Ensure Facilities Master incorporate safe environment Review and evaluate the extent to which recommendations have been implemented Review Facilities Master Plan E. Create/implement a plan to increase the success of students in basic skills, career technology education and general education courses Implement changes/improvements identified in Program Reviews Strive to reach peer group high level in ARCC reports Identify goals in Program Reviews pertaining to student success Establish college goals, including IEPI metrics, and identify strategies to implement F. Maintain a quiet, easily accessible, appropriately equipped and convenient venue for all courses/programs during Measure B facilities construction Reduction in disruptions to campus environment resulting from Measure B All bond projects RFP/RFQs include environment protection Create survey to evaluate the of disruption of Measure B improvements for both students and employees GOAL II: Foster an organizational culture that puts learning first. A. Throughout the organization, hire, develop, support, and empower employees who take an active role in student learning and success Update Job descriptions Implement Automated, simplified employee performance evaluations Positive feedback from ASCOD forums Review job descriptions to see if they need to be updated Continue implementation of new employee performance evaluation system B. Promote a culture of inclusiveness, participation, collaboration, and mutual respect that recognizes and celebrates the of employee contributions Use College Planning Council and committees to promote “community” Conduct Employee satisfaction survey Reduction in grievances and other formal complaints Increase in attendance & participation at cultural, sporting, and other College events Decrease in dis‐satisfaction in Exit interviews Lower turnover rates over a comparative period of time Develop and deploy campus climate/satisfaction survey to employees Count number of employee grievances and formal complaints Evaluate the data available from employee exit interviews Compare turnover rates over time C. Provide and support professional development programs and opportunities to enhance staff and faculty effectiveness as facilitators of teaching and learning Increase in internal training sessions Increase in Foundation and Alumni Association funding of professional development Increase in TLC sessions Positive Flex evaluations Count internal training sessions available to employees Report the amount of funding the Foundation and Alumni Association provide for professional development Count number of TLC sessions Analyze data from Flex evaluations
Continue Changes/improvements in non‐instructional Program Review Evaluate the extent to Program Review has been changed/improved D. Use cross-functional and interdisciplinary teams to shape learning culture of the College in line with the College’s vision and mission Special purpose task forces, e.g. Budget Task Force and Efficiency Task Force Use Full Cabinet to spread dialog about learning college culture Evaluate the Budget and Efficiency task forces if in place Evaluate the extent to which the Full Cabinet has discussed the college culture GOAL III: Encourage economic vitality of the community through partnerships, coalitions, and collaborations. A. Encourage community/business partnerships in the learning process Strengthen, increase & maintain partnerships between COD and community businesses and community organizations. Strengthen Advisory Committees input for curriculum & certification Increase satisfaction of business community with our partnerships (internships, work experience, workforce training, etc.) and education programs & services Continue participation in local/regional economic development Create an Annual International Report Create inventory of various organizations and businesses with whom COD has partnerships Determine how Advisory Committees can be strengthened Create survey to evaluate satisfaction of business partners with COD Report on participation from campus community regarding economic development Investigate the extent to which an International Report was created B. Improve and expand the linkages with educational partners and community agencies for mutual benefits Increase CalPASS and Professional Learning Communities to enhance pathways for high school students Use Education Consortium to create valley‐wide educational master plan in sync with CVEP Blueprint Increase international Internships in the Valley Increase percentage of graduates working within six months of leaving school Increase percentage of graduates employed in their field of study Determine COD’s participation on regional PLCs Evaluate the extent to which an education master plan has been developed in partnership with the Education Consortium Count the number of international internships COD has Determine method of tracking students leaving COD; determine if leavers are graduates or skill builders Participate in statewide CTE Outcomes Survey (CTEOS) C. Encourage faculty and staff to take leadership roles in community initiatives Conduct inventory of faculty and staff’s Community Leadership role Investigate the extent to which an inventory has been completed
Enlarge President’s Council (Highly respected individuals and organizations in the Valley) Determine the extent to which the Presidents Council has been expanded D. Encourage an innovative and entrepreneurial spirit Increase in economic and philanthropic impact of the community education program. Seek and encourage public/private partnerships and joint ventures Determine the extent to which the economic and philanthropic impact on community education programs has increased Identify and report efforts to encourage public/private partnerships and joint ventures E. Collaborate with business and educational entities to lobby for appropriate levels of state and county support Participate with all nine city’s Chambers of Commerce to lobby for higher education Encourage valley residents to inform their legislators of the importance of education and funding needs Gather reports about COD to various Chambers of Commerce Determine outreach efforts to the community that impact the amount of communication between residents and their legislators F. Communicate the value and benefits of the College to the community Achieve effective communication of the success of these efforts and the success of the student body to the College Community and the Community at Large. Identify communication regarding student success to the college community and the community at Evaluate the effectiveness of the communication GOAL VI: Improve learning outcomes, College programs, processes, and services through planning, action, assessment, and improvement. A. Integration of the College’s annual planning with budgeting and resource allocation; involve individuals at grassroots levels Maintain “Sustainable, Continuous Quality Improvement” on ACCJC Accreditation Rubric for Planning and Program Review. Understanding and use of strategic planning by all faculty and staff Fund only those requests that follow strategic planning process Determine the extent to which the college has attained Sustained Continuous Quality Improvement regarding planning and program review Evaluate the extent to which the faculty and staff understand strategic planning Develop method of linking funding to participation in strategic planning C. Continue to develop and improve the system of defining and assessing student learning outcomes Achieve a minimum of “Proficient” level on ACCJC Accreditation Rubric for Student Learning Outcomes. Student Learning Outcomes are in continuous with adequate input from faculty, staff, and administration. Determine the extent to the college has attained a status of Proficiency regarding SLOs