Academic Program Review

ACADEMIC YEAR	2014-2015	Basic Skills Transfer Career Technical Education (CTE)
PROGRAM	Physical Education
DESCRIPTION/PURPOSE	Provides an educational and practical foundation for students interested in multiple professions within the area of physical education/kinesiology.
DIVISION	Economic and Workforce Development
DEPARTMENT	Exercise Science, Wellness, & Sports
SUBMITTED BY:	David Drury

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): Replace Fitness Equipment to insure a safe environment for student success. Some pieces of our equipment are so old that we can no longer find parts to repair them with. Requested funds: $15,000.00, Actual cost: $13,876.04	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 new fitness equipment allowed us to remove several old pieces of equipment which were no longer safe. Students now have 3 new strength and conditioning machines to help them achieve success in their physical education classes. Each new piece of equipment serves up to 80 students per section in a variety of P.E./Athl courses.

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): Resurface all Tennis Courts to restore to a safe and playable learning environment. Courts have not been resurfaced in several years and now have multiple cracks and chips. Requested funds: $60,000.00	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 was not met. However, it is imperative that the college allocate sufficient funds for the ongoing maintenance of existing facilities.

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): Replace the Fitness Center flooring to provide a safe surface for our students to exercise on. Current rubberized flooring is old, worn, and hazardous in places. Requested funds: $20,000.00	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 was not met. However, it is imperative that the college allocate sufficient funds for the ongoing maintenance of existing facilities.

4	PAST PROGRAM GOAL #4	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): Hire a full-time instructor for the Exercise Science, Wellness & Sports Department to replace the position vacated by Toni Pfister. This instructor is necessary in order to meet the needs of our disabled students and to teach in the area of aquatics. Requested funds: $80,000.00	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 was not met. The college maintains an aquatic facility, but we have not offered aquatic courses for several semesters now. It is a goal that we hope will be addressed in the near future.

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.

Our numbers in health and physical education continue to be solid and strong. In the area of health, our enrollment numbers increased over the three year study period with both the fall and the spring semesters experiencing strong gains in different ways. The fall enrollment from 2011 to 2013 increased by 71 students (25%) with the same number of course offerings. In the spring, enrollment improved by 11 students over the same time period but this was achieved with 4 fewer course offerings. Additionally, our evening enrollment saw its highest numbers in the three year period during the 2013-2014 academic year.

The physical education enrollment numbers continued to decline overall, dipping to their lowest levels in the 2013-2014 school year. However, we are not alarmed by this trend. It was largely anticipated due to the State’s changes in the repeatability laws and the creation, on campus, of the Athletic rubric for some of our P.E. courses.

With regard to the fill rates, both health and physical education saw a steady increase. In health, there was a jump in the fall fill rates from 99% (2011) to 119% (2013) and in the spring fill rates from 106% to 115%. In physical education, the jump in the fall was 103% to 109% and in the spring it was 98% to 110%. These strong fill rates are responsible for the solid enrollment numbers achieved during the three year period.

One trend that catches the eye and must be carefully monitored, is the decrease in fill rates during our evening offerings. It is interesting to note that while enrollment increased, the fill rates hit their lowest levels in 2013-2014.

Productivity

What are the trends in productivity?

The productivity numbers in our program areas have both seen a steady increase over the last three years. In health, we have seen our productivity number go from 486 in 2011-2012 to 538 in 2012-2013 and then to 541 in 2013-2014. An overall increase of 55. In physical education, the jump has been even more substantial. The 2011-12 number was 457, increased to 495 for 2012-2013, and then hit 557 for 2013-2014. This is an overall increase of 100. With both program areas above the state goal of 525 and trending a bit higher, we are looking at increasing some of our class caps to further improve the productivity numbers of our program.

Success and Retention

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

Our program’s success and retention rates by day, evening, and online classes, continue to be consistently among the highest on campus. When compared to the state or campus averages, our retention rates remain several points higher, while our success rates stay significantly higher.

It is interesting to note that while our numbers continue to be solid, there are some fluctuations that draw attention. The first one is the downward trend of both the success and the retention rates in the evening health offerings. The spring 2014 numbers being the lowest of the three year cycle. We shall monitor this area with the hope that it is nothing more than a statistical anomaly. The second trend is an upward one. It occurred in our online health offerings. The numbers indicate a 15% increase in the success rate and a 10% increase in retention rate. These are substantial increases that we hope to sustain moving forward.

Success and Retention by Ethnicity

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

With regard to the success and retention rates by the demographic diversity of students, there was no substantial changes. All ethnic group numbers trended within just a few points higher or lower than the previous review. None were large enough to present a statistically significant number which would merit a closer examination.

Degrees and Certificates

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

While the numbers of degrees and/or certificates awarded has always been somewhat low in our program, we did see an increase in this area. Recent changes to our degree and the development of a program pathway are most likely responsible for this increase. We are hopeful of continuing this resurgence in our program’s degrees awarded.

Program Changes

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

We continue to work on the alignment of our SLO’s and PLO’s. The hope is to have a more connected and seamless relationship of our outcomes so that our students and staff readily see how the two areas flow together. Moreover, we are studying the correlation of our SLO’s throughout our program to analyze whether we have the appropriate SLO’s and related assessments. We believe that many of our SLO’s and assessments could be implemented in several of our health and physical education courses. The students could then clearly identify the importance of the core principles throughout the various course offerings.

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

During previous program review cycles, the 1440 Kinesiology transfer degree has been approved and added. Additionally, we also revised our Physical Education major. To accomplish these additions and revisions we had to rewrite two core classes: PE 209 Introduction to Physical Education, and PE 219 Introduction to Athletic Training. We also updated the core content of HE 104 First Aid & CPR course to include the training and use of AED’s (automated external defibrillator).

