Berkeley City College
January 16, 2014
State of the College
Dr. Debbie Budd
President
Happy Highlights 2014
Berkeley City College’s Mission
Berkeley City College’s mission is to
promote student success, to provide our
diverse community with educational
opportunities, and to transform lives.
~ Adopted by the Peralta Community College District Board of Trustees April 12, 2005
Transforming Lives - Kristophe Green, a
BCC Student Ambassador graduated with
Summa Cum Laude and transferred to UC
Berkeley in Fall 2013. On August 23, 2013,
he received Cal’s 2013-14 Leadership Award.
Transforming Lives - Tenzin Seldon attended
Albany High, graduated from Berkeley City
College, transferred to Stanford University and is
now a Rhodes Scholar at Oxford University.
On September 10, 2013, she was recognized by
the Peralta Colleges Board of Trustees for her
outstanding Academic Excellence
•Our work with our Learning Communities to improve
student success
•New Faculty
•Increase in Persistence from 65% in 2008-09 to
73% in 2012-13
•Increase in FTES, Spring 2014 currently number 2 in
district, Currently approx 22% of FTES at BCC.
•80 BCC students attended UC Berkeley in Fall 2013
•New property possibilities
•Increased collaboration with BUSD-BCCO, Articulation
meetings, learning communities
•Increased student support services AM and PM
•Academic Advisement
•Great new Brochure
•40th year anniversary coming up
Secondary
Transition
Post-Secondary
Transition
Adult Transition
Interdisciplinary
Academic Transfer
Interdisciplinary
Career Technical
Education
Persist to College
Persist
Persist to PACE
Pathways
TEACH
Spanish Medical
Interpreter
Lebo-Planas
College Bridge
Lebo-Planas
First Year Experience
Lebo-Planas
PACE Pathways
Kane, Lowood
Global Studies
Martin
Public and Human
Services
Olmero
Olmero
McAllister, Ruberto
Berezin
Sanders-Badt

English Assessment success published in ACCJC
Journal

Pace Program on CBS Local news

Increase in Measure B funds of over $300,000 to
approach full implementation of the BAM

Increase in Lottery Materials and Instructional
Equipment funds

Increase in Financial Aid funding from $4.1 million in
2008-09 to $9.2 million in 2012-13, and an increase
in number of award from 7,283 to 12,933.
350
300
Axis Title
250
200
150
100
50
0
2010-11
2011-12
2012-13
CSU
118
141
117
UC
131
154
171
600
500
400
300
200
100
0
2009/10
2010/11
2011/12
2012/13
Certificate
25
39
57
243
Asso. Degree
96
115
144
316
http://www.adegreewithaguarantee.com/DegreeByCampus.aspx?campus=Berkeley City
College&type=1
Berkeley City College
More information about Berkeley City
College,
visit http://www.berkeley.peralta.edu
Art History
Business Administration
Elementary Teacher Education
English
History
Mathematics
Philosophy
Political Science
Psychology
Sociology
Studio Arts
Congratulations to our President’s Award
Winners
They have made a difference in our students
lives by helping us achieve our mission on a
daily basis, going above and beyond, and
creating a synergy that helps all those they
work with.
Helping to connect, value and nurture others,
so that others are directed, focused and
engaged.
Expected Learning Outcomes for this mornings events:
•Mission and it’s importance and validation
•How our Mission, Vision, Values tie to our Goals, that are aligned
with the Student Success and Support Programs, (SSSP) , and all
serve as evidence for our Self Study (Self Evaluation)
•How Student Success goes hand in hand with closing the
Achievement Gap and ensuring Social Justice and Equity
•How ensuring students are connected, valued and nurtured assist
them in being directed, engaged and focused.
Expected Learning Outcomes for this mornings events:
•How we play a major role in creating that Carino and OtherMothering noted in the RP study as Valued and Nurtured
•How our Learning Communities and AAT’s and AST’s (ADT’s)
assist us to meet the challenge of the SSSP
•Deepen the conversation of what we do every day to improve our
student’s success
•Highlighting our Successes
Berkeley City College’s Mission
Berkeley City College’s mission is to
promote student success, to provide our
diverse community with educational
opportunities, and to transform lives.
~ Adopted by the Peralta Community College District Board of Trustees April 12, 2005
Things to consider in reviewing our Mission:
The institution has a statement of mission that
• defines its broad educational purposes,
• its intended student population and
• its commitment to achieving student learning
Improving Institutional Effectiveness
The institution demonstrates a conscious effort to
produce and support student learning, measures that
learning, assesses how well learning is occurring, and
makes changes to improve student learning.
Evidence of achievement of student learning
outcomes and Evidence of institution and program
performance.
The institution maintains an ongoing , collegial, selfreflective dialogue about the continuous improvement
of student learning and institutional processes
The institution sets goals to improve its effectiveness
consistent with its stated purpose. The institution
articulates its goals and states the objectives derived
from them in measurable terms, so the degree to
which they are achieved can be widely discussed.
Diverse Student Body at BCC
Degrees and Certificates 27 Associate Degrees
30 Occupational Certificates
Student Body 19% African American
16% Asian-Pacific Islander
27% Caucasian
15% Hispanic
2% Filipino
.2% Native American
15% Multiple Ethnicities
.4% Other
57% Female
43% Male
Vision
Berkeley City College is a premier, diverse,
student-centered learning community,
dedicated to academic excellence,
collaboration, innovation and
transformation.
California Common Core State Standards
And Berkeley City College’s Values
CA Common Core Standards:
• English-Language Arts (ELA)
• Mathematics
• Science
• English Language Development (ELD)
BCC Values:
• A Focus on Academic Excellence and Student Learning
• A Commitment to Multiculturalism and Diversity
• A Commitment to Preparing Students for Citizenship in a
Diverse and Complex Changing Global Society
• A Commitment to a Quality and Collegial Workplace
• A Commitment to Innovation and Flexibility
1.
2.
3.
4.
5.
6.
7.
8.
Increase college and career readiness
Strengthen support for entering students
Incentivize successful student behaviors
Align course offerings to meet student needs
Improve education of basic skills students
Revitalize and re-envision professional
development
Enable efficient statewide leadership and
increase coordination among colleges
Align resources with student success
recommendations

