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STRATEGIC PLAN

2021 2026

West Hills College Lemoore Strategic Plan 2021-2026

West Hills College Lemoore Strategic Plan 2021-2026 Table of Contents COLLEGE MISSION....................................................................................................................................... 4 COLLEGE GOALS.......................................................................................................................................... 4 STRATEGIES.................................................................................................................................................... 4 EQUITABLE PRACTICES.............................................................................................................................. 4 STRATEGIC PLAN DIAGRAM..................................................................................................................... 5 WHCL NORTH STAR OUTLINE.................................................................................................................. 6 OVERVIEW OF THE PROCESS................................................................................................................... 7 Eagle Vision Planning............................................................................................................................. 7 Data Reviewed................................................................................................................................... 7 WHCL’s Vision for Success Goals................................................................................................... 7 WHCL Mission Statement............................................................................................................... 8 Achieving the Dream Best Practices................................................................................................. 8 Draft College Goals................................................................................................................................. 8 President’s Forum #1.............................................................................................................................. 8 Institutional Effectiveness and Student Success Committee Recommendations........... 9 President’s Forum #2............................................................................................................................10 Planning and Governance Council Approvals............................................................................10 District Strategic Plan...........................................................................................................................10 Final Approval of the Strategic Plan...............................................................................................10 STRATEGIC PLAN CROSSWALK..............................................................................................................11

Approved: Academic Senate on May 3, 2021 (by consensus) Associated Student Government on May 5, 2021 Planning and Governance Council on May 12, 2021

COLLEGE MISSION “West Hills College Lemoore is dedicated to student learning and achievement by providing quality programs, pathways, and services that lead to certificates, associate degrees, transfer, and employment. Our college serves a diverse community of students who seek a cost-effective, relevant, and engaging educational experience. We are committed to ensuring accessibility for all students and aim to cultivate an inclusive, equitable, and collegial climate.”

COLLEGE GOALS The college goals are broad statements that outline what WHCL hopes to achieve over the next five years.

GOAL

Increase the number of course sections, certificates, and degrees identified as Zero Textbook Cost (ZTC) or Low Textbook Cost (LTC) with Open Educational Resources across all disciplines.

Implement innovative, high-touch, and flexible teaching practices and student support services that are responsive to and focused on the collective needs of our stakeholders.

Streamline policies, practices, and procedures to strengthen the Guided Pathways components with an emphasis on the “Get Strong” component for our diverse student population.

STRATEGIES Strategies, which align with the college goals and are specific, actionable, and measurable, are developed by WHCL departments and programs. In some cases, strategies may be one in the same with Program Student Learning Outcomes (PSLOs), Service Area Outcomes (SAOs), and activities in the Student Equity and Achievement Plan. Strategies may change over the five-year plan and are therefore published on the College’s portal rather than in the Strategic Plan.

EQUITABLE PRACTICES Equitable practices are sustainable, institutional practices that recognize and remove barriers for impacted students and that are designed to reduce or eliminate equity gaps in student outcomes. Specific examples of these practices are published in a separate document on the College’s portal.

• • • • • • • • •

Transparency in teaching and learning through helping students clearly understand the expectations, outcomes, relevancy, and skills Data disaggregation and analysis as a regular practice Including diverse student and employee voices in the development and refinement of policies and practices Engaging family and communities in the support of students Identifying and removing systemic barriers to student success along the educational pathway Intentional professional development to support equitable practices Strategic case management and sharing of information across the college to provide a holistic support to students Providing equitable access to services Identifying and implementing equity-minded hiring practices

STRATEGIC PLAN DIAGRAM

WHCL Strategic Plan 2021-2026

WHCL NORTH STAR OUTLINE WHCL NORTH STAR OUTLINE

Participation and Access Course Success Completion Transfer Employment Leading Indicators

Student Equity Plan

Strategic Plan (Goals) and Institutional Set Standards (Floor)

Vision for Success Goals

Guided Achieving the Dream Social Justice and Pathways Equity

Requests for additional resources must be tied directly to results and initiatives that will improve student learning and achievement

WHCL Strategic Plan 2021-2026

OVERVIEW OF THE

P R O CE S S

West Hills College Lemoore’s (WHCL) strategic planning process included participation from all stakeholders: faculty (full and part-time), classified staff, students, administrators, and members of the community.

