Orange Coast College Educational Master Plan Wing: President’s Wing Organizational Unit: I. Description of Organizational Unit Institutional Advancement I.A. Departments/Programs Department Name Department Name OCC Foundation OCC Swap Meet I.B. Mission, Vision and Values The mission of the Orange Coast College Foundation is to develop sources of support for Orange Coast College to achieve its mission by encouraging gifts of time, treasure and talent from alumni, community members, faculty and staff, and community based corporations and organizations. The mission of the Orange Coast College Swap Meet is to develop a source of unrestricted revenue that supports the college through a weekend swap meet that provides entrepreneurial business opportunities for small businesses and a safe, clean shopping environment for the community. . I.C. External Factors Economy for giving. Tax laws especially in relationship to in-kind donations (boats). State-wide issues concerning funding for a wide range of programs including but not limited to athletics, performing and visual arts, vocational education. City regulatory environment in regards to OCC Swap Meet. Fiscal constraints on ASOCC II. Enrollment and Access II.A. Student/ Program demand Dependent on fund raising
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Orange Coast College Educational Master Plan
Wing: President’s Wing
Organizational Unit:
I. Description of Organizational Unit Institutional Advancement
I.A. Departments/Programs
Department Name Department Name
OCC Foundation OCC Swap Meet
I.B. Mission, Vision and Values
The mission of the Orange Coast College Foundation is to develop sources of support for Orange Coast College to achieve its mission by encouraging gifts of time, treasure and talent from alumni, community members, faculty and staff, and community based corporations and organizations. The mission of the Orange Coast College Swap Meet is to develop a source of unrestricted revenue that supports the college through a weekend swap meet that provides entrepreneurial business opportunities for small businesses and a safe, clean shopping environment for the community. .
I.C. External Factors
Economy for giving. Tax laws especially in relationship to in-kind donations (boats). State-wide issues concerning funding for a wide range of programs including but not limited to athletics, performing and visual arts, vocational education. City regulatory environment in regards to OCC Swap Meet. Fiscal constraints on ASOCC II. Enrollment and Access
II.A. Student/ Program demand
Dependent on fund raising
Orange Coast College Educational Master Plan
II.B. Anticipated Student/Program Demand
Continued need for support of programs.
III. Success and Retention
II. B. Degrees and Certificates Awarded (Instructional Programs only)
n/a
IV. Student Learning Outcomes (SLOs)
III. A. Results of SLO Assessment
n/a
V. Planning
V.A. Organizational Unit Trends in Key Resource Areas
Planning Areas Short-Term (1-3 Years)
Intermediate (4-6 Years)
Long-Term (7-10 Years)
Organizational status .
In transition from organizationally supported to Foundation supported. A continuing valuable source of external funds for a variety of campus programs and activities. Refinement of Institutional Advancement concept.
Continuing transition to self-supporting. Identification of new means/sources of support for major campus initiatives. Evolvement of planned giving program.
More stability in terms of a reliable source of organizational/foundation funding.
Technology/Equipment
Evolvement of e-giving. Uses of
Continued evolvement of e-
Needs for continued instructional funding for
Orange Coast College Educational Master Plan
technology in giving. Demand to find external sources of funding for instructional technology. Unitization of endowment for increased efficiency.
giving. constantly changing technology.
Facilities
Needs for additional office space
Demands for supplemental funding for new capital projects.
Support for completion of Vision 2020 master plan.
Human Resources
Focus on doing more with less, combination of resources. Transition plan for retirement of Swap Meet manager in Dec. 2012.
Gradual growth in staffing to meet new demands for resources. Change in leadership.
Staff Development
Need for training in new software for endowment management, expanded use of donor management software
Continued training to meet changing technology developments in fundraising, prospect identification, cultivation, wealth identification software.
V.B. Short Term Goals – Continued pursuit of leadership gifts for the Planetarium at Orange
Coast College. Resolution of short-term staffing issues. Refinement of scholarship application
management process. Five-year review of Foundation investment manager. Identification of 5-
7 new Foundation Board members. Advancement of restroom improvement projects for OCC
Swap Meet.
