Breaking Down Barriers For Student Success

SJECCD Mission“As a leading educational institution, the mission of SJECCD is to meet the diverse educational and workforce needs of our community by empowering our students to become agents for socioeconomic change.”

SAN JOSÉ · EVERGREEN Community College District

300DAYS

FIRSTCHANCELLOR DEBORAH BUDD’S

SJECCD ValuesOPPORTUNITY

As a District, we are constantly looking for opportunities to help enhance our commitment to students. We have established ongoing relationships with K-12 educational leaders, the San José business community, community leaders, as well as our local legislators.

EQUITY

SJECCD recognizes that cultural diversity in the academic environment promotes academic excellence; fosters cultural, racial and human understanding; provides positive role models for all students; and creates a race and gendered conscious educational framework where equity in student success is the definition of institutional excellence. The District keeps equitable outcomes at the center of its institutional responsibility for serving all students.

SOCIAL JUSTICE

Social Justice is the pursuit of equity for populations who are, currently and historically, marginalized, underrepresented, disempowered, or violated based on their social group membership. These manifestations of oppression are pervasive existences of inequity throughout our social institutions, as well as embedded within individual consciousness. The District acknowledges these factors impede student success and calls all employees and students into action on behalf of addressing the value of social justice, both at a local and global level.

www.sjeccd.edu/discover-sjeccd

Page 2 | The First 300 Days

MILPITAS EXTENSION

SJECCD and the Milpitas Unified School District celebrated the culmination of years of dreams and planning with a Ribbon Cutting ceremony held October 25, 2016, at the Community College Extension in Milpitas. The beautiful new facilities are slated to open spring term 2017. Residents of Milpitas will soon have access to higher education courses and services in their hometown, providing a clear high-school-to-college pathway for students at Milpitas High School. It is my honor to realize this culminating achievement launched by visionary predecessors.

[SP 1, 4; EP 3, 5, 6; GP 3]

ACCREDITATION

Critical to the viability of our colleges, I provided leadership to ensure the on-time completion of accreditation self-evaluation reports and guide effective accreditation team visits. While we have not yet received copies of the final accreditation reports, everyone pulled together to ensure evidence of our work was available to the teams as they completed their visits. Following exit interviews, the colleges reported feeling a sense of pride and accomplishment. I believe we have grown stronger in our capacity to utilize the accreditation review process to support organizational effectiveness.

[SP 4; EP 4; GP 1, 3]

ContentsContentsPAGE 2 • ACCREDITATION

• MILPITAS EXTENSION

PAGE 3• DUAL ENROLLMENT

• SAN JOSÉ PROMISE

• MEASURE X

• OPEN EDUCATIONALRESOURCES

PAGE 4• STRATEGIC SCHEDULING OF

CLASSES

• EVC SURPLUS LANDGENERAL PLAN AMENDMENT

• COLLECTIVE IMPACT THROUGHCOMMUNITY PARTNERSHIPS

PAGE 5•

•

• CENTER FOR URBANEDUCATION TRAINING

PAGE 6• DEVELOPMENT OF RESOURCE

ALLOCATION MODEL

• COMMUNITY ENGAGEMENT

• ENHANCED COMMUNICATIONS

PAGE 7• BOARD POLICY AND

ADMINISTRATIVE PROCEDURE

• BUILDING COMMUNITYAND CIVILITY CONSORTIUM

• THANK YOU

San José · Evergreen Community College District’s success in meeting the needs of its students can be credited to its ability to adapt to the diversity of its enrollment, respond to a changing economy and embrace a global society. Whether students are on a path to a university, immediate employment after graduation, or seeking to re-invent themselves after a job displacement, SJECCD provides the education and the job skills training necessary to serve the entire community. I look forward to supporting its mission and to visiting its new campus in Milpitas.