EAGLE VISION PLANNING On September 25, 2020 the President hosted WHCL’s biennial Eagle Vision Planning with representation of all constituent groups. With the WHCCD Director of Accreditation, Research, Institutional Effectiveness, and 1 Planning and the WHCL’s Achieving the Dream Coach serving as DATA REVIEWED facilitators, participants reviewed the following: • Student/staff demographics • Student participation and access • Course success • Degree and certificate completion • What do students tell us? • What do faculty/staff tell us? • What does our community tell us?

WHCL’S VISION FOR SUCCESS GOALS 2

Increase by at least 20 percent the number of CCC students annually who acquire associate degrees, credentials, certificates, or specific skill sets that prepare them for an in-demand job.

Increase by 35 percent the number of CCC students systemwide transferring annually to a UC or CSU.

Decrease the average number of units accumulated by CCC students earning associate degrees, from approximately 87 total units (the most recent system-wide average) to 79 total units—the average among the quintile of colleges showing the strongest performance on this measure.

Increase the percent of existing CTE students who report being employed in their field of study, from the most recent statewide average of 60 percent to an improved rate of 69 percent— the average among the quintile of colleges showing the strongest performance on this measure in the most recent administration of the CTE Outcomes Survey.

Reduce equity gaps

Eagle Vision Planning participants reviewed results from student focus groups. Several themes emerged including the cost of textbooks, trouble accessing financial aid, and difficulty adapting to online learning (COVID-19 related). Participants also identified gaps in the Vision for Success goals and identified several equitable practices for consideration:

• • • • •

Intentionally seek the voices of faculty, staff, the community, and especially students Cultivate a culture of evidence Use disaggregated data to make informed decisions, especially related to equity gaps in student success/ completion and personnel Make connections with students and create a sense of belonging Holistically support students including academic, social, mental, and physical health

Data sources included: 1) 2018 Community College Survey of Student Engagement (CCSSE), 2) Demographics, success, and completion data from the WHCCD Office of Accreditation, Research, Institutional effectiveness, and Planning, 3) Achieving the Dream Institutional Capacity Assessment Tool Spring 2017, 4) Fall 2020 Community Survey, and 5) qualitative data from student focus groups 2 WHCL’s Vision for Success Goals are based on the California Community College Chancellor’s Office Vision for Success Goals

WHCL Strategic Plan 2021-2026

WHCL MISSION STATEMENT Eagle Vision Planning participants also reviewed the College’s mission statement and provided feedback, which was forwarded to the Institutional Effectiveness and Student Success Committee (IESSC). The IESSC reviewed the feedback and made a recommendation to the Planning and Governance Council (PGC) to change the mission statement, which was accepted by the PGC and approved on November 18, 2020 as follows: “West Hills College Lemoore is dedicated to student learning and achievement by providing quality programs, pathways, and services that lead to certificates, associate degrees, transfer, and employment. Our college serves a diverse community of students who seek a cost-effective, relevant, and engaging educational experience. We are committed to ensuring accessibility for all students and aim to cultivate an inclusive, equitable, and collegial climate.”

ACHIEVING THE DREAM BEST PRACTICES

On February 26, 2021 those who attended the Achieving the Dream 2021 Conference met to share best practices obtained from the conference that could inform the development of equitable practices for the College’s strategic plan. Attendees defined equitable practices as actions that are intended to identify and remove barriers as well as close equity gaps. Since equitable practices should become part of the college culture and ingrained in operations, attendees suggested that the practices be included in the strategic plan.

DRAFT COLLEGE GOALS In early March, three college goals emerged based on the feedback collected during Eagle Vision Planning, the ATD Dream Conference debriefing, and an assessment of the college’s strengths, challenges, and opportunities:

Increase course sections and ZTC degrees/certificates offered as Open Educational Resources (OER)/Low Textbook Cost (LTC)

Implement 21st Century teaching practices and services including flexible spaces and delivery modalities

Streamline the Guided Pathways “Get Strong” components, which include recruitment, admissions, career selection, education planning, and registration for both traditional and non-traditional students

PRESIDENT’S FORUM #1 On March 10, 2021, the President hosted a forum to discuss future trends in higher education and to solicit feedback on three proposed goals. Participants also discussed the definitions of goals, strategies, and equitable practices. The following definitions were established:

