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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?
3
• 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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Strategic Goal Annual Priority Institutional Measures Ideas for Actions & KPIs
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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Strategic Goal Annual Priority Institutional Measures Ideas for Actions & KPIs
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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Strategic Goal Annual Priority Institutional Measures Ideas for Actions & KPIs
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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Strategic Goal Annual Priority Institutional Measures Ideas for Actions & KPIs
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
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• 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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