AQIP 2007 Systems Portfolio - San Juan College

San Juan College – AQIP Systems Portfolio- November 2007component in the classroom provides valuableleadership and personal development to students andserves as a resource for the college in terms of whatthe college can do to meet community needs.Business and Industry (B & I) Training offers veryspecific complements to helping students learn. Inmany instances, the companies who use B & ITraining for training often require or encourageemployees to complete course work at San JuanCollege. In addition, B & I Training meets theimmediate needs of local business by providing shorttermprograms such as the medical assistantprogram. These programs provided pilots that led tothe development of offerings in the Schools of Energyand Health Sciences.Processes (P)2P1 The distinctive objectives are determinedthrough historical commitment to communityendeavors and through new objectives brought forthin community forums, environmental scanning, andthe strategic planning process (see Category 8). Theprocess involves: 1. Identification of Needs; 2.Alignment with Mission and Vision to Form Goals; 3.Prioritization of Objectives; 4. Strategic Planning andDesign of Action Plans; 5. Budget and Resources;and 6. Implementation and Community AdvisorySupport. Some of the distinctive objectives developedduring the early growth of the college are part ofcommunity expectations, and therefore are on-goingpriorities. Distinctive objectives are now refined toinclude alignment with student learning needs, collegemission and vision, and available resources. Achallenge for the college has been meeting theimportant community needs while balancingresources and avoiding “mission creep” – thoseneeds outside the college mission. The San JuanCollege Strategic Plan (2006-2011) includes fourmain directives – Value Educational Access andStudent Success; Value Information and MarketRealities; Value Partnerships; and Value People.Each of the objectives links directly to the SJCmission, vision and goals; there are key performanceindicators associated with each of these objectives.2P2 Expectations for each of these objectives arecommunicated to faculty, staff, students and externalstakeholders through multiple and varied channels.Major communication pathways include advisorycouncils and publications (see Figure 2.1).Many programs implement the use of advisorycouncils that communicate community needs andexpectations to staff, students, faculty andadministration. A number of publications are alsodisseminated both internally and externally. Thesepublications include The Communicator (distributionof 50,000 within the service area), Staff Notes(employee newsletter), Weekly News Clips (weeklyemail), The Campus Buzz (student newsletter), theSJC Annual Report, and information posted on theSan Juan College website as well as on monitorsaround campus. In addition, each program has awebpage to communicate information with internaland external audiences. Information is regularlyshared with the Board of Trustees in monthlypresentations highlighting programs, through thePresident’s Cabinet, and newspaper articles. SanJuan College currently has 50 advisory councils madeup of community members and experts; the Presidenthas three advisory committees for internalcommunication for each employee group; and thecollege has two Quality Councils – Student SupportServices and Community Linkages – serve as “thinktanks” on specific issues identified by the Presidentand Vice Presidents.San Juan CollegeCommunication PathwaysPresident’sAdvisoryCommitteeQuality CouncilsPresident’s CabinetFaculty and StaffStudentsInternalStudent ActivitiesExpectationDetermineAudienceEmployeesCommunityWhichGroupsAppropriateMethodExternalPublicationAdvisory CommitteesWeb-basedPrintFigure 2.1 SJC Communication PathwaysCommunityTask ForcesCommitteesAQIP Category Two: Other Distinctive Objectives 18