356). for the graduation rateby set calculating 22% increase from the baseline rate of 16.2% (.22 * .162 = .0356). *Target rate for transfer rate set by identifying the transfer rate for State the entire (39.4%). **Target Goal 1: Student Success Goal 1: se student success while preserving access, enhancing quality, and reducing attainment gaps while preservingIncrease student success enhancing quality, access, and gender. age, race, ethnicity, associated with income, 1.1.1: 1.1.2: 1.1.3: 1.1.4: O
2. Key Strategies 1. Provide the programs and servicesProvide the programs necessary and all students to achieve their educational to enable career goals. 3. 4. 5. 6...... 22 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT 1.2.2: Increasethethree-yearthroughputratefrom20%to29%by2019-2020asmeasured 1.2.1: to successfulcompletionoffreshman-levelcourses. Increase thenumberofstudentswhocompletedevelopmentaleducationprogramsandprogress O 6. 5. 4. 3. 2. 1. Key Strategies English** Math*
(i.e., Sizeof.20)usingthemostrecentcohortyearasbaselineandroundingtonearest10. Effect 3-Year**English DevelopmentalEducation asubstantialincrease calculating targetdevelopedby ImprovementRate of20.4%(.22*.204=.0448). fromthebaselineyearrate rate 3-Year DevelopmentalEducation *Math a22%increaseinthe improvement calculating targetsetby ImprovementRate bjective 3-Year Improvement Rates Developmental Education Require early and continuous enrollment in math andEnglish andcontinuousenrollmentinmath Require early Enhance tutoringandstudentmentoring basicskillsprogram Develop non-creditcoursesfor indevelopmentalcourses Determine optimumclasssizeandteachingstrategies instructionalmethods includingalternative Increase andimprovebasicskillsofferings Work SBCCD studentsenrollat withK-12before CCCCO BasicSkillsProgressTracker. CCCCO BasicSkillsProgressTracker. Increase thethree-yearthroughputratefrom20%to29%by2019-2020asmeasured
1.2
2012-13 Baseline 2010-11 to 48.1% 20.4% 2016-17 Target 2014-15 to 57.9% 25.0% 2019-20 Target 2017-18 to
60.0% 29.2% 2014-15 THRU 2019-20 2019-20 THRU 2014-15
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2014-15 TO 2019-20 74.4% 15,000 2019-20 Target 65.2% 14,350 2016-17 Target TBD 13,241 2012-13
2.1 Increase the annual District-wide RFTES* enrollment from 13,241 in 2012-2013 to 15,000 in from 13,241 in 2012-2013 to 15,000 District-wide RFTES* enrollment Increase the annual College. by the RFTES generated by each 2019-2020 as measured the SBCCD (i.e. market share) to of community college students by Increase the percent enrollments by zip code. as measured by community college 74% by 2019-2020 Student Population Promote a culture of educational value throughout the community Develop and implement a comprehensive marketing plan to increase market share Develop and implement a comprehensive marketing • and weekend classes evening, Increase online, Offer college courses on K-12 campuses and at concurrent SBCCD campuses Increase community involvement at cultural and athletic events on campus Develop a comprehensive international student program bjective