– Dave Cortese, PresidentSanta Clara CountyBoard of Supervisors

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WORKFORCE INSTITUTECAPACITY

EMPHASIS ON TRAINING ANDPROFESSIONAL DEVELOPMENT

The First 300 Days | Page 3

From left: Chancellor Budd, President Breland, Dr. Jill Biden, Rosalie Ledesma, Klayre Guzman, David Mirrione, and Dr. Martha Kanter

Chancellor Debbie Budd, along with Presidents Breland and Yong, Dr. William Watson and Rosalie Ledesma, had the opportunity to meet with Second Lady, Dr. Jill Biden, and Silicon Valley leaders to discuss America’s College Promise and the San José Promise and provide her staff with information on our District and the San José Promise.

MEASURE X

After months of preparation and the hard work of many champions, Measure X, the District’s $748 million bond measure, passed with a strong showing of nearly 65 percent of voters in favor of bond passage. The passage of Measure X ensures that local residents will continue to have access to affordable, high-quality education and up-to-date facilities and technology for years to come. Working to pass Measure X brought SJECCD and supporters together in a great team effort with support from staff and faculty, including great leadership and support from our Academic Senate President and President of AFT.

[SP 2, 3, 4, 5; EP 1, 4, 5, 6; GP 3, 4]

DUAL ENROLLMENT

With the recent approval of College and Career Access Pathways (CCAP) Agreements between SJECCD and East Side Union High School District and San José Unified School District, more dual enrollment opportunities exist for high school students in our District than ever before. The agreements, which are consistent with the provisions of AB 288, call for new or expanded dual enrollment opportunities for high school students “who may already be college bound or who are underrepresented in higher education.” A similar CCAP Agreement with Milpitas Unified School District is nearing completion as well. The goal is to develop seamless pathways from high school to community college for career technical education or preparation for transfer while improving high school graduation rates. Between these CCAP Agreements and the opening of the Milpitas Extension, we greatly strengthen our capacity to serve high school students in our District.

[SP 1, 3, 6; EP 1, 2, 3, 4, 6; GP 1, 4]

SAN JOSÉ PROMISECreating a College-Going Culture

In line with the vision of President Obama’s College Promise Campaign, which is being championed by former Undersecretary of Education, Martha Kanter, program details for the The San José Promise are nearing completion. With the District’s efforts being spearheaded by Rosalie Ledesma, the San José Promise is a partnership initiative between SJECCD and San José Mayor Sam Liccardo’s Office, which will provide resources and services at all stages of education to ensure students in San José have the opportunity to attend college. San José Promise is part of a broader San José “cradle-to-career” strategy. Through this program, we aim to create a college-going culture in our community and increase the level of educational attainment and the college graduation rate among residents of the city.

[SP 1, 3, 6; EP 1, 2, 3, 4, 6; GP 1, 4]

OPEN EDUCATIONAL RESOURCESThe cost of textbooks can exceed the cost of tuition. For too many, this expense is prohibitive. This expense not only impacts college access, it impacts equity in our educational outcomes. In support of our mission to create opportunity and increase educational access and affordability, we are working toward implementing Open Educational Resources in as many courses as possible. During our August 2016 District-wide Professional Development Day, Open Educational Resources expert TJ Bliss, from the William and Flora Hewlett Foundation, shared examples of their effectiveness as well as the possibilities that they offer, including entire degree programs free of textbook-related expenses for students.

[SP 1, 5; EP 2, 3, 5, 6; GP 1]

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STRATEGIC SCHEDULING OF CLASSES

We have mobilized an effort this year to increase services to students and ensure the strategic scheduling of classes. It is important that our resources are being used effectively and efficiently, and that class schedule and enrollment management decisions are data-driven and evidence-based. We held an enrollment management workshop in March and dedicated time to the topic at our August leadership retreat as well. As we continue to enhance our process of strategic scheduling, this work will go hand-in-hand with the Guided Pathways process being implemented statewide.

[SP 1, 4, 5; EP 1, 2, 3, 4, 5, 6; GP 1]

EVC SURPLUS LAND GENERAL PLAN AMENDMENT

With the San José City Council scheduled to vote on the General Plan Amendment application Dec. 13, 2016, the final outcome of the application is not yet known. We have made great strides in recent months to try to ensure the amendment’s success and secure the best possible lease in order to benefit our students. We have worked hard to improve the District’s image and dispel factual inaccuracies and rumors that have circulated throughout the community. We have communicated and met with the Mayor as well as City Councilmembers and their staffs in order to ensure accurate information is getting into the hands of those who will ultimately be making decisions regarding the General Plan Amendment and subsequent land use questions.

