A Culture of Excellence - Annual State of the College - Saddleback College
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Annual State of the College
A Culture of Excellence
By Dr. Tod A. Burnett
President
Saddleback College
August 12, 2015
B
usiness guru Peter Drucker famously said, We are a leader at the regional, state, and
“Culture eats strategy for breakfast.” What national levels. Saddleback was recently named
exactly does this mean for an organiza- the number one community college in California
tion? Strictly speaking, an organization’s culture by Schools.com, which praised our high gradua-
can be so strong that it resists attempts to change, tion rates, affordability, and student distance edu-
making any strategy – no matter how good it is cation participation. Ranked second and third were
– worthless. Santa Monica College and Cypress College, respec-
tively. The Schools.com report specifically covers
Organizations are transformational when they are California’s community colleges because of the
composed of visionary leaders and dedicated indi- importance not just to the state, but to the nation
viduals who together create a culture of excellence as a whole: One in every five community college
where change is not only accepted, but embraced. students in the United States is enrolled in a
The remarkable leadership and dedication of our California community college. As such, the eco-
students, faculty, staff, and management have nomic success of the state and nation relies heavily
truly transformed Saddleback College’s culture. We on the success of California’s community college
are an outstanding team. Our governance groups students. Saddleback is honored and humbled to
operate and work well together. Our students represent California’s 113 community colleges by
shine year after year. Our programs continue holding the top spot with Schools.com.
to raise the bar each year with innovations that
inspire a commitment to excellence. Through mul- Saddleback’s culture of excellence is seen as we
tiple cross-departmental collaborations we have lead innovations in teaching and learning, not
increased student success evidenced by our results only in ways that directly benefit our students, but
on the state’s student success scorecard and internal that also benefit our colleagues at other California
data on student performance. colleges and beyond. The Schools.com rankingis just one testament to our boldness to establish develop highly skilled workers which help regional
initiatives and maximize their success by formulat- employers remain competitive.
ing new best practices.
To help lead our EWD efforts, we brought on a
We’ve also recognized that having fun and building new team comprised of the dean of economic and
connections with one another are a large part of a workforce development and business science, dean
healthy workplace culture. We have an increasingly of advanced technology and applied science, and
diverse college community among our employees director of economic and workforce development.
and students alike, and we embrace that diversity They will work with faculty, staff, management,
through a number of student and community led and community partners to begin implementation
activities, events, and programs on campus. of the EWD plan that includes the following action
steps over the next two years:
Saddleback’s collegewide commitment to excel-
lence is clearly stated in our vision, “To be the first Building Partnerships
choice of students who seek a dynamic, innovative, Expand relationships and forge stronger
and student-centered postsecondary education.” partnerships with employers in the area,
To be the “first choice” we must excel, and our especially those connected with current and
culture of excellence is led by one of the most future college programs. Collaborating with such
talented, driven, results-oriented, and student organizations as the Orange County Workforce
success-focused teams of faculty, staff, and Investment Board, Orange County Business
management in the college’s history. Council, South Orange County Economic Coalition,
deputy sector navigators, chambers of commerce,
To continue our quest for excellence, the college trade associations, and other colleges and universi-
will be spending a great deal of time and resources ties, Saddleback is identifying and reaching out to
over the coming year on a few key areas includ- business and industry partners who will directly
ing economic and workforce development, student benefit our education and training programs while
success, enrollments, and facilities. greatly enhancing student success.
Program Assistance
Excellence in Economic
Support the college’s academic and career
and Workforce Development
technical education programs by helping to
Saddleback made tremendous progress over the expand employer contacts, provide market-
past year in the realm of economic and workforce ing assistance, offer faculty and staff extern-
development (EWD). Over a year in the making, ships, and analyze labor market data, such as
Saddleback’s Consultation Council unanimously growing and declining industries, occupational
approved the college’s first comprehensive EWD trends, average salaries, industry demand,
plan in the spring. Previously, an EWD work- unemployment rates, and demographics.
group spent more than a year to identify and
define the role that Saddleback will play in One- Stop Career Placement Center
responding to the technological advances, global- Create a one-stop career placement center that will
ization of markets, and demographic changes that focus on job development, outreach, and place-
are transforming our regional and state economies ment, and expand internship, apprenticeship, and
and labor markets. Our EWD plan is designed to other cooperative work experience opportunities
assist all areas of the college in developing the for students.
infrastructure, strategies, and support necessary to
2Contract Education In January, Saddleback was the lead host college
Develop a self-supporting contract education for the American Association of Community
program that provides customized training for Colleges (AACC) annual Workforce Development
regional employers. Institute at the Marriott Newport Beach Hotel along
with Irvine Valley College and Long Beach City
Small Business Hub College. The conference was attended by over 800
Create a small business hub in south Orange community college professionals from around
County that will help companies get started, assist the country and focused on aligning the AACC’s
existing companies to grow, and create new jobs. commitment to moving its 21st-Century Commission
Report, Reclaiming the American Dream – and
Advanced Business Consulting accompanying Empowering Community Colleges
Develop fee-based advanced business consulting to Build the Nation’s Future: An Implementation
services to regional businesses, industry sectors, Guide – from ideas to action. The theme for the
city and public agencies, and other organizations conference was “Workforce Remix,” with numerous
leveraging the expertise and skills of faculty. sessions and panels sharing ideas and best prac-
tices on economic and workforce development.