Annual Enrollment (FTES)* Market Share** *Full-time equivalent student (FTES) target set by*Full-time equivalent student (FTES) target set calculating 2% increase in the funded RFTES from 2012-2013 to a 3 years). 4 years) and a 1.5% increase from 2017-2018 to 2019-2020 (i.e., 2016-2017 (i.e., The data for 2011-12 the market share for would require SBCCD to pay the District CCCCO for the the data. **Tracking The methodology for the Market Share and the target can Scan. year (55.9%) was provided through the Environmental The average market share by74%, contiguous community colleges is be reviewed at http://craftonhills.edu/Env2013. share to 74.4% the District would need to add an In order to increase the market which was used to set the target. an increase of Currently District is seeking to increase the RFTES from 13,241 to 15,000, the additional 1,030 FTES. 1,759 FTES. O a education participation rate and supply population to improve the higher Increase our student workforce for our communities. well-equipped, educated 2.1.1: 2.1.2: in California to Student needs to have residency established Equivalent Status. *Resident Full-Time be considered a resident. Goal 2: Enrollment and Access Enrollment Goal 2: Key Strategies 1. 2. 3. 4. 5. Increase access to higher education for populations in our region. for populations access to higher education Increase
STRATEGIC PLAN
2014-15 THRU 2019-20 ..... 24 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT 6. 5. 4. 3. 2. 1. Key Strategies 2.2.3: 2.2.2: 2.2.1: Provide transfercareerandtechnical,developmentaleducationaccesstomeetstudentneeds. Enhance thepublicimageofSanBernardinoCommunity CollegeDistrict. O O 4. 3. 2. 1. Key Strategies
most of the growth occurred in transfer and developmental sections at Crafton. occurredintransferanddevelopmentalsectionsat most ofthegrowth (i.e., 3years). ineachareacanvary, growth isthat growth totheestimated A limitation example, for in2013-2014 increase inFTESfrom2012-2013to2016-2017(i.e., 4years)anda1.5%increasefrom 2017-2018to2019-2020 could bebothCTEand Transfer, becountedtwice. andthe FTESmay Targets a2%growth calculating weresetby the academicyear, notthefundedFTES, whichcanincludeFTESfrombothsummersemesters. Inaddition, acourse Note: withtheFTESreportedinObjective2.1.The FTESinObjective2.2willnotmatch The FTESin2.2isthefor ***Developmental coursesincludeallmath, English, reading, arenottransferable. andESLcourses that the SAMcode—B, C, orD—respectively. isadvancedoccupational, coursethat **CTE coursesincludeany occupational, asidentifiedby occupational orpossibly *Transfer toafour-year coursetransferable coursesincludeany university: of transferstatus A, B, D, E, F, orH. Developmental*** and Technical**Career Transfer*
bjective bjective Expand outreachevents Increase faculty, staff, andstudentinvolvementinlocalcommunityorganizations Expand campusfestivalsandevents oftheDistrict’sIncrease mediapresenceandcoverage results accomplishmentsandperformance Assess theDistrict’s anddevelopimplementaplanbasedontheassessment’s publicimage results Utilize KVCRandEDCTasresourcestoenhanceSBCCD’s publicimage Develop and implement an enrollment management and growth plan andgrowth Develop andimplementanenrollmentmanagement planstostreamlineinstructionalofferings viability Revise program ofinstructionalofferings delivery Provide flexible marketneeds tomeetlabor newprograms planstogrow toinform Use data Enrollment by TypeEnrollment 2013 to2,429in2019-2020asmeasuredbythetotalFTESgeneratedeachCollege. Increase thedevelopmentalcourseFTESgeneratedinanacademicyearfrom2,1462012- 4,219 in2019-2020asmeasuredbythetotalFTESgeneratedeachCollege. Increase theCTEcourseFTESgeneratedinanacademicyearfrom3,7282012-2013to 10,545 in2019-2020asmeasuredbythetotalFTESgeneratedeachCollege. Increase thetransfercourseFTESgeneratedinanacademicyearfrom9,3172012-2013to of Education 2.3 2.2
2012-13 Baseline 2,146 3,728 9,317 2016-17 Target 10,085 2,323 4,035 2019-20 Target 10,545 2,429 4,219 STRATEGIC PLAN 25 .....