V.C. Long Term Vision (10 Years) – Continued evolvement and growth of Foundation and Swap
Meet as sources of unrestricted and restricted support of college programs and activities.
Orange Coast College Educational Master Plan
Orange Coast College Educational Master Plan
Wing: President’s Wing
Organizational Unit: Communications & Marketing
I. Description of Organizational Unit
The award-winning Communications & Marketing department is responsible for producing class schedules, course
catalogs, fliers, printed and electronic programs, brochures, videos, press releases, signs, media guides, special
outreach and partnerships, web content, social media, and archival materials.
I.A. Departments/Programs
Department Name Department Name
Communications & Marketing Outreach
Reprographics
I.B. Mission, Vision and Values
The Communications & Marketing department supports the college mission by providing high quality, cost-
effective communications and marketing products and services, coupled with exceptional customer service, to
increase student awareness, facilitate campus-wide communication, highlight educational opportunities to the
community, and provide ongoing strategic outreach that leads to personal development and responsibility.
I.C. External Factors
Electronic publications, social media, mobile texting, video and multimedia, and diminishing influence of
newspapers and traditional media continue to shape needs for new and more effective communications strategies
& tactics.
II. Enrollment and Access
II.A. Student/ Program demand
Demand for the College catalog, class schedule, program brochures, event fliers and posters, website content and
design, social media, electronic publications, signage and notices, outreach and marketing materials continues to
grow.
II.B. Anticipated Student/Program Demand
Orange Coast College Educational Master Plan
Demand for services continues to grow; requests for added and enhanced services has increased.
III. Success and Retention Transitioning to more effective communications and marketing efforts to include increased digital and electronic
platforms, greater penetration of messaging through new media, smart phone applications; less reliance on
outmoded tactics such as printed ads and printed signage.
III. B. Degrees and Certificates Awarded (Instructional Programs only)
N/A
IV. Student Learning Outcomes (SLOs)
Provide timely information to students, faculty/ staff, campus groups, and the community to promote awareness
of programs, services, and activities that support the college’s mission. Market the college’s positive image
nationally and internationally, using the latest technology, to promote educational opportunities that support
College’s mission. Provide cost effective and timely materials that improve communication, thinking skills, global
awareness, and personal development & responsibility. Provide dynamic and visually compelling presentations
incorporating photos, video and social media to promote programs, services and activities.
IV. A. Results of SLO Assessment
Develop baselines and benchmarks for all function areas, and incorporate into formal departmental
Communications Plan. Address pending staff retirements and take appropriate actions to ensure vacancies are
filled with no lags in service. Maximize limited resources to offset budget constraints by integrating digital
messaging and electronic publications. Monitor changing technology and technological demands to maintain high-
quality production and service delivery. Facilitate need for ongoing staff training to maintain quality performance
and improve service delivery. Conduct internal and external communications audit.
V. Planning
V.A. Organizational Unit Trends in Key Resource Areas
Planning Areas Short-Term (1-3 Years)
Intermediate (4-6 Years)
Long-Term (7-10 Years)
Organizational status Areas to consider include how
potential changes in programs
or curricular areas, work flow,
management structure,
Retiring staff member in 2012 will create critical need for replacement to maintain current level of service. Outreach function must be
Possible retirement of two critical positions will create gaps in staffing and work output. Permanent staff must
Restructure department to more fully provide services in key function areas of media, design & publications,
Orange Coast College Educational Master Plan
staffing and department
chairs may impact the current
division or department
organizational structure.
augmented to maintain basic support service. Hourly must be maintained to continue critical event support.
also be considered to maintain services and enhance future services.
community & legislative relations, multimedia, social media, crisis comm, operations.
Technology/Equipment Areas to consider include
immediate needs, but also
long term needs for
replacement of software and
equipment as well as
maintenance costs and
service agreements.
Replacement
camera; upgraded
computer hardware
& software to allow
video and multimedia
production and
editing.