Student Achievement and Student Success
◦ The agenda has been translated to the Completion
Agenda
◦ Now it is not only how many students complete a
class, but how many get degrees and certificates
and transfer to 4 year universities
◦ Funding available from the state for meeting this
agenda
If the first three happen it can lead to the second
three
Nurtured
Valued
Connected
Directed
Engaged
Focused



President’s Innovation Fund and Mini-Grants
Funds available for innovative ideas that
strengthen the institution, work to close the
achievement gap and increase student
success
Proposals due Jan 31, 2014
BCC Goal
Meet BCC resident
student FTES target
(3,691) by preserving
and nourishing
resources.
PCCD Resident Student
FTES Goal (18,830)
BCC Strategies and Activities




Access - Improve Internal/external outreach and
partnerships in order to increase pathways to
enrollment, retention and persistence
Success – Conduct strategic scheduling, including
distance education; provide appropriate use of
existing space, including furniture, equipment,
and alternative facilities, e.g., UC Berkeley, Annex
Quality Student Support Services - Make
accessible and increase understanding of oncampus and off-campus Student Support Services
and Learning Resources
Partnership – Increase high school and
community partnerships
Statewide Student Success Initiatives
1.
Increase college and career
readiness
1.
Collaborate with K-12
to jointly develop
common standards for
college and career
readiness
4. Align course offerings to meet
student needs
4.1 Give highest priority for courses
advancing student academic
progress
8. Align resources with student
success recommendations
8.3 Encourage innovation and
flexibility in the delivery of basic
skills instruction
BCC Measureable
Outcomes
Reach BCC
resident student
FTES target of
3,691 and beyond.
Increase
certificate/degree
completion and
transfers to 4-year
colleges or
universities by
inspiring and
supporting students.
Uniquely Designed Programs –

Implement BCC academic mentoring and
advising program to inspire and engage
students and support them through
certificate/degree completion, as well as
transfer

Create job-shadowing opportunities for all
students
Partnerships –

Increase In-reach and BCC Community
Communication, including degree/certificate
pathways and transfer requirements

Improve Internal/External Outreach &
Partnerships with 4-year programs, as well as
internship and BCC job-shadowing database
Quality Student Support Services –

Make accessible and increase understanding
of on-campus and off-campus Student
Support Services and Learning Resources,
especially those needed for completion and
transfer.
Equity –

Facilitate and enhance faculty, student, &
staff understanding of ADTs (AA-T and AS-T)

