Annual Priorities and Process - SanJac...

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• Introductions

• Annual Priorities and Process

• 2015 Building Program

• Input from OWI Focus Groups

• Recommendation from Smoking and Tobacco

Taskforce

• Wrap-up

• Name

• Title/Department

• How long have you been at San Jac?

• Is this your first SLCC meeting?

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• Acts as a policy making body

• Sets the vision, strategic focus, and goals

• Insists on clarity of focus and mission

• Studies and approves the budget

• Studies and approves capital projects and ways of

financing

• Employs the Chancellor

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1. The Board of Trustees will publicly recommit to the Student

Success Agenda. The goal is to clarify that the College’s Student

Success Agenda is the agenda of the Board of Trustees and the

Administration.

• Report at 3/31 Board Meeting.

• Create charge from Board on annual priorities (work plan) for

2014-2015 (discuss at 4/28 Board Workshop).

• Refocus on the Student Success Agenda at the Board’s

monthly meetings and workshops; the goal is to report on the

positive but also the areas that require improvement.

• Consider the Board’s involvement at College Community

Week.

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2. Limit the annual priorities

• More focused and purposeful on the Student Success

Agenda.

• Work to limit the number of annual priorities (goal is 5

major – there are always routine items that areas will work

on).

• Increase student centered emphasis.

• Redefine and align annual priorities and budget process and

timeline.

• Consider what we need to quit doing.

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3. Analyze needs for educational planners

• Define our gaps with educational planners and faculty

advisors.

• Determine alignment with pathways work.

• Compare current model to Alamo and Lone Star (i.e.

staffing levels, Communities in Schools, technology

utilization, etc.).

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4. Focus on scale – up

5. Redefine data elements and reports

• Roll-out data dashboard.

• Ask board to define information for focus reports.

• Review longitudinal data.

• Consider leading versus laggard metrics.

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6. Broaden meaningful faculty and staff engagement

• Develop modes for input.

• Consider Innovation Forum for select promising high impact

practices .

7. Conduct Board Retreat

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Individual

Level

Leadership Level

Institutional Level

• Employees create KPIs with individual measures that help their Team achieve the One College APs and measures

• SLT Member & Leaders create key actions & measures for Teams; they are aligned with One College APs and measures

• Board sets direction for Annual Priorities

• Chancellor & SLT Members create the top 5 Annual Priorities for the College

• Chancellor & SLT Members create One College Institutional Measures

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Positioning for the Future: Develop an understanding of and

plans for addressing the changing landscape impacting higher

education nationally, state-wide, and locally and identify ways for

San Jacinto College to have a greater competitive advantage.

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Strategic Goal Annual Priority Institutional Measures Ideas for Actions & KPIs

Student

Success 1. Positioning for the

Future An action you can take that re-invents a process,

system, or program so it responds to the changing

landscape P-16 Pipeline Identify new opportunities that San Jacinto College

need to explore by developing a business plan and

recommendation through your SLT leadership chain

(North Pasadena, Generation Park, extension centers,

select bachelor degrees, etc.)

Workforce &

Economic

Development

Increase in dual credit &

high school capture rates An action you will take that will expand the College's

relationship with an ISD so that dual credit or HS

capture rates are increased

Generate ideas to differentiate San Jacinto College from

the competition (what is the big bet in distance learning

and workforce?) and then commit to creating an

implementation plan

Actively participate as required in the 2015 Building

Program

Front Door to Completion: Improve student success including

course completion, retention, degree completion, and learning by

scaling-up promising student success strategies and practices and

by refining processes to be more effective and student focused.

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Student Success 2. Front Door to Completion Increase re-enrollment (retention,

persistence, & engagement) An action you can take to innovate instruction or teaching practices so that

retention, persistence, or engagement increases

P-16 Pipeline Redesign select instructional areas (English,….) Workforce &

Economic

Development

Increase Degrees & Certificates

Awarded Scale best practices (AIM, student success courses, ….)

