COMPTON COLLEGE 2024 Action Plan September 2020 Update to the Compton Community College District Board of Trustees Table of Contents Introduction ................................................................................................................................................................................................................... 1 Connection ..................................................................................................................................................................................................................... 2 Entry ............................................................................................................................................................................................................................. 13 Progress and Completion ............................................................................................................................................................................................. 29 Professional Development ........................................................................................................................................................................................... 59 Staffing ......................................................................................................................................................................................................................... 79 Technology ................................................................................................................................................................................................................... 92 General and Facilities ................................................................................................................................................................................................. 105 Introduction Compton College created this master Compton College 2024 Action Plan inclusive of all of its major planning documents: the Compton College 2024 Comprehensive Master Plan, the Human Resources Staffing Plan, and the Technology Plan, the Accreditation Action Plans, the Distance Education IEPI plan, the Integrated Planning IEPI plan, and the Equity Plan. This new comprehensive Action Plan will provide a common framework for college leaders and institutional standing committees to track progress toward the action items of the college planning process. The Action Plan has been divided by function and in relation to the Tartar Completion by Design Framework that focuses all stakeholders on the student experience. The Compton College 2024 Action Plan sections are: Connection, Entry, Progress/Completion, Professional Development, Staffing, Technology, Research, and General/Facilities. Leaders from across the campus will update this Action Plan quarterly, and institutional standing committees will review the progress and provide feedback about the Action Plan updates each quarter. This is the first submission of the Action Plan to the Board of Trustees and subsequent submissions will be in December, March, and June for the 2021-2022 academic year. Thirty-three (33) faculty, staff, and administrator leaders from across the campus were identified as the responsible parties for the action items in the Compton College 2024 Action Plan, and they drafted this first version. These Action Plan documents will be shared with Institutional Standing Committees over the next month, and it will be refined for the next submission in December 2020. Leads responded to several prompts in the update, including a status categorization of completed, in-progress, or not started. Leads also provided a short summary that includes a description of accomplishments, key participants, timeline, anticipated challenges, how the college is measuring success of the item, and any opportunities for improvement ("closing the loop"). If a lead did not complete an action item or a prompt, the item was labeled as “not complete.” As users review and use this document, please send any feedback to Lauren Sosenko, Director of Institutional Effectiveness at [email protected]. 1 Connection Connection Key Action Step Plan Status STRATEGIC INITIATIVE 1: IMPROVE ENROLLMENT, RETENTION, AND COMPLETION RATES FOR OUR STUDENTS Objective: Tailor degree and certificate programs to meet the needs of our students 1. Increase efforts to attract students from the community Compton Lead: Director of Community Relations and beyond through better advertisement of course College 2024 offerings and programs and enhance College branding Comprehensive Status: In Progress. Planning to create new Future Student webpage to help opportunities, public relations. Develop strategic Master Plan direct prospective students to the necessary information for successful marketing plan, which aligns with diversity and inclusion (CC 2024), enrollment. Marketing materials available for distribution (print and digital). plans and focuses on disproportionately impacted student Human Utilization of Community Colleges of Los Angeles (CCLA.com) prospective groups and targets messaging around programs of study, Resources student capture system for CTE that directs leads to Call Center for including recently unemployed students. DI groups include Staffing Plan connection to College representative and follow up (Career Pathways American Indian, Black or African American, Pacific (HR), Coordinator) Islander, White, Disabled, Foster Youth, LGBT, and Enrollment Veterans. Develop culture-specific information strategies, Management Who else is contributing: Outreach and Marketing Sub-Committee, which include multilingual translations of key college Plan (EMP), Institutional Effectiveness, Faculty, Counselors, Outreach & School information, including Oliver W. Conner Compton College Equity Relations, Articulation Officer, Strong Workforce Promise Program Increase the number of inquiries for each targeted audience. Who else needs to know: Guided Pathway Divisions, Tartar Success Teams, high school counselors Timeline: Based on the annual course catalog (published in June); following enrollment cycles; coordinate with registration periods Anticipated challenges: Low staffing to create and execute marketing plan. Need a full-time web developer and social media coordinator; utilize CRM Recruit to fullest advantage. Identifying current students from these DI groups to be brand ambassadors for the College. Measuring success: Increase in enrollment Closing the loop: As part of a comprehensive marketing plan for the College, include targeted campaigns for the DI groups. Learn from CCLA model in CTE to leverage lead capture and contact protocol from Workforce Development. 2 Connection Key Action Step Plan Status Objective: Strategically recruit diverse candidates through the deployment of digital technologies, social media, and direct personal contacts with candidates 2. Create a database with contact information for HR Lead: President/CEO and Director of Community Relations Compton College alumni, local business and community leaders, and heads of organizations Status: Not Started. However, the Foundation for Compton Community that serve diverse populations for direct and College District held its first meeting of the year on Thursday, September 3, personal outreach regarding vacancies and 2020, and one of their goals will be a campaign to engage faculty, staff, and potential applicants alumni. Who else is contributing: Foundation for the CCCD, Workforce Development, faculty, staff, students, and industry partners. Who else needs to know: Community members Timeline: Winter 2021- Fall 2021 Anticipated challenges: Staffing support for the Foundation for Compton Community College District Measuring success: Functioning foundation Closing the loop: None at this time 3. Implement CRM Recruit and obtain additional EMP Lead: Dean of Counseling and Guided Pathways and Director of training and technology/equipment to track Educational Partnerships disproportionately impacted prospective student groups through the onboarding process. Expand Status: In Progress. Currently developing the CRM Recruit and Advise CRM features to include: Streamline digital processes. processes to reduce manual data entry; Wireless access for off-campus outreach activities via a Who else is contributing: Educational Partnerships, Strong Workforce, CTE secure network; Provide access to technology for Career Pathways Coordinator, Admissions & Records data management and adhere to Family Educational Rights and Privacy Act regulations. Who else needs to know: None Expand and coordinate CRM Recruit messages. Timeline: Annual Process Anticipated challenges: Disaggregating data to share with departments for prospective student follow-up 3 Connection Key Action Step Plan Status Measuring success: Number of prospective students in CRM Recruit moving from opportunities to applicants Closing the loop: None at this time. Objective: Employ numerous recruitment strategies in multiple sites and communication platforms which serve diverse populations 4. Develop and implement a plan for social media HR, EMP Lead: Director of Community Relations campaigns to inform and direct interested candidates to apply by targeting high traffic online social media Status: In progress. resources (e.g. Facebook, Instagram, Twitter, LinkedIn). Increase targeted marketing efforts and improve Who else is contributing: faculty, staff, counselors, students, Tartar Success communication with