[SP 1, 4, 6; EP 4, 5; GP 1, 2, 3, 4]

STRATEGIC SCHEDULING OF CLASSES

We have mobilized an effort this year to increase services to students and ensure the strategic scheduling of classes. It is important that our resources are being used effectively and efficiently, and that class schedule and enrollment management decisions are data-driven and evidence-based. We held an enrollment management workshop in March and dedicated time to the topic at our August leadership retreat as well. As we continue to enhance our process of strategic scheduling, this work will go hand-in-hand with the Guided Pathways process being implemented statewide.

[SP 1, 4, 5; EP 1, 2, 3, 4, 5, 6; GP 1]

San Jose Silicon ValleyCHAMBER OFCOMMERCE

SBCAE

South BayConsortium for Adult EducationSAN JOSE

ROTARYCLUBOF

COLLECTIVE IMPACT THROUGH COMMUNITY PARTNERSHIPS

The positive impact we are able to have on our community and our students is enhanced through community partnerships. Our relationships with the Silicon Valley Leadership Group, Silicon Valley Education Fund, San José Chamber of Commerce, and San José Rotary have all blossomed this year, providing many opportunities for increased or enhanced services. Additionally, under the leadership of Dr. William Watson, Interim Executive Director of the Workforce Institute (WI), we are partnering with United Way Bay Area to launch financial capability services for low-income students. We successfully competed among regional organizations to host SparkPoint San José at the WI. Funded in part through the South Bay Consortium for Adult Education and a grant from Texas Instruments, this nationally recognized model of integrated services will help address the income gap in Santa Clara County by utilizing a proven model to provide effective, integrated services that help individuals and families end the cycle of poverty through job coaching and training, education, and financial education.

We are currently exploring expanded opportunities to strengthen collective impact within our South Bay Consortium for Adult Education (SBCAE) funded by Adult Education Block Grant (AEBG) (AB 104). I led a team who met with FSG, the international firm who coined the term “collective impact” in the Stanford Social Innovation Review. “The Big Idea,” a concept paper authored by Dr. Watson, outlines our vision for the role collective impact could not only play in strengthening the SBCAE, but how a regional demonstration could impact effective practice throughout all AEBG consortia in California.

[SP 1, 2, 3, 4, 6; EP 1, 2, 3, 4, 5, 6; GP 1, 2, 3, 4]

The First 300 Days | Page 5

WORKFORCE INSTITUTE CAPACITY

I envision an expanded role for the Workforce Institute in our region cultivating economic opportunity for the rich diversity of our community while supporting a highly skilled workforce for a competitive Silicon Valley. To this end, Dr. William Watson (a 2016-2017 Aspen Institute Presidential Fellow for Community College Excellence) joined the District this summer as Interim Executive Director of the Workforce Institute. His strategic vision for the Workforce Institute highlights a top priority on achieving self-sustaining operations, innovations in programs and services, and service integration to support added value for our colleges. Highlights include:

1) Supporting the South Bay Consortium for AdultEducation with planning for strengthenedcollective impact – authored “The Big Idea” – aconcept paper to strengthen Adult Ed Consortiain California.

2) Successfully competing for the first United WayBay Area SparkPoint Center in Silicon Valley tocreate financial capability services for low-income students.

3) Building WI capacity to launch CommunityEducation programs.

4) Implementing WI organizational developmentstrategies including logic model development,staff wide professional development at the firstAnnual Workforce Institute All Staff EPICRetreat, and WI managers touring San DiegoContinuing Education to experience effectivepractices.

5) Assuming leadership of the SJECCD Foundationand enhancing the “TAG, You’re It!” employeegiving campaign.

