Transcript Campus Senior Leadership Team Advance

Strategic Priorities for 2014-15
Taking Charge of our Future
Academic
Excellence
Budgetary
Competence
• Quality Instruction
• Improving SLOs
• Measured growth
• Productivity
• Leveraging
Resources
• Transparency
Community
Engagement &
Collaborative
Partnerships
• Shared Governance
• Extending the
Learning
Community Model
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.
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.
 Stabilized
administrative leadership
 New faculty and staff hired
 Implementation of SSSP
 New programs and initiatives
 Refinement of shared governance
committees
 TAA and WIB grants
 Facility repair and lighting upgrades
Enrollment
Institutional Self-Evaluation
Integrated Planning and Budget
Process
Participatory Governance
Transition to Modular Facilities
Campus Senior Leadership Team Advance
Thursday, July 31, 2014
1. Goals, Objectives and Expectations
2. Accreditation - Status report, timelines and
next steps
3. 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
Plans
6. Flex Day: Setting the theme and tone for the
year
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
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
Institutional SelfStudy
Student Success
Support Programs
Enrollment
Management
 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
 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:
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Students
Faculty
Staff
Administrators
All committees will include “accreditation”
as an agenda item
 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
 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
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
Accreditation – On target to meet campus
and district timelines
Student Center upgrades
Measure B funding
Veteran’s Center
Library AC upgrade
Online orientation
Computer refresh and smart classroom
Technology
Time is of the Essence