Dedicated video edit
station and
equipment room,
adequate software
and hardware for
design & production,
multimedia. Align
Repro function.
Calibrated platform
for digital and
electronic publishing,
plus software and
hardware to support.
Integrate Repro.
Facilities Areas to consider include
current unmet or potential
unmet facilities needs or
special needs.
Larger work area to
facilitate all staff in
centralized area.
Larger work area
with layout conducive
to creative
production, storage
and staff needs.
Permanent
centralized work area
with adequate space
and flow.
Human Resources Areas to consider include
long-term growth,
restructuring or efficiency.
One staff retirement
will create critical
need in 2012.
Hourly must be
maintained to
continue critical
event support.
Possible staff
retirement will create
critical need in
graphic design;
Outreach staffing
must be augmented
to maintain basic
services.
Need to reinstate
specialist position for
media & community
relations, and staff
assistant for critical
support.
Staff Development Areas to consider include
personal and professional
development needs of
employees to better skills to
increase efficiency or quality.
Ongoing training in
digital design,
publishing, social
media and
multimedia
Staff training in
mobile messaging
and management,
multimedia cross-
training.
Social media training
for multi-platform
applications, video
file management,
Smartphone apps.
Orange Coast College Educational Master Plan
V.B. Short Term Goals
• Complete internal and external audit
• Develop Communications Plan
• Introduce community communications tool (news mailer)
• Transition to digital and electronic publishing platforms
• Enhance video and multimedia applications
• Incorporate student messaging strategies such as texting, iApps
• Bolster social media sites and SEO
• Align Outreach efforts and materials
• Maintain support for events like Senior Day, Science Night (hourly)
• Track and measure program results, analytics, data
V.C. Long Term Vision (10 Years)
• Align department into distinct function areas and clearly define staffing responsibilities
• Utilize shared platform for production of marketing materials
• Broadcast campus events live on the OCC website
• Brand the College globally, incorporate global outreach & recruitment tactics
• Make student surveys and feedback a core practice each year
• Develop multimedia production facility
• Develop voice-activated website apps and iApp prompts for select materials
• Develop Student Ambassador program for outreach efforts
• Align staffing to meet needs of community relations and legislative relations functions
• Phase-out all outdated departmental practices and processes
Orange Coast College Educational Master Plan
Wing: President’s Wing
Organizational Unit:
I. Description of Organizational Unit
Information Technology provides technology services to support the college mission. As a
service division, through customer requests and committee input, we provide leadership,
support, and assistance in the areas of instruction, business processes, technology
development, data protection, on-line education, and training.
I.A. Departments/Programs
Department Name Department Name
Information Technology
I.B. Mission, Vision and Values
1. OCC will foster an environment where faculty, staff and students can readily use technology and
access and use information they need to accomplish their professional and educational goals
(Access, Learning).
2. OCC will implement adaptive and scalable systems that can accommodate changing technology
needs and where appropriate be consistent with technologies deployed at the other CCCD colleges
and District site to capture synergies (Learning, Access, Stewardship).
3. OCC will use technology to enhance communication and maintain relationships among its
stakeholders( Community, Learning)
4. OCC investments in technology will reflect good stewardship of the resources entrusted to it and
make choices with a total cost of ownership model for technology investments (Stewardship).
5. OCC will strive to deliver consistent, high-quality technical support to students, educators, and staff
meeting their diverse and unique needs (Access & Learning).
6. OCC will endeavor to implement and maintain technology systems that safeguard the entire
district's data and ensure the confidentiality of the personal information under its care.
(Stewardship)
Orange Coast College Educational Master Plan
7. Technology will support the continuous improvement of all academic and administrative operations
at the college, using workflow and automation (Sustainability).
I.C. External Factors
The National Educational Technology Plan 2010 states that technology-based learning and assessment
systems will be pivotal in improving student learning and generating data that can be used to continuously
improve the education system at all levels. Technology will help execute collaborative teaching strategies
combined with professional learning to better prepare and enhance educators’ competencies and
expertise over the course of their careers. To shorten the learning curve, institutions can learn from other
kinds of enterprises that have used technology to improve outcomes while increasing productivity.