Increase in new enrollment An action you will take to "unclog" the pipeline so that enrollment increases

Implement ways to optimize schedules to support students

# of students with education plans in

place An action you will take to streamline or improve the intake program so that

the number of students with education plans in place is increased

# of students receiving mandatory

interventions A change you can implement that will improve the early alert programs to

positively impact the number of students receiving mandatory interventions

Define the Student Success Pathway for various student populations

Improve & expand educational planning Reduce number NOT participating in

mandatory interventions Fix a "gap" in mandatory practices so that the number of students NOT

participating is reduced

Anticipate & Respond to Workforce Needs: Meet student and

employer demand for courses and programs through effective

leveraging of equipment, facilities, faculty and industry/business

input.

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Workforce &

Economic

Development

3. Anticipate &

Respond to

Workforce Demands

Increase in number of

business partnerships An action you can take to create stronger business

partnerships or that will increase the number of

business partnerships Student

Success Develop or enhance programs to meet needs of local

business/industry Develop or enhance fast-tract programs to meet needs

of local business/industry Actively participate as required in the 2015 Building

Program Implement ways to optimize schedules to support

students & industry Enhance role of and participation in advisory

committees (i.e. Is feedback utilized to make

programmatic changes, are participants leaders in the

field, what changes in the field are expected in the next

five years, assess if participants feel their input is

utilized and their time makes an impact, etc.)

Talent & Organizational Development: Promote faculty and

staff excellence and retention through professional development

opportunities targeted at teaching and learning, student success,

leadership, and diversity.

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Our People 4. Talent &

Organizational

Development

Implement new recruiting processes that result in

selecting better and more diverse candidates, speeds up

the time to fill, or allows us to begin the process earlier

in the academic year

An action you can take that actively integrates diversity

into our culture

Fiscal Accountability & Responsibility: Identify and support

financial initiatives to enhance revenues, gain operational

efficiencies, meet human and physical resource demands,

eliminate activities that do not add value to the student success

agenda, and reduce costs to students and taxpayers.

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Underlying

Assumption

5. Fiscal Accountability &

Responsibility

Identify and implement opportunities, individually or as a part of a

team, for cost savings (broader awareness, $ for ideas…) Student Success Identify and implement opportunities to decrease costs to students

(textbooks, excess courses, …) P-16 Pipeline Increase dollars in targeted

grants

Develop and expand revenue sources by targeting grants that

increase funding for student success projects Workforce &

Economic

Development

Increase dollars in Foundation's

revenue

Improve operating systems and process for better efficiencies for

employees and better service to students (Banner revitalization

project, …) Identify and implement opportunities to improve facility utilization Decrease in default rates Things you can do to decrease default rates by assisting students

with better management of financial aid resources Things you can start doing to enhance revenues, reduce costs, or

gain operational efficiencies Things you can stop doing because they do not add value to

student success or that if you stopped doing them, you could

reduce your workload so that you could focus on value added

activities

Step 1: Chancellor and SLT create annual priorities based on

direction and input from Board of Trustees.

Step 2: SLT member works with SLCC level leaders to:

• Identify actions and KPIs that will be taken to support annual priorities.

• Develop measures for each action.

• Confirm responsible person, necessary support, and parties to be

informed.

• Determine budget ramifications (available, required, or abandoned).

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Step 3: SLT member submits information to Chancellor

(June 9, 2014).

Step 4: SLT review on June 11, 2014.

Step 5: SLT reviews all information and compiles final document

(June 20, 2014).

• Recommend actions which contribute to goals.

• Delete low value activities.

• Delete activities to align budget.

• Add key activities to achieve target and stretch goals.

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Step 6: SLT members share final document with leaders and

employees for individual performance plan (IPP) development

and implementation (Share July 1, 2014 and again during faculty

in-service on August 18, 2014; IPP complete September 16, 2014

for faculty and August 8, 2014 for staff; implement).

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Comprehensive plan of the prioritized need for new or renovated

facilities and infrastructure that support the educational and

support programs of each campus and the College as a whole.

• 67 Buildings with 2.6 million sq. ft.

