State Center Community College District

1. State Center Community College District 2008 Strategic Plan One-Year Status Report December 2008

2. Goal 1: Access and Awareness State Center Community College District will be the learning institution of choice in its service area.

3. Strategic Objective 1.1: Increase enrollment and retention as reflected in the Accountability Report for Community Colleges. Annual Unduplicated Headcount & FTES Fresno City College * *ARCC 2009 Report

4. Strategic Objective 1.1: Increase enrollment, retention and persistence as reflected in the Accountability Report for Community Colleges. Annual Unduplicated Headcount & FTES Reedley College, including North Centers * *ARCC 2009 Report

5. Strategic Objective 1.1: Increase enrollment and retention as reflected in the Accountability Report for Community Colleges. Retention * *Datatel

6. Strategic Objective 1.2: Establish a baseline and demonstrate improve-ment of student processes used in admissions, orientation assessment and testing which address the needs of a diverse student population. Applications • Student data collected via online survey instrument • Extreme Registration Student Satisfaction surveys • English faculty will review district wide assessment instruments

7. Goal 2: Excellence in Teaching and Learning The District will promote excellent teaching and learning in all of its colleges and centers, provide them relevant data and support, and celebrate success and improvement.

8. Strategic Objective 2.1: Increase the persistence rate of students, as measured by the Accountability Report for Community Colleges. Persistence Rate * *ARCC 2009 Report

9. Strategic Objective 2.2: Increase the student progress and achievement rate, as measured by the Accountability Report for Community Colleges. Student Progress and Achievement Rate *ARCC 2009 Report

10. Strategic Objective 2.3: Establish a baseline and improve the course completion rates of pre-collegiate and basic skills of students. Annual Successful Course Completion Rate for Credit Basic Skills Courses * *ARCC 2009 Report

11. Goal 3: Workforce Readiness and Communication State Center Community College District will develop and coordinate its programs and services to meet the needs of the workplace, providing education and training in basic skills, communication, technological expertise and specific job-related competencies.

12. Strategic Objective 3.1: Establish a baseline and expand current partnerships which benefit all stakeholder groups, including both employer and student constituencies. • Formal articulation agreements • Advisory committees • Companies that are donors or participants in Chancellor’s Circle • Those that offer placements for students • Donors of equipment or money Baseline data will be collected to determine the number of partnerships in the following areas:

13. Strategic Objective 3.2: Establish a baseline and increase the course completion rates for credit and non-credit vocational programs. Credit Program Completions (SCCCD) * Non-Credit Program Completions (SCCCD) * *Datatel

14. Strategic Objective 3.3: Establish a baseline and increase the number of work experience, internship, apprenticeship, job shadowing, and service learning opportunities. Work Experience (2007-08) Apprenticeships (2007-08) Service Learning • FCC/CSUF joint initiative, spring 2009

15. Goal 4: System Effectiveness – Planning and Assessment State Center Community College District will engage in an ongoing planning process to assess effectiveness and efficiency of its operations.

16. Strategic Objective 4.1: Demonstrate how research and fact-based decision making are used to ensure quality and innovation. • Labor market data • Advisory committees • Basic skills committees • Program review

17. Strategic Objective 4.2: Demonstrate that all programs and services meet the needs of our students and other stakeholders as evidenced by student and employer satisfaction surveys. • Student satisfaction surveys (ACT College Outcomes Survey), completed spring 2008

18. Strategic Objective 4.3: Demonstrate how the educational processes and operations of SCCCD are enhanced through the integration of technology. • Website content accuracy • Online processes • Distance education has increased 15% from fall 2006 to fall 2007 • SMART classrooms: 71 completed

19. Goal 5: Resource Development State Center intends to manage its resources to provide maximum opportunity to its students, employees and community.

20. Strategic Objective 5.1: Increase the diversity of the District workforce to reflect the demographics in the communities we serve. • Recruitment publications • Print media (higher education, job listings, and publications which serve African American, Hispanic and Asian populations) • Online • Committee evaluation of applicants • Employee demographics

21. Strategic Objective 5.2: Establish a baseline and increase avenues of internal and external funding for scholarships, capital projects, teaching innovations and identified District needs. State Center Community College Foundationand Grants Awarded * * as of Spring 2008

22. Strategic Objective 5.3: Improve the safety and maintenance of the educational environment to meet the current and future needs of students, staff and communities as measured by student and employee satisfaction surveys. • Employee satisfaction survey, to be developed and administered in 2009-10

23. Strategic Objective 5.4: Implement staff development programs that address the goals and objectives of the strategic plan. • Flex Day activities for faculty and staff • Classified Professionals Staff Development Program • CCLASS Leadership program • Online Teacher Training Program (Fresno City College) • Duty days training

24. Strategic Objective 5.5: Continue to be fiscally solvent, as evidenced by compliance with Board Policy. Board Policy 6200 states the “unrestricted general reserves for economic uncertainty shall be no less than 6% of the District’s annual budget exclusive of funds designated by the Board for special activities.” The District’s unrestricted general reserve for economic uncertainty is at least 6% of the annual budget exclusive of the funds designated by the Board for special activities.