Learning Reconsidered: A Vision for College of Alameda

Department Chairs MeetingOctober 04, 2010

1Jannett N. Jackson, Ph.D., Interim President

AGENDADepartment Chairs

10/4/10

• Announcements– Security & Smart Classrooms– SB1440 email from Area B Rep(Jon Drinnon)

• Educational Philosophy: Why it Matters• Learning Reconsidered: A Vision for COA• Faculty Vacancies & the Budget• 40th Anniversary

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Learning Reconsidered

Learning Reconsidered is an argument for the integrated use of all of higher education’s resources in the education and preparation of the whole student… supporting learning and development as intertwined, inseparable elements of the student experience. It advocates for transformative education – a holistic process of learning that places the student at the center of the learning experience.

http://www.myacpa.org/pub/documents/LearningReconsidered.pdf

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COA Mission

The college’s mission is to serve the educational needs of its diverse community by providing comprehensive and flexible programs and resources that empower students to achieve their goals.

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COA Vision

The college sees itself as “…a diverse, supportive, empowering learning community for seekers of knowledge. It is committed to providing a creative, ethical and inclusive environment in which students develop their abilities as thinkers, workers and citizens of the world.”

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COA ValuesIn meeting its mission, the College of Alameda has

the following values:• Achieving educational excellence.• Accommodating and supporting student needs.• Encouraging teamwork and active learning.• Engaging our community.• Empowering innovation.• Extending opportunities in technology.• Respecting diversity.

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STUDENT ETHNIC DEMOGRAPHICS

Characteristics of CohortsCohort Data (Fall 2006)

Age Proportion % F/T BA or Higher Undecided Transfer Career Cultural Enrichment

Beginning the Journey

12-24 41% 44% 6% 33% 23% 22% 5%

Adjusting the Path

25-54 51% 23% 27% 27% 18% 31% 10%

Enriching Life 55+ 8% 11% 47% 36% 5% 24% 25%

Total / Average 100% 20%

Cohort Data (Fall 2006)

Age Proportion %F/T BA or Higher

Undecided Transfer Career Cultural Enrichment

Beginning the Journey

12-24(3,253)

52.5%(898)

27.6%(80)

2.5%(1314)

40.4%(926)

28.5%(737)

22.7%(96)

3%

Adjusting the Path

25-54(2,634)

42.51%(245)

9%(560)

21.3%(892)

33.9%(730)

28.1%(712)

27%(185)

7%

Enriching Life 55+(304)

4.9%(18)

5.9%(103)

33.9%(141)

46.4%(30)

9.9%(81)

26.6%(42)

13.8%

Unknown (2) (2)

Total / Average

(6,193) (1,161) (743) (2,347) (1,695) (1,532) (323)

PCCD

COA

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COLLEGE OF ALAMEDA COLLEGE PROFILE FALL 2009 Total Headcount 7,632 Not HS Graduate 5%

High School Graduate 66%* AA degree or higher 17%

Course Load Matriculated 76% Full-Time 19% Exempt 24% Part-Time 81% Gender Age Male 43%(3,145) Students (avg age 28) 51% (<25 yrs) Female 41%(4,034) Faculty 70% (51+ yrs) Not Supplied 6%(453)   Staff 56% (51+ yrs)

*includes foreign high school graduation

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A Vision for COA with

Three Central Themes:

– Academic Excellence– Budgetary Competence– Community Engagement

Academic ExcellenceKnowledge Base ---- Critical Thinking Skills ----- Personal Enrichment Needs

Academic Excellence Assessment

• Operationalizing a clear definition of what student success looks like for COA, and • The need to have valid and reliable measures.

Innovative Curriculum• Integrated Curriculum that is built on collaborative partnerships(Student Services & Instruction, Applied Learning: Service Learning, Civic Engagement and

Cross-Discipline Learning Communities), and• Creating a safe environment that encourages risk-taking, looking outside the box.

Basic Skills SuccessAreas Fall 2005 Fall 2006 Fall 2007 Fall 2008

Math 49% 52% 45% 38%

English 52% 48% 68% 60%

ESL 83% 78% 80% 81%

Areas Fall 2005 Fall 2006 Fall 2007 Peer Group

Math/English 37.2% 42.5% 42.0% 48.3%

ESL 50.2% 47.4% 55.8% 41.3%

Percentage of Student Success in Basic Skills Successfully Completing Anywhere in the System

Basic Skills Learning Communities

English 267AB & 201AB

English 269 LC & 201 AB LC

Average Average

Spring 2010    

Expected # of Students 30 30

# of Students Initially Enrolled 30.5 39# of Withdrawls 10.65 8# of Incompletes 0.38 2Total # Completed 21 32Total # Passed 14 26Pass Rate (of those completed) 67% 81%Pass Rate (of those initially enrolled) 46% 64%Retention Rate 68% 79%Persistance #    

Eng 201A/B Prep for Composition & Reading 4units

Eng 267A/B 3 units Basic Writing

Eng269 foundation in Reading & Writing 6 units

Does Success Measure Learning?• What if: As a result of any level of educational

experience at COA(one course or a complete program of study) students will be able to do XXX with what they learn:– Demonstrate a degree of mastery of a body of

knowledge, example: use the knowledge to engage with respect for diverse background.