• 38 buildings with 1.4 million sq. ft. and more than 30 years old

• 9 are greater than 45 years old

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• Rizzo & Associates contract in place

• Work begins now through January 2015; administrators,

faculty, and staff involved

• Final reports to Board, June 2015

• Anticipate Bond Election November 2015

• Conducted 15 Organizational Wellness Inventory (OWI) focus

group sessions.

• Focused on 5 topics that were identified through employee

comments in the OWI.

Leadership

Workload and Priorities

Change Overload

Culture & One College Vision

Morale

• 6% of our employees participated in these focus groups.

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Dimensions What Employees Need Actions Being Taken

Leadership More high visibility of leaders, especially from

the Chancellor and Provosts

More frequent Chancellor Chats and Chancellor

Updates

Chancellor, Deputy Chancellor, and Provosts

having more of a campus presence which

includes walking the campus/having informal

conversations

Having these leaders do classroom observations

Working on improving the access

to more information through more

Chats and Updates.

Need to reflect on strategic level

leaders observing in classrooms

Workload & Priorities Gain more control over reducing the number of

annual priorities and KPI’s

Address staffing needs and re-allocating workloads

The Strategic Leadership Team

and Chancellor are currently

working on a new process to

achieve this goal of reducing the

number of annual priorities for

the 2014-2015 academic year

Workload Analysis conducted for

a number of positions

Looking at other opportunities to

conduct more Workload Analyses

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Dimensions What Employees Need Actions Being Taken Change Overload More of a voice regarding changes Currently exploring multiple options for

capturing employee input:

Technology/social frameworks for

gathering input from key

stakeholders

Using a purposeful method for

phasing in changes

Training leaders in managing

change

Culture & One-College Vision

Revising College Community Day so that it

showcases our employees

More emphasis on One-College statistics rather

than campus statistics

Aligning the processes and systems among the three campuses

Dr. Williamson is working on

changing the footprint of College

Community Day.

Focused on college statistic at

CCD; will continue to do so

Provosts are working on aligning the campuses

Morale More recognition/appreciation More work life balance

Currently researching best practices

for implementing:

Employee recognition program Flexible work options program

• SJC has a professional atmosphere, but is still a family atmosphere.

• Considerable pride regarding many of our programs. The maritime

program, nursing program, and GUST, EDUC/PSYC 1300 programs were a

few of the programs mentioned.

• We are proud of the many programs and progress we are making on

supporting our students and student success.

• We have a passion for what we do. SJC is active, forward thinking, and

innovative which makes it a good place to work.

• We have a lot of change, but many of the changes have been positive

including GPS, having a required degree plan, and our high tech buildings.

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Deliverables:

• Taskforce Members

• Benchmarking

• Student and Employee Survey

• Policy and Guidelines Recommendation

• Compliance

• Timeline

• Communication Plan

• Branding Theme

• Lifestyle Changes

• Budget

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Karen Blankenship, Library, Central

Alison Brisco, CPD, Central

Patricia Burnham, Facilities, North

Cristina Cardenas, Instruction, South

Sandra Curry, Health Science, North

Lee Davis, Student, Vice President South

Eddie Foster, Instruction, North

Kate Graham, Dual Credit, South

Larry Holley, ITS, South

Ron Hopkins, Men of Honor, College-wide

John Maslonka, Facilities, Central

J’Banisha May, Student, President, Central

Joyce Miller, Instruction, South

Kevin Morris, Business and Technology, South

Lacee Padron, Student, Vice President, Central

Cesar Perez, Student, President, South

Giovanna Randazzo, Student, Treasurer, North

Shelley Rinehart, Student Development, South

Amanda Rose, Student Life, Central

Javier Sanchez, Student, Vice President, North

Bill Taylor, Police, College-wide

Nancy Van Handel, Marketing, District

Bill Wolfe, Instruction, Central

Ruben DeLeon, Vice President, Central

Judy Stewart, Intern

Susan Temple, Facilitator

Lori Barbay, Recorder

Ginger Lambert, Chairman

Brenda Hellyer, Sponsor

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• Alamo Community College

• Dallas Community College

• Alvin Community College

• College of the Mainland

• Houston Community College

• University of Houston Main

Campus

• University of Houston Clear

Lake

• Austin Community College

• Valencia Community College

• Tarrant County Community

College

• El Paso Community College

• Monument Chevrolet

• Texas Citizen Bank

• Bayshore Medical Center

Institutions and Businesses

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How is the compliance of the policy administered?