6) Creating the popular Spanish for Employeestraining series provided at no cost for SJECCDemployees as part of my Cultural ProficiencyInitiative.

7) Presenting at the state-wide conference for AdultEducation Block Grant Consortia.

8) Planning for SJCC and EVC training for studentservices personnel on excellence in directservices to students.

[SP 1, 2, 3, 4, 5, 6; EP 1, 2, 3, 4, 5, 6; GP 1, 2, 3]

First District-wide Professional Development Day

CENTER FOR URBAN EDUCATION TRAINING

Our August 2016 District-wide Professional Development Day featured Dr. Lindsey Malcom-Piqueux, Associate Director for Research and Policy at the University of Southern California’s Center for Urban Education. Dr. Malcom-Piqueux conducts research that analyzes the ways in which higher education policy, institutions, and practitioners contribute to or reduce educational inequities experienced by minority student populations. Dr. Malcom-Piquex presented on the role of data in creating equitable educational outcomes for all students. She emphasized the need to disaggregate student data in order to better understand where inequities persist in our educational outcomes. The colleges are now working to disaggregate Student Learning Outcome data to inform strategies for greater institutional effectiveness.

[SP 1, 2, 4, 5, 6; EP 1, 2, 3, 4, 5, 6; GP 1, 2]

EMPHASIS ON TRAINING AND PROFESSIONAL DEVELOPMENT

For the first time in more than five years, August 2016, marked a return to District-wide Professional Development Day (PDD). Also, we created the first-ever two-day Leadership Retreat. The Retreat included more than 100 leaders from across all stakeholder groups at the District and both colleges. Additional professional development has included extensive Board of Trustees training on the Brown Act, ethics, ends policy review, self-evaluation, and accreditation, among other topics. While presenting on subjects that are important to the District and our students, these various topics and formats have helped to foster an atmosphere of collaboration between the District and colleges. We also utilized the District-wide PDD to enhance employee giving by launching the “TAG – You’re It!” Employee Giving Campaign. The extensive training and professional development opportunities provided already this year contributed to our successful accreditation process.

[SP 2, 4, 6; EP 4, 6; GP 2, 3]

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COMMUNITY ENGAGEMENT

Building our network of partners, allies, funders, and others who share our passion for serving our community is one of my highest priorities. Community colleges which are recognized for excellence consistently show exceptional strength in external engagement because of the wealth of resources and possibilities for organizational capacity which are represented in a robust network. In an effort to better engage and interact with our community, it has been a priority to engage with organizations and meet with prominent individual members of the community. To that end, I have met regularly with Mayor Sam Liccardo and members of the San José City Council, as well as state and local legislators that represent our region.

The work we are doing to build the San José Promise has provided the great honor and pleasure of meeting with Dr. Jill Biden and local educational leaders, including San José State University President Dr. Mary Papazian and University of California, Santa Cruz Chancellor Dr. George Blumenthal, and leaders of the East Side High School and San José Unified School Districts, including Superintendents Chris Funk and Nancy Albarrán.

It is important to meet with as many segments within the community as possible as well. As such, I have met with La Raza on three occasions, including presenting to the full group; the Black Chamber of Commerce; Silicon Valley Hispanic Foundation; Asian Health Alliance; Asian Law Alliance; and the Building and Trades Commission.

I am thrilled to have become a member of the San José Rotary. I enjoy strong and growing relationships with the Silicon Valley Leadership Group, where the leadership and support for our District from CEO Carl Guardino has been immeasurable; San José Silicon Valley Chamber of Commerce President and CEO Matthew Mahood; United Way of the Bay Area CEO Anne Wilson and CFO Eric McDonnell. Other community members that I have met with include Alyssa Lynch, Superintendent of MetroED; Santa Clara Water District CEO Norma Camacho; leadership from the Castellano Family Foundation; Michael Bernick of the Milken Institute; Brynt Parmeter of NextFlex; leadership with Opportunity Youth Partnership. I also look forward to working with Congressman-elect Ro Khanna in the future. These partnerships and relationships are of paramount importance to the success of SJECCD and often lead to educational and professional opportunities for our students.

