Draft Retreat Objectives and Campus Feedback - Spring 2015

OCC Goals & Objectives Draft Retreat Objectives with Campus Forum Feedback DRAFT Spring 2015

OCCs Process (to date) Draft Values and Goals drafted by College Council Revision of C-L-A-S-S Re-focused goals Initial development of objectives through 2-day retreat with all constituents Focus on developing common ground across administrative structure and constituent groups Used CCCD Strategic Goals, OCC short-term and long-term planning assumptions, institutional data and survey findings as supporting information

Post Retreat Timeline 4/21/2015 College Council review of objectives from planning retreat 4/24 5/1/2015 Campus review of objectives; campus forum 5/5/2015 College Council review of campus feedback; preliminary endorsement of objectives for constituent review 5/6 -5/15/2015 Final Constituent review 5/19/2015 College Council review of constituent feedback; anticipated final endorsement of values, goals and objectives Beginning of fall 2015 Proposed retreat for College Council & April retreat participants on operationalizing objectives

Campus Forum Review (4/30/2015) Focus Is the objective important for the campus to focus on? Clarity Is the objective clear? Role Do you see your role in the objective? Gaps Are there important issues for OCC that do not seem to be addressed by any of the objectives?

Goal 1: COMMUNITY: Foster a culture that serves, engages, and connects the campus to the local and global community Forum 4/27/2015 Feedback *Gaps advancing the brand; increase name recognition

Objective 1: Promote inclusion and intercultural understanding to increase the cultural connections to different communities? In a continually diversifying community it is essential, for the creation of a collegial environment, to promote inclusion and intercultural understanding. Supporting affinity student groups to enable increased cultural identity, monitoring intercultural understanding, and establishing a teaching, learning, and intercultural focus will support integration into the fabric of the institution. Forum 4/27/2015 Feedback Should include promoting inclusion for internationalization Should be focused externally; currently appears more internal and better fit under Goal 5 Student and Employee Engagement Affinity groups term unclear

Objective 2: Develop and encourage participation in global experiences. Participation by faculty, staff, and students in global experiences will promote awareness and learning through immersion. Developing a strategic effort for the expansion of study abroad and distinguished scholar programs as well as new opportunities like faculty in-residence, international online learning platform and exchange programs will create broad opportunities for our campus community Forum 4/27/2015 Feedback Faculty in-residence may be better suited for goal 5 as a strategy Global learning platform may be suited to CCC

Objective 3: Develop new community and industry partnerships. Connecting with local and global industries strengthens the campus linkage to its community. This allows for increasing opportunities for student and program development by cultivating entrepreneurial partnerships, philanthropic efforts, and relationships with community-based organizations. Forum 4/27/2015 Feedback Add improve and expand in addition to develop Consider social services as well

Goal 2: LEARNING: Assure students receive a quality education to become self-directed and successful lifelong learners

Objective 1: Implement holistic and proactive methods to increase college preparedness. A proactive approach to prepare students for the college experience must start before college and possible academic problems emerge. Providing early high school placement testing, non-term based remedial workshops, and holistic assessments will allow for pre-emptive diagnostics and follow up. Addressing college preparedness needs early will support increased and on-time completion. Forum 4/27/2015 Feedback Possibly too narrow; could this be a strategy under objective 2? Holistic is a buzz word; what does it really mean? Is it really important to consider? Should college preparedness be under Goal 3 Access? Philosophically, should we value students as they come instead of trying to change them before they come? Early intervention program for low GPA. Our academic probation and disqualify procedure is inconsistent and long. Students get re-admitted with one workshop of remediation and no follow up. Need another objective for self direction and lifelong learning.

Objective 2: Develop integrated holistic case management and education services. Research has shown a holistic understanding of students allow colleges to better address their needs. Understanding our students' life circumstances, history, psychosocial preparedness in addition to academic preparedness provided opportunities to better develop and support our students. A holistic approach represents the broad cultural, academic and socioeconomic diversity of our students. Through augmented data collection and tracking, and the use of analytics, we can more effectively identify our students' needs and provide targeted services and learning opportunities. Developing integrated case management and education services through mentoring, behavioral assessments and leveraging technology, will allows us to meet the needs of the individual student and is scalable to the entire student body. Forum 4/27/2015 Feedback Clarity issues with holistic meaning and case management term Should the focus be on comprehensive? Add info about personal relationships and not just data Shouldn t be so reliant on data due to time it takes to collect and analyze

Objective 3: Examine and strengthen scheduling processes, program/discipline pathways and pedagogical practices to increase student goal completion. Strengthening the route for student completion is essential to increased and on-time completion. Central aspects are student access to courses, streamlined program pathways, and effective pedagogical practices and support. Forum 4/27/2015 Feedback Okay as is

Objective 4: Improve communication, services and learning through superior and targeted technological tools. Orange Coast College has a long history of being on the forefront of technological advances in and out of the classroom. Developing active learning classrooms and targeted online curriculum and tutorials will enhance the learning experience for students and faculty. Input on the types of technological tools and their uses is encouraged from students and faculty with support from IT staff in order to ensure that each groups needs are assessed and met. Forum 4/27/2015 Feedback How can we aspire to this when basic technology needs not met? May need to consider re-phrasing long history

Goal 3: ACCESS: Create equitable access through effective and innovative pathways and programs.

