SACRAMENTO CITY COLLEGE
2012-13 Desired Outcomes
GOAL A: STUDENT SUCCESS
GOAL
SCC Goal A: Strategies
A1, A3, A4, A7, A9
MIDYEAR ACHIEVEMENT DETAIL
Partially Achieved
See below
SCC Goal A: Deliver
student-centered programs
and services that
demonstrate a commitment
to teaching and learning
effectiveness and support
student success in the
achievement of basic skills,
certificates, degrees,
transfer, jobs and other
student educational goals.
Strategy A1. Promote the
engagement and success of
all students, with a special
emphasis on first-year
students who are
transitioning to college.
Average course success rates for all students have increased in
recent years. The course success gap between students of different
ages has narrowed as younger students have improved course
success. SCC is implementing the use of the iSEP and a mandatory
orientation pilot study is in progress.
(SCC Strategy A1 has been partially achieved)
Strategy A3. Provide
students with the tools and
resources that they need to
plan and carry out their
education, complete
degrees and certificates,
and/or transfer.
The 2012 ARCC Report shows that the percent of SCC students
earning at least 30 units has remained roughly steady in recent
years. The ARCC “Student Progress and Achievement Rate” for
SCC has increased in recent years. The number of
degrees/certificates awarded by SCC and the number of transfer
ready students have increased in recent years.
(SCC Strategy A3 has been partially achieved)
Strategy A4. Improve basic
skills competencies in
reading, writing, math, and
information competency
across the curriculum in
order to improve student
preparedness for degree
and certificate courses and
for employment.
Data from the 2012 ARCC Report show that the “Annual
Successful Course Completion Rate for Basic Skills Courses” has
been roughly steady in recent years. The ARCC “Improvement
Rate”, a measure of progress through course sequences, declined
slightly in recent years for basic skills courses, but is above the
ARCC peer group average.
SCC has implemented the Assess 2.0 System which integrates
most of the assessment data in the Assessment Center into one,
easily accessible database.
The SCC Basic Skills Committee has supported programs to
increase the success of basic skills students including supplemental
instruction, a basic skills learning community, and professional
development activities related to basic skills. The Math
Department modified the content of the arithmetic course on the
web (including video lectures, practice problems, and practice
tests) so that motivated students who simply need a review of the
basics can accomplish this online and subsequently assess into PreAlgebra.
(SCC Strategy A4 has been partially achieved)
Strategy A7. Implement
practices and activities that
reduce achievement gaps in
student success.
The course success gap between students of different age groups
has declined in recent years. While overall course success rates
have increased, the course success gaps between students of
different ethnicities/races remain substantial. There are indicators
of increased success for some subgroups of students:
 In Fall 12 100% of Puente students successfully passed
HCD 310 and 96% of Puente students successfully passed
ENGWR 101.
 The Wrestling Team has been nominated for the State
Scholar Team Award (Team Cum GPA over a 3.0).
 Seventy percent of the students in the first Allied Health
Learning Community cohort were Latino/a and poor. They
achieved a 90% success rate last summer.
(SCC Strategy A7 has been partially achieved)
Strategy A9. Implement a
A formal college-wide plan to increase program completion has
formal college-wide plan to not yet been developed.
increase the completion of
degrees and certificates
(SCC Strategy A9 has not been achieved)
across the college.
SACRAMENTO CITY COLLEGE
2012-13 Desired Outcomes
GOAL B: TEACHING AND LEARNING EFFECTIVENESS
GOAL
SCC Goal A: Strategies
A2, A5, A6, A8
SCC Goal A: Deliver
student-centered programs
and services that
demonstrate a commitment
to teaching and learning
effectiveness and support
student success in the
achievement of basic skills,
certificates, degrees,
transfer, jobs and other
student educational goals.
Strategy A2. Review
courses, programs and
services and modify as
needed to enhance student
achievement.
MIDYEAR ACHIEVEMENT DETAIL
Partially Achieved
See below
Several departments have developed Transfer Model Curriculum
AA-T and AS-T degrees. Program review is conducted on a
regular schedule across the college. Analytical studies have been
conducted to guide the implementation of prerequisites in support
of student success. Registered Nursing reduced the number of
prerequisite units needed to qualify for their program and altered
their admission process; the program currently has a 90%+ success
rate for students.
(SCC Strategy A2 has been achieved)
Strategy A5. Deliver
services, curriculum, and
instruction that result in
equivalent student
outcomes for all modalities
and locations.