• • •

Goals = broad statements that outline what the institution hopes to achieve. Strategies = a specific, actionable approach (with measurable outcomes) to achieving a goal3 Equitable practices = actions that are intended to identify and remove barriers as well as close equity gaps

After a review of recent trends in higher education, participants were asked the following question: Based on our experiences over the last year and trends in higher education, what should West Hills College Lemoore look like in 5 years in order to remain relevant and viable? Since strategies are specific to departments, constituent groups, or programs, the strategies are not included in the college’s strategic plan so that they can be adjusted as part of continuous improvement.

WHCL Strategic Plan 2021-2026

Responses were collected in an online clipboard (Padlet) and several themes emerged4 :

• • • • •

Open Education Resources (10) Flexible learning and support services (10) Flexible staff hours (12) Improve student on-boarding (5) Improve customer service (8)

• • • •

Use of technology (8) High speed internet (12) High touch instruction and support (13) Mental health services (14)

The three proposed college goals were reviewed, and participants were asked the following two questions: Is there anything about these proposed goals that needs to be modified or changed? Are we missing anything from these three very broad proposed goals that is critical to our work over the next five years? Responses were collected in an online clipboard (Padlet) and the following responses emerged:

• • •

Increase diversity of faculty and staff Community engagement Career pathways that lead to livable wage paying jobs

INSTITUTIONAL EFFECTIVENESS AND STUDENT SUCCESS COMMITTEE RECOMMENDATIONS On March 15, 2021, the Institutional Effectiveness and Student Success Committee (IESSC) reviewed the proposed college goals and feedback from the President’s Forum participants and recommended slight changes as follows:

1 2 3

Increase the number of course sections, certificates, and degrees identified as Zero Textbook Cost (ZTC) or Low Textbook Cost (LTC) with Open Educational Resources across all disciplines.5 Implement innovative, high-touch, and flexible teaching practices and student support services that are responsive to and focused on the collective needs of our stakeholders.6 Streamline policies, practices, and procedures to strengthen the Guided Pathways components with an emphasis on the “Get Strong” component for our diverse student population.7

The recommended college goals were forwarded to the Planning and Governance Council for approval. On April 12, 2021 the IESSC reviewed a list of equitable practices to be included in the strategic plan. The following equitable practices were forwarded to the Planning and Governance Council for approval.

The number in parentheses indicates the number of participants who “liked” the suggestion. ⁵ STRENGTH-WHCCD’s 2016-2020 Strategic Plan included a goal to use Open Educational Resources (OER) in 100% of general education courses. WHCL accomplished this goal and made additional progress, which includes three Zero Textbook Cost (ZTC) Degrees and half of courses offered having an OER or Low Textbook Cost (LTC) option. The purpose of this goal is to build on the College’s accomplishments and continue to be a leader in the OER/ LTC movement. ⁶ OPPORTUNITY FOR GROWTH-As a result of higher education trends including post COVID-19 changes in perceptions and preferences, the purpose of this goal is to ensure that WHCL remains relevant and viable to students and the community. ⁷ CHALLENGE-An improvement area identified several times over the last several years is the student onboarding process, which includes the outreach, recruitment, admissions, career planning, student educational plans, registration, and financial aid. Existing systems are complicated and confusing to many students so a simplified and easier to understand process coupled with a more efficient use of technology to streamline the process is needed.

WHCL Strategic Plan 2021-2026

PRESIDENT’S FORUM #2 On April 14, 2021, the President hosted another forum to solicit feedback on the proposed equitable practices. Based on the feedback collected, the Executive Team and amended the equitable practices as follows:

• • • • • • • • •

Transparency in teaching and learning through helping students clearly understand the expectations, out comes, relevancy, and skills Data disaggregation and analysis as a regular practice Including diverse student and employee voices in the development and refinement of policies and practices8 Engaging family and communities in the support of students9 Identifying and removing systemic barriers to student success along the educational pathway10 Intentional professional development to support equitable practices Strategic case management and sharing of information across the college to provide a holistic support to students Providing equitable access to services Identifying and implementing equity-minded hiring practices

PLANNING AND GOVERNANCE COUNCIL APPROVALS The Planning and Governance Council (PGC) reviewed and approved the IESSC’s recommended college goals (first read on March 24, 2021 and final approval on April 14, 2021). PCG reviewed the draft Strategic Plan on April 28, 2021.