Objective 1: Explore basic skills processes to increase completion and improve pathways. Over the past ten years, our incoming students have been less prepared for college level work. Approximately 78% of incoming students have at least one remedial need in English, Math, ESL reading. Developing scalable and sustainable processes and pathways for basic skills will ensure our students are able to successfully reach transfer level with fewer attempts to better facilitate their goal completion. Forum 4/27/2015 Feedback Refine buzz words of scalable and sustainable; make more concrete in terms of expectations How broad is this objective? Only basic skills instructors or all instructors? Consensus was all instructors need tools to address basic skills issues in the classroom as well as a focus on basic skills instruction Need to address prerequisites How can staff help?

Objective 2: Streamline K-12, OCC and 4-year pipeline. Stronger relationships with local high schools will bring understanding of each institution's needs to ensure the overall success of our students. By developing relationships and increasing collaboration between high schools and 4-year institutions Orange Coast College can work to reduce any potential barriers to college readiness, matriculation to 4-year institutions, and major/career development. Promoting the opportunities available at Orange Coast College will expose students to vocational programs, student life opportunities, and career development. Expanding current institutional associations with 4-year institutions by enhancing faculty relationships will build dual awareness, develop stronger articulation, and strengthen the opportunities for student engagement and success. Forum 4/27/2015 Feedback Consider transfer and matriculation opportunities for our students to transfer out of state Consider student debt as a strategy to market community colleges

Goal 4: STEWARDSHIP: Sustain, improve, and create programs, physical and human resources, and infrastructure through processes that ensure accountability, continuous improvement, and long-term viability. Forum 4/27/2015 Feedback *Potential gaps in objectives that do not related to Human Resources or Continuous Improvement; Testing Center mentioned also perhaps a strategy related to facilities or other area?

Objective 1: Improve environmental sustainability efforts The campus encourages a holistic approach to sustainability that includes active efforts to reduce the global footprint, integration of sustainability discussions into curriculum and promoting our efforts through community partnerships and education. Integral to our sustainability culture is reducing the amount of potable water, increasing our recycling efforts, production of self-sustaining energy, and inclusion of our philosophy into new construction and facility management. The reinvestment of our energy cost savings back into our sustainable practices will strengthen our commitment to future efforts. Forum 4/27/2015 Feedback Okay as is

Objective 2: Increase financial independence from state funding. Expanded control of financial resources allows the campus flexibility in the stewardship of its resources. Ensuring ASOCC financial stability, expanding our Enterprise functions, capitalizing on existing revenue streams, and maximizing campus sustainability efforts allow us to reduce our reliance on unpredictable state funding system. The creation of new opportunities, such as student housing, franchises, and program incubators, provide fiscal and academic enrichment. Forum 4/27/2015 Feedback More clarity needed among potential strategies to ensure that increase of independence does not result in increasing student costs or other revenue streams that would affect students

Goal 5: STUDENT & EMPLOYEE ENGAGEMENT: Promote active and collaborative participation leading to meaningful connections among people, places and ideas within the college.

Objective 1: Create structured opportunities for student engagement. National research has consistently demonstrated high levels of student engagement with the institution lead to increased retention. Purposely designing opportunities to increase engagement promotes a college-wide culture between students and employee interaction. The development of physical locations, college hours , technological applications, and other programs and services are central to fostering meaningful connections. Forum 4/27/2015 Feedback Strategies need to include instructional opportunities and student- student/campus engagement

Objective 2: Develop opportunities to promote faculty and student interaction. Student engagement with faculty is a critical factor for student success. National research has shown that the more contact students have with faculty, the more likely they are to learn effectively and to persist toward achievement of their educational goals. Central to enhancing the student faculty relationship are a dedicated faculty student meeting place, utilizing technology to better facilitate faculty student communication, recognizing internal best practices, and focused professional development for engagement. Forum 4/27/2015 Feedback More clarity needed Create additional informal opportunities More integration with student services Consider additional strategies like increasing team teaching, faculty academy, faculty in- residence, first-year experience and incentives

Objective 3: Create structured opportunities for internal community building. Deeply ingrained in our history is a strong sense of community and the OCC way . Increased use of technology for communication and compression of the semester schedule has led to a decrease of opportunities for community building. Purposely designing opportunities between employee constituent groups and disciplines builds camaraderie and appreciation. Developing a dedicated employee lounge, college hours and other targeted opportunities based on commonalities will increase participation and collaboration. Forum 4/27/2015 Feedback Needs to focus on building synergy and not becoming insular Focus on more interdisciplinary curriculum to build synergy

Objective 4: Explore professional development and training opportunities Cultivating internal talent and fostering a strong institutional identity increases morale, efficiency and effectiveness. The promotion of an engaged culture by leadership is essential. Establishing a culture of self-renewal and self-reflection promotes the growth of our human resources. Ensuring each employee understands their vital role at our college enhances this culture. Strategic programmatic planning specific to each constituent group will allow for targeted and relevant outcomes. Forum 4/27/2015 Feedback Change objective wording from exploring and providing opportunities to developing the professional capacity of employees; focus changes from providing to developing Key is to develop our human resources Cross discipline collaboration and training

Thank you