The difference in average student course success between online
and face-to-face courses overall at SCC is very small (just over
1%). Courses at the Davis Center, West Sacramento Center, and
Main Campus have equivalent course success rates. Services
available at the SCC Centers are equivalent to those provided at
the Main Campus. For example, activities at the West Sacramento
Center included Welcome Day, Financial Aid, CalWORKS and
Job Services Workshops, and expanded tutoring services. The
Cultural Awareness Center met with the Outreach Centers to
identify programs and services meeting their needs. A Work
Experience program graduate intern will market the WEXP
program at the Davis and West Sacramento Centers.
(SCC Strategy A5 has been achieved)
Strategy A6. Identify and
disseminate information
about teaching practices
Information about effective teaching practices for a diverse student
body has been disseminated through the Staff Resource Center and
the Cultural Awareness center. The Staff Development
and curriculum that are
effective for a diverse
student body.
Coordinator has increased this emphasis during Fall 2012. For
example, the CAC hosted a 6-hour workshop on domestic violence
entitled which brought together over hundred students, faculty and
community members. The Staff Resource center developed an
integrated approach to staff development activities that focus on
the Student Success Act.
(SCC Strategy A6 has been partially achieved)
Strategy A8. Assess student
learning at the course,
program, and institutional
levels and use those
assessments to make
appropriate changes that
support student
achievement.
Student learning is being assessed at the course and program levels
and the results are being used to make changes supporting student
achievement. For example: The Allied Health Learning
Community has used SLO’s and alternative assessment strategies
to help guide their work to develop linked learning. HCD faculty
attended an In-Service training on SLO assessment.
The percent of SCC courses and programs with ongoing SLO
assessment has increased. Course SLO assessment is ongoing;
reporting of results occurs on an established schedule. Assessment
of student achievement of program and institutional SLOs has
been implemented and the analysis of results is beginning.
(SCC Strategy A8 has been achieved)
SACRAMENTO CITY COLLEGE
2012-13 Desired Outcomes
GOAL C: ACCESS AND GROWTH
GOAL
SCC Goal B: Strategies
B2, B3, B4, B5, B7
MIDYEAR ACHIEVEMENT DETAIL
Partially Achieved
See below
SCC Goal B: Align
enrollment management
processes to assist all
students in moving through
programs from first
enrollment to completion of
educational goals.
Strategy B2. Use
quantitative and qualitative
data to identify strategies
which improve enrollment
management processes.
Data on enrollment is available to deans and department chairs on
a day-to-day basis through the PRIE Enrollment Website.
Student Services and Information Technology are developing a
student tracking database to support mandatory matriculation
process.
(SCC Strategy B1 has been partially achieved)
Strategy B3. Explore and
create multiple ways to
disseminate information to
students in order to engage
them with learning in the
college community.
The SCC website is currently being redesigned to be more useful
to students and employees. The process of obtaining user
requirements for an updated college website that utilizes new
technologies was completed in Fall 12. SCC has volunteered to
pilot the enhanced communication strategies directed to students
that are being developed by LRCCD.
SCC has established a presence on social media sites that are
frequently used by students such as Facebook and Twitter. The
college uses the these media to communicate with students on a
variety of issues to not only disseminate information, but also
engage them in discussion and garner their input.
(SCC Strategy B3 has been partially achieved)
Strategy B4. Support “front
door” policies and practices
that assist students with the
transition to college.
The work of the SCC Mandatory Orientation Taskforce is
currently being implemented at the college. A trial of some of the
procedures, with accompanying data analysis, is currently
underway. The Student Ambassador’s program has been
extended. Specific departmental “front door” programs have been
supported. For example, the Allied Health Learning Community
incorporates extensive student assistance to help members of the
cohort transition to college. SAH is also working with Health
Professions High School to help better prepare their students for
college.
(SCC Strategy B4 has been partially achieved)
Strategy B5. Maintain the
quality and effectiveness of
the physical plant in order to
support access and success
for students (i.e.
modernization, TAP
improvements, equipment
purchases, etc.).
Two major modernization projects were completed this year, the
Performing Arts Center and Hughes Stadium. Preparations are
underway for spring 2013 moves to facilitate the construction
start for the new Student Services building in June 2013. This is a
$12M, 16,000 ASF project that will house critical student services
programs (A&R, DSPS, orientation) as well as photography and
journalism programs for the college. Significant repairs were
completed during the winter of 2012-13 for areas of the quad. A
new parking and drop off area on the north side of the campus
was completed during the summer 2012 which will provide a
fully accessible drop off area that will be the alternative drop off
for campus Para-transit support while the student services
building is under construction.
(SCC Strategy B5 has been achieved)
B7. Provide students with clear
pathways to goal completion.