Indeed, our EWD plan is just one facet of the many
initiatives Saddleback has been working on over Saddleback was the focus of an education tour
the past year to bring our college to the forefront of that was attended by 36 conference attendees who
helping our local economy grow through excellent were provided a guided tour of some of our flag-
workforce training and education. In February, ship workforce development programs: Automotive
Saddleback released our inaugural South Orange technology faculty demonstrated the positive
County Economic Report at a luncheon sponsored impact that strong industry support has on a pro-
by the South Orange County Economic Coalition. gram; health science showed off medical simula-
The report was authored by Accounting Professor tion labs used by multiple health programs; and
and Dean Tony Teng and is the first of its kind. The horticulture faculty demonstrated how holography
report provides extensive data and market analyses is being used in landscape design and provided a
with predictions of economic growth in the 11 tour of our greenhouse and gardens. In addition,
cities and two planned communities of south our culinary arts and travel and tourism programs
Orange County which contribute over $25.6 billion arranged an industry tour of the Montage Laguna
annually to the county and state economies. The Beach for several conference attendees.
luncheon was attended by more than 200 guests
from the business community, as well as elected As the lead host college, dozens of Saddleback
officials from most south Orange County cities, students, faculty, staff, and management volun-
South Orange County Community College District teered their time and expertise throughout the
Board of Trustees, Capistrano Unified School conference working the registration desk, provid-
District trustees, and representatives from the ing video and photography services, designing and
offices of Congressman Darrell Issa, Congress- building a food truck station, arranging the color
woman Mimi Walters, Board of Equalization guard, and assisting the AACC wherever needed.
Member Diane Harkey, State Senator Pat Bates, In addition, I was given the opportunity to speak
Assemblymember Bill Brough, Assemblymember at the conference plenary session where I shared
Donald Wagner, and Orange County Supervisor how Saddleback and the other nine Orange County
Lisa Bartlett. community colleges have made economic and
workforce development a priority. I highlighted
3how we are increasing student completions, established numerous initiatives to promote these
improving college readiness, closing the skills gap, six success factors. From Freshman Advantage to
refocusing the community college mission, rede- personalized tutoring services, today our students
fining institutional roles, increasing accountability, are provided with many additional resources
targeting investments strategically, and being more to ensure that they are more directed, focused,
collaborative. nurtured, engaged, connected, and valued.
I also highlighted the best example of our new- Under our Freshman Advantage program, first-
found collaboration when last year Saddleback year students are provided in-person orientations.
led a countywide effort with the Orange County Completers of the program show a 93 percent
Department of Education to create the Orange retention rate from fall 2014 to spring 2015.
County Career Pathways Partnership, the first Below is a snapshot of our first fully matriculated
countywide consortium comprised of 15 Orange (assessment, orientation, and advisement) fresh-
County school districts; nine community colleges; man cohort in 2014-2015. As you can see, the
University of California, Irvine; California State results are positive with a larger number of first-
University, Fullerton; four Regional Occupation time students completing an educational plan
Program centers; three Workforce Investment which we call MAP (My Academic Plan) and
Boards; Vitalink; and over 100 business and average units earned above the collegewide
industry partners. The partnership was successful average. Our second freshman cohort is for 2015-
in garnering a $15 million competitive grant from 2016 and we currently have a total of 4,047 fully
the California Department of Education to create matriculated freshmen. The progress of students in
a county wide, self-sustaining infrastructure both of these cohorts will be tracked and monitored
that builds, supports, and expands rigorous and over the coming months and years to determine
innovative career pathways for students from their completion of educational goals, and it is the
kindergarten through college, or as we like to dub eventual goal of the college that every new student
it—K-career. The partnership will make career completes our Freshman Advantage program to
pathway programs accessible to 17,000 students ensure greater success. The Freshman Advantage
from all academic, socioeconomic, and achieve- program is a college-wide collaboration among
ment levels. Students will participate in career faculty, staff, and management from admissions
exploration and on-the-job training that prepare and records, matriculation, outreach, counseling,
them to earn certificates, associate degrees, financial aid, instructional programs, high school
baccalaureate degrees, and advanced degrees in partners, and many others on campus, and we
three target sectors: health care/biotechnology, appreciate their tremendous commitment.
engineering/advanced manufacturing, and infor-
mation communication technology. Fully Matriculated
Freshman Cohort 2,953 Students
Average Cumulative GPA 2.28 GPA
Excellence in Student Success
Average Cumulative
Over the past few years we have spearheaded Units Earned 16.74 Units
remarkable efforts to increase student success. We Average Degree Applicable
know that student achievement is enhanced through Units Earned 14.18 Units
six success factors: When students are directed, First Semester Educational
focused, nurtured, engaged, connected, and valued, Plan Completed 2,773 Students
they are much more likely to complete their college Fully Approved Educational
education. Under the guidance of our collegewide Plan Completed 1,804 Students
Student Success Coordinating Committee, we’ve No Educational Plan 176 Students
4Tutoring services offered in the Learning Resource in engagement, academic initiative, and campus
Center have expanded through online tutor- awareness. In fall 2015, AVID pedagogy will be
ing, and a collaboration between English, math, featured in more than 60 courses sponsored by 20
matriculation, and learning assistance launched departments. AVID professional development has
the Refresh Program, a free, 21-hour workshop been provided in multiple ways: Summer insti-
designed to refresh the skills of Basic Skills tutes, professional development week workshops,
Initiative (BSI) students, build their confidence, and academic reading practicum, and multiple train-
coordinate efforts to help students test into higher ings throughout the year. Future plans include
level math, English, and reading courses. The increased AVID courses to continue to improve
results have been excellent: Sixty percent of our completion and persistence rates, larger Counseling
English refresh students tested into the next level 140 cohorts, implementation of Socratic tutoring
English course, and approximately 50 percent of in the Learning Resource Center for content and
our math refresh students tested into the next level development skills, and increased professional
math course. By eliminating the need for a student development activities for faculty.
to take lower level basic skills courses, the likeli-
hood that the student will complete a degree or In addition to the aforementioned efforts, several
transfer increases. initiatives have been spearheaded by the Student
Success Coordinating Committee:
With a three-year grant awarded by the Dell foun-
dation, Advancement Via Individual Determination One Book, One College
(AVID) for Higher Education provides high-level A literacy celebration on campus to encourage
curriculum and academic and personal support shared reading.
