AQIP 2007 Systems Portfolio - San Juan College

San Juan College – AQIP Systems Portfolio- November 2007Context for Analysis (C)2C1 San Juan College has a long history ofconnection and response to community needs,particularly since gaining independence in 1982. Withsupport from the county it serves, SJC has grown to amature institution known as a community center foreducation of all segments of the population, a leaderin innovation and service; and integral partner incommunity advancement.SJC’s current institutional objectives, in addition toHelping Students Learn, are based upon communityconnections formulated in early 2003 throughinformation gathered from internal and external focusgroups during strategy forum work for the first AQIPportfolio. These objectives contribute to SJC’s uniquerelationship to its service community, and provideeducational leadership guidance in many activitiesrelated to SJC’s strategic goals, objectives and keyperformance indicators. In addition, the institutionalobjectives are aligned with the College’s mission,vision and values (see Table O-1). SJC’s primarydistinctive objectives are listed below in Table 2.1San Juan College Distinctive ObjectivesBuild partnershipsFoster community involvementServe as a focal point for community service, servicelearning and problem-solvingProvide a place for cultural and learning activitiesContribute to workforce and economic developmentProvide a leadership role by being amodel community collegeCreate an environment and culture for innovation,change and growthTable 2.1 SJC Distinctive ObjectivesSan Juan College’s history of close communityconnection, innovation, and service has led tocommunity expectations of rapid response to theneeds of its stakeholders. This has many benefits andadditional challenges in creating a balance betweencommunity responsiveness and its mission to meetthe educational needs of the residents of thecommunity it serves. The college mission “to improvethe quality of life of the citizens it serves by meetingthe educational and human needs of the entirecommunity in concert with community agencies,businesses, industries and other groups” addresses aunique bond and set of distinctive objectives inparticular, as it continues to improve the quality of lifeand work in concert with the community it serves.Table 2.2 is not exhaustive although the exampleshighlight some of the exemplary programs andfacilities the college provides to serve communityneeds. The close relationship to its service area hascreated many specialized programs for thecommunity beyond Helping Students Learn, leadingto improved quality of life within that community.2C2 San Juan College has two major methods bywhich it ensures its distinctive objectives align with themission, vision, and values. First, it holds internal andexternal forums for community input and other formsof gathering qualitative and quantitative data used inthe planning process. Second, its strategic planningprocess analyzes community data gathered for actionprojects and activities that will fulfill the College’s rolein the community as defined through the distinctiveobjectives, and its greater role as educational centerand model learning college.The College receives feedback and reports fromexternal community forums in the major communitiesit serves. This information includes unmet needs ofthe community, barriers, and community satisfaction.These forums are both comprehensive and focused,depending on input needs. For example, as part ofthe process for developing the current strategic andmaster plans, forums were held in each city within thecounty as well as with students and employees thatwere focused on setting the direction through 2011.Using this information, the college determined andprioritized the goals that would meet the communityneeds that align with its mission. Needs decisionsoutside of the college mission were communicatedback to the communities, explaining why the collegecould not meet the expectation. For example,communities requested the college deal with issues oftransportation. The college explained its study of thefeasibility and prohibitive cost of providing bustransportation. At the October 2007 Board of Trusteesmeeting, members approved a study of on campushousing as well as increased child care services. As aresult of previous student forums, child care capacitywas increased, including infant care.Information from the forums and other communityenvironmental scanning and survey methods providedfeedback into the strategic planning process alongdata from performance indicators. Goals were definedin the planning process to align with the collegemission, vision, and philosophy. These goals aredescribed in greater detail in Category 8.In addition, the SJC Community Linkages QualityCouncil meets on a regular basis and serves as aconnection to the community and clearinghouse forinformation from its 50 advisory councils.The Annual Report is disseminated to internal andexternal communities to provide data related to SJC’sother distinctive objectives: facilities usage;attendance at college events such as the SilhouetteSeries; enrollment in non-credit continuing educationand community interest courses; the use of theQuality Center for Business; and enrollment in Encore(courses for life-long learners over the age of 50).AQIP Category Two: Other Distinctive Objectives 16