ࡱ>  Tbjbj 7eeUKA ttttt8tT14'+ 01212121212121,4a7J^1t  ^1#tts1### tt01# 01##h.h/0tԨ`3"r.1101.7#7 /#t/ ^1^1# 17 ::    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: Real Estate DepartmentI.A Program Mission Statement: The mission of this program is to challenge students of every background to develop their intellect, character, and abilities, achieve their educational and vocational goals in Real Estate. The focus of the program is to help students acquire the skills and knowledge they will need to help them attain jobs in the California real estate industry or utilize their skills in investing in the California real estate market. 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?The primary mission of our program is Career/Technical.Basic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Choose a secondary mission of your program.We have a strong secondary emphasis of transfer for Business and Accounting students seeking elective credit and a background in California Real EstateBasic Skills, Transfer. Career/Technical, Learning Resources/Academic Services, personal enrichment, N/AI.B.1 Number of Certificates of Achievement AwardedIf 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:If 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:If 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 ServedOnly 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 ServedOnly 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 Served 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 populationsWe had an increase of of 21 students in targeted groups from 81 to 102 from 2011-12 to 2012-13 with a steady success rate of 53% in both years. It should be noted that we had a 48% success rate in the 2010-11 period, though the population was higher at that time at 126 students. So our success rate is better than two years ago and we have approximately a 25% increase in targeted populations from the previous year. However, our overall student success rate is at 71% with the non-targeted population showing a 75% success rate.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 are pleased that our numbers are stronger in attracting targeted population, and we have instituted an early testing approach in the classes to help students determine how well prepared they are for our courses.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:In 2010-11 the success rate for our targeted populations ran at 48%. However, it should be noted that the biggest predictor of non-success is age. Students who are younger than 24 years old have a success rate of 47%, where students who are older than 24 succeed at 72% or better. During the past two academic years the rate for the targeted groups has increased to 53% from 48%. Our non-success/withdrew for targeted populstions rate ran at 52% in 2010-11 and in the past two years that rate has dropped to a combined 47% - so both are going in the right direction, though we would like to see the gap decrease more quickly. The early skills testing instituted this year seems to be moving us in the right direction, though we will not be able to determine the outcome until the next academic year. 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%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 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%As in the previous year we have determined that age seems to play a large role in the lack of success of our student population and the early skills testing seems to be working. We plan on utilizing the tutorial center to a greater degree and working toward a real estate specific tutoring group for the department. To date, we have utilized tutoring in a generic sense, for basic math and reading skills.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 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 standardIn 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:In general our program follows the real estate cycle of the Santa Clara Valley. When the market is hot, demand is strong, when the market is weak, demand tends to fall. Our enrollment ran at 321 for the 2012-13 period, compared to 310 in 11-12 and 495 in 10-11 when the market heated up at the end of the recent recession.Briefly 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 We follow the California Department of Real Estate regulations for licensure for brokers and agents, and must stay abreast of changes from that body. There have been no significant regulatory changes for licensure over the past two years.Address 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 ImprovementIn the previous Comprehensive Program Review we noted that our success rate for targeted populations ran at 55-60% - very similar to where we are today. That was coming off a unique period of robust enrollments because of a very strong California real estate market. We did not address the age/success issue in that report and we believe that could be the crucial finding that can help us improve with our targeted populations going forward. We continue to be somewhat at the mercy of the economy in terms of demand for our program, and our longstanding approach of staying flexible and up to date has allowed our program to survive where most others in the valley have dissolved.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:The industry has been changing, undergoing some fundamental shifts broker and sales licenses in California have dropped from 438,000 in January of 2011 to 415,000 in January of 2014 (source: CA Bureau of Real Estate website, Mar, 2014) and that is a drop from 483,000 licenses in June 0f 2010. Technology has caused the industry to shrink somewhat and there are fewer part-time real estate professionals than there were five years ago. As such, we plan on placing a stronger emphasis on consumer education and awareness, since we believe there will be fewer students seeking licenses. Also, because appraisal now requires a specialized license for appraisal in California and the bulk of appraisers now are in-house appraisers trained specifically by lenders, we are taking the appraisal course out of the curriculum and will replace it with related business electives.Career 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:Our advisory board believes our reputation continues as the best place for license preparation and education, but did recommend a stronger emphasis on consumer education and to be a vital elective for business students.Career 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 SummaryAll courses that have been offered over the past two academic years 5/5 (100%) have been assessed and are up to date in TracDatGive 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 are working on enhanced communication among the teaching faculty regarding the major objectives in the three primary courses (Principles, Practices and Finance) to determine level of instruction of key concepts and with a particular emphasis on ethics in the profession.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 Summary100% of outcomes for the courses offered over the past two academic years.Give 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 assessmentPerhaps the most important enhancement is the plan to increase dialogue among the faculty as to the coverage of objectives that show up in virtually all of the courses understanding the level of the student in each of the courses and determining the need to review, and the expected depth of understanding will make our courses more timely and relevant.State 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 TrendsBecause the program is taught entirely by part-time instructors and has virtually no administrative cost, and because the economy has reduced traditional demand for the program, the Real Estate program is often discussed as a program that can be eliminated. However, its flexibility in terms of course offerings and faculty, combined with its productivity along with being an excellent elective program for Business majors should continue to make it a viable program.Assess 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 TrendsAs stated before, the program enrollment tends to mirror the economy, and often does poorly during recessions, but it remains productive with a productivity of 659. Should the college ever exceed cap and its productivity be high, we do see a scenario where the program would be considered as part of needed cuts at the college. Assess 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 NeededA drop down menu will allow you to choose: Replace due to Vacancy, Growth, None Needed Unless VacancyV. A.2 Justification for Faculty/Staff Positions: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 NeededA 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 A 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, QuantityDescription 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 JustificationWho 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 RequestName 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 JustificationWho 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 AugmentationHow 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 NeedsWe plan on requesting funds to attend the semi-annual real estate educators conferences sponsored by the California Bureau of Real Estate those should be minimal conference costs of less than $500.What 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 plansWe are regularly offering the Practices course online in the summer, we hope to do the same with the Principles and Finance course as well.How do you plan to reassess the outcomes of receiving each of the additional resources requested above? 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