ACCOMPLISHMENTS FOR BERKELEY CITY COLLEGE IN 2008-2009
ADVANCING STUDENT ACCESS, EQUITY, AND SUCCESS
1) Implemented strategies to improve transition of Basic Skills students to college level courses.
a. Implemented PERSIST Program following the principles of the Digital Bridge.
b. Offered Digital Bridge courses at Constitution Square in Berkeley and retained over 85% of students.
- Developed Learning Community as part of the Bridge Program—replacing BCC’s former Foundations Program.
- Expanded tutoring for basic skills student through basic skills funding— (retention/persistence analysis to be undertaken in summer 2009).
2) Met enrollment target established by the District.
- Surpassed goal and target of 3735: In March 2009, FTES was 3788 without any consideration for summer.
- Summer FTES grew by 18%.
3) Maintained and Improved Productivity-Maintained fall productivity of 16.9; improved spring productivity to 17.6% in 2008 as compared to 17.9% in 2009.
4) Increased presence of BCC’s Student Ambassador Program through outreach to the universities, high schools, and middle school.
- Provided bi-weekly training for ambassadors.
- Established special phone line for ambassadors to help students navigate the Passport system.
- Increased ambassador contact with middle schools (King, Willard, and Longfellow).
- Held special ambassador sessions with representatives of UCB to increase student awareness of transfer options.
5) Clarified the role of student ambassadors as student mentors to help recruit and retain students.
6) Increased number of transfers to UC Berkeley—From number 8 in Northern California colleges to number 7
7) Increased the number of students who enrolled in EOPS as of fall 2008 and persisted through spring 2009 (376 students).
8) Incorporated Student Learning Outcomes (SLOs) in 95% of courses and 70% of programs. In student services, eight of the ten programs have identified student learning outcomes; the other two are in progress. Both the Learning Resources Center and the Library have on-going assessment programs.
ENGAGING OUR COMMUNITIES AND PARTNERS
1) Continued partnership with City of Berkeley’s Youth Works, Rubicon Program, Building Opportunities for Self Sufficiency (BOSS), and Bananas Child Care Center.
2) Expanded contract education agreements with UC’s Center for Organizational and Workforce Development.
3) Hosted two business workshops to showcase BCC’s business programs and how they relate to and integrate with the new economic imperatives; included community representatives from the Chamber, the Downtown Berkeley Association, and local businesses.
4) Expanded relationship with Berkeley Biotech Partners and Bayer Healthcare to support BCC’s science program.
5) Expanded the role of advisory committees in Multimedia Arts, including Pixar Animation Studio representatives.
6) Expanded contacts with local art organizations through a collaboration with the City of Berkeley and UC Berkeley Chancellor’s Office to sponsor mural projects.
7) Expanded Pro-ARTS Open Studio as a venue for BCC and community artists to showcase their work.
8) Participated in Berkeley, Emeryville, and Albany Chamber of Commerce events.
9) President became vice chair of Downtown’s Berkeley’s BID Board.
10) Participated in Vision 2020, a collaborative of Berkeley Unified School District, United in Action, the City of Berkeley, the University of California at Berkeley, and Berkeley City College, to address the achievement gap among African Americans and Latino students.
11) Expanded partnership and course offerings for Aspire Charter High School.
12) Participated in Alameda County Workforce Investment Board (WIB); the Youth Council Board, and Executive Board (student services representative).
13) Worked with Multimedia Arts faculty to offer middle school and high school animation camps in June and August at BCC.
14) Expanded lecture series to offer nearly 50 college/community lectures by bringing such speakers as John Perkins, Dahr Jamail, Raj Patal, and Daniel Ellsberg.
15) Met with community leaders and local government officials to inform them of Berkeley City College’s role in the community and to encourage strengthening and development of community/college partnerships.
16) Worked with PIO to strengthen college/community relations emphasis in Berkeley City College’s Strategic Marketing Plan.
17) Convened community/college focus group on December 10, 2009 with WLC Architects MAAS, and Dr. Ikharo to discuss BCC’s build out and future expansion.
18) Held briefing with members of the California legislature and the Hewlett Packard Foundation on October 29, 2008 to brief them on BCC’s Basic Skills and PERSIST programs.