According to EDUCAUSE “Current Issues Survey” of its projected priorities for this decade include
administrative/ enterprise resource planning (ERP) information systems, security, infrastructure/cyber
infrastructure, teaching and learning with technology, identity/access management, governance agility and
learning management systems.
The 2010 Horizon Report lists the following:
Key Trends
• The abundance of resources and relationships made easily accessible via the Internet is
increasingly challenging us to revisit our roles as educators in sense-making, coaching, and
credentialing.
• People expect to be able to work, learn, and study whenever and wherever they want to.
• The technologies we use are increasingly cloud-based, and our notions of IT support are
decentralized.
• The work of students is increasingly seen as collaborative by nature, and there is more
cross-campus collaboration between departments.
Critical Challenges
• The role of the academy — and the way we prepare students for their future lives — is changing.
• New scholarly forms of authoring, publishing, and researching continue to emerge but appropriate
metrics for evaluating them increasingly and far too often lag behind.
• Digital media literacy continues its rise in importance as a key skill in every discipline and
profession. Institutions increasingly focus more narrowly on key goals, as a result of shrinking
budgets in the present economic climate.
Orange Coast College Educational Master Plan
Technologies to Watch
• Mobile Computing (near-term) – the portability of mobile devise and their ability to connect to the
Internet almost anywhere makes them ideal as a store of reference materials and learning
experiences. Experimentation is underway using mobile computing to improve communications,
assessment, and ubiquitous content delivery.
• Open Content (near-term) - The movement toward open content reflects a growing shift in the way
academics in many parts of the world are conceptualizing education to a view that is more about
the process of learning than the information conveyed in their courses. Information is everywhere;
the challenge is to make effective use of it. Part of the appeal of open content is that it is also a
response to both the rising costs of traditionally published resources and the lack of educational
resources in some regions, and a cost-effective alternative to textbooks and other materials. As
customizable educational content is made increasingly available for free over the Internet,
students are learning not only the material, but also skills related to finding, evaluating,
interpreting, and repurposing the resources they are studying in partnership with their teachers.
• Electronic Books (2-3 years) - As the technology underlying electronic readers has improved and
as more titles have become available, electronic books are quickly reaching the point where their
advantages over the printed book are compelling to almost any observer. The convenience of
carrying an entire library in a purse, pocket, or book bag appeals to readers who find time for a few
pages in between appointments or while commuting. Already firmly established in the public
sector, electronic books are gaining a foothold on campuses as well, where they serve as a
cost-effective and portable alternative to heavy textbooks and supplemental reading selections.
• Simple Augmented Reality (2-3 years) - While the capability to deliver augmented reality
experiences has been around for decades, it is only very recently that those experiences have
become easy and portable. Advances in mobile devices as well as in the different technologies
that combine the real world with virtual information have led to augmented reality applications that
are as near to hand as any other application on a laptop or a smart phone. New uses for
augmented reality are being explored and new experiments undertaken now that it is easy to do
so. Emerging augmented reality tools to date have been mainly designed for marketing, social
purposes, amusement, or location-based information, but new ones continue to appear as the
technology becomes more popular. Augmented reality has become simple, and is now poised to
enter the mainstream in the consumer sector.
• Gesture-based Computing (4-5 years) - For nearly forty years, the keyboard and mouse have
been the primary means to interact with computers. The Nintendo Wii in 2006 and the Apple
iPhone in 2007 signaled the beginning of widespread consumer interest in — and acceptance of
Orange Coast College Educational Master Plan
— interfaces based on natural human gestures. Now, new devices are appearing on the market
that take advantage of motions that are easy and intuitive to make, allowing us an unprecedented
level of control over the devices around us. Cameras and sensors pick up the movements of our
bodies without the need of remotes or handheld tracking tools. The full realization of the potential
of gesture-based computing is still several years away, especially for education; but we are
moving ever closer to a time when our gestures will speak for us, even to our machines.