to improve student persistence and retention for a
cohort of first-time college students, and to increase ePortfolio
professional development activities for faculty to An opportunity for students to develop a personal
learn AVID pedagogy. A faculty AVID leadership online portfolio and record capstone classroom
team has been working to introduce AVID across projects that highlight a course's student learning
campus, and their efforts have led to considerable outcomes (SLO). The hope is that universities and
accomplishments. A cohort of over 95 Pell Grant- employers will come to expect this professional
eligible students was established for Counseling 140 portfolio from Saddleback certificate holders,
during fall semester 2014 and two AVID sections graduates, and transfer students.
were available in spring and served more than 60
additional students. Writing, Inquiry, Collaboration, College Tip of the Week
Organization, and Reading (WICOR) skills were Timely recommendations are provided each week
incorporated into the Counseling 140 curriculum, to inspire students to make choices to help in their
including library research tutorials. Individual success.
counseling was available to each Counseling 140
student, who attended peer mentor meetings College Pride Tuesdays
regularly. Ten mentors, recruited from the honors Employees are encouraged to wear Saddleback
program, met monthly for training and reflection colors and name badges on Tuesdays to show our
with the liaison. college pride and as a way for all employees to
identify ourselves and better connect with students,
Data collected mid-fall semester showed that AVID particularly in the first few weeks of the semester
students in Counseling 140 performed significantly when establishing personal connections is such an
better than non-AVID Counseling 140 students important factor in a student’s long-term success.
5Website Redesign Excellence in Enrollments
A newly-designed college website that emphasizes
student success will be launched during the fall In order for Saddleback to excel, enrollments
semester. must remain strong. While Saddleback has seen a
recent decline in enrollments, we are not alone. In a
Early Alert report released in March of this year, the American
Students are provided a notification with available Association of Community Colleges noted that
resources to help them when they are at risk of community colleges throughout the nation saw
failing a class. another year of declining enrollment along with
all postsecondary institutions. Enrollments at two-
Professional Development year colleges are down for the third consecu-
Opportunities for professional development tive year, dropping 3.5 percent from last year.
have been integrated after the Professional Furthermore, over the past three years the
Development Committee was established. The decrease in enrollments of older community
Faculty Center for Student Success has strength- college students has been the highest and most
ened services with a more functional space and consistent, likely because they are returning to the
expanded hours. Activities including the part-time workforce.
faculty dinner, CTE Mini Conference, and Student
Enrollments have significantly dropped in
Success Summit were coordinated.
California as well—institutions of higher learning
as a whole have shown a steady decline over the
Although our collegewide efforts led by the
past three years. California Community Colleges
Student Success Coordinating Committee only
Chancellor Brice Harris reported that statewide
began a couple of years ago, Saddleback’s results
student headcount and full time equivalent student
are already beginning to show as evidenced by
(FTES) numbers are down 20.99 percent and 10.62
the state’s student success scorecard. In only two
percent, respectively, since 2008-2009. Saddleback
years, we have shown improvement in five of the
has fared much better than the rest of the state,
seven metrics. We are substantially above the
having experienced declines of 4.37 percent in
statewide average in six metrics, having the 10th
student headcount and 0.94 percent in FTES for
highest completion rate in the state compared to
the same period. However, unlike most other
14th in 2011-2012. Pay special attention to our big
community colleges, Saddleback was not forced to
increase in remedial English as a second language
cut back its enrollments during the down years and
(ESL)—a jump of nine percent and 18 spots under
we reached a high of 40,524 student headcount
the state ranking.
in 2009-2010 and 18,163 FTES in 2011-2012. Last
Saddleback State State State year’s numbers show that we have actually
Scorecard Rate Average Rank Rank declined 9.73 percent in student headcount and
Metric 2011-12 2013-14 2013-14 2013-14 2012-13 7.67 percent in FTES from our highest years.
Completion 57.1% 57.7% 46.8% 10 14 Furthermore, we have not met our district’s enroll-
Persistence 78.3% 78.5% 71.7% 13 8 ment targets for the past two years, with last year’s
30 Units 73.4% 76.3% 66.5% 5 7 FTES down by 1,500.
Remedial
Math 39.4% 40.0% 31.0% 13 11 Enrollment management is our top priority
Remedial because our budgets and fiscal stability rely
English 65.7% 61.6% 43.4% 6 3 on enrollments. A comprehensive enrollment
Remedial ESL 17.6% 26.9% 28.4% 39 57 management plan was drafted this year based on
CTE recommendations from students, faculty, staff, and
Completion 55.6% 53.5% 49.9% 32 35 management. Numerous collaborative sessions
6were held across campus to identify the root causes The college will continue to provide training and
of our enrollment losses and develop plans to support to faculty to further develop and strengthen
restore our FTES numbers, the enrollment measure online courses, participate in statewide initiatives
that drives funding for Saddleback and all other to enhance online education, support the success
California community colleges. Throughout all of of students in online and hybrid courses by
our discussions, one theme became clear: Higher providing self-assessment tools to help them
enrollments are perfectly aligned with greater determine their likelihood of success in this
student success. Our research shows that each fall learning environment, and provide online tutor-
semester less than 50 percent of student applicants ing. Strengthening partnerships with local high
actually end up enrolling. This means that we schools and businesses include efforts to increase
are losing over 9,000 student applicants! Granted, dual and concurrent enrollment of high school
many of these students don’t enroll for reasons students, increase outreach to students, and transi-
beyond our control, such as deciding to attend a tion adult education from our local high schools
four-year institution, but there are still thousands of to Saddleback and align with our college courses.
student applicants that we should be able to enroll. Our K-12 partnerships will help high school
Over the coming year, the college will be closely students take Saddleback classes while still in high
analyzing the enrollment patterns of new and school, which is known to improve the acceptance
continuing students and taking actions to further rate into four year colleges more than advanced
improve our instructional and support services placement test scores. The college will also begin
to increase student recruitment, retention, and to offer adult education courses this year in part-
success. nership with Capistrano Unified School District
and Saddleback Valley Unified School District.
