Three truths and an exaggeration

Year’s Focus/Goal/Hope
- One-stop model for student services; consolidate services into one building; exciting but has challenges; 
- Moves/transitions associated with one-stop model
- Improve institutional data usage
- Integrate work of program paths and get it marketed to students
- Excited about work of wayfinding committee
- Professional development
- Academic Senate focusing on communication and inclusion; overall improvement in governance on communication
- Used new annual unit planning process in library and had good discussion; outreach and services for online students; improved services and physical layout of building
- Have student government being more accessible to students and hear their concerns; have flyers translated and posted

Concerns
- AB705 ESL discussions; implementation of mathematics and English; review outcomes
- Layer of complexity with one-stop model involving update of hydronics line
- Impact of district’s work on college; including governance
- Message for assessment and ESL component
- Professional development
- Hiring process communication/inclusion 
- Lack of student participation in events

Leadership Transition
- The chancellor will facilitate a town hall this semester to solicit input from college
- Search process to begin in the spring
- Strategic plan, mission and vision statement is not person dependent; college made a shared commitment and it will be upheld

Updates
- Final copy of Institutional Equity Plan (IEP) submitted to ELT
- Substance not changed, just now more accessible to reader
- Lessons learned about the work of a project team
- Documents to point of review sooner would be helpful
- Team leaders available to provide progress reports
- Communicate to college the process by which project team work is completed
- Employed trust to review & update document
- Provide one page summary of where project is going or summary of changes
- Master calendar – overlapping of meetings, people unable to attend, competing interests
- Mary Goodall hired as clerk to support governance and integrated planning
- Editorial calendar for the fall – having regularly scheduled updates on initiatives, project teams, data, etc.
- Made helpful changes to IGOR (integrated Forward Motion); still working on a few additional pieces
- Important to note that many governance appointments were made prior to the start of the year
- Environment of uncertainty requires trust

Office of Equity & Inclusion
- Interim dean position moving forward as a recommendation of the IEP
- Will serve as a sounding board for students and employees on the college’s commitment to social justice
- Reports directly to the college president but is not a cabinet level position
- Possible training around inclusion perhaps in hiring, etc.

Facilities
- Governor signed budget that approved Natomas Phase II and III (major focus on wet labs)
- Tech Ed Bldg
- District considering local bond campaign in March to fund some new facilities; currently using updated facilities master plan to identify projects above and below the line; Science building and Davies Hall above the line; new building added – advanced manufacturing and transportation building (off site); potential impact on what currently goes on in Tech Ed bldg.; provides ability to combine and consolidate current programs in Tech Ed, Mather, and Twin Rivers; not yet Board approved
- Moving of different student services programs
- Hiring permanent Assistant Dean of Science; existed previously; STEM building will cause department to expand and increase workload

DO Coordination
- District collaboration with colleges and district like never before
- When and how currently being discussed
- Growing discussions about how to collaboratively design solutions (group visited center in Houston)
- Separate from governance
- This year’s focus:  financial aid processes; dual enrollment; distance education; redesign of front door processes (marketing, communication, transcripts, etc.); 
- Libraries have been collaborating across the district for years; Sarah volunteered to put together best practices of what was learned from that process
- Willingness and desire for colleges to work together; some lack of trust when DO becomes involved
- Identify conditions in place which made library collaboration successful
- District governance structure may change as well
- Opportunity for relationships to be strengthened and trust rebuilt

Priorities
- Instituting IEP
- Professional development
- Means and ends need to be more clear
- Redesigning student experience:  redesigning student services; program paths, etc.