Academic Program Review

ACADEMIC YEAR	2014-2015	Basic Skills Transfer Career Technical Education (CTE)
PROGRAM	Agricultural Business Management
DESCRIPTION/PURPOSE	The Agricultural Business Management major is the application of business concepts to the agricultural industry and emphasizes training in management for careers in agriculture. These careers may include the management and operations of farms as well as in the management of firms that supply the services to farms and by those engaged in processing, marketing, distribution, and sales of farm products.
DIVISION	Health and Sciences
DEPARTMENT	Science, Math, and Engineering
SUBMITTED BY:	Daniel Gilison

INSTITUTIONAL GOAL 1	INSTITUTIONAL GOAL 2	INSTITUTIONAL GOAL 3	INSTITUTIONAL GOAL 4
INSTITUTIONAL MISSION AND EFFECTIVENESS – The College will maintain programs and services that focus on the mission of the College supported by data-driven assessments to measure student learning and student success. 1.1 Develop systems and procedures that establish the mission of the college as the central mechanism for planning and decision making. 1.2 Develop an institutional score card to assess student learning that drives integrated planning and resource allocation. 1.3 Develop systems and procedures to ensure that the college maintains a collegial and self-reflective dialogue that improves effectiveness. 1.4 Develop systems that are inclusive, cyclical, and understood by all stakeholders.	STUDENT LEARNING PROGRAMS AND SERVICES – The College will maintain instructional programs and services which support student success and the attainment of student educational goals. 2.1 Ensure that all instructional programs, regardless of location or means of delivery, address and meet the current and future needs of students. 2.2 Review program learning outcomes annually (or biennially) to assure currency, improve teaching and learning strategies, and raise student success rates. 2.3 Ensure that all Student Services programs, regardless of location or means of delivery, address and meet the current and future needs of students. 2.4 Ensure that all Student Services programs engage in a process of sustainable continuous quality improvement by annual review of Service Area Outcomes, and annual Program Review. 2.5 Ensure that the Library meets as closely as possible that “Standards of Practice for California Community College Library Faculty and Programs” of the Academic Senate for California Community Colleges. 2.6 Ensure that instructional labs continue to collaborate in sharing financial and human resources, thus maintaining continuous quality improvement.	RESOURCES – The College will develop and manage human, technological, physical, and financial resources to effectively support the College mission and the campus learning environment. 3.1 Develop and implement a resource allocation plan that leads to fiscal stability. 3.2 Implement a robust technological infrastructure and the enterprise software to support the college process. 3.3 Build new facilities and modernize existing ones as prioritized in the facility master plan. 3.4 Design and commit to a long-term professional development plan. 3.5 Raise the health awareness of faculty, staff, and students.	LEADERSHIP AND GOVERNANCE – The Board of Trustees and the Superintendent/President will establish policies that assure the quality, integrity, and effectiveness of student learning programs and services, and the financial stability of the institution. 4.1 Review all Board policies annually to ensure that they are consistent with the College mission statement, that they address the quality, integrity, and effectiveness of student learning programs and services, and that they guard the financial stability of the institution. 4.2 Maintain a clearly defined Code of Ethics that includes appropriate responses to unprofessional behavior. 4.3 Ensure that the Board of Trustees is informed and involved in the accreditation process. 4.4 Ensure that processes for the evaluation of the Board of Trustees and the Superintendent/President are clearly defined, implemented, and publicized. 4.5 Establish a governance structure, processes, and practices that guarantee that the governing board, administration, faculty, staff, and students will be involved in the decision making process.

I. INSTITUTIONAL GOALS

II. PROGRAM GOALS

PAST – EVALUATION OF PREVIOUS CYCLE OBJECTIVES/PROGRAM GOALS (SET IN PREVIOUS YEAR)

List your previous objectives/goals and associated Institutional Goals. All program goals must address at least one of the institutional goals.

1	PAST PROGRAM GOAL #1	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C): Increase the number of students in agriculture programs.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015: The purpose of this goal is to strengthen the Agriculture program (for both AG Business and AG Science) by increasing student enrollment in classes. This year, we plan to do more outreach to high schools and the community at large, participate in job/career fairs, and advertise open sections of AG classes within the IVC community.

2	PAST PROGRAM GOAL #2	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C): Improve facilities for teaching agriculture classes.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015: Due to budget constraints, and the immediacy of other issues regarding the AG programs, we are not currently pursuing this goal at this time.

3	PAST PROGRAM GOAL #3	INSTITUTIONAL GOAL(S) (Select one primary goal.)
Identify Program Goal and Budget request, if any, from the Program Review completed in 2013-2014 (Section II C): Procure district funding for the program.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Met	Partially Met	Not Met
Describe how this program goal increased student achievement and/or program effectiveness in 2014-2015: This goal has not yet been met. Achieving this goal will allow the farm land to be used in a wider variety of educational purposes for agriculture classes, and not just simply for a single crop that financially supports the AG program. This will expose students to a wider variety of growing, harvesting, and other experiences that will better prepare them for transfer to a 4-year university.