The college’s enrollment management plan is built
around four major initiatives: 1) student retention During 2015-2016 the college will work toward
and success, 2) scheduling for student success, getting more information on classes students
3) online education, and 4) K-12 partnerships. For need based on their MAPs (My Academic Plans)
success and retention, activities include directing and assessment results, as well as from student
students to take actions that will increase their focus groups and input from academic counselors.
chances of meeting their goals, identification and Continued collegewide dialogue will focus on
reduction of barriers to registration, providing identifying recent changes in student enrollment
information and support services to help students patterns, increasing new high school graduate
feel directed, focused, nurtured, engaged, enrollments, and studying the needs of adult and
connected and valued, and professional develop- returning students.
ment for faculty to enhance teaching and learning.
There are a variety of Saddleback initiatives high- Our focus on curriculum processes has intensified
lighted throughout the State of the College report, after discovering that the complex state approval
but our intent is to help students succeed in the processes slowed down our ability to obtain new
classes they enroll in, develop a plan to complete course approvals which has had a negative impact
their goals, and direct them to take the necessary on enrollments. Last year, the college’s curriculum
steps to achieve those goals. Scheduling for student development, editing, and approval processes
success involves strategic schedule development to were subjected to a year-long study and improve-
improve student access to courses for program ment process. Curriculum experts from the
completion, and using data to identify which statewide academic senate held conversations
courses are bottlenecks to student completion and with faculty, staff, and management through-
offering more sections of those courses. out the college, and best practices from around
the state were identified, shared, and considered
7for adoption. A faculty leadership team was the village complex, installed energy efficiency and
reassigned to: 1) develop curriculum instructional capacity upgrades for the campus central plant, and
materials, templates, and rubrics, 2) work directly numerous other projects campuswide. We have
with faculty on a sample course so that they under- also transformed the campus environment through
stood all expectations of the curriculum committee, improved landscape and design, additional table
3) re-vamp timelines with regards to course and and seating areas, new directory signage, expanded
program approval, articulation/C-ID submission, parking, and implementation of a new tobacco, and
board approval, and catalog publication, 4) pro- smoke-free campus policy.
vide more curriculum workshops and professional
development opportunities, and 5) work directly A major component of our campus environment
with faculty during curriculum development and is Saddleback’s long history of successful sustain-
review to make certain that courses submitted ability practices. The college’s efforts have been
are complete and meet the college standards. recognized on many occasions. For example, in
Additional plans to improve the overall process 1980 and 1991 the college was honored by San
for 2015-2016 and beyond were developed, and Diego Gas and Electric with an award for our
a team of faculty and staff attended the summer advanced energy efficient technologies. In 2001,
Curriculum Institute to get more information they also nominated the college to receive the
on issues of concern at Saddleback and learn Excellence in Energy Award from the San Diego
about changes being implemented by the state Business Journal.
chancellor’s office.
Our energy conservation efforts have resulted in
Saddleback is working hard to bolster our enroll- verified energy savings of over 1,000,000 kilo-
ments and increase student success. Through the watt-hours per year, which is approximately the
collaborative efforts of our faculty, staff, manage- equivalent of 15 percent of the college’s annual
ment, and students, we will be well positioned to electrical energy consumption. The reduction in
restore the college’s enrollments to their previous the college’s energy consumption also reduces
levels and achieve our enrollment targets. the utility budget by approximately $150,000 per
year. In addition, in 2003 the college installed a
1.5 megawatt cogeneration plant that produces
Excellence in Facilities over 8,500,000 kilowatt hours per year. The heat
In order to excel, Saddleback must have state- generated by this process is then utilized to supply
of-the-art facilities that support all instruction, thermal energy to the college’s swimming pool and
student services, and administrative services. We building interior spaces. In addition, the generated
also must have campus facilities and an environ- heat is converted by two new absorption chillers
ment that attract and retain students and serve into chilled water for air conditioning of the campus
as a vital community asset. Over the past seven buildings. This process reduces our consumption of
years, we have made facilities a top priority and utility generated power to the campus and results
are working hard to get the Saddleback campus in savings of approximately $480,000 per year.
back to the level where it needs to be and deserves This past year Saddleback completed two major
to be. Our efforts have been paying off nicely. projects to further improve energy conservation.
We completed many important renovation projects These projects entailed an upgrade to the existing
including the Library and Learning Resource Center, central plant and cogeneration facility and replace-
Saddleback Studios, and swimming pool complex. ment of all parking lot lighting. These projects
We built a new Saddleback College bridge con- are expected to reduce electrical consumption at
necting the LRC to the quad, added a new rest- the campus by an additional 11 percent and reduce
room building in the Fine Arts Complex, expanded electrical costs by another $187,000 per year.
8Other areas of sustainability that should be noted Technology and Applied Science
are the college’s recycling program and the use Building (TAS)
of reclaimed water for irrigation. Each year since Renovation of the TAS Building is in the final
2003 the waste recycling rate for the college has stages of design with construction scheduled to
ranged from 50 percent to 70 percent of the total commence in January 2016 and completed by June
amount of waste generated by the campus. Since 2017.
1995 the college has been utilizing reclaimed water
for the irrigation of the campus’ planted areas. In Automotive Technology
fact, reclaimed water accounts for 75 percent of the Construction of a new building for the temporary
college’s total water use. In addition to the envi- location of the automotive technology program
ronmental benefits, our reclaimed water use results is proceeding and completion is scheduled for
in an annual savings of over $75,000 per year. December 2015. Once the TAS Building renova-
tion is complete and the automotive technology
The college’s commitment to a sustainable program moves back to its permanent location, this
campus is also illustrated by the fact that the new building will be converted to a maintenance
design and construction of our new Sciences facility for the college’s transportation department.