– Demonstrate a degree of proficiency at the life skills of critical thinking, example: enable students to communicate effectively, reach conclusions and solve problems such that they may apply these to their professional pursuits

Budgetary CompetenceKnowledge Base ---- Critical Thinking Skills ----- Personal Enrichment Needs

All our services need to be offered creatively within the real-world constraints of our budgetWe are all a part of this process,We can’t take ideas to the table without first asking how this fits within our budgetary limits,We need to find creative ways to supplement our budget, andWe all need to find creative ways to do what we want to do within the context of our vision of success – not merely a shrunken vision of what we have

always done. Creative Block Scheduling

Plan offerings over a period of 2-3 years. This will allow us to offer courses that are productive, creative & experimental, andLook at holistic offerings that complement our existing programs, our sister colleges, and play to our strengths.

Community EngagementCreative Partnerships

Invest in the Metacampus Concept, where our surrounding community is (by proximity) part of our greater learning community,

Adopt the “Town & Gown” approach, i.e., partnerships with local businesses and community–based organizations, for example, the West Alameda Business Association (WABA), Boys & Girls Club, Alameda Point, etc., and

Develop pathways with 4-Year & Private Institutions (Pathways to Jobs, Degree & Certificate Completion and Internships).

Community Engagement Embody a renewed Spirit of Collegiality

Work actively to short-circuit obstacles to collegiality rooted in dysfunctional patterns of interaction and attributional errors,Hold one another accountable to clear standards of success/excellence, in our evaluations, programs & services, Use tried and tested models that work: COA’s Learning Communities (Adelante, APASS, AMANLA and Community Development &

Leadership-CDL) programs can serve as examples, Expand our internal collaborations to include Classified Professional staff; recognizing that they are the face of the college for first time

students and we should value their contributions to our organization, and Strengthen our Associated Student organization (ASCOA) by facilitating the move towards a student-driven organization that serves as

the focal point of student life.

Structural Changes to Achieve Student Success

• Demonstrate a degree of capacity to assume responsibility in the practice of these life skills to live an ethical life with respect to the impact of their own life upon Planet Earth

Distinctive ProgramsProgram Integration & Improvement

• Transportation Logistics (ATLAS/ATECH/AMT)• Green Technology (DMECH/CDDET)• Forensics Biosciences Technology Program• Geographical Information Systems (CIS/GIS) • Program Integration - focusing on learning

communities, service learning, basic skills, CDL (Community Development & Leadership) & Center of Applied Learning (CAL)

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Reference Materials• Equity Plan• Technology Plan• Special Reports: Basic Skills, AACJC Annual

Report, Community College Survey of Student Engagement(CCSSE)

• Facilities Plan• College Educational Master Plans

– Program reviews (instruction and student services)– Unit plans– VTEA and other grant funded programs

• COA Institutional Self Study 2009

QUESTIONS?

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PRIORITIES: 2009-10 BUDGET CYCLE

• FACULTY STAFFING PRIORITIES (14.5 current vacancies)• ARTICULATION/COUNSELOR – Current Vacancy and the college must have an articulation officer, and there is a need for more counselors

• ART – No FT Faculty, Grow (6 of 8 terms); Avg Productivity 24.72, This discipline took a significant drop in enrollment when the full time faculty member retired in Spring 2004 (1004 vs 597)

• HIST – 37% Enrollment increase (300 to 470), Avg Productivity 19.6; expansion into online and hybrid courses.

• MATH – Rebuilding of one of our largest Depts, currently 2 vacancies, up and down growth with loss of 2 FT faculty in last 2 years.

•AUTOBODY – Retirement last year has left the program with 1 instructor; dual program for day and evening students; limited capability to get adjunct instructors which has handicapped our morning program

PRIORITIES: 2009-10 BUDGET CYCLE

• BIOLOGY – Currently we are maintaining over 73% success rate in our Biology courses (see below). These courses traditionally are full. Weekend College data, both Bio 18 and Bio 19 are the highest enrolled courses, over the 17.5 productivity factor. Looking at data from Fall 2002 to Spring 2006, the biology discipline was always above the 17.5 productivity level, averaging 20.8% over the same period. With the expansion of Merritt’s Nursing program, the demand for this discipline will continue to increase. We are also looking at an increased need for individuals in the bio-technology field and are in the process of developing a new courses.

• ATEC – Anticipated vacancy, New Program with Toyota and green technology will require program course changes and revisions. Want to maintain current enrollment.

• COMM – New course development in Forensics/Debate & hybrid courses, sustained growth ,17.9 productivity. Faculty vacancy.

•ENGL – 2 English vacancies, expansion of Basic Skills and LRNE program.