Who is responsible for compliance?

• 6 institutions - Campus Police

• 6 institutions - Campus Police and Administration

• Businesses – Supervisors

Does your campus have designated smoking areas?

• 50% yes

Are they covered?

• Some covered

Where are they located?

• Away from people

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• Projected Audience 29,296 students 2,607 employees

• Response Received 1,518 students 1,197 employees

• Response Ratio 5% students 46% employees

• 68% students and 89% employees do not smoke

• ≈ 60% support smoking/tobacco use with designated areas

• 20% support smoke-free tobacco allowed anywhere

• Smokers prefer designated areas closer to buildings

• No significant differences between campuses

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• Both smokers and non-smokers feel the opposing side is against the other

and each feel the other is attempting to infringe upon their rights.

• However, most people who are against smoking on campus are against it

for generic health reasons -- because it is a known carcinogen or

addictive.

• Even if smokers accommodate the 50’ rule, they are smoking along

pathways, in parking lots, and while they are walking around campus.

Employees and students are still being exposed to second-hand smoke as

they move around campus.

• There is some indication that if these activities are restricted to

designated areas which are far away from buildings, doors, pathways,

and parking lots, non-smokers would be more willing to allow tobacco

products on campus.

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• The use of E-cigarettes does not seem to be an issue. For the most

part, users and non-users see the vapor as harmless. The only

exception is that they see the use of e-cigarettes in classrooms as a

distractor.

• Non-smokers who would allow smoking and tobacco on campus

want areas located far away from doorways, pathways, and parking

lots. They do not want people walking around while smoking; they

need to stay in the designated areas.

• Smokers, especially student smokers, want them to be fairly

convenient so that they have time to grab a smoke between classes.

• Only a couple of students would leave the College if smoking were

banned.

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San Jacinto College is designated as a Tobacco-Free institution. Tobacco

is prohibited in all buildings and vehicles owned or controlled by the

College District, except in designated areas.

“Smoking” means inhaling, exhaling, burning or any form of tobacco,

synthetic, other plant-based substances, or electronic devices.

“Tobacco Products” means all forms of tobacco including but not limited

to, electronic and smokeless tobacco products.

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• All employees, students, visitors, and contractors are expected to

comply with the policy

• Compliance:

Employees- their manager/leader

Students- Dean of Student Development

Visitors & Contractors- Safety, Health, and Risk Management

Office

“Hotspots”- will be reported to Safety, Health, and Risk

Management Office

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• Presented to the Chancellor on April 24, 2014

• Discussed with the Board of Trustees at the April 28, 2014 Board

Workshop

• Sent to legal for review on April 28, 2014

• Send out to College Community for comments week of May 5, 2014

• First reading of policy and guidelines will go to the Board of Trustees

on June 2, 2014

• Final adoption by the Board of Trustees on August 2, 2014

• Policy and Guidelines go into effect on August 15, 2014

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Plan includes, but not limited to the following forums,

• Orientation for student and employees

• Social Media

• Signage, Banners, etc.

• Student Life

• Emails

• Tool kits

• CPD packets

• Facilities Rental Agreement

• College Community Week and Campus Community Day

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A unique logo that brands SJC as a Tobacco-Free institution with designated areas.

Logo is placed on appropriate literature that is distributed, signage throughout the

campuses and clearly in the designated areas.

Below are examples, but we would turn to the Marketing Department for their

expertise.

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• The college wellness program would reach out to students and

employees through the Balance U Wellness Program.

• Written literature as well as website resources would be made

available providing information on the tobacco use policy, cessation

information, cessation classes, hazards, etc.

• Working with Employee Benefits and Student Life.

Initiative for Balance U (Wellness Program)

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• Covered shelters

• Signage

• Marketing and Awareness

• Maintenance

Work will begin this summer.

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www.sanjac.edu

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