Building will qualify for a LEED Gold Standard
certification. This LEED certification provides Village
independent verification of the green features of Most of the village buildings are being remodeled
our Sciences Building, allowing for the design, to accommodate temporary space for advanced
construction, operations, and maintenance of a technology and applied science (ATAS) programs
resource-efficient, high-performing, healthy, and that will relocate there in December 2016 until the
cost-effective facility. TAS Building renovation is completed in 2017.
While Saddleback has made tremendous progress Athletics Stadium
in a relatively short period of time, we still have a This project will renovate the existing stadium
long way to go in our quest to upgrade our facili- to provide a capacity of 8,000 seats with new
ties to better excel in our mission and achieve our restrooms, press box, concessions, ticket kiosks,
vision of "being the first choice." There are several scoreboards, sound systems, artificial turf, and
projects that will commence or be completed over equipment storage. Funding for this project has
the next few years that will help move us forward: been approved and construction scheduled to
begin in September 2016 with a completion date
Sciences Building of March 2018.
We are in the final construction phase of our
new three-story, state-of-the-art Sciences Building Fine Arts Building Complex
consisting of 81,381 square feet comprised of 26 This project will primarily address replacement of
science laboratories, four classrooms, and staff the existing heating, ventilation, and air condition-
offices. The building is scheduled to be completed ing systems for the Fine Arts Building Complex.
and occupied by fall 2016. Design was completed, and proposals for construc-
tion were solicited. Construction is scheduled to
Photo/Radio/TV Facilities be completed during the summer of 2016.
Construction on the first floor of the Learning
Resource Center has just been completed to pro- Physical Education (PE) Building Complex
vide new production studios, laboratories, and This project will renovate the PE Building com-
classrooms for the fine arts and media technology plex, primarily addressing the replacement of the
programs. existing heating, ventilation, and air conditioning
9systems and repair of the restrooms and shower Parking Lot
facilities. Design of the project has commenced Relocation of the athletic fields to the driving range
but construction schedules have not been yet will allow the existing fields to be converted to
established. permanent parking lots. These new parking lots
will provide approximately 1,000 parking spaces.
Business and General Studies These new parking lots will offset parking losses
(BGS) Building incurred by the construction activities on the
Repair of the BGS Building’s large lecture class- campus. Funding for this project has been
room is in progress and will be completed to allow approved and construction scheduled to begin in
occupancy of the damaged area in spring 2016. fall 2016 with completion in spring 2018.
Quad Arboretum Trail Demonstration Project
The campus quad will be renovated and To enhance pedestrian travel and the sustainable
enhanced to provide for student gatherings and campus environment, an arboretum trail circling
closer interaction. An amphitheater, seating areas, the campus is in the planning stages. The trail
and gathering space will be constructed. The de- will incorporate walking, jogging, and bicycle
sign will incorporate sustainable practices that will trails that will eventually tie into a regional hiking/
address storm water runoff and Americans with biking trail. The first phase of this project will be
Disabilities Act compliance issues. Funding for incorporated into the site improvement project as a
this project has been approved and construction demonstration for the full trail. Funding for this
scheduled to begin in fall 2016 with completion in project has been approved and construction
scheduled to begin in fall 2016 with completion in
spring 2018.
spring 2018.
Athletic Fields
Gym and Baseball Bleachers
The existing athletic fields and thrower’s park will
This project will replace non-compliant seat-
be relocated to the driving range. A total of three
ing in both the gymnasium and baseball field.
practice fields will be constructed and designed for
Construction is scheduled to begin in January 2016
the utilization of both soccer and football. Shot put,
with an expected completion date of July 2016.
javelin, and hammer throw facilities will also be con-
structed. These fields will now be next to the new
Math Science Engineering (MSE) Building
athletic stadium which will address operational and
Funding for the MSE Building has been approved
equipment storage issues. Funding for this project to commence with an initial study of the building
has been approved and construction scheduled to to determine viable options for the renovation of
begin in fall 2016 with completion in spring 2018. the building and to evaluate funding options.
Storm Water Remediation Dining Services Facility
This project will address deficiencies of the Funding has been approved to provide a concep-
existing surface storm drain system by constructing tual design for the existing cafeteria located in the
a new system that will collect much of the exist- Student Services Building. Conceptual design is
ing surface water flow into an underground system scheduled to be completed in October 2015.
to allow for treatment of the storm water so that
current state water resource requirements will be In addition to the aforementioned campus facility
met. Funding for this project has been approved improvements, the college plans to make prog-
and construction scheduled to begin in fall 2016 ress on several future projects. Most pressing is
with completion in spring 2018. the Gateway Building that will house most of our
10student services. As the district’s top project eligible practice sound financial principles.
for state funding, we suffered a setback when the
state did not include this project on its list of bond- Funding for the general unrestricted operations of
funded projects for this coming year. To increase the college is calculated using the State Senate Bill
the Gateway Building's competitive edge during 361 apportionment calculation, the same calcula-
the second round of project considerations next tion used statewide to calculate funding for all other
year, the board of trustees approved a match from community college districts. This mechanism is pri-
our initial offer of 30 percent to 50 percent. The marily based on a universal funding amount per full
board has also allocated funds to address the plan- time equivalent student (FTES). For 2015-2016, the
ning portion of the building project in the event state budget includes a modest 1.02 percent cost-of-
that a bond is passed and the state provides match- living-adjustment (COLA) statewide and 2.00 per-
ing funds. A second project is the college’s Center cent growth for our college, both of which were
for Innovation in Healthcare Education at the dis- used to develop the college’s 2015-2016 income
trict’s Advanced Technology and Education Park and expenditure projections. Expenditure assump-
(ATEP) located in Tustin. This new center will be tions include: funding for all existing personnel,
a state-of-the-art healthcare training and confer- replacement of all vacant permanent faculty,
ence center for the region. Saddleback is working classified staff, and management positions, step and
closely with district services to develop plans, column increases, and fringe benefit and health
bring on partners, and secure funding. Other proj- and welfare increases. We are pleased to report
ects on the college’s horizon include renovation that in addition to replacing all vacant permanent
of the existing Student Services Building and Fine positions last year, we funded the addition of seven
Arts Complex, and construction of a new parking new full-time faculty, and staff and management
structure and lifetime fitness and wellness center. positions in 2015-2016.