PRESENT – DATA ANALYSIS AND PROGRAM HEALTH – ACCREDITATION

Summarize and analyze all disaggregated data by day, evening, gender, ethnicity, and distance education. Narrative only. Submit electronic excel file with graphs or trend data.

Enrollment and Fill Rates

Discuss the trends in enrollment and fill rate for each program by day and evening at the program level.

For the most part, enrollment and fill rates have been steadily decreasing in the AG Business classes during the day. Fill rates in Fall 2011 were at 96%, and were lowest in Spring 2013 at less than 52% fill. While the Spring 2014 semester has shown an uptick in enrollment, it may just be because of the particular course offered that semester. In the evening, enrollment has been a little higher, but has also shown a steady decrease, from 100% fill in Spring 2012 (highest fill) to 73% fill in Fall 2013 (lowest).

It is difficult to draw any major conclusion from these numbers because of two major factors: 1) only 1-2 courses for the degree are offered each semester, so enrollment may simply be based on the student interest/demand for that specific course, and 2) with the new course offering patterns for AG classes (8-week short-term classes), courses are being offered more frequently than once every two years, which would decrease student demand for that course.

Productivity

What are the trends in productivity?

Productivity has ranged from 263.5 (lowest) to 450 (highest), with an average of 369 WSCH/FTEF. This is below the state’s goal of 525 WSCH/FTEF. This is due to classes with caps of 25 or 28 students with labs, or to low enrollment.

Success and Retention

Discuss the success and retention rates by day, evening (extended day), and online classes in each program and identify gaps.

Retention rates for AG Business classes is very high, ranging from 86% to 100% retention. Success rates for the most part are high from Fall 2010 through Fall 2011, and in the evening classes (ranging from 68% to 100% success). However, success rates have dropped starting in the Spring 2012 semester through the Spring 2013 semester (ranging from 50% to 68% success). This could just simply be due to the difficulty of classes offered or the cohort of students going through the program at that time. We should continue to examine this to see if this trend during the day classes continues.

Success and Retention by Ethnicity

Discuss the success and retention rates by demographic diversity of students.

Due to the low numbers of students going through the AG Business courses, it is difficult to make any meaningful correlation between ethnicity and success/retention rates. No reporting African-American students enrolled in any AG Business classes during this timeframe. Across all other ethnicities (Hispanic, White, Other, and Non-responsive), retention rates were high, between 67% and 100%. For the largest group, Hispanics, the success rate ranged between 47% and 94% success. The other three groups had success rates between 33% (for 3 White students one semester) and 100%.

Degrees and Certificates

Discuss the trends in the number of degrees and/or certificates awarded.

There was 1 degree awarded in Fall 2012 and 1 degree awarded in Spring 2014. This program was started up again in 2010, and even though it is supposed to be a 2-year program, we are only starting to see students graduate with degrees at this time. Students may be leaving IVC without getting a degree because they either transfer without the degree, or find a job.

Program Changes

What program changes, if any, do you expect to have a positive effect on students?

Based on the CTE analysis that was done in the Spring 2014 semester, there needs to be many changes made to the AG Business program. Probably the biggest change that needs to be made is to the curriculum of the AG Business program. Recently, a TMC/ADT has been approved at the state level for AG Business, and we now have 18 months to produce our version of the curriculum to match with the TMC/ADT. Streamlining the curriculum will allow students to get into their AG Business classes more efficiently, and hopefully prevent the cancellation of future AG Business classes.

Summarize revisions, additions, deletions, and alternate delivery methods to courses and/or program based on the last program review.

No changes have been made since the 2013-2014 program review.

Evaluate the program’s viability by addressing program completion, size (FTES), projections (growing/stable/declining), and quality of outcomes.

The CTE analysis of the AG Business program stated that while the program had an increasing efficiency ratio and solid fill rates in some courses, the program was lacking in the number of degrees earned and low participation rate. Due to these issues, the AG Business program was told that the program will be reevaluated in the 2016-17 academic year, and if it does not show substantial improvement, program termination will occur by the end of the Spring 2018 semester.

Therefore, it is critical for the AG Business program to do everything in its power to overcome the challenges that it has. Substantial changes need to be made to the program to ensure sufficient student enrollment, increased productivity, and either increased completion rate, or a different measurement for student success besides just degrees awarded.
C. FUTURE – LIST OF “SMART” (SPECIFIC MEASURABLE ATTAINABLE RELEVANT TIME-LIMITED) PROGRAM OBJECTIVES FOR NEXT ACADEMIC YEAR TO ADDRESS PROGRAM IMPROVEMENT, GROWTH, OR UNMET NEEDS/GOALS. ALL PROGRAM GOALS MUST ADDRESS AT LEAST ONE OF THE INSTITUTIONAL GOALS.

