Flex DayAugust 14, 2014

Strategic Priorities for 2014-15Taking Charge of our Future

Academic Excellence

• Quality Instruction

• Improving SLOs

Budgetary Competence• Measured growth• Productivity• Leveraging

Resources• Transparency

Community Engagement & Collaborative Partnerships• Shared

Governance• Extending the

Learning Community Model

Re-Affirmation of our ABC’s

The Vision of College of Alameda is that we are a diverse, supportive, empowering learning community for seekers of knowledge. We are committed to providing a creative, ethical and inclusive environment in which students develop their abilities as thinkers, workers and citizens of the world.

Vision

It is the Mission of College of Alameda to serve the educational needs of its diverse community by providing comprehensive and flexible programs and resources that empower students to achieve their goals.

Mission

Stabilized administrative leadership New faculty and staff hired Implementation of SSSPNew programs and initiativesRefinement of shared governance

committeesTAA and WIB grantsFacility repair and lighting upgrades

Accomplishments 2013-14

Enrollment Institutional Self-EvaluationIntegrated Planning and Budget Process

Participatory GovernanceTransition to Modular Facilities

Challenges and Opportunities

Responding to the Challenges

Campus Senior Leadership Team Advance Thursday, July 31, 2014

1. Goals, Objectives and Expectations2. Accreditation - Status report, timelines and

next steps3. Shared Governance: review revised

structure, and set timeline for filling vacant openings on campus and district committees

4. Integrated Planning and Budget 5. Enrollment Management Implementation

Plans6. Flex Day: Setting the theme and tone for

the year

AGENDA

To identify the strategies which engage the campus community for:

A successful institutional self-study.Implementing strategies that facilitate student success and educational equity.

Affirm an integrated planning and budget process that leverages resources to achieve outcomes

Build a inclusive and cohesive leadership team

Advance Goal

1. Expand campus participation in the Institutional Self-Evaluation process

2. Review, refine and reaffirm shared governance structure

3. Identify and engage faculty and staff to participate in shared governance committees

4. Implement an aggressive enrollment management plan that facilitate access, success and growth

5. Identify and leverage resources that promote student success and equity

6. Build institutional capacity through professional development opportunities

Objectives

Institutional Self-Study

Enrollment Management

Student Success Support

Programs

Institutional Priorities: 2014-15

Provide opportunities to educate the campus community by communicating the importance & value of accreditation

Take advantage of the existing structures & opportunities to meet & confer

Solidify & focus COA’s mission, vision, values, & goals Post these throughout the campus & in every

classroom Build positive themes on campus:◦ Empower students to become part of the community◦ Students should be able to “feel” the mission of the college

through the interaction with faculty staff and managers◦ If students feel cared for and loved, they are more likely to

support, understand, & embody the mission

1. ACCREDITATION

Maintain COA’s accreditation newsletter but utilize social media to “get the word out”

Document what we do well Document our successes, including those

of individual:◦Students◦Faculty◦Staff◦Administrators

All committees will include “accreditation” as an agenda item

ACCREDITATION

The mission statement should be posted in every classroom

Address the generational differences between students, faculty and staff - recognizing the need for change in pedagogy and practice. We must know and understand our students

Give faculty and staff the tools and support they need to be successful with students

Speak truth power - Hold people accountable for their actions

Every meeting should have action items and at the conclusion of the meetings names should be attached of who will take responsibility for specific tasks

Finalize faculty and professional staff appointments to campus and district “participatory governance” committees

2. ENSURING PARTICIPATORY GOVERNANCE

Assess whether mission and value his driving unit plans

Academic program reviews - three-year cycle Structure process to help faculty with program

reviews - IEC Link IEC to curriculum committee Update technology to help support the process Work with department chairs who know the needs

of their individual units Process - Inventory and keep track of program

reviews submitted, develop reporting templates, provide data, conduct disciplined appraisal of the data submitted, provide feedback to all stakeholders

3. INTEGRATED PLANNING AND BUDGET

Short-term strategies: Increase the number of sections and offering through late

start classes, weekend courses and winter intersession Contact students taking 12 or fewer units Make sandwich boards displaying classes around census

date Post to TV monitors in the Welcome Center Create online listing of classes for the website Place adds in the CSU-East Bay and SF State newspapers

highlighting CSU Breadth courses available ,and contact community based organizations

Long-term strategies: Develop a comprehensive enrollment management plan –

appoint a Enrollment Management Task Force

4. Enrollment Management

Accreditation – On target to meet campus and district timelines

Student Center upgradesMeasure B fundingVeteran’s CenterLibrary AC upgradeOnline orientationComputer refresh and smart classroom

Technology

Preview – Fall 2014

College of Alameda

Time is of the Essence

No Silos!!!!

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