The tremendous progress made over the past Beginning with the 2014-2015 budget both the
seven years with Saddleback’s campus facilities are State Teachers Retirement System (STRS) and
due to the dedicated efforts of the college’s facili- Public Employee Retirement System (PERS) have
ties, maintenance, and operations staff, and district increased contribution rates through 2020-2021,
services’ facilities planning staff. In addition, thanks and the projected employer rates rise sharply
must be given to the members of the Districtwide over that period. It is projected that by 2020-2021,
Capital Improvement Committee and the Basic Aid Saddleback will be required to pay an additional
Allocation Recommendation Committee for their $3,692,601 for STRS and $1,437,264 for PERS,
excellent work in prioritizing and recommend- based on 2013-2014 expenditures. The state budget
ing project funding to the chancellor and college increased the base FTES amount by 4.65 percent
presidents. Finally, the board of trustees must be to offset these increases for 2015-2016, but it is
commended for its recognition of Saddleback’s uncertain whether the state will continue to fund
extraordinary facility needs and support of allocat- increases for future years. The state budget also
ing district funds for these projects. includes significant one-time funding allocations,
primarily for mandated cost reimbursement back-
logs. The amount of one-time funds for Saddleback,
Fiscal Update
including Proposition 30 funds, is approximately
Saddleback and the South Orange County $7.2 million.
Community College District pride ourselves on
following responsible budget practices as While this has been a good budget year for
evidenced in numerous independent audits that community colleges, it is important to note that
have routinely verified that the district and college the majority of increased funds are one-time or for
11categorical programs such as Student Success A Year of Excellence
Support Program (SSSP), student equity, equip-
ment, and scheduled maintenance. Categorical We’ve had many successes throughout the college
program funds are restricted and can only be used over the past year due to the dedication and
in accordance with specific funding parameters. hard work of our faculty, staff, management, and
Increases for the college’s ongoing general fund students. Our lower enrollments have inspired
are minimal—a base per FTES increase to offset many to launch new programs and expand on
increased pension costs, 2.00 percent growth, and ideas to maximize the college experience for our
1.02 percent COLA. students and broaden their chances for success.
Saddleback completed the third year of a revised Faculty and Student Support
college resource prioritization process in May which We’ve seen a huge increase in the number of
prioritizes requests at the division and department students we are helping to secure financial
level rather than by a collegewide committee. assistance. The financial aid staff is commended
This ensures that those more knowledgeable and for their work that has produced truly amazing
familiar with the requests, particularly faculty, set results for our students. In six years, we saw a 417
funding priority recommendations. This revised percent increase in financial aid applications, from
process also ensures completion of program and 5,114 to 17,372 per year. In the same period we
administrative unit reviews by December 31st with saw an increase in annual Board of Governors Fee
resource requests completed by the end of January. Waivers by 516 percent and Pell Grant awards by
Funding requests for personnel, equipment, facili- 450 percent, with total financial aid awards increas-
ties, technology, and ‘other’ must be delineated as a ing from $6.1 million to $33.2 million per year.
need in the program or administrative unit review
and/or be linked to the college’s strategic plan. Learning Resource Center (LRC) tutoring
Requests that are aligned with the strategic plan successfully launched online tutoring in the
and/or a program or administrative unit review are spring. Students can now upload their papers and
further prioritized at the instruction, student
receive feedback from an LRC tutor within 48
services, and administrative services levels – and
hours. Live online tutoring was piloted this
then finally a collegewide priority recommendation
summer to support both online and in-person
is submitted to the president for consideration.
courses and the Program Assistant Student-Athlete
Success (PASS) program was launched. Through
Funding for facility and major information technol-
the PASS program, Saddleback's student-athletes
ogy (IT) projects are determined on a districtwide
showed excellence in the classroom as well as in the
basis, and these priorities are informed by the
competitive arena. This year 13 of the college’s 19
districtwide IT plan and the districtwide facilities
intercollegiate athletic teams posted an overall team
master plan. The mechanism used to make fund-
ing recommendations is the district's Basic Aid grade point average of 3.00 or higher, including
Allocation Resource Council. The process for 2015- all nine of the spring sports teams. This included
2016 has been completed and funding for recom- 45 student-athletes who posted a 4.00 GPA
mended projects is included in the final budget. during their season of sport and nearly 45 percent
Saddleback appreciates the chancellor and board of Saddleback’s student-athletes made the Honor
of trustees for overseeing a transparent and inclu- Roll this past year.
sive allocation process, and the resulting increase
in funds for much needed facility and IT projects Saddleback’s formal extension of the VetSuccess
that will significantly enhance student success on on Campus program has been signed and con-
our campus. tinues our successful partnership with the United
States Department of Veterans Affairs for another
12four years. Saddleback holds one of only 10 in the legal profession for our students, including
memoranda of understanding in California for this diverse populations, particularly those who have
program and can now positively impact a greater been traditionally underrepresented in the legal
number of veterans and military families. profession.
