ࡱ>  KTbjbj 7ee K> nnnnn8\lJL4[JJJJJJJ,M6PJ3Jni [[i i 3J#nnHJ###i nnJ#i J##!CUF\ fu!V=D"I^J0J_DP#PDUF#UFxnI$i i i 3J3J#i i i JPi i i i i i i i i 4:    Note: The first column below matches the list of requested information as indicated on TracDat. The second column is where you can input your data at this time. The third column represents the information you would see if you pressed the help button (a question mark). You will be able to copy and paste or type in your information from the center column directly into the CPR boxes on TracDat under Department Tab -> General Subtab. Save this word doc in the following format: s14cpr_deptname. Last steps, remember, you will be uploading this copy in to the Trac Dat, Documents file. ALWAYS keep a soft copy of your work in your files to ensure that your work is not lost. Please refer to your workshop handout or contact:  HYPERLINK "mailto:pappemary@fhda.edu" pappemary@fhda.edu if you have questions. Information RequestedInput your answers in columns provided. Use word wrap. Note: reference documents can also be attached. Make sure to note the name of any reference documents in your explanations.  ? Trac Dat Help button will reveal (sorry no hyperlinks) I.A Department Name: Institute of Community and Civic EngagementI.A Program Mission Statement: The Institute of Community and Civic Engagement works to empower students to become agents of change in their communities and beyond; to foster education that meets the needs of the communities we serve; and to help develop pathways to meaningful participation in local, state, and federal government decision making processes.You may create a new one or copy from your 2008-09 comprehensive program review.I.A What is the primary mission of your program?Developing Civic Capacity for Equity, Sustainability and Social Justice in our studentsBasic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Choose a secondary mission of your program.Improving student success and closing the achievement gap through engaging students aspirations for their communities.Basic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Number of Certificates of Achievement Awarded23If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to:  HYPERLINK "http://deanza.fhda.edu/ir/AwardsbyDivision.html" http://deanza.fhda.edu/ir/AwardsbyDivision.html Leave blank if not applicable to your programI.B.1 Number Certif of Achievement-Advanced awarded:0If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to  HYPERLINK "http://deanza.fhda.edu/ir/AwardsbyDivision.html" http://deanza.fhda.edu/ir/AwardsbyDivision.html leave blank if not applicable to your programI.B.1 Number AA and/or AS Degrees awarded:0If applicable, enter the number of certificates of achievement awarded during the current academic year. Please refer to  HYPERLINK "http://deanza.fhda.edu/ir/AwardsbyDivision.html" http://deanza.fhda.edu/ir/AwardsbyDivision.html leave blank if not applicable to your programI.B.2a Academic Services and LR: # Faculty ServedWe serve all 1000 ý faculty through our programming, We had 82 faculty and staff attend the Partners in Learning Conference We had 5.2 FTEF doing service classes, that was a .5 increase from last year.Only for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programI.B.2a Academic Services and LR: # Student Served We had 1980 unduplicated students take service learning classes, up 11% from last year. We had 23 students graduating in our second cohort form the certificate program. LEAD had 463 students this year. We are served free food to 23 students through our Campus Cupboard program. We gave the Student Leadership Award to 15 students We had 300 students attend the Youth Voices Untied for Change Conference We had 53 ý student volunteers for that program We provide Leadership experience, training, and financial support to 8 students through our ICCE internship Only for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programI.B.2a Academic Services and LR: # Staff ServedWe serve all 20,000 ý students through our programming.  Only for programs that serves staff or students in a capacity other than traditional instruction, e.g. tutorial support, service learning, etc. 0 = no change; (X)= decreased; X = increased; blank= not applicable to your programII.A.1-Growth and Decline of targeted student populationsFor our Certificate in Leadership and Social Change the Targeted students had a success rate of 85%. Non Targeted was 84%. For our S classes the Numbers are Targeted: 61 and non-targeted:74. Briefly, address student success data relative to your program growth or decline in targeted populations (Latina/o, African Ancestry, Pacific Islander, Filipino) refer to the sites: (Program reviews 2008-09 through 2012-13 available at:  HYPERLINK "http://deanza.edu/gov/IPBT/program_review_files.html" http://deanza.edu/gov/IPBT/program_review_files.html )II.A.2 Trends in equity gap:We do not have an equity gap in our certificate program classes. The number of targeted students in our certificate classes remains about 40% We continue to have about the same gap in our S designated classes. It is about as bad as the campus as a whole. Refer to  HYPERLINK "http://www.deanza.edu/president/EducationalMasterPlan2010-2015Final.pdf" http://www.deanza.edu/president/EducationalMasterPlan2010-2015Final.pdf , p.16. Briefly address why this has occurred.II.A.3 Closing the student equity gap:What progress or achievement has the program made relative to the plans stated in your programs 2008 -09 Comprehensive Program Review, Section III.B, towards decreasing the student equity gap? See IPBT website for past program review documentation:  HYPERLINK "http://deanza.edu/gov/IPBT/program_review_files.html" http://deanza.edu/gov/IPBT/program_review_files.html If a rationale for your strategies was not stated in the 2008-2009 CPR, then briefly explain now. II. A.4.a.Plan if success rate of program is below 60%n/aIn accordance with ACCJC requirements, the college has adopted an institutional standard for successful course