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

1. Learning Reconsidered: A Vision for College of Alameda Department Chairs MeetingOctober 04, 2010 Jannett N. Jackson, Ph.D., Interim President

2. AGENDADepartment Chairs10/4/10 • 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

3. 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 wholestudent…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

4. 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.

5. COA Vision Thecollege 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.”

6. COA Values In 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.

7. STUDENT ETHNIC DEMOGRAPHICS

8. Characteristics of Cohorts PCCD COA

10. A Vision for COA with Three Central Themes: • Academic Excellence • Budgetary Competence • Community Engagement

11. Academic Excellence Knowledge 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.

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

13. Basic Skills Learning Communities Eng 201A/B Prep for Composition & Reading 4units Eng 267A/B 3 units Basic Writing Eng269 foundation in Reading & Writing 6 units

14. 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

15. Budgetary Competence Knowledge Base ---- Critical Thinking Skills ----- Personal Enrichment Needs • All our services need to be offered creatively within the real-world constraints of our budget • We 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, and • We 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, and • Look at holistic offerings that complement our existing programs, our sister colleges, and play to our strengths.

16. Community Engagement • Creative 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).

17. 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.

18. 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

19. 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)

20. 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

21. QUESTIONS?

22. 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

23. 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.