2014-15 TO 2019-20
2.5 2.4 Increase outreach to local residents Ensure salaries and benefits at competitive rates Have and multicultural marketing materials multilingual employees who are reflectiveMarket and outreach to potential students and of demographic trends Work with K-12 counselors to increase awareness with K-12 counselors to increase in K-12 communities Work to increase awarenessUtilize all media resources access and open value, affordability, Focus our message on quality of education, atIncrease outreach events on the campuses local high schools and Offer courses at K-12 and employer locations bjective bjective
O Continue to diversify our student and employee populations to be reflective of our communities. our student and employee populations Continue to diversify O Increase awareness of San Bernardino Valley College and Crafton Hills College as viable higher as viable higher Hills College College and Crafton Valley awareness of San Bernardino Increase options. education 1. 2. 3. 4. Key Strategies Key Strategies 1. 2. 3. 4. 5...... 26 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT business andworkforcedevelopment,government,othercommunityorganizations. Invest instrategicrelationshipsandcollaboratewithpartnershighereducation,PK-12 Partners: Examples ofPotentialStrategic 4. 3. 2. 1. Key Strategies
Partners: Examples ofPotentialStrategic
San BernardinoCommunityCollegeDistrict. awareness ofSBVCandCHCasviableoptionsforhighereducation,enhancetheimage Enhance existingandsecurenewPK-12partnershipstoimprovestudentpathways,increase O Enhance existingandsecurenewhighereducationpartnershipstoimprovestudenttransferrates. O ofStrategicImportance Goal 3:Partnerships 4. 3. 2. 1. Key Strategies
bjective bjective • • • • • • Expand Transfer ModelCurriculum onimprovingstudenttransferrates partnerstofocus consortiumofhighereducation Create developnewcoursesandprograms Strategically partnerships Align coursecurriculumtoenhancestrategic • • • • • • • • • Develop DualEnrollmentStrategies Develop CommonStandardswithK-12 Work campaignwiththeintentofsharinglocalhighschool withPK-12partnerstodevelopacommunications partnerships Align coursecurriculumtoenhancestrategic students andparents Brandman University University ofCalifornia, Los Angeles (UCLA) University ofCalifornia, Riverside(UCR) University ofRedlands University, State California SanBernardino(CSUSB) Mt. SanJacintoCollege California DepartmentofEducation California Inland LeadersCharterSchool Rialto UnifiedSchoolDistrict Colton UnifiedSchoolDistrict San BernardinoCityUnifiedSchoolDistrict San BernardinoCountySuperintendentofSchools Beaumont UnifiedSchoolDistrict Yucaipa-Calimesa JointUnifiedSchoolDistrict Redlands UnifiedSchoolDistrict 3.2 3.1
• • • • • • • • Universities(HACU) Brandman University University ofCalifornia, Los Angeles (UCLA) Sheriff’s Academy Native American ResourceCenter-Morongo Job Corps San BernardinoDepartmentofRehabilitation Middle CollegeHighSchool Hispanic ofCollegesand Association
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2014-15 TO 2019-20 Western Association of Food Chains Western Alcohol and Drug Educators (CAADE) California Agency (ETA) Employee Training Walmart Foundation Walmart City of Redlands, City of San Bernardino Water Water City of San Bernardino City of Redlands, Department • • • • •
3.4
3.3 Program (CRY-ROP) Regional and Health Care Providers Hospitals Development Workforce of Vice Chancellor State Regional Occupational Yucaipa Colton Redlands Workforce Investment Boards Workforce Agencies Local City and County Agencies Local Businesses and Non-Profit Agencies Regional and Law Fire Enforcement Workforce Investment Boards Workforce Regional Fire and Law Enforcement Agencies Regional Fire and Law Enforcement Regional Hospitals and Health Care Providers Development, Workforce Vice Chancellor of Cities of San Bernardino, Colton, Rialto, Highland, Highland, Rialto, Colton, Cities of San Bernardino, students workforcestudent interns in their student pathways to jobs in the community businesses to expand programshelp build the local economy to • • • • • • • and to provide feedback to local and State government officials continually demonstrating a strong commitment to developing programs services and that best serve our students, residents and local businesses Work with industry a history partners with Work internship opportunities for of utilizing student interns to develop SBCCD internship programDevelop and market an template to make it attractive for local business partners to include Leverage grant with local employers funding to develop student internship opportunities of industryUse