completion at or above 60% HYPERLINK "http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf" http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf If course success rates in your program fall below 60%, what are the departments plans to bring course success rates up to this level?II. A.4.b. Plan if success rate of ethnic group(s) is below 60%n/aIn accordance with ACCJC requirements, the college has adopted an institutional standard for successful course completion at or above 60% HYPERLINK "http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf" http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf Are success rates by ethnicity at or above 60%, if not, what are the departments plans to bring the success rates of the ethnic group(s) up to this level?II. A.4.c.Resources needed to reach institutional standardAll of our sub-groups are completing at above that rate. In accordance with ACCJC requirements, the college has adopted an institutional standard for successful course completion at or above 60% HYPERLINK "http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf" http://www.deanza.edu/ir/deanza-research-projects/2012_13/ACCJC_IS.pdf What resources may you need to bring the success rates of the program or ethnic group(s) up to the institutional standard?II.A.5 Overall growth/decline in # students:n/aBriefly address the overall enrollment growth or decline of a comparison between all student populations and their success.II.B Changes imposed by internal/external regulations n/aAddress program changes implemented as a response to changes in College/District policy, state laws, division/department/program level requirements or external agencies regulations? How did the change(s) affect your program? (e.g. any curriculum, program reorganization, staffing etc.)II. C Progress in Main Areas of ImprovementAs we are trying to impact the colleges success in its core competency in Global, Social, Cultural and Environmental awareness, we have been working very head this year to: Implement a change in the wording of that ICC, so that faculty and staff will better understand what we are trying to achieve there. We passed in concept a change to the ý G.E. pattern to include a requirement in Global Citizenship and Environmental Sustainability We are working with faculty based on a grant from the Teagle foundation to modify their courses to better address this core competency Based on the 2008-09 Comprehensive Program Review, Section I.C. "Main Areas for Improvement", briefly address your program's progress in moving towards assessment or planning or current implementation of effective solutions.II. D CTE Programs: Impact of External Trends:n/aCareer Technical Education (CTE) programs, provide regional, state, and labor market data, employment statistics, please see "CTE Program Review Addenda" at: www.deanza.edu/gov/IPBT/resources.html Identify any significant trends that may affect your program relative to: 1) Curriculum Content; 2) Future plans for your program e.g. enrollment management plans.II. E CTE Programs: Advisory Board Input:n/aCareer Technical Education (CTE), provide recommendations from this year's Advisory Board (or other groups outside of your program, etc.) Briefly, address any significant recommendations from the group. Describe your program's progress in moving towards assessment or planning or current implementation of effective solutions.III.A. 1 PLOAC SummaryOur AUO states: Faculty and staff and administrators will understand how to promote civic engagement for equity and social justice as an important part of their work. We assessed that AUO by doing a campus wide civic engagement survey in conjunction with the Office of Institutional Research. A few key findings from that are: For ý classes in general our results are not much different from last year. For our S classes the findings are excellent. Here are 2 examples: 90% of S students stated they strongly agree or agree that they believe more now than before that they have something to offer the world compared to 82% all other students. 81% of S students stated they strongly agree or agree that they believe more now than before that that they are able to affect social or political change compared to 64% of all other students. In the classes where we are really working with students we are having an impact. We hope that in the coming years we will begin to have a broader impact, and begin to see more movement on this survey across campus in the non-S designated classes. Give the percentage of Program Level Outcome statements assessed to date. Run report entitled XXX PLOAC work and scroll to the bottom of the report for counts. Then calculate #Reflections & Analysis/#PLO statement times 100. This percentage may be over 100% or 0%. All courses and programs are to be assessed before the Comprehensive Program Review in Spring 2014.III.A.2 Enhancement based on PLOAC assessmentWe decided that we needed to work more broadly campus wide to begin to impact the results of the Civic Engagement survey. As a result we have been working on two major areas: We are trying to pass a new G.E. requirement in Global Citizenship and Environmental Sustainability. Working on this requirement has brought the office into dialogue on the need for engaged pedagogy with a broad range of faculty members. We participated in the campus; mission revision process, trying to get the ICC in Global, Cultural, Social and Environmental Awareness changed to Civic Capacity for Equity, Sustainability and Social Justice. Being involved in those conversations has helped bring to a broader range of faculty the argument that we need to teach to a higher level of engagement than Awareness. If we succeed, the changed ICC will help us to engage more faculty on how to achieve that core competency. State an enhancement that was enacted this year as a direct result of an assessment of a program level outcome. State PLO statement, enhancement and reason for choosing this enhancement. If none, write NONE.III.B.1 SLOAC