Saddleback is a pilot college for the state's Online Our Emeritus Institute added three new teaching
Education Initiative and is considering adoption locations during the year and added more than 200
of the Canvas Learning Management System that new students in the summer of 2015. Emeritus
is being recommended by the state. Faculty are summer FTES increased 15 percent over the
increasingly engaged with quality standards, previous year.
including implementation of the Online Education
Initiative rubric, Quality Matters guidelines, and Efforts are underway to grow concurrent enroll-
@One training. There will be a fall semester sum- ment and promote its advantages to high school
mit for deans, department chairs, and other faculty students and their parents. Marketing materials in
leaders to learn more about online education, and both English and Spanish have been created, along
departments will receive support from the division with a recommended list of courses offered at the
of online education and learning resources to plan best times for students.
online courses, improve best practices, and offer
more online sections without sacrificing quality. The outreach and recruitment department expanded
its visits to local high schools and school districts
As part of our strategic plan, increased professional at college night events, classroom visits, and
development funding and support will be a focus workshops. Presentation topics included financial
for all employees (staff, faculty, and management). aid, honors program, counseling/career exploration
There is support through the division of online classes, application workshops, career technical
education and learning resources, Student Success education, transfer, and K-6 outreach.
Coordinating Committee, and Academic Senate to
encourage and strengthen professional growth and After the passage of Assembly Bill 86, which
development for all employees. designated California community colleges as
the providers of adult education, the division of
The college has a $1.2 million contract, funded community education, Emeritus Institute, and K-12
by the state’s Common Assessment Initiative, to partnerships worked with faculty to study the
lead statewide workgroups, projects, and other needs of our community and make recommenda-
efforts to coordinate professional development tions for programs to be developed by Saddleback.
to 113 community colleges as they prepare and An adult education department has been
implement the common assessment system at their formalized within the division structure to provide
campuses. accelerated learning opportunities for adult
students, including those with disabilities, by
Saddleback is one of 24 community colleges in offering non-credit pathways leading to a high
the state to participate in a new initiative that will school diploma or equivalency certificate, work-
create a pathway to six of California’s most pres- force preparation classes including English as a
tigious undergraduate institutions and their affili- second language (ESL) and citizenship, and career
ated law schools: USC, University of San Francisco, technical education programs that enhance
UC Davis, UC Irvine, Santa Clara University, and employment potential. The ESL department and
Loyola Marymount University. The Community its faculty have been significantly involved in the
College Pathway to Law School Initiative is an planning and implementation of AB 86.
unprecedented opportunity to offer advancement
13Psychology Professor Amira Wegenek was The grants department has supported Strategic
appointed as an expert contributor to Psychology Plan Goal 3 (economic and workforce develop-
Today and is considered an expert in the field of ment) in numerous ways. Saddleback is serving
psychology, psychological research, and career as the lead college partner for Orange County’s
opportunities related to psychology. She was also a $15 million California Career Pathways Trust
co-recipient of a grant from the Society for grant in collaboration with the Orange County
Teaching Psychology and Promoting Partnerships Department of Education. The grant regionalized
to promote communication and collaboration Orange County’s 15 school districts and nine
among psychology instructors from different community college districts and works to provide
institutions. In addition, Dr. Kathryn Damm, a a streamlined pathway for students to enter and
psychology instructor, was interviewed on Southern exit a career technical education program with
California Public Radio as a guest expert discussing certificates, two and four year degrees, and career
best practices in online education and Saddleback's options. During the past year grants have
innovative programs aimed at training faculty to supported the development of additional regional
offer stellar distance education courses. partnerships. With funding from the Department
of Labor’s Trade Adjustment Assistance Community
A problem-solving workgroup was formed this
College and Career Training (TAACCCT) grant,
summer in an effort to identify and address
healthcare employer engagement has increased,
the root causes of conflicts within the ranks of
as has articulation with several four-year colleges
management, faculty, and staff, and to form
and universities in Southern California. With
recommendations for more effective problem-
almost $80,000 in funding from the state
solving. Representatives from California School
chancellor’s office, the college is engaged in an
Employees Association (CSEA), Faculty Association,
Industry-Driven Regional Collaborative grant to
Academic Senate, Classified Senate, and manage-
develop health information technology program
ment met over the summer to develop collegewide
curriculum that is responsive to regional needs.
recommendations which will be shared with all
With over $266,000 in career technical education
stakeholders over the coming months.
enhancement funding, the college is involved in
Grants three regional projects: STEM and the Electric Car
As of June 2015, Saddleback’s active grants totaled (a collaboration with Golden West College and Los
over $8 million. Through grant-funded activities, Angeles Trade Technical College); Technology in
Saddleback has both continued to be a “partner the Classroom (a nursing project in collaboration
of choice” for the development of innovative pro- with other nursing programs in Orange County);
grams and services and has successfully leveraged and a cooperative work experience and internships
grant funding to support the college’s strategic project in collaboration with the three colleges of
plan, programs, and other initiatives. the Coast Community College District.
In support of Strategic Plan Goal 2 (student In addition to local and regional partnerships,
success), the grants department has participated in grants have supported Saddleback on a statewide
various initiatives such as AB 86, the AVID for level. As one of three colleges leading the
Higher Education grant, and SB 1070 (Career Common Assessment Initiative, the Saddleback
Technical Education Pathways). The staff has team is actively participating on the statewide steer-
also interacted with teams working on the Student ing committee and is coordinating professional
Equity Plan, the Basic Skills Initiative, and the development for the community college system.
Student Success Support Program to identify best Saddleback is also participating as a pilot college
practices that will inform future grants efforts. for both the Common Assessment and Online
Education initiatives.