While it is important to get out into the community, it is equally as important to invite the community into our facilities to see all that we have to offer, which we have done through two Chancellor’s Advisory Group Breakfasts, open houses, and groundbreaking and ribbon cutting ceremonies, and events like the Education Convivio, which was put on in partnership with Councilmember Raul Peralez’s Office.

[SP 1, 2, 3, 4, 5, 6; SP 1, 2, 3, 4, 5, 6; GP 1, 2]

DEVELOPMENT OF RESOURCE ALLOCATION MODEL

Planning and budgeting: The two go hand in hand. Our budget is determined by our strategic priorities and the comprehensive program review processes at the District and colleges. I believe that the development of an effective Resource Allocation Model builds our foundational capacity to reflect our vision, mission, and values in how we allocate and use our resources. A Resource Allocation Model (RAM) Taskforce has been convened with the purpose of creating a transparent model by which resources are allocated throughout the District. The Taskforce includes representatives of all District constituent groups and is facilitated by Vice Chancellor Doug Smith. The Taskforce is studying community supported models which are being utilized by other multi-college districts.

[SP 1, 2, 3, 4, 5, 6; EP 1, 2, 3, 4, 5, 6; GP 1, 2, 3, 4]

ENHANCED COMMUNICATIONS

It is vital that internal and external communications ensure that the community is aware of the great things happening in our District and at our colleges. With the creation of the Marketing and Public Information Officer position, the District has now centralized many of the communications functions that have historically been overlooked. A Comprehensive Communications Plan is now in the development stages, and we anticipate that robust communications planning and strategies will ensure a message of opportunity, equity, and social justice in our community.

[SP 1, 2, 4, 5, 6; EP 4, 5, 6; GP 1, 2, 4]

The First 300 Days | Page 7

Thank You!

DAYS

FIRST300

FOR A GREAT

“Civility begins with me! Everyone has worth and dignity.”A CAMPAIGN OF SJECCD

CIVILITY STARTS HERE

BUILDING COMMUNITY AND CIVILITY CONSORTIUM

The Building Community and Civility Consortium (BC3) continues to do excellent work throughout the District. Formally the Culture, Climate, and Civility Task Force, BC3 underwent a name change in 2016 as its focus shifted toward building community.y. BC3 offered professional development geared toward meeting student needs specific to each college and has another professional development opportunity planned for spring 2017 that will train attendees in the area of mediation and conflict management.

[SP 2, 4; EP 4, 6; GP 1, 2]

BOARD POLICY AND ADMINISTRATIVE PROCEDURE

The fundamental work of updating and approving Board Policies and Administrative Procedures is extremely important to the effective and efficient management of the District and colleges. We have nearly finalized updates for Policies and Procedures. This work has been completed on an accelerated timeline. The effort of revising these policies and procedures has been a top priority with all involved acknowledging the importance of the work and giving it the necessary time and attention it demands. Once we have completed updating our Board Policy and Administrative Procedures, they will be reviewed annually in a cycle: Chapters 1-3 in year one; Chapters 4 and 5 in year two; Chapters 6 and 7 in year three; with a return to chapters 1-3 in year four. This will ensure continuous monitoring and improvement of our Policies and Procedures.

[SP 1, 2, 4; EP 4, 5, 6; GP 1]

600 SOUTH BASCOM AVE.SUITE T-101

SAN JOSÉ, CA 95128(408) 918-5100

www.wi-sjeccd.org

2100 MOORPARK AVE.SAN JOSÉ, CA, 95128

(408) 298-2181www.sjcc.edu

SAN JOSÉ CITY COLLEGE WORKFORCE INSTITUTE

3095 YERBA BUENA RD. SAN JOSÉ, CA 95135

(408) 274-7900www.evc.edu

EVERGREEN VALLEY COLLEGE

SAN JOSÉ · EVERGREEN COMMUNITY COLLEGE DISTRICT40 SOUTH MARKET STREET, SAN JOSÉ, CA 95113 | (408) 274-6700 | WWW.SJECCD.EDU