Comprehensive Department Review - 2019-2020 Office of Student Services Final 09.30.19 KM Revised 02.18.20 KM
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2019-2020
Comprehensive Department Review
Office of Student Services
Final 09.30.19 KM
Revised 02.18.20 KMTable of Contents
Contents
Section 1: Department Planning ................................................................................................................... 2
Mission Statement .................................................................................................................................... 2
Overview ................................................................................................................................................... 2
Internal Analysis ........................................................................................................................................ 4
Survey Results ........................................................................................................................................... 6
Service Area Outcome(s) .......................................................................................................................... 7
External Compliance ................................................................................................................................. 8
Progress on Initiative(s) ............................................................................................................................ 8
Response to Program and Department Review Committee Recommendation(s) ................................. 11
Department Planning and Communication Strategies ........................................................................... 11
Coastline Pathways ................................................................................................................................. 11
Implications of Change............................................................................................................................ 11
Forward Strategy..................................................................................................................................... 12
Section 2: Human Capital Planning ............................................................................................................. 16
Staffing .................................................................................................................................................... 16
Forward Strategy..................................................................................................................................... 17
Professional Development ...................................................................................................................... 17
Section 3: Facilities Planning ....................................................................................................................... 19
Facility Assessment ................................................................................................................................. 19
Forward Strategy..................................................................................................................................... 19
Section 4: Technology Planning .................................................................................................................. 19
Technology Assessment .......................................................................................................................... 19
Forward Strategy..................................................................................................................................... 21
Section 5: New Initiatives............................................................................................................................ 22
Section 6: Prioritization................................................................................................................................. 0
1Section 1: Department Planning
Mission Statement
A mission statement should be compelling and deliberate. It should reflect the purpose of the area under
review.
No mission statement was included in the 2015-2016 Program Review for Student Services. Everything
we do is designed to support students be successful, reach their goals, and develop as individuals.
Everything we do is in alignment with the Coastline mission’s commitment to meet students where they
are at in support of their success and goal achievement.
Pending discussion, potential revision and eventual adoption by Student Services Wing Planning Council
and Student Services Managers in Fall 2019, our mission statement is:
Student Services exists to provide students with services and support programs that augment the
academic experience, and empower students to experience growth, achieve their goals, and succeed in
college.
Overview
Provide a clear description of the department.
The Student Services wing currently encompasses the following departments and programs:
Admissions and Records (which includes the Welcome Desk)
Bookstore
Counseling (which includes Assessment, Career Center, Mental Health Counseling, Transfer
Center)
Dean of Students (which includes student conduct, BAT, Promise, honors societies, Formerly
Incarcerated students, undocumented students, student complaints, Commencement,
Scholarship Awards Event)
EOPS/CARE/CalWORKs/NextUp
Extended Learning Division (which includes Military education, Contract Education, Workforce
Development, Learning 1st, and Veterans Resource Centers)
Financial Aid
Student Equity
Student Life and Outreach (which includes ASG and the National Society of Leadership and
Success/NSLS)
Title IX
For the 2019-20 comprehensive program review, the focus is on the Office of the Vice President of
Student Services (VPSS), the Office of the Dean of Students and the Bookstore (the Dean of Students will
begin their own program review after Fall 2019, and the Bookstore will remain in the VPSS/Student
Services program review). All departments listed above conduct their own annual and comprehensive
program reviews.
The VPSS provides leadership to the Student Services Wing, and participates side-by-side with
Coastline’s other two vice presidents and the President to provide leadership for the College. The VPSS
often acts as a barrier-breaker, trouble-shooter, resource, resource-finder, networker, connection
creator, and a blend of advocate, supporter and enthusiast for both students and the Student Services
2teams. The VPSS has a key role in participating in, being a resource for, and championing College
programs, initiatives, and new ways of doing business, such as Coastline Pathways.
The Dean of Students serves in multiple capacities, including co-lead for behavioral assessment, college
disciplinary officer, lead for responding to complaints, and advocate for students while simultaneously
holding them accountable. Projects thus far in the Dean’s portfolio include: Promise Program, Formerly
Incarcerated support services, chartering a chapter of Phi Theta Kappa International Honors Society, and
managing information and support for Undocumented Students.
Initial discussions occurred in Spring 2019 about identifying support services to students who are
housing insecure. This included conversations about who should serve as the liaison for housing-
insecure students (required by law to have someone identified); the current liaison is a staff member in
Financial Aid, and the VPSS and Dean of Students had conversations with some manager about someone
adding this to their portfolio of responsibilities. This ties to conversations about other required liaisons,
specifically for Undocumented Students and students who identify as LGBTQ+. There were also
conversations in-house and district-wide regarding California legislation that was pending regarding
parking for housing-insecure students on community college campuses; this legislation has been tabled
but plans are in place at Coastline (and at our sister colleges) should the legislation pass. These plans are
aligned with the most recent language of the tabled legislation, and include elements such as: active
involvement of the college’s “homeless liaison” in providing a list of community resources; planning for
24/7 campus safety officer(s); bathroom availability and which Coastline campus can best accommodate
this expansion of support and services. At the time of this writing, the Dean of Students was creating a
website of on-campus and community resources for all students, such as shelters, AuntBertha.com
(check it out!), off-campus food pantries, legal clinics, and more.
The Food Pantry was first established by EOPS and was located in a small storage closet and hallway
within the EOPS office at College Center. In Summer 2019, the Food Pantry was moved from EOPS to the
Student Services suite on the 2nd floor in order to take advantage of a much larger available space; the
assistant to the Dean of Students has become the primary coordinator for the Food Pantry.
