2. Strategic Priorities for 2014-15 Taking Charge of our Future

3. Academic Excellence Quality Instruction Improving SLOs Budgetary Competence Measured growth Productivity Leveraging Resources Transparency Community Engagement & Collaborative Partnerships Shared Governance Extending the Learning Community Model

4. The Vision of College of Alameda is that we are a diverse, supportive, empowering learning community for seekers of knowledge. We are committed to providing a creative, ethical and inclusive environment in which students develop their abilities as thinkers, workers and citizens of the world.

5. It is the Mission of College of Alameda to serve the educational needs of its diverse community by providing comprehensive and flexible programs and resources that empower students to achieve their goals.

6.  Stabilized administrative leadership  New faculty and staff hired  Implementation of SSSP  New programs and initiatives  Refinement of shared governance committees  TAA and WIB grants  Facility repair and lighting upgrades

7.  Enrollment  Institutional Self-Evaluation  Integrated Planning and Budget Process  Participatory Governance  Transition to Modular Facilities

8. Campus Senior Leadership Team Advance Thursday, July 31, 2014

9. 1.Goals, Objectives and Expectations 2.Accreditation - Status report, timelines and next steps 3.Shared Governance: review revised structure, and set timeline for filling vacant openings on campus and district committees 4.Integrated Planning and Budget 5.Enrollment Management Implementation Plans 6.Flex Day: Setting the theme and tone for the year

10. To identify the strategies which engage the campus community for:  A successful institutional self-study.  Implementing strategies that facilitate student success and educational equity.  Affirm an integrated planning and budget process that leverages resources to achieve outcomes  Build a inclusive and cohesive leadership team

11. 1.Expand campus participation in the Institutional Self-Evaluation process 2.Review, refine and reaffirm shared governance structure 3.Identify and engage faculty and staff to participate in shared governance committees 4.Implement an aggressive enrollment management plan that facilitate access, success and growth 5.Identify and leverage resources that promote student success and equity 6.Build institutional capacity through professional development opportunities

12. Institutional Self- Study Enrollment Management Student Success Support Programs

13.  Provide opportunities to educate the campus community by communicating the importance & value of accreditation  Take advantage of the existing structures & opportunities to meet & confer  Solidify & focus COA’s mission, vision, values, & goals  Post these throughout the campus & in every classroom  Build positive themes on campus: ◦ Empower students to become part of the community ◦ Students should be able to “feel” the mission of the college through the interaction with faculty staff and managers ◦ If students feel cared for and loved, they are more likely to support, understand, & embody the mission

14.  Maintain COA’s accreditation newsletter but utilize social media to “get the word out”  Document what we do well  Document our successes, including those of individual: ◦ Students ◦ Faculty ◦ Staff ◦ Administrators  All committees will include “accreditation” as an agenda item

15.  The mission statement should be posted in every classroom  Address the generational differences between students, faculty and staff - recognizing the need for change in pedagogy and practice. We must know and understand our students  Give faculty and staff the tools and support they need to be successful with students  Speak truth power - Hold people accountable for their actions  Every meeting should have action items and at the conclusion of the meetings names should be attached of who will take responsibility for specific tasks  Finalize faculty and professional staff appointments to campus and district “participatory governance” committees

16.  Assess whether mission and value his driving unit plans  Academic program reviews - three-year cycle  Structure process to help faculty with program reviews - IEC  Link IEC to curriculum committee  Update technology to help support the process  Work with department chairs who know the needs of their individual units  Process - Inventory and keep track of program reviews submitted, develop reporting templates, provide data, conduct disciplined appraisal of the data submitted, provide feedback to all stakeholders

17. Short-term strategies:  Increase the number of sections and offering through late start classes, weekend courses and winter intersession  Contact students taking 12 or fewer units  Make sandwich boards displaying classes around census date  Post to TV monitors in the Welcome Center  Create online listing of classes for the website  Place adds in the CSU-East Bay and SF State newspapers highlighting CSU Breadth courses available,and contact community based organizations Long-term strategies:  Develop a comprehensive enrollment management plan – appoint a Enrollment Management Task Force

18.  Accreditation – On target to meet campus and district timelines  Student Center upgrades  Measure B funding  Veteran’s Center  Library AC upgrade  Online orientation  Computer refresh and smart classroom Technology

19. Time is of the Essence

20. x