• Visual Data Analysis(4-5 years) - Visual data analysis blends highly advanced computational
methods with sophisticated graphics engines to tap the extraordinary ability of humans to see
patterns and structure in even the most complex visual presentations. Currently applied to
massive, heterogeneous, and dynamic datasets, such as those generated in studies of
astrophysical, fluidic, biological, and other complex processes, the techniques have become
sophisticated enough to allow the interactive manipulation of variables in real time. Ultra
high-resolution displays allow teams of researchers to zoom in to examine specific aspects of the
renderings, or to navigate along interesting visual pathways, following their intuitions and even
hunches to see where they may lead. New research is now beginning to apply these sorts of tools
to the social sciences and humanities as well, and the techniques offer considerable promise in
helping us understand complex social processes like learning, political and organizational change,
and the diffusion of knowledge.
II. Enrollment and Access
II.A. Student/ Program demand
It was anticipated that that the presence of a service request tracking system, Service Desk, would yield
important metrics for evaluating the demand of IT resources. However, effecting the cultural change to
use the system has proved more daunting. Many requests for service continue to come by telephone,
verbally, by email, or through other ‘untracked’ means. As a result, it is impossible to quantify current
demand to a reliable degree of accuracy. Further plans will include continued attempts to promote the
usage of Service Desk and/or automated systems.
II.B. Anticipated Student/Program Demand
Despite the uncertainty relative to workload reductions from Sacramento, we expect an increase
in the requests for IT Services for the following reasons:
Orange Coast College Educational Master Plan
1. An additional 200 computers are now being supported by Information Technology as a
result of the opening of the ABC Complex.
2. Despite previous FTE workload reductions, actual student headcount has increased
(more students with fewer classes) and consequently student computer usage
3. Use of computers in instructional delivery and the use of automation in support of
administrative functions are expected to continue to increase.
4. Over 25% of our desktop computers are 7-years and older – significantly past their
design life and therefore the likelihood of failure is anticipated to increase.
III. Success and Retention
III. B. Degrees and Certificates Awarded (Instructional Programs only)
IV. Student Learning Outcomes (SLOs)
IV. A. Results of SLO Assessment
While the IT Deparment met all of its SLOs, due to inexperience in Program Review, we have
determined that the SLOs established during the initial Program Review were substantially
inadequate in assisting the IT Department in planning. Therefore, during this Program Review
cycle, we will be updating our SLOs to provide a broader, deeper, and more robust of objectives.
V. Planning
V.A. Organizational Unit Trends in Key Resource Areas
Planning Areas Short-Term (1-3 Years)
Intermediate (4-6 Years)
Long-Term (7-10 Years)
Organizational status .
• Improved alignment with college organization via placement in the Administrative Services Wing
• Establishment of Centers of Excellence whereby the Coast Colleges are mutually dependent/share IT services
• In an effort to further improve effectiveness and efficiency, implement greater centralization and selective outsourcing of IT Services
Technology/Equipment
• Approximately $1MM in replacement hardware for desktops, classroom
• Server refresh • Complete VDI Rollout • Complete Server
TBD
Orange Coast College Educational Master Plan
projectors & document cameras, and network security appliances.
• Partial Implementation of Virtual Desktop Infrastructure (VDI)
Virtualization • Wireless Network
Equipment Refresh • Wired Network Refresh
Facilities
• Creation of a Formal Testing Center.
• Server room migration to District/environmental systems refresh.
• TBD
Human Resources
• None known at this time.
• TBD • TBD
Staff Development
• Technology Skill Refresh for new software/hardware (e.g. Windows 7, Exchange 2010)
• Training on Project Management, Business Process Analysis/Design,
• Software Development
• Technology Skill Refresh for new software/hardware (e.g. Windows 7, Exchange 2010)
• Training on Project Management, Business Process Analysis/Design,
• Software Development
• Technology Skill Refresh for new software/hardware (e.g. Windows 7, Exchange 2010)
• Training on Project Management, Business Process Analysis/Design,
• Software Development
V.B. Short Term Goals
• Wireless Rollout – re-survey students and faculty to determine the extent to which wireless access
has become an integral method of accessing educational resources while on campus.