DISTRICT STRATEGIC PLAN The Director of Research, Accreditation, and Institutional Effectiveness presented the draft West Hills Community College District Plan at the Academic Senate meeting on March 1, 2021 and at PCG on April 28, 2021.

FINAL APPROVAL OF THE STRATEGIC PLAN The West Hills College Lemoore 2021-26 Strategic Plan was reviewed by the Academic Senate and endorsed by consensus on May 3, 2021, approved by the Associated Student Government on May 5, 2021, and approved by the Planning and Governance Council on May 12, 2021.

⁸ Aligns with the Recovery with Equity: A Roadmap for Higher Education After the Pandemic report’s recommendation to listen carefully to the voice and expectations of Black, Latinx, Indigenous, Asian Pacific Islander, and adult learners. ⁹ Aligns with the Recovery with Equity: A Roadmap for Higher Education After the Pandemic report’s recommendation to “harness the power of California’s political and civic leadership. 10 Aligns with the Recovery with Equity: A Roadmap for Higher Education After the Pandemic report’s recommendation to dramatically increase the number and diversity of learners who earn post-secondary degrees and other credentials and eliminating attainment gaps, with equitable outcomes.

WHCL Strategic Plan 2021-2026

Strategic Planning Strategies Strategies that support the College’s mission and goals are developed by and specific to departments, groups, and/or programs. In some cases, these strategies may also be an activity in the SEA plan. Strategies that support the College’s mission and goals are developed by and specific to departments, groups, and/or programs. In some cases, strategies may also be a student learning outcome, service area outcome, or a program learning outcome.

Finish Strong Foster student completion of educational or career pathway

Goal 1, 2, 3, 5 Facilitate Student Achievement & Retention Enhance Student Access to Resources to Increase Student Success Activate Campus to Encourage ‘Community’ and Transparent Access to Instructional and Achievement Support Get StrongPrepare students to enroll in educational or career pathway by clearly defining the process of enrolling and choosing a program

•

GOAL 3 Streamline policies, practices, and procedures to strengthen the Guided Pathways components with an emphasis on the “Get Strong” component for our diverse student population.

building on existing initiatives and strategies, and 3) using outcomes, program review, and institutional planning for resource allocation decisions

WHCL’s North Star is student learning and achievement and is the primary driver for making decisions by1) focusing on specific data points, 2) building on WHCL’sinitiatives North Star isand student learningand and 3) achievement and is theprogram primary driver for making decisions by1)planning focusing on dataallocation points, 2) decisions existing strategies, using outcomes, review, and institutional forspecific resource

Student Equity and Achievement (SEA) Plan Program Review

Guided Pathways Action Plan

Vision for Success Goals Facilities Master Plan (FMP)

GOAL 1 Increase the number of course sections, certificates, and degrees identified as Zero Textbook Cost (ZTC) or Low Textbook Cost (LTC) with Open Educational Resources across all disciplines Goal 1, 5 Enhance Student Access to Resources to Increase Student Success

Strategic Plan Goals GOAL 2 Implement innovative, high-touch, and flexible teaching practices and student support services that are responsive to and focused on the collective needs of our stakeholders Goal 1, 2, 5 • Facilitate Student Achievement & Retention • Enhance Student Access to Resources to Increase Student Success • Activate Campus to Encourage ‘Community’ and Transparent Access to Instructional and Achievement Support Stay Strong- Support student persistence Stay Strong- Support student persistence during educational or career pathway during educational or career pathway

11 WHCL’s , (student learning and achievement) indicates that the college will build upon existing initiatives and strategies part of the College’s as partNorth of theStar College’ s integrated planning process. The following crosswalk table illustrates the integration of theas2021-26 Strategic integrated planning process. The following crosswalk table illustrates the integration of the 2021-26 Strategic Plan with WHCL’s other planning documents. Plan with WHCL’s other planning documents.

11 STRATEGIC PLAN CROSSWALK WHCL’s North Star , (student learning and achievement) indicates that the college will build upon existing initiatives and strategies

STRATEGIC PLAN CROSSWALK

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