technical expertise curriculum committees that partners to strengthen membership of CTE will align with industry develop incumbent worker training programs partners to Work thatjobs and allow local will retain long-term workforce with community partners to develop short-term and service development and community Work Offer at courses (contract education) employers’ worksites Yucaipa, Redlands, Loma Linda, Grand Terrace Grand Loma Linda, Redlands, Yucaipa, California Community Colleges Chancellor’s California Community Colleges Chancellor’s Office (CCCCO) Partner with other local California community colleges to advocate for funding Provide consistent SBCCD representation at regional and State leadership organizations State-level with lobbying servicesWork to remain current on funding and other California community college issues value to the communities we serve through proactive efforts to be engaged in local events and by Enhance SBCCD’s • • • • • bjective bjective
Examples of Potential Strategic Partners: Key Strategies 1. 2. 3. 4. 5. 6. 7. Enhance existing and secure new government and community partnerships to increase funding for Enhance existing and secure new government student access. improving student success and increasing O Key Strategies 1. 2. 3. 4. O Enhance existing and secure new business and workforce development partnerships for student partnerships workforce development new business and existing and secure Enhance career and training, and to enhance worker pathways, incumbent opportunities, student internship curriculum. education course technical
Examples of Potential Strategic Partners: ..... 28 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT Improve thedistrictsystemstoincreaseadministrativeandoperationalefficiencyeffectiveness. 2. 1. Key Strategies other workflowoperationalsystems. with anemphasisonstudentrecords,humanresources,facilities,technology, financialsystems,and Improve thedistrictsystemstoincreaseadministrativeandoperationalefficiencyeffectiveness O Goal 4:DistrictOperationalSystems
bjective b. a. Efficiency/Effectiveness Operational b. a. Efficiency/Effectiveness Administrative
Improve communications throughouttheDistrict Improve communications Business &FiscalServices, andotherDistrictprocesses, asappropriate Conduct BusinessProcess (BPA)Analysis tostreamlineprocedureswithinHumanResources, environment applications administrative integrated afully countysystemsandhave 2) PurchaseHumanResource, Fiscal, tobecomeindependentfrom andotherERPmodulesasnecessary 1) Align policiesandprocedures majorenterpriseresourceprograms Integrate existingmajorenterpriseresourceprograms integrating Identify thedependenciesfor An educatedworkforce isthefoundation return astheinvestmentineducation. 4.1 of every community andthefuture of of every No otherinvestmentyieldsasgreat a
Brad Henry, former governor of governor former Brad Henry,
every economy. every Oklahoma
STRATEGIC PLAN 29 .....
2014-15 TO 2019-20
echnology inancial F by The District will need to increase revenue to fund increasing the District’s enrollment In and support student success and access. District addition to increased enrollment, the by will need to diversify revenue sources of grants increasing the number and amount and contributions received from granting agencies and District foundations, respectively. Plan Implementation of the District’s Strategic will require alignment of budget priorities with plan goals and strategies. The District will also need to increase administrative effectiveness and operational efficiency by implementing policies, procedures, and practices to promote rigor, and accountability for results. transparency, The District will maintain its transparency in budgeting, planning, and resource allocation. The District will continue to make budget and resource allocation information available to the public, including budget summaries, how the budget addresses key District issues, constraints on revenues, and formulas and assumptions behind resource allocations. in budgeting, planning, and Transparency resource allocation will be critical to the success of the District’s Strategic Plan. T will play an Information technology innovative instructional increasing role in student success, improve methods to enhance communications, stimulate collaboration and and creative activities, leading edge research promote outreach, and increase efficiency and effectiveness in administrative operations. to create Information technology will be used more intelligent business systems; smarter, self- expand online training; and provide and service functionality for students, faculty, staff.