19) Briefed Representative Nancy Skinner regarding basic skills and transfer programs on April 23, 2009.
BUILDING PROGRAMS OF DISTINCTION
1) Received Substantive Change approval from the Accrediting Commission because students can earn the following degrees and certificates by taking more than 50% of courses online: Liberal Arts with an emphasis in Arts and Humanities, Liberal Arts with an emphasis in Social and Behavioral Sciences, English Language and Literature Global Studies, Spanish, Liberal Arts CSU General Education Breadth Certificate of Achievement, Liberal Arts Intersegmental General Education Transfer Certificate of Achievement; Spanish Certificate of Achievement.
2) Revised and expanded courses in Multimedia Arts, particularly in media production. Enrollment and productivity continue to increase: from 17.1 in fall 2008 as compared to 20.14 in spring 2009.
3) Rorganized the college’s Travel/Tourism program into a hospitality program (courses approved by curriculum: enrollment in the process of being built.)
4) Maintained the high visibility of the Program for Adult College Education (PACE).
5) Continued tradition of interdisciplinary linkages between art and English (creative writing) through publication of Milvia Street.
6) Collaborated with faculty to begin research and development of a BCC honors program.
7) Worked with deans and faculty to integrate and reorganize art, fine arts, communications, music, humanities, and theater arts programs into a new BCC department of Arts and Cultural Studies.
8) Worked with faculty to expand science internship opportunities with U.C. Berkeley’s Center of Integrated Nanomechanical Systems (COINS) program.
CREATING A CULTURE OF INNOVATION AND COLLABORATION
1) Completed successful accreditation self study working closely with BCC constituencies as well as district representatives.
2) Participated in Town Hall meetings as part of Facilities Master Plan.
3) Worked closely with District in District Strategic Planning.
4) Worked with college constituencies to participate in disaster preparedness exercises.
5) Instituted a Facilities Task Force as a subcommittee of BCC’s Roundtable for Planning and Budget.
6) Worked with district in coordinating Accreditation Visit in March 2009.
7) Established distinct charges for the President’s Circle (management group), Leadership Council (shared governance committee), and Roundtable for Planning and Budget.
8) Distributed first ever President’s Innovation Funds as an initiative of BCC’s Roundtable by (1) restructuring biotechnology program; (2) developing a public arts program as part of neighborhood mural projects (3) conducting needs assessment for medical interpretation program; and (4) developing Web page for the American Sign Language Department.
9) Collaborated with other colleges as part of Leadership Workshop for the Associated Student Body of Berkeley City College.
10) Established stronger ties with CSU East Bay’s Education Department as part of the Teacher Preparation Pipeline grant.
11) Collaborated with local colleges and universities through membership in the Regional Association of East Bay Colleges and Universities (RAEBCU.)
12) Completed Educational Master Plan with involvement of all college constituencies.
13) Updated Strategic Marketing Plan with involvement of key college constituencies.
14) Worked with college stakeholders in planning for the multimedia remodel as well as BCC’s Build Out.
15) Co-chaired Institutional Effectiveness Committee and worked with committee to pilot Chancellor’s innovation fund.
DEVELOPING RESOURCES TO ADVANCE AND SUSTAIN PERALTA’S AND BERKELEY CITY COLLEGE’S MISSION
1) Met productivity goal in order to maximize district funding.
2) Maintained contract education with UCB for a total of $20,000 annually.
3) In collaboration with the district, expanded the number of international students.
4) Expanded human capital by hiring full-time political science instructor and two permanent vice presidents of instruction and student services.
5) Awarded various grants: Teacher Preparation Pipeline ($200,000); Digital Arts ($400,000 for all four colleges; and Hewlett grant on cognition ($18,500).
6) Developed and received, or continued several development grants: A Career-Technical Education Grant to expand Multimedia Arts training for middle school and high school students; a $200,000 State Chancellor’s Office Career/Technical Education Teacher Pipeline Grant; a Carl Perkins CTE grant; and a City of Berkeley Partnership Grant to fund a collaborative with Berkeley’s Rubicon Program.