FUTURE PROGRAM GOALS (Describe future program goals. List in order of budget priority.) You are not required to list 3 goals. Only list/identify goals that are viable in one year’s time or can be carried over a number of program cycles.	INSTITUTIONAL GOAL(S) (Select one primary institutional goal)
1	2015-2016 PROGRAM GOAL #1 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal: Increase the health of the AG Business Management program so that it does not get cancelled.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Objective: Increase the number of students in agriculture programs.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Outreach to high schools and the community at large
Timeline: As per the CTE evaluation that was done in Spring 2014, we will need to have full completion of this goal by Spring 2016. If not, when CTE programs are reevaluated in 2016/17, program discontinuance will be initiated by Fall 2017, with the program being terminated by the end of Spring 2018.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
Participate in job/career fairs
Timeline: As per the CTE evaluation that was done in Spring 2014, we will need to have full completion of this goal by Spring 2016. If not, when CTE programs are reevaluated in 2016/17, program discontinuance will be initiated by Fall 2017, with the program being terminated by the end of Spring 2018.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
C. Advertise open sections of AG classes within the IVC community.
Timeline: As per the CTE evaluation that was done in Spring 2014, we will need to have full completion of this goal by Spring 2016. If not, when CTE programs are reevaluated in 2016/17, program discontinuance will be initiated by Fall 2017, with the program being terminated by the end of Spring 2018.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? We will examine student enrollment trends in AG classes each semester.
How will the completion of tasks identified improve student/program success? These tasks will get AG classes to the minimum class fill rate. This will help prevent these classes from being cancelled, and will allow AG students to complete their degrees without worry about their classes being cancelled.
Who are the responsible party(ies) and assigned user(s)? Tina Aguirre – Health and Sciences Dean, Daniel Gilison – Science, Math, and Engineering Department Chair, Patrick Pauley – Agriculture Professor
FUTURE PROGRAM GOALS (Describe future program goals. List in order of budget priority.) You are not required to list 3 goals. Only list/identify goals that are viable in one year’s time or can be carried over a number of program cycles.	INSTITUTIONAL GOAL(S) (Select one primary institutional goal)
2	2015-2016 PROGRAM GOAL #2 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal: Ensure that there is sufficient funding for the Agriculture program within the Science, Math and Engineering Department.	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Objective: Have the district fund the agriculture program, instead of it having to rely primarily on proceeds generated from sale of crops produced.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
A. Determine how much money from the district would be needed to support the program.
Timeline: Can be done by the end of the Fall 2014 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
Meet with the Business office to determine if that amount of money could be allocated to the agriculture programs.
Timeline: Meeting can begin in the Spring 2015 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
C. Allocate proceeds funds for other, non-essential costs of the agriculture program.
Timeline: This can be done once the other tasks have been completed, as early as Fall 2015.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? This will be measured by examining the budget for agriculture, and determining that the district is funding the program.
How will the completion of tasks identified improve student/program success? Right now, because the program needs to fund itself, only crops that can be sold for maximum profit are being grown. This prevents students from being exposed to a variety of crop growth patterns Having district funding will allow students to be exposed to a variety of crops, which will increase their success when they transfer or procure jobs.
Who are the responsible party(ies) and assigned user(s)? John Lau – CFO, Nicholas Akinkuoye – CIO, Tina Aguirre – Health and Sciences Dean, Daniel Gilison – Science, Math, and Engineering Department Chair, Patrick Pauley – Agriculture Professor
FUTURE PROGRAM GOALS (Describe future program goals. List in order of budget priority.) You are not required to list 3 goals. Only list/identify goals that are viable in one year’s time or can be carried over a number of program cycles.	INSTITUTIONAL GOAL(S) (Select one primary institutional goal)
3	2015-2016 PROGRAM GOAL #3 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal:	1 Mission & Effectiveness 1.1 1.3 1.2 1.4 2 Student Learning Outcomes 2.1 2.4 2.2 2.5 2.3 2.6 3 Resources 3.1 3.4 3.2 3.5 3.3 4 Leadership & Governance 4.1 4.4 4.2 4.5 4.3
Objective:
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
B.
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured?
How will the completion of tasks identified improve student/program success?
Who are the responsible party(ies) and assigned user(s)?

(WSCH/FTEF) The goal is 525 as per state guidelines. A low number means that we are below target levels for productivity. For example, in a small class that has a mandated cap of 15 students, the fill rate may be 100% but the productivity number (WSCH/FTEF) will be very low. A class with a cap of 40 students with a 100% fill rate will have a productivity number close to or above 525.