Resources NecessaryResources Goals Strategic to Achieve acilities taffing F S and Staff of Strategic Hire Additional Faculty District will need to Importance – The of strategic importance to increase staffing increases in enrollment support the targeted services.and student support These targets are aimed at increasing student success the and access for the District. As a result, District will need to develop a district-wide staff, staffing plan that considers the faculty, the and administrator needs in fulfilling strategic goals of this Strategic Plan. Professional and Organizational Development – Not only does the District need to increase faculty and staff to the increase student success and access, District will need to increase organizational capacity in student success and access best practices, leadership development, developing and maintaining partnerships of strategic importance, and organizational This capacity effectiveness and efficiency. will be enhanced by robust professional staff, and development activities for faculty, administrators geared toward best practices in student success, access, and administrative effectiveness and efficiency. The District will need to provide additional and renovated facilities to accommodate the targeted increased enrollment and the increases in student support services. These facilities will need to include considerations for the newest design in learning spaces, operational instructional methods, flexibility, effectiveness, and administrative efficiency. Such facilities will be essential to the execution of this Strategic Plan in increasing the District’s student success and access. The SBCCD’s Strategic Plan provides a framework for realizing the District’s Vision of being most the District’s Vision for realizing provides a framework Strategic Plan The SBCCD’s necessary capacity will be Enhancing SBCCD’s student success. known for to the District to enable enhancements in of this plan. Specifically, mission, vision, and strategic goals pursue achieving the necessary and revenues will provide the resources to begin this pursuit. technology, staffing, facilities, Crafton Hills College during another beautiful spring STRATEGIC PLAN 31 .....
2014-15 TO 2019-20 to be educated.” of the Nobel Peace Prize. education activist and winner to be treated with dignity, their right with dignity, to be treated to equality of opportunity, their right to equality of opportunity, voice... those who have fought for their voice... those who have Malala Yousafzai, Pakistani school pupil, Pakistani school Malala Yousafzai, “I speak not for myself but for those without “I speak not for myself rights... their right to live in peace, their right rights... their right to live in peace, their SBCCD Statement on Ethnic & Cultural Diversity Cultural & on Ethnic Statement SBCCD The San Bernardino Community College District actively supports and promotes diversity. Because diversity. and promotes actively supports College District Bernardino Community The San who need the education to students provide a quality equipped to we are better of this dedication, in a 21st century skills required to interact and communicate social and academic workplace. We inclusiveness support We their diversity. dignity of all individuals and celebrate value the inherent to the privileges of academic life and employees. Our District extends and equity for students fair and ethical practices and policies. respect and the application of all by promoting mutual from beliefs, and perspectives are different with others whose backgrounds, Through interacting this value and learning. We stimulating environment for teaching more a richer, our own, we build other. diversity as a way to enrich each cultural and intellectual Crafton Hills College Aquatics Celebration Acknowledgements
This Strategic Plan is a collaborative effort that involved the time, energy, expertise, and dedication of many people, including SBCCD faculty, staff, students, and administrators. To all who assisted, we are deeply grateful. But we would like to take a moment to acknowledge certain individuals and groups who had special roles in the process, including specifically Charlie Ng, facilitator extraordinaire, the members of the District Strategic Planning Committee, Kelly Goodrich, compiler and organizer of all the minutes and materials utilized by the Committee, the SBCCD Board of Trustees, and SBCCD Chancellor Bruce Baron. We also appreciate the contributions of the District and Division leaders of areas of responsibility such as Research and Institutional Effectiveness, Finance, Human Resources, Student Services, and Instruction.
The publication itself is a result of the collective efforts of writing, editing, and formatting by Alisa Moore, J.D., SBCCD Communications and Public Relations; editing by Dr. Kathleen Rowley, Director, Grant Development and Management, SBVC; design and layout by Gloria Piggott, SBCCD Graphic Design and Publications; and 2014-15 TO 2019-20 the work of photographers Patrick Fite, Kristi Simonson, STRATEGIC PLAN Craig Petinak, and Alisa Moore.
..... 33 KVCR TV-FM brings the arts and education to the community and FNX provides a national voice for indigenous peoples STRATEGIC PLAN 35 .....