Summaryn/aGive the percentage of Student Level Outcome statements assessed to date. Run report entitled CIS SLOAC work and scroll to the bottom of the report for counts. Then calculate #(Reflections & Analysis + #Archived from ECMS) /#SLO statement times 100. This percentage may be over 100% or 0%. All courses and programs are to be assessed before the Comprehensive Program Review in Spring 2014.III.B.2 Enhancement based on SLOAC assessmentn/aState an enhancement that was enacted this year as a direct result of an assessment of a student learning outcome. State course, SLO statement, enhancement and reason for choosing this enhancement. If none, write NONE.IV. A Budget TrendsAssess the impact of external or internal funding trends upon the program and/or its ability to serve its students. If you dont work with Budget, please ask your Division Dean to give you the information. IV.B Enrollment TrendsWe have been working hard at procuring outside funding and have had some successes. In 2012/13 we had: A $10,000 grant from Community Learning Partners to develop our leadership certificate and to help develop a national curriculum for leadership development. That grant has paid for our internship program A $3,000 grant from the Castellano Family Foundation In 2013/14 we had: A $30,000 grant from Community Learning Partners to develop our leadership certificate and to help develop a national curriculum for leadership development. That grant has paid for our a part of our internship program A $10,000 from Transform for our transit advocacy interns A $6,000 from DASB for our public policy interns $26,000 from IMPACT AAPI for our Public Policy School and for Campus Camp Wellstone $6,000 from the Castellano Family Foundation for our HEFAS interns $3000 from the Kettering Foundation for research on our Civic Capacity work $8,500 per year for academic years 13/14, 14/15, 15/16 from the Teagle foundation to support out work on the Global Citizenship and Environmental Sustainability requirementAssess the impact of external or internal funding changes upon the programs enrollment and/or its ability to serve its students. If you dont work with Enrollment Trends, please ask your Division Dean to give you the information.V. A.1 -Faculty Position Neededn/aA drop down menu will allow you to choose: Replace due to Vacancy, Growth, None Needed Unless VacancyV. A.2 Justification for Faculty/Staff Positions:We can only accomplish as much as we have staff time for. With 2/3 of one FTE, we are at our capacity. A staff person would enable us to spend more time writing grants, and would probably pay for itself. We would like to get a 50% staff person, to be shared with the Office of Equity Social Justice and Multicultural Education. With this person we could: Do more outreach for our certificate program Have deeper connections with our community partners Run a more in-depth internship program Do more faculty training Keep our office open more so that it would be a place for student networking and study groups. If there is a request for one or more new faculty state the SLO/PLO assessment data, reflection, and enhancement that support this need.V. A.3 Staff Position NeededThe cost of this position would be $65,000A drop down menu will allow you to choose: Replace due to Vacancy, Growth, None Needed Unless Vacancy Only make request for staff if relevant to your department only. Division staff request should be in the Deans summary. V. A.4 Equipment Request n/aA drop down menu will allow you to choose: Under $1,000 or Over $1,000 or no equipment requested V. A.5 Equipment Title and Description, Quantityn/aDescription should identify if the item(s) are new or replacement(s), furniture/fixtures, instructional equipment, technology related, expected life of item, recommended warrantees etc. Did this request emanate from a SLOAC or PLOAC process? Does this item require new or renovated infrastructure (eg wireless access, hardwire access, electric, water or heat sources . . . ) V. A.6 Equipment Justificationn/aWho will use this equipment? What would the impact be on the program with or without the equipment? What is the life expectancy of the current equipment? How does the request promote the college mission or strategic goals? Etc. V. A.7 Facility Requestn/aName type of facility or infrastructure items needed. Renovation vs new. Identify associated structures needed to support the facility e.g. furniture, heat lamps, lighting, unique items above and beyond what is normally included in a similar facility V. A.8 Facility Justificationn/aWho will use this facility? What would the impact be on the program with or without the facility? What is the life expectancy of the current facility? How does the request promote the college mission or strategic goals? Etc. V.B.1 Budget AugmentationFor Academic year 2013/14 I have had a 10,000 augmentation account. This has been really crucial to our functioning. We have been able to support our Public Policy School, internship program, Partners in Learning Conference, and Youth Voices United for Change conferenceHow much? Who/what could be supported if this additional funding was awarded? What would the impact be on the program with or without the funds? How does the request promote the college mission or strategic goals? If you do not deal with the B budget directly, you can use the comment: please refer to the Deans summary.V.B.2 Staff Development NeedsWhat assessment led to this request? What would the impact be on the program with or without the funds? How does the request promote the college mission or strategic goals? V.B.3 Future plansIf we were to receive a staff position we would assess the impact of that extra resource on all of our work, and would be more ambitious in our programming. We believe that we would see strong gains in our AUO because we would have more capacity reach across campus. How do you plan to reassess the outcomes of receiving each of the additional resources requested above? 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