• Determine more effective ways of promoting the use of Service Desk and/or automated systems for
requesting IT services. In addition to increasing the effectiveness and efficiency of IT Service
Deliver, this will provide useful metrics for future planning.
V.C. Long Term Vision (10 Years)
The OCC Technology Plan has been created to meet the learning needs of OCC students in the 21st Century. The plan integrates technology into learning, teaching, and student learning outcomes in alignment with the 2010 National Educational Technology Plan and the Coast Community College District's Vision 2020 Technology Plan.
The OCC Technology Committee examined technological trends in higher education, strategic plans from each of the wings as prioritized by their respective planning council, and Annual Resource Reviews developed as part of Program Review to develop the following:
• Learning: Engage and Empower – OCC will leverage powerful technology that provides personalized learning that customizes the pace of teaching and instructional practices. All learners will have engaging and empowering learning experiences both in and outside of college classroom that prepare them to be active, creative, and knowledgeable participants in a globally networked society.
Orange Coast College Educational Master Plan
• Assessment: Measure What Matters – OCC will leverage technology to regularly measure and report student success, institutional effectiveness, and operational efficiency while using assessment data for continuous improvement.
• Teaching: Prepare and Connect – OCC will increase the ability of educators to use technology to create engaging, meaningful and connected learning environments. They will be supported individually and in teams by technology that connects them to data, content, resources, expertise, and learning experiences that enable and inspire more effective teaching for learners.
• Infrastructure Access and Enable – OCC will provide a comprehensive and sustainable technology infrastructure including hardware, software, support staff, policies, and processes for students, educators, to enabler learning when and where needed.
• Productivity: Redesign and Transform – OCC will redesign organizational processes and structure to take advantage of technology in order to improve learning outcomes and use resources more efficiently and effectively. The college will use technology to improve transparency and support evidence based decision-making by providing a reliable, accurate, and complete view of the financial performance of our college at all levels.
Goals in the five areas will be implemented with a focus on the plan’s guiding principles that include a focus on total cost of ownership, integrating systems to minimize redundancy in data entry and improve data consistency, and a rapidly adaptable and scalable architecture that can accommodate the rapidly changing environment in which the college operates. OCC encourages, values, and supports the use of technology by students and educators to achieve their educational and professional goals. Therefore, use of technology will be aimed at fulfilling student and educator needs while investing scarce capital resources to contain operating costs.
For more detailed information, including specific goals, please refer to the OCC Technology Plan located on the portal.
Orange Coast College Educational Master Plan
Wing: President’s Wing
Organizational Unit: Institutional Effectiveness
I. Description of Organizational Unit
I.A. Departments/Programs
Department Name Department Name
Institutional Research Program Review
Student Learning Outcomes Assessment Planning
I.B. Mission, Vision and Values
The Office of Institutional Effectiveness facilitates and supports campus-wide processes
for determining and documenting the effectiveness of programs, services and the institution as a
whole in order to foster sustainable continuous quality improvement. Data and statistical
analysis are provided as the foundation for the college’s strategic planning and decision-making
processes. The office, which reports to the College President, works closely with
administrators, staff, faculty, students, and the community to support quality student learning
and to foster continuous quality improvement. The Institutional Effectiveness functions include
Institutional Research, Strategic Planning, Program Review, Student Learning Outcomes and
routine functions of Accreditation.
I.C. External Factors
Many external factors impact the office’s functions, namely those affecting
accountability, compliance and supporting a culture of evidence. Although the office supports all
ACCJC accreditation standards, the Program Review, Student Learning Outcomes and
Planning functions are directly impacted by standards 1A, 1B, 2A and 2B. The most pressing
external factor affecting Institutional Effectiveness is ACCJC’s 2012 deadline for 100%
completion of the development and assessment of all course, program and degree level student
learning outcomes. ACCJC’s new distance education standards (fall 2010) and the emphasis on
integrated planning and program review will undoubtedly continue to impact Institutional