2014-15 TO 2019-20 District Strategic Planning Committee Planning Strategic District District; 2013-2015 Chancellor, Bruce Baron, 2013-2014 District; Fiscal Services, Vice Chancellor, Oliver (Interim), Tim District; 2014-2015 Fiscal Services, Vice Chancellor, (Interim), Torres Jose 2013-2015 District; Human Resources, Chancellor, Vice appointee, Amalia Perez, District; 2013-2015 TESS, Vice Chancellor, Associate Glen Kuck, Dr. KVCR; 2013-2015 appointee, Vasquez, Lillian District; 2013-2015 Classified Staff, Barbara Nichols, 2014-2015 EDCT; Vice Chancellor, Associate appointee, Deanna Krehbiel, CHC; 2013-2014 Student, Chris Robles, CHC; 2014-2015 Student, Aftan Sneed, SBVC; 2013-2014 Student, Jimmie Bradley, SBVC; 2014-2015 Student, Osorio, Vanessa CHC; 2013-2015 President, Cheryl Marshall, Dr. CHC; 2013-2015 Dean, Wurtz, Keith Dr. CHC; 2013-2015 Academic Senate, Faculty, Allen Hoyt, Denise CHC; 2013-2014 Professional Development, Robert Brown, Dr. CHC; 2014-2015 Professional Development, Dean Papas, CHC; 2013-2015 Public Information Officer, Donna Hoffmann, CHC; 2013-2014 Classified Staff, Gimple, Tina CHC; 2014-2015 Classified Staff, Ginger Sutphin, SBVC; 2013-2015 President, Gloria Fisher, Dr. SBVC; 2013-2015 Dean, James Smith, Dr. SBVC; 2013-2014 Senate, Academic Faculty, Au, Algie SBVC; 2014-2015 Academic Senate, Faculty, Carol Jones, SBVC; 2013-2015 Professional Development, Rania Hamdy, SBVC; 2013-2015 Public Information Officer, Greg Zerovnik, Dr. SBVC; 2013-2015 Classified Staff, Laura Gowen, Ng Consulting Services; 2013-2014 Facilitator, Charlie Ng, The Math Center at Crafton Hills College STRATEGIC PLAN 37 .....
2014-15 TO 2019-20 Earn higher grades and have lower drop-out rates Earn higher grades and have Have greater success in future college courses Maintain deeper connections to faculty and fellow students Report higher satisfaction with their college experience of SBCCD’s vision of student success can be found in the ONE EXAMPLE of SBCCD’s vision of student Hills College, as seen in the photo left. Learning Communities at Crafton have the opportunity to participate in a At Crafton Hills College, students number of different Learning Communities. A Learning Community joins to take two or more classes together to students together in a cohort of course material and to build stronger provide a deeper understanding other students. The courses in learning relationships with faculty and common theme, have access to a counselor, communities are linked by a Plan (SEP). Most often, students who and create a Student Educational participate in learning communities: • • • • Learning The students pictured are participants in the Math Fast Track Community. students the opportunity not only to LCs offer motivated Math Fast Track but to do so with support complete a year of math courses in one semester, designed to help everyone in the cohort to succeed. Because Math Fast to give each student a full course load of 12+ units, LCs are meant Track but to focus their participants are encouraged not to take any other classes, courses. energies solely on succeeding in the Math Fast Track The Vision SBCCD is: of the for student success to be known Graduation joy at SBVC STRATEGIC PLAN 39 .....
