1. Center for Leadership and Development
Program Review

2. Leadership & Development Smoothie Recipe!
Blend together & enjoy
1 cup Empowerment
2 cups Support
1 cup Engagement
2 cups Leadership
1 ½ cups Challenge
2 portions of Diversity
1 cup Community
2 tbs Mentorship
And a pinch of Tough Love
Finally, the CL&D has written down its famous recipe fortified with leadership and success.

3. Mission Statement Student Development
The mission of Student Development at American River College is to cultivate a learning environment that promotes mentorship, social justice, leadership, development, and the empowerment of students by providing an inclusive and welcoming community.
Center for Leadership and Development
The mission of the Center for Leadership and Development is to create a community that promotes self-discovery, student achievement, diversity, and pluralism through the creation and support of student centered initiatives and activities.
Pluralism: a state of society in which members of diverse ethnic, racial, religious, or social groups maintain an autonomous participation in and development of their traditional culture or special interest, within the confines of a common civilization.

4. CL&D Organizational Chart
Dean
Student Development
Admin Assistant
Student Life Supervisor
Clerk III
SPA
SAGES
CL&D Student Assistant
ASB

5. Benchmarks: SARS
The CL&D relies heavily on SARS to track data and trends. This data informs us about the number of students who are using CL&D services and in what capacity.
Students Not Checked Out Report
Further analysis of the data indicated that students using CL&D services were not being captured correctly due to user error. The new aggregated data for the CL&D is as follows, students utilized CL&D services 3282 times from December 01, 2013-June 30, 2014 and times from July 1, 2014-June 30, This was a difference of 3865 visits.
***********************
Category
Number of Visits
Access Cards 35
121
Bike Locker Info 2 3
CAEB Business 66
147
Campus Direction
CL&D Staff Meeting
Club Business 28 19
Computer
1565
4654
Housing Info 9
Meeting with Dean 4 27
Orientation
302
531
Other 88
242
Posting Info 1 7
SAGE Business 17 38
Senate Business
117
110
Total
2233
5913

6. Benchmarks: UTP Report
The Business Services Universal Transit Pass report indicated that 125,072 UTP stickers were issued from the CL&D and Information Services from fall 2009 – fall It is important to note that the number of UTP stickers issued does not equate to the number of access cards issued.
Resolve: Add SARS to the computers located at Access Card Station.
Location/Station
UTP Issued Fall 09
**************
UTP Issued Fall 15
ARC Campus Life
4475
ARC CLD 1
3523
ARC Info Center
6913
ARC CLD 2
5413
*********** 15

7. Benchmarks: Time Clock System
The Student Development Time Clock System reports inform the CL&D the amount of hours dedicated by each SAGE in all categories. This assists CL&D staff with planning, training, and scheduling of the SAGES.
It is important to note that the hours worked in each category do not account for the hours dedicated by permanent staff for planning, organizing, and training.
Category
Number of Hours
Access Cards
1508
Assist with Staff
654
Front Desk
1285
GPS
125
SOS
302
Special Project
168
Tours 25
Training
550
Total
4617

8. Program – Strengths
Student Engagement and sense of belonging
Assists students in learning and following LRCCD policies and regulations so that their events and programs are successful
Some of the workshops/trainings that the CL&D conducts include, food handlers permit training, General Student Body elections workshops, and financial planning.
Collaboration on events
Leadership: ASB, Student Clubs, Student Ambassadors (SAGES)
Every year, the CL&D supervises and advises approximately 50 student leaders
Despite the size of our department, the CL&D staff ensures that all our student leaders have the necessary resources and training to perform their duties effectively.
Development Opportunities: Attend conferences, trainings, workshops, and 1-on-1 meeting with students
The Associated Student Body partakes in District and statewide events like Student Leadership Summit, Lobby Day at the California State Capital, the Student Advisory Council (SAC), and Student Senate of California Community Colleges (SSCCC) General Assembly.
Supervisors conducted one-on-one 30-minute mock interviews with 40 SAGES to advance their leadership, public speaking and career development skills.

9. Program – Strengths
Events that promote student engagement and celebrates the ARC Community
Fall and Spring Welcome Days have approximately 35 clubs, college departments and services, and vendors participate in the festivities.
Heritage Celebration help to honor the diversity of our student population, also allowing students to showcase their skills and talents related to planning and executing the events.
Collaboration: Providing and supporting a variety of student services
the CL&D assists with online orientation, Group Planning Sessions, access cards and UTP, class registration, campus tours, and line management during the first two weeks of each semester.
Community College Survey of Student Engagement

10. Program Challenges Hiring Process: Computer Lab: Work Place Challenge:
The ASB president is tasked in appointing students to serve on hiring committees. This process has not been followed
It is also difficult for students to commit two full days to hiring committee work, when they too have academic responsibilities.
The CL&D has been working with Carlos Reyes in training students on hiring best practices.
Computer Lab:
One of the main concerns with the computer lab is that there is no printing available for students. This becomes an issue during breaks/summer when the library and the LRC are closed or have limited hours.
Conversations have begun regarding reassessing the possibility of installing go-print stations in accessible locations on campus.
Work Place Challenge:
The CL&D is an open space, which is both a challenge and a benefit.
The challenge comes from students walking behind the work stations, making confidential phone calls, working on confidential documents, and staying focused on daily tasks without interruptions.

11. Program Challenges SAGES and Workload: ASB: Events/Programs:
Due to the fact that the SAGES position is SSSP funded, the CL&D must verify that the work the SAGES are doing is related to SSSP.
The CL&D should enhance its communication plan and marketing of the SAGES Program services and collaboration opportunities in order to maintain healthy relationships with departments.
ASB:
The ASB governing documents need to be updated to reflect California Brown Act and parliamentarian procedures.
Another challenge faced by the ASB is recruiting and appointing students to serve on shared governance committees.
Events/Programs:
When it comes to history/heritage month celebrations, the events that happen on campus often seem disjointed.
Efforts should be made campus wide to streamline collaboration in regards to these celebrations.

12. Planning Implications
Recommendation #1: The Center for Leadership and Development needs to strengthen relationships and collaboration with other departments to establish campus traditions and robust programmatic goals for cultural celebrations.
Recommendation #2: Work closely with Student Leadership and Development Educators (SLADE), Student Advisory Council (SAC), and the District to align hiring best practices for students serving on hiring committees.
Recommendation #3: The Center for Leadership and Development needs to develop a plan to recruit and encourage students to participate in shared governance.
Recommendation #4: The Center for Leadership and Development needs to conduct a SWOT analysis of the center’s physical space to determine how to best meet the needs of the students, community, and CL&D staff.
Recommendation #5: Examine and determine how to structure the CL&D organizational chart to best meet the needs of the students.