Maintain a master calendar and up-to-date
web information regarding academic
deadlines, events, student support, and
learning resources
2.Strengthen support for
entering students
2.5 Require students to declare a
program of student early in their
academic careers
3. Incentivize successful
student behavior
1.
3.1 Adopt systemwide enrollment
priorities reflecting
the core mission of
community
colleges
1.
3.2 Require
students receiving
BOGG to meet
various conditions
and requirements
1.
3.3 Provide
students the
opportunity to
consider full time
6. Revitalize and re-envision
professional development
6.1 Create a continuum of
mandatory professional
development opportunities
6.2 Direct professional
development resources toward
improving basic skills instruction
and support services
(2013 ACCJC
institutional-set
student achievement)



Award 130 or
more degrees
by the end of
2013-14
Award 56 or
more
certificates by
the end of
2013-14
Transfer 250
or more
students to
in- and outof-state
colleges and
universities by
the end of
2013-14
Improve career and
college preparation
progress and success
rates
(successfully
transition students
from basic skills to
college-level, as well
as CTE/ career)
Support Quality Instruction 
Provide Professional Development to better
prepare all professionals (staff, faculty,
student leaders, administration) to help
students understand pathways, as well as
completion of degrees/certificates in a timely
manner

Implement an academic advising program
(based on CCSSE results and
recommendation from Department Chairs’
Council)

Share and implement contextualized
learning, applied and service learning,
including CTE, soft skills, college and career
readiness, and internships

Ensure adequate curriculum, including
integrative assignments across classes to
connect/support students and instructors
Quality Student Support Services –

Make accessible and increase understanding
of on-campus and off-campus Student
Support Services and Learning Resources,
especially those needed for CTE completion
and employment

Increase hours of availability for computer
labs and library to accommodate students
who need early morning, evening, and
Saturday hours (based on CCSSE results and
library assessment)
2.Strengthen support for
entering students
(2013 AACJC
institutional-set
student
achievement)
1.

2.1 Develop and
implement common
centralized
diagnostic
assessments
2.
2.2 Require students to
participate in diagnostic
assessment, orientation and the
develop of an education plan

1.
2.3 Develop and use
technology
application to better
guide students in
education processes
1.
2.4 Require
students showing a
lack of college
readiness to
participate in
support resources
3. Incentivize successful
student behavior
3.4 Require students to begin
addressing basic skills
deficiencies in their first year
Reach student
course
completion
rate of 64% or
higher for all
courses,
especially for
basic skills
and CTE
courses
Reach student
retention
percentage of
50% or higher
for all courses,
especially for
basic skills
and CTE
courses
Ensure BCC programs
and services reach
sustainable,
continuous quality
improvement level
Institutional Leadership and Governance –

Engage BCC community in understanding Shared
Governance, including roles, responsibilities, and
information flow

Conduct effective Institutional Self-Evaluation
with college-wide participation
Expand the Use of Educational Technology –

Provide cross-college training and support in
district, state, and federal data tools
Institutional Effectiveness –

Engage in Assessment work for Service Areas,
including Office of Instruction, Special Projects,
and Student Services, including Veterans’
Services, Campus Life and Student Affairs

Complete and apply ILOs, assessment, CCSSE,
and other assessment tools to increase student
success
7.
Enable efficient
state-/district-college-wide
leadership and increase
coordination among
colleges/departments
7.1 Develop and support a strong
community college system office
7.2 Set local student success goals
consistent with statewide/district
goals

Complete AACJC
Institutional
Self-Evaluation
according to
timeline.

Reaffirm full
Accreditation in
Spring 2015

Ensure datadriven program
improvement
process and
integrate
planning into
resource
development
and allocation

All course,
program, and
ILO assessments
are completed,
as scheduled on
the published
timeline
7.3 Implement a student success
scorecard
7.4 Develop and support a
longitudinal student record system
Collaborate to ensure
Fiscal Stability

Fiscal Oversight - Implement fully funded BAM;
increase flexibility of funds due to additional
revenue streams.

Budget to Improve Student Success - Secure
grant to continue Student Services-Instruction
collaboration initiated under Title III
8. Align resources with student
success recommendations

Stay within
adopted 201314 annual
budget

Develop and
secure
additional
revenue
streams, i.e.
non-resident
enrollment,
community
partnerships,
industry
relationships,
etc.
8.1 Encourage categorical program
streamlining and cooperation
8.2 Invest in the new Student
Support initiative




Improving communication to students on college
expectations and strategies for student success
in college
Early career and education goal planning –
exploration of career interests (pre-application,
pre-enrollment, and post-enrollment)
Declaring program of study and creating student
education plan (initial & comprehensive)
Strengthen links with community groups and
other partners: K-12, local workforce agencies,
etc.
Dr. Carlos Cortez
Graduated and teaches at the USC Center for Urban Education
and is a true expert in the field.
Closing the Achievement Gap