Administrators and faculty have been actively involved with
representatives from Sacramento City Unified School District and
California State University, in a major project named
“Sacramento in Sacramento Pathway to Success: A Partnership
for College to Career”. The project is designed to create
integrated pathways for students in our community to better
prepare them for college and careers.
New transfer degrees have been developed to assist students with
clear pathways to transfer. SCC is piloting the iSEP process as a
way to provide information to students about their progress
toward goal completion.
Various college programs provide students with clear pathways to
goal completion. For example: A recently completed transfer
report tracked 363 total athletes; 88 transferred out of SCC, 32
received AA degrees, and 240 will continue at SCC to follow
their educational goals.
(SCC Strategy B7 has been partially achieved)
SACRAMENTO CITY COLLEGE
2012-13 Desired Outcomes
GOAL D: COMMUNITY, ECONOMIC, AND WORKFORCE
DEVELOPMENT
GOAL
SCC Goal B: Strategies
B1, B6
MIDYEAR ACHIEVEMENT DETAIL
Achieved
See below
SCC Goal B: Align
enrollment management
processes to assist all
students in moving through
programs from first
enrollment to completion of
educational goals.
Strategy B1. Revise or
develop courses, programs,
schedules and services
based on assessment of
emerging community needs
and available college
resources.
Thus far in the 2012-13 academic year over 700 curriculum
actions related to SCC course changes and over 100 curriculum
actions related to SCC program changes have occurred
(SOCRATES data). College departments have actively
developed and revised curriculum in response to new guidelines
on course repeatability. Services have also been modified to meet
emerging needs. For example: College to Careers (C2C) will add
4 new Education Coaches to support the increase in new students.
The Veteran’s Resource Center has modified services to meet the
needs of students.
(SCC Strategy B1 has been achieved)
Strategy B6. Expand
interactions with community
and industry partners in
order to increase student
opportunities for
experiences that help them
transition to careers (career
exploration, completion of
licenses, internships, etc.)
Based on a conversation at the CIS Advisory Board meeting, a
task force was convened for the purpose of connecting industry
partners, faculty, and students in ways that would help better
prepare our students for job openings in our community. The
project includes volunteer tutors from industry, a Project
Management Institute (PMI) mentorship program, and a series of
workshops for students.
The Sacramento in Sacramento Pathway to Success: A
Partnership for College to Career” project is designed to create
integrated pathways for students in our community to better
prepare them for college and careers.
The College to Career Coordinator has begun contacting potential
employers in efforts to build partnerships to create internships and
jobs for students related to their employment goal. An
Internship/Job Developer was added to the C2C staff to assist
with creating these positions for C2C students. New employer
contacts have been made throughout last 3 months from
employers calling to inquire about posting jobs with our Career
Center and new contacts wanting to participate in our annual
Career and Job Fair held every spring. Currently we have over
300 employer contacts on our database. New workshops are
being developed for the Career Center including a Veteran’s
Workshop, an Ex –Offender’s How to do Effective Job Searches
With Your Background workshop, and a How to Apply for State
Jobs workshop.
The Work Experience program completed 532 student contacts,
including 238 intake appointments with students wanting
information about or involvement in the WEXP program. WEXP
offered 10 classroom presentations to 294 students in various
majors, promoting internship opportunities and work experience
credits.
The SAH division has participated in a number of NextEd
meetings. NextEd is a collaboration of regional academic
institutions and business focused on linking academics with
career readiness. The division is part of an AB 790 pilot project
which is a collaborative among 21 K-12 districts and NextEd.
The SCC baseball team connected with the Sacramento
community by volunteering their time (5 consecutive Saturdays)
and labor to work with/assist the City of Sacramento wheelchair
youth baseball league. The SCC football team participated in the
following community service activities: Chips for Kids Toy
Drive, Sacramento Food Bank and Family Services, Run to Feed
the Hungry, and Kids Day.
(SCC Strategy B6 has been achieved)
SACRAMENTO CITY COLLEGE
2012-13 Desired Outcomes
GOAL E: ORGANIZATIONAL EFFECTIVENESS
GOAL
SCC Goal C: Strategies
C1, C2, C3, C4, C5, C6,
C7
MIDYEAR ACHIEVEMENT DETAIL
Partially Achieved
See below
SCC Goal C: Improve
organizational effectiveness
through increased employee
engagement with the college
community and continuous
process improvement.
Strategy C1. Review staff
processes, including those
for hiring, orientation,
training, customer service,
evaluation and professional
development and modify as
needed in order to make
them more effective and
inclusive.