2014-15 TO 2019-20 Dr. Gloria Fisher, President Gloria Fisher, Dr. Administrative Services Vice President of Scott Stark, Vice President of Instruction Haragewen Kinde, Dr. Vice President of Student Services Ricky Shabazz, Dr. San Bernardino Valley College San Bernardino Valley Alfredo Cruz, Jr., General Manager Jr., Alfredo Cruz, Crafton Hills College President Cheryl Marshall, Dr. Administrative Services Vice President of Mike Strong, Vice President of Instruction Bryan Reece, Dr. Vice President of Student Services Warren-Marlatt, Rebeccah Dr. Dr. Matthew Isaac, Associate Vice Chancellor Associate Matthew Isaac, Dr. and Educational Support ServicesTechnology Vice Chancellor Associate Glen Kuck, Dr. KVCR TV-FM/FNX Bruce Baron, Chancellor Bruce Baron, & Fiscal ServicesVice Chancellor of Business Interim Torres, Jose Consultant Human Resources Jack Miyamoto, Dr. Training Economic Development and Corporate District Administration District GovernanceDistrict and Administration of Trustees Board SBCCD President John Longville, Vice President Kathleen (Katy) Henry, Dr. Clerk Joseph Williams, Trustee Donna Ferracone, Trustee Gloria Macías Harrison, Trustee Singer, Donald L. Dr. Trustee Zoumbos, Nickolas W. Trustee CHC Student Alexis Panaguiton, Trustee SBVC Student Guzman, Tiffany ..... 40 SAN BERNARDINO COMMUNITY COLLEGE DISTRICT Collegial Consultation which The processby ofpeoplesharingcertain Cohort Agroup CHC CraftonHillsCollege CommunityCollegesChancellor’sCCCCO California Career Pathways toK-12andhigher Anapproach Career Awareness STEM Training and/oractivities collectionof Assessment Thesystematic andReinvestment ARRA AmericanRecovery Act, Community Reportingfor ARCC Accountability Accreditation whichacollege Theprocessby Communityand ACCJC AccreditingCommissionfor A&R AdmissionsandRecords Glossary and management the opportunity to participate theopportunitytoparticipate and management the districtprovidesfaculty, students, staff, of communitycollegestudentsuse acohortdesign. research purposes. otherstudies ARCC andmany characteristics, oftentrackedthroughtimefor Office Workforce Development. achieving GoalC, Economicand Partnershipsfor Plan, for isoneofthestrategies thisapproach CommunityCollegesSystemStrategic California of businessandgovernmentalpartners. Inthe academic andcareerfields, oftenwiththehelp linksbetween creates systematically that education Community CollegesChancellor’s Office. theCalifornia by awarded a competitivegrant gap. EDCTthrough by isoffered This program studentstoclosetheachievement relevance for academic developmentcombinedwithadded the EasternportionofSanBernardinotoincrease acrossof innewfieldsoftechnology awareness andcareer to buildasystemofSTEMpathways program (CTE)CommunityCollaborative Education throughtheEDCTCareer offered Technical and Courselevels. theInstitutional,teaching andlearningat Program acontinuingcycleofimproved tocreate information andindirectly,both directly andtheuseofthat supportsuchlearning,activities andfunctionsthat studentlearning, about information andabout program. the legalnameoffederaleconomicstimulus data.specific performance andpublishsystemwidecollege- to gather Colleges, theCCCCO administeredby aprogram acknowledgement asaccredited. seeks, asaresultofthisprocess, toobtainformal accepted standardsofexcellence. Eachcollege the extenttowhichcollegemeetsspecific agency, accreditation an official todetermine ofpeersonbehalf agroup is reviewedby Junior Colleges Educational MasterPlanAlong-termoutline EDCT TheEconomicDevelopmentandCorporate PlanningCommittee DSPC DistrictStrategic andServices StudentsPrograms DSP&S Disabled Plan DSP DistrictStrategic DOE USDepartmentofEducation District Resource Allocation ModelTheoverall District Office(s)Alsocalledthecentraloffice, the District Assembly TheDistrict’s shareddecision- referstothedistrictasawhole District Generally Customized Training Aneed-basedtraining CTA California Teachers Association, thefacultyunion Employees State CSEA California Association, the Constituency that GroupOneofthegroups typically includeshowthe college willprioritize typically orindirectly; studentlearningdirectly facilitate acollegewillundertaketo that and services threetofiveyears) oftheprograms (usually (NanoCenter).Advancement ofNanotechnology the Institute ofSanBernardinoandtheCenterfor Training Center(ATTC), theEntrepreneurship F.Donald (PDC),the Averill AppliedTechnology centers: theProfessionalDevelopmentCenter Training (EDCT)divisioniscomprisedofthefollowing operations.campuses anddistrictoffice tothe whichfundsareallocated process by inRedlands.District Offices are housed, exceptfor TESS, the whichishousedat building,administration whereallthesefunctions (TESS).Services Also referstothe southwingofthe Resources, and Technology Support andEducational Office, Business&FiscalServices, Human centralized functionsofthedistrict: theChancellor’s each constituencygroup. making councilcomprisedofmembersselectedby district office, KVCR, TESS, andEDCT/PDC. compriseit:and alltheentitiesthat SBVC, CHC, the designingandadministeringthetraining.EDCT for ofworkers.performance feeischargedby A variable toimprovethejob a collaborative/consortium anemployeror designedfor specially program in SBCCD classified unioninSBCCDDistrict teams. Classified Senates, CSEA, CTA, andthemanagement includes the Academic Senates, StudentSenates, consultation. incollegial participate InSBCCD, that arerepresented.which theconstituencygroups ofteninvolvescommitteeson consultation Collegial sections 51023.5, 51023.7, 53200, and53203. accord with Title 5, CodeofRegulations, California indistrictandcollegegovernance effectively STRATEGIC PLAN 41 .....