Furthermore, we have had to eliminate the repeatability component of most of our activity courses due to the state’s new regulations.

Our intercollegiate PE courses also experienced a significant statewide change with regard to the number of hours (350) coaches can spend with their student athletes each academic year. To address this new rule we have created a new rubric (ATHL) for our intercollegiate PE courses and eliminated all of the supportive athletic conditioning and skill offerings. These have been replaced with “out-of-season” courses that will make it easier to keep track of the 350 hours and make scheduling more manageable for our student athletes. These changes are all in place for the 2014-2015 academic year.

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

During the previous program review cycle, only 3 degrees were awarded during the three year period. However, in the 2013-2014 academic year alone 3 degrees were awarded in our area. When added to the 2 degrees awarded during 2012-2013 that makes the total of 5 degrees awarded in the last two years. This is definitely a trend in the right direction, and an interesting one to consider, since most of the students who are likely to declare Kinesiology or Physical Education Majors are athletes who make-up our athletic teams. Many of these athletes transfer to four years institutions after their two years here at Imperial Valley College to pursue their academic and athletic interests. Transfer rules, however, do not require our student athletes to have completed a degree. Another interesting point to consider is that the transfer rate of our student athletes as a group is one of the highest on campus. This mirrors the statewide numbers with regard to this group of students.

Our numbers (FTES) also reveal a program which serves a sizable student population each semester. While we have seen a decline in enrollment numbers due to several factors, those numbers still represent a significant contribution to the college’s bottom line. And, as we look at our courses, we see the opportunity to make an even more significant contribution by increasing some class caps.

There are additional ways we can enhance our staff and students’ health through activities offered during the campus hour next year. We view the new campus hour, which will run Monday through Thursday, as an opportunity to help some who have not yet benefitted from taking one of our fitness courses.

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: Replace Fitness Center Flooring	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: To provide a safe surface for our students to exercise on.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Remove old worn and hazardous flooring and replace with new rubber flooring.
Timeline: Prior to the beginning of Fall 2015 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$_15,000_____________
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
C.
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? Visual and physical inspection, as well as the increased use of floor space during fitness classes.
How will the completion of tasks identified improve student/program success? It would remove safety hazards that this facility has and allow for the full utilization of the fitness center and its exercise areas.
Who are the responsible party(ies) and assigned user(s)? David Drury (Dept. Chair), Jim Mecate (Athletic Director), and the instructors/coaches of the Exercise Science, Wellness, & Sports Department and Athletic Department.
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: Resurface Tennis Courts	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: To restore all tennis courts to a playable and safe learning environment.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
A. Repairing court surfaces, which now have multiple cracks and chips.
Timeline: Prior to the beginning of Fall 2015 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring (should be done ever 4/5 yrs)	General District Categorical (Specify)	$_60,000____________
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
C.
Timeline:
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$________________
How will this objective be measured? Visual and physical inspection, as well as the increased use of court space during tennis and activity classes.
How will the completion of tasks identified improve student/program success? The improvements to the tennis courts would remove safety hazards that this facility has. It would allow us to utilize this learning environment more completely in helping students achieve success.
Who are the responsible party(ies) and assigned user(s)? David Drury (Dept. Chair), Jim Mecate (Athletic Director), and the instructors/coaches of the Exercise Science, Wellness, & Sports Department and Athletic Department.
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: Purchase new lockers for the men’s and women’s locker rooms.	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: To replace old lockers which no longer operate properly.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Remove old lockers from men’s and women’s locker rooms.
Timeline: Prior to the beginning of Fall 2015 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$_40,000___________
B. Install new lockers in men’s and women’s locker rooms.
Timeline: Prior to the beginning of Fall 2015 semester.
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? Visual and physical inspection, as well as the increased use of locker rooms by students during activity and/or athletic classes.
How will the completion of tasks identified improve student/program success? Students do not trust the lockers and bring backpacks and personal items to class creating a cluttered and unsafe classroom environment. It will provide students with a safe and secure place to leave personal items and clothing while attending a physical education class or athletic practice.
Who are the responsible party(ies) and assigned user(s)? David Drury (Dept. Chair), Jim Mecate (Athletic Director), and the instructors/coaches of the Exercise Science, Wellness, & Sports Department and Athletic Department.

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)
4	2015-2016 PROGRAM GOAL #4 Budget Priority #1	INSTITUTIONAL GOAL(S)
Identify Future Global Goal: Hire a full-time instructor for the Exercise Science, Wellness & Sports 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: To replace the position vacated by Toni Pfister.
RESOURCE PLAN (Check all that apply.)
Facilities Marketing Technology Professional Development Staffing
Task(s)
Hire full-time instructor to meet the needs of our disabled students and teach in the area of aquatics.
Timeline: Prior to the beginning of Fall 2015 semester.
Expense Type	Funding Type	Budget Request
One-Time Recurring	General District Categorical (Specify)	$_80,000___________
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? Increased utilization of facilities (pool) allowing additional courses to be offered helping DSPS students and many others matriculate more quickly and with a broader scope of learning.
How will the completion of tasks identified improve student/program success? An additional instructor would allow us to utilize our facilities more fully in helping students fulfill their degree and graduation requirements more rapidly. The college maintains the aquatic facility, but has not offered aquatic courses for several semesters.
Who are the responsible party(ies) and assigned user(s)? David Drury (Dept. Chair), Jim Mecate (Athletic Director), and the instructors/coaches of the Exercise Science, Wellness, & Sports Department and Athletic Department.

(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.