The college will continue to utilize and evaluate the “live teaching
demonstration” as a component of the faculty hiring process.
Evaluation tracking mechanisms were emphasized with managers
and supervisors to improve on-time submission rate. An
Administrative Services workshop held on 7 Dec covered a
variety of topics including a budget update, a modernization
program update and an overview of business services. Thirty
staff members attended. Classified Orientation programs are
scheduled for Feb 8, 2013. The Staff Resource center developed
an integrated approach to staff development activities that focus
on the Student Success Act.
(SCC Strategy C1 has been partially achieved)
Strategy C2. Build and
maintain an effective staff
that reflects the diversity of
our students and
community.
The college will continue to utilize and evaluate the “live teaching
demonstration” as a component of the faculty hiring process.
Strategy C3. Promote
health, wellness and safety
throughout the institution.
CPTED (Crime Prevention Through Environmental Design)
findings were reviewed. Of 33 findings or recommendations, 25
have been completed or are pending completion. Safety and
Emergency training continues to be implemented at the College
including ACES training and active shooter discussions led by
campus police. Health Services is continuing to increase
efficiency and enhance quality of care. An Electronic Medical
(SCC Strategy C2 has been partially achieved)
Record system has been gradually integrated into our Health
Services practice over the last semester. It is now in full use and
proving to be a valuable asset.
(SCC Strategy C3 has been partially achieved)
Strategy C4. Utilize
quantitative and qualitative
data to help guide decisionmaking throughout the
institution.
Data continue to be used throughout the college as part of unit
planning, program review, and other elements of decisionmaking. Examples: Data on enrollment, student success, etc. are
used in program review. The college is currently analyzing the
results of the 2012 CCSSE survey conducted at SCC. Data is
used to evaluate the need for course prerequisites. All of the
campus tutoring labs will distribute a common survey assessment
instrument consisting of items from the Tutoring Effectiveness
Survey developed by the PRIE Office.
(SCC Strategy C4 has been achieved)
Strategy C5. Increase the
effectiveness of
communication both within
the college and between the
college and the external
community.
Efforts to increase the effectiveness of communication are
underway in various areas of the college. For example: The SCC
website is currently being redesigned to be more useful to
students and employees. Members of the SAH division have
given and have been selected to give presentations regarding on a
variety of topics including CCCAOE and AACC’s annual
convention. West Sacramento Center Staff participated in a
variety of campus and community activities, i.e. ESL meetings,
Classified Senate, People’s Day, Senior Saturday, River Walk
Business Expo, and Blood Drive (in partnership with West
Sacramento Community Center).
(SCC Strategy C5 has been partially achieved)
Strategy C6. Continue to
exercise transparent and
fiscally sound financial
management.
The College has effectively responded to budget constraints. The
college continues to execute the 19 April 2012 budget plan which
has been amended for district directed changes resulting from the
passage of Prop 30 on Nov 6th. Metric tracking of expenditures
reveals sound progress to meeting financial expectations through
this fiscal year. Our mid-year review places the college ~ $265K
ahead of forecast. The college is now working on the 2013-14
budget plan. 8.125 FTE have been closed to meet district
mandated budget targets.
The Budget Committee reviewed categorical and grant sources of
funding in order to develop a more integrated approach to
resource allocation.
College divisions are effectively managing fiscal resources. For
example, the SAH division has developed reports that provide
division chairs more timely information concerning expenditures
and their balances.
(SCC Strategy C6 has been achieved)
Strategy C7. Encourage
collegiality, connection, and
participatory decisionmaking at the college.
The Vice Presidents of Instruction and Student Services and the
College President hosted a meeting with Academic Senate
leadership in order to openly discuss decisions for final faculty
hiring priorities.
The Academic Senate developed a subcommittee that included
management representatives to develop best practices for SLO
data gathering and reporting.
A Tutor Work Group consisting of Tutor Coordinators,
Instructional Assistants, Deans, and the VPI and VPSS was
established to evaluate and facilitate the ongoing coherence and
efficiencies of tutoring offered across the campus.
Learning communities are being developed in some areas. For
example: A Basic Skills Learning Community has been
developed. The Allied Health Learning Community, a faculty
learning community made up of faculty from four different
divisions, has developed shared values and vision by which to
work cooperatively to improve student outcomes in their classes.
Coordination between academic and community use of Hughes
Stadium and the SCC Performing Arts Center has been enhanced
by monthly meetings between the academic divisions involved
(HFA and KAH) and SCC Facilities staff.
(SCC Strategy C7 has been partially achieved)