2014-15 TO 2019-20 ensure message consistency, and would serve and would ensure message consistency, as the primary reference for all the organization’s and brochures from media releases communications, to publications event talking points. and community referenced year byperiod of time determined the grantor a professional development training or retraining, or a career exploration event a Boot Camp, activity, or activity. EDCT. as a institutional activities or functions considered unit for the purposes of assessment. Its or service regularly evaluates its efficiency. purpose is continuous improvement of the program involves input It is evidence-based, or service. from constituency groups and advisory committees, and results in a report thatincludes planned improvements. and consultative services offered by EDCT to its clients needs to have residency established in California to be considered a resident. ACCJC is the regional accrediting body of which the a part. New Grants Grants newly received during the New Grants Multi-year grants thatOngoing Grants continue for a Participant Any person who attended a short-term a division of Center, PDC Professional Development Program Generic term for a specific set of Program Review A process by which a program Consulting Labor and market research Research Student Equivalent Status. RFTES Resident Full-Time SAO Service Area Outcome SBCCD San Bernardino Community College District College Valley SBVC San Bernardino SLO Student Learning Outcome Association and Colleges, of Schools Western WASC Statement of Non-discrimination origin, race, sex, sexual orientation, gender identity, or gender expression. origin, race, sex, sexual orientation, gender identity, of age, color, creed, religion, disability, marital status, veteran status, national marital status, veteran status, creed, religion, disability, of age, color, San Bernardino Community College District does not discriminate on the basis San Bernardino Community College District does not discriminate on the the instructional and servicethe instructional offerings based on job of dataan assessment related to enrollment, May function as information. and other markets, integrate or the with strategic plan, the college’s strategic plan. short-term training offereddevelopment activity or for a fixed fee. that are required for students to succeed at the writing, They include skills in reading, college level. as a Second Language, English mathematics, Foundation skills also and study skills. learning, include skills required to be successful in the interpersonal and group thinking, critical workplace: etc. ethics, information literacy, skills, Faculty Load measure used by the state in funding community is the equivalent of one student One FTES colleges. taking courses totaling 15 hours per week each semester for two semesters. It is overall success as an educational operation. and documented continuous based on a systematic, evaluation institutional performance of in relation to institutional purpose. television stations messages key on organizational issues and delineates which will be communicated to each The suggested Message Deck target audience. document would provide approved language to EMP Educational Master Plan ProgramsEOP&S Extended Opportunity and Services An open enrollment professional Training Fee-based skills Developmental and basic Foundational Skills also known as FTEF Full-time Equivalent Faculty, the primary FTES Full-time Equivalent Students, Institutional Effectiveness The measure of our District-owned public radio and TV-FM KVCR A document that outlines keyMessage Deck
Crafton Hills College graduates SAN BERNARDINO COMMUNITY COLLEGE sbccd DISTRICT