14Saddleback College Foundation also admitted to four-year institutions including
The Saddleback College Foundation continues Columbia University, Mills College, the UC
to make transformational progress. In 2014-2015, campuses of Berkeley, Davis, San Diego, Santa
total giving to the foundation was up 31 percent, Barbara, and Santa Cruz, and the University and
or $721,261, due primarily to increased endowed Mihaylo Business honors programs at California
and major gifts. We had 12 new scholarship State University, Fullerton.
endowments for the year, representing over
$156,000 in additional contributions. Over the past Saddleback collected its 25th state championship
six years the number of endowments has grown title this year when the men’s basketball team
from 49 to 85, a 57 percent increase. Our total of posted a 33-2 record, winning its fourth consecu-
scholarship endowments is now $3,137,582, and tive Orange Empire Conference title along with the
our total endowment is $6,407,247. Major gifts state championship title. It was the third state title
included a $1.2 million estate pledge from Emeritus for the men’s basketball program and the second
Institute student Jane Clark, to be split between state title for head coach Andy Ground.
the Emeritus Institute and nursing program. We
received a $250,000 additional gift from Sue and For the third year in a row, the Wall, the English
Bill Gross for the Gross Scholars Program, which department’s literary magazine, has won national
benefits students in select career technical educa- recognition. Once again, our college’s Phi Theta
tion majors who have shown to have an unmet Kappa chapter received Five Star Status, the highest
financial need. recognition offered by this prestigious international
honor society for two-year colleges.
Student scholarship awards totaled over $732,000,
making Saddleback one of the largest scholarship In our division of fine arts, the speech and
programs in the California community college debate team placed fourth out of 59 schools over-
system. Four hundred forty-nine students received all at the Phi Rho Pi Nationals Tournament. The
scholarships, up from 405 students last year. The team also placed third overall in the spring state
“Saddleback First Gala,” held on March 14, 2015 championships, which included a first place in the
at the Laguna Cliffs Marriott Resort and Spa had novice division. This is Saddleback’s third time
over 500 guests, the largest number to attend in placing third in the regional championships.
our gala’s 15-year history, which was an 11 percent
increase over the previous year. Our nursing students continue their exemplary
performance, with a pass rate of 99 percent on the
Student Achievement nursing licensure exams in 2014.
The Honors Program added three new transfer
partners in 2015 as part of our ongoing efforts In the division of mathematics, science, and
to increase the number and variety of transfer engineering, student research fellowship and
choices: Connecticut College, Gonzaga University, internship opportunities were offered with Swift
and University of La Verne. These agreements Engineering, View Sonic, Precision Optical,
were spearheaded by Saddleback for not only Grupo SMS, Chapman University, Howard Hughes
our college, but also on behalf of the 56 other Medical Institute (HHMI), Rockwell Automation,
community colleges in the Honors Transfer Council UCI, Jet Propulsion Laboratory (JPL), and Neudesic
of California. Corporation.
The acceptance rate for Honors Program students In the division of liberal arts, the study abroad
this year was 91 percent at UC Irvine and 92 program has completed 20 programs to Oxford,
percent at UCLA. Honors Program students were 22 to Santander, Spain, 16 to Salamanca, 2 to
15Machu Picchu, and 1 to Brazil since inception. The and Education Park (ATEP). The development
division has sponsored the Ramadan teach-in for framework for the entire site was accepted by
25 years and the Day of Silence for 15 years. the board of trustees and City of Tustin and draft
ground lease templates for potential partners have
District Services been developed for use. Phase I of infrastructure
This year, district services human resources saw a for the site (utilities and roads) is being designed
44 percent increase in new hires, with 940 new and will support the first buildings for Saddleback
hires in the last year – more than any year in and IVC, as well as for partner buildings. IVC’s
the district’s history. Human resources has also first building is being designed with construction
expanded its services in a number of ways. to be completed by December 2017. An imple-
The department now works on a weekly basis mentation agreement between the district and City
with both Saddleback and IVC to provide direct of Tustin outlines the partner and construction
access to legal advice in matters of student disci- approval processes.
pline when no employees are involved, as well as
in discipline issues that may result in expulsion.
Employee Excellence
The department has also become actively involved
in the development of a sexual assault policy and Each year we recognize our faculty, staff, and
all Title IX investigations to assist the colleges in management who have inspired their fellow
this critical area. students and colleagues alike. Dr. Karah Street
was named full-time professor of the year, and
Over the last few years district services during a surprise visit on campus by Orange
information technology (IT) has established a County Department of Education Superintendent
series of initiatives to increase the quantity and Al Mijares, she was told she is Orange County’s
quality of information that flows between the Community College Professor of the Year during
department and colleges. In response to accredi- what she thought was a routine meeting with the
tation recommendations, IT implemented the college president. We are very proud of Dr. Street,
Glass House Sharepoint initiatives which give all who is one of five Teacher of the Year finalists who
employees access to districtwide committee will be recognized in October at the Disneyland
documentation. A Sharepoint intranet site was also Hotel.
created to give all employees access to the depart-
ment’s projects and their status. Dr. Bob Matthews, a psychology instructor,
was named associate professor of the year. Dr.
District services public affairs and government Matthews is beloved by his students, who praise
relations serves as an advocate for the colleges his passion for teaching and gift for passing his en-
by facilitating legislative analysis, input, language, thusiasm for the class material to his students, who
and action on hundreds of state bills, and through learn how to apply it to their everyday lives.
meeting with local legislative and congressional
representatives. The department meets with fed- Dr. Gerald Binder, a philosophy, English,
eral agencies and congressional offices to obtain film, humanities, and psychology instructor at
support for federal grants, including the $2.75 Saddleback since 2008, was named Emeritus pro-
million Department of Labor TAACCCT grant. fessor of the year. Dr. Binder, who has taught over
In addition, the colleges are kept informed of the past 50 years, says his secret is that it’s his stu-
districtwide issues, including the implementation dents who have taught him, and what he’s learned
of Workday. from them are life skills – contending with adver-
sity, preserving dignity, being authentic to one’s
District services has been making progress in the true self – and strengths such as grace, patience,
development of the district’s Advanced Technology forgiveness, acceptance, loss, and hardship.
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