A Advancing Student Access, Equity, and Success
A.2 Improve persistence, retention, and success by 3 percentage point.
A.2.1 Implement best practices in basic skills and other pedagogy to improve student persistence, retention and transfer.
- Initiated and implemented counseling triage process and e-Counseling to enhance counseling efficiency and effectiveness.
- Developed First Year Experience using Academy of College Excellence (ACE).
- Increased 6-year transfer rate of 2005-06 cohort to 42% from the rate of 38% from 2004-05 cohort.
- Increased services to veterans and their dependents by 25% since last year.
- Updated and upgraded soft- and hard-ware technology to expand course and program accessibility for students with disabilities.
- Developed short certificates of proficiency in multimedia arts, based on assessment findings, to facilitate certificate and degree completion.
- Approved AA-T and AS-T (State Chancellor’s Office Transfer Model Curriculum) in Sociology, Psychology, and English.
- Supported programmatic initiatives in , PERSIST, human services and other Academy of College Excellence (ACE) cohorts with grant funds from Title III, CTE Community Collaborative, East Bay Career Advancement Academy, and Basic Skills.
- Increased the college-wide fall-to-fall persistence rate by 1.3 percentage point, from 44.2% to 45.5% in one year. BCC’s rate is slightly higher than the district average by 0.4%.
A.2.2 Implement acceleration models to improve course competition, particularly in basic skills.
- Revised English basic skills curricula, including incorporation of writing workshop model, to include acceleration based on completed assessment.
- Developed accelerated math curriculum in basic skills.
- Developed accelerated pre-statistics course.
- Revamped ESL curriculum to accelerate student success.
A.2.3 Attain proficiency in the assessment of learning outcomes by the fall 2012.
- Developed 100% of assessment tools in student services.
- Completed 70% of assessments for student services.
- Developed a 3-year cycle for assessment for all institutional learning outcomes courses, institutional programs, and student service areas.
- Developed the Teaching-Learning Center as a tool for closing the assessment loop.
- Established systems through the curriculum committee for ensuring that all BCC courses and programs would publish learning outcomes.
- Completed a college-wide assessment of the Communication Institutional Learning Outcome (ILO).
A.3 Implement changes to increase fall to fall persistence among major ethnic groups.
A.3.1 Pilot innovative programs designed to increase student persistence among educationally disadvantaged groups.
- Implemented second year federally funded TRiO program.
- Collaborated with college-wide programs in developing services for TRiO, EOPS and DSPS students.
- Provided one-on-one tutoring for low income, educationally disadvantaged and disabled students.
- Implemented a workshop series on financial literacy, personal statement, FAFSA, and study skills.
- Presented spring workshop on Group Work: Using Strengths-Based Assessment to Create Effective Teams, based on curriculum from the Academy of College Excellence (ACE) and sponsored by the East Bay Career Advancement Academy and the BCC Teaching-Learning Center.
- Launched Green Career Pathways, an Environmental Literacy learning cohort for disadvantaged students aged 18-24.
- Offered ACE behavioral curriculum in programs such as basic skills English and math, multimedia arts, green career pathways, human services, and Program for Adult College Education (PACE).
- Provided paid job training internships with community non-profits Rising Sun Energy and Solar Richmond.
B Engage and Leverage Partners
B.1 Strengthen community partnerships to enhance career pathways.
B.1.1 Activate CTE Advisory Committees to meet at least once a school year in order to maintain currency.
- Maintained CTE currency by providing professional development for CTE faculty.
- Discussed program and career paths for students as part of advisory committees for American sign language, human services, Spanish medical interpreter, multimedia arts, and biotechnology.
B.1.2 Host a spring semester event that highlights the career pathways related to instructional programs (this will include support and involvement of community partners.)
- Hosted Spring career pathways event with participation from fifteen departments/programs.
C Build Programs of Distinction
C.1 Incorporate learning outcomes assessment into program review and budget allocation processes and plans.
- Integrated budget and planning process by developing and updating resource needs and staffing plan based upon SLO, program review and annual program update.
- Adopted a revised Annual Program Review Update form with sections for program assessment updates and resource requests and goals emanating from assessment processes.
D Create A Culture of Innovation and Collaboration
D.1 District-Wide Collaboration and Innovation
D.1.1 Select a BCC representative from each PBIM committee to serve as communication liaison with a monthly report at Roundtable.
- Selected BCC/PBIC representatives from PBIC committees to plan college presentations for district meetings.
- Identified BCC liaisons to PBC committees to report back at Leadership Council and Roundtable meetings.
- Developed and implemented alternate district-wide evening plan by offering evening services one evening per college.
- Participated in district’s Technology Committee and completed BCC Technology Plan.
- Updated BCC’s Shared Governance manual, clarifying roles of BCC’s committees.
D.1.2 Promote a focus on student learning and success in all committee activities.
- Published program outcomes for all instructional programs in college catalog and on program handouts through Curriculum Committee.
- Improved assessment practices at BCC through the Assessment Committee.
- Added assessment as a standing assessment item at Faculty Senate meeting .
E Develop and Manage Resources to Advance Our Mission
E.1 FTES Target
E.1.1 Achieve enrollment target and productivity.
- Met FTES targets for fall 2011 and spring 2012.
- Increased productivity .from fall 2010 of 19.25 to 19.64 in fall 2011.
- Increased productivity from spring 2011 of 18.98 to 20.20 in spring 2012.
E.2 Focus Budgeting on Improving Student Success through Support for Structural Changes
E.2.1 Advance resource parity for BCC including the transfers of funds or faculty and classified positions as a necessary means of fiscal stability.
- Transferred 4 faculty members to BCC, amounting to $448,308 (However, BCC lost one full time faculty librarian and a DSPS counselor in 2012).
- Hired 2 classified positions: custodian and library technician.
- Hired a Dean of Academic Pathways.
- Received additional funding for part-time counselors in the amount of $44,000.
- Received $20,000 for Student Ambassadors.
- Established a new formula for allocating funds from international and nonresident students.
- Advocated for successful implementation of the Resource Allocation Model to begin in academic year2012-13.
E.2.2 Generate general fund savings and leverage funding from other resources.
- Continued partnership with State Department and hosted Fulbright Scholar Orientation Program with funding in the amount of $80,000.
- Continued support of TRiO in the amount of $213,000.
- Received $400,000 for a third year Title III grant.
- Expanded contract education partnerships to include transfer-level online classes for students in Korea (funding amount of $3,000).
- Fundraised $30,000 to provide student assistants in classrooms.
- Received $330,000 for second year of CIRM grant.
- Received $90,000 for Basic Skills Initiative.
- Received $140,000 for East Bay Career Advancement Academy grant.
- Received $8,830 for facilities rental.
- Received $58,000 in contract education.
- Completed second year of CIRM partnership with paid internships for biotechnology students.
- Received $90,000 for third year of funding for the CTE Community Collaborative grant.
- Received $138,000 for Perkins grant.
- Received $14,000 for CTE Transitions grant.
E.2.3 Monitor annual program budgets to ensure timely expenditures.
- Ensured that all expenditures were appropriately monitored in timely manner.
***All amounts reflect gross revenues rather than net.