With the movement of some offices at College Center, a larger space opened up within in the VPSS
Office suite, and the Food Pantry was relocated. This has enabled Coastline to expand the amount of
non-perishable foods and supplies for students and allowed organization of all items. The Food Pantry is
open when the VPSS Office is open, usually 8am to 5pm, Monday through Friday.
The following data is from the time the Food Pantry was moved, to the writing of this original document:
Month Unduplicated Visits Duplicated Visits Total Visits
April 2018 52 0 52
May 2018 50 21 71
June 2018 34 20 54
July 2018 32 22 54
August 2018 34 55 89
September 2018 39 18 57
October 2018 40 13 53
November 2018 33 9 42
3December 2018 16 4 20
January 2019 59 23 82
February 2019 36 5 41
March 2019 54 18 72
April 2019 68 12 80
May 2019 47 28 75
June 2019 33 7 40
July 2019 68 6 74
TOTAL 956
In addition to the physical Food Pantry, an idea from Coastline Pathways came about and Coastline now
has a “mobile food pantry”. At least 2 times a month, Panera donates day-old baked goods (breads,
cookies, muffins and the like) and are delivered by the VRC Coordinator to one of the campuses on a
rotating basis (except for Fountain Valley).
Internal Analysis
Describe the department’s operational performance over the past five years.
The VPSS has been at Coastline just under two years, and the Dean of Students has been with Coastline
for one year. The administrative assistant to the VPSS is also new, so there is a void where history,
archive, and any five-year operational performance is concerned.
There are materials that document efforts by the previous VPSS to focus on customer service standards
and trainings for Student Services. The materials indicate that in-depth conversations occurred and
training plans were made; it is unclear if any of those planned trainings occurred.
In 2018-2019, the VPSS led the successful effort in securing a grant for mental health services, and a
grant to support formerly incarcerated students.
At the time, all mental health services were offered through Coastline’s contract with Memorial Care.
With Memorial Care, students must first see a Memorial Care physician, who then makes a referral to a
Memorial Care mental health professional. Our Mental Health staff and programs are under supervised
by the Dean of Counseling, and part of the Counseling department. The grants cover the cost of two (2)
mental health therapists who meet face-to-face and online (via Cranium Café) with Coastline students.
The College’s Mental Health therapists are scheduled at all four campuses. One of the therapists is a
core member of the College’s Behavioral Assessment Team (BAT), and either therapist can respond to
situations deemed urgent by BAT (for example, a student verbalizing suicidal ideation). The therapists
were hired in Fall 2018 and began onboarding and integration into the College throughout Spring 2019.
Fall 2018 was also the time in which private and discrete offices were created at College Center for the
use by the Mental Health Therapists; those spaces already existed at the other three campuses. In
addition to providing mental health counseling to students, the therapists have also developed and
provide a variety of wellness workshops for students. Students continue to have the option of seeing a
Mental Health professional at Memorial Care, as Coastline still has an MOU with that health care
organization. NOTE: As Mental Health staff and programs are under the supervision of the Dean of
Counseling, this item should be under Counseling’s program review in the future. Data for student
utilization of that service will be available at the end of Spring 2020.
4The implementation of support services and intentional partnerships for formerly incarcerated students
will begin in Fall 2019; leg-work and structural elements were developed during Spring and Summer
2019. The VPSS brought several trainings to the College over the past two years, including: FBI
T.A.R.G.E.T. (Threat Assessment Regional Evaluation Team) in January 2018; Verbal De-Escalation in
April 2018; Customer Service in November 2018; SafeNet Ally in September 2018; FBI BTRAP (Behavioral
Threat Recognition And Prevention) in July 2019. As part of operational performance, a re-organization
was approved for Extended Learning Division to be brought back under Student Services and report to
the VPSS; this transition was structured to be as seamless and smooth as possible for all team members
involved, with the VPSS and the now-retired Executive Dean of ELD spending a substantial amount of
time mapping out the various transitional pieces, and the VPSS and the Vice President of Instruction
working together as the instructional area now reports to Instruction. The VPSS, with the previous and
current director of Financial Aid, continues to address financial aid fraud and cohort default rates. In Fall
2018, the Academic Senate voted to partner with the VPSS and Financial Aid to help mitigate financial
aid fraud by addressing the issues and challenges of RSI and LDA. Preliminary data indicate a positive
impact (i.e. decrease) in the cohort default rate thanks to faculty efforts, and to a contract with the
company ECMC for loan consulting for current and former students.
Training on financial aid fraud is strictly within Financial Aid, Admissions and Records, and the VPSS
Office, and is specific to identifying and investigating fraudulent, or suspected fraudulent activity within
financial aid programs and services. Training so far has included: verifying identification documents and
how to identify fraudulent identification, whether that is photo identification or other documents such
as transcripts; and Cranium Café, as that tool is used to communicate with students who live 50 or more
miles away from College Center.
The Dean of Students in the past year has effectively taken on the role of co-lead for the Behavioral
Assessment Team. The other co-lead is the Director of Public Safety and Emergency Management. As
part of this revitalized BAT, there are more regular communications out to the College community, more
consistent practices in regards to conduct and threat management, a growing number of trainings
attended and provided, and regular and consistent BAT meetings. The Dean has been proactive in
working with the College, and especially faculty and academic deans, in developing efficient and
effective practices when student incidents are reported via Maxient. Also added to the Dean’s portfolio
includes: Promise Program, for which there is now a defined structure for recruitment, onboarding, and
tracking; Formerly Incarcerated grant and the development of partnerships and support services for this
population of students; information and a dedicated website for Undocumented Students; and Phi
Theta Kappa International Honors Society (chapter established in Spring 2019; launching in Fall 2019).
This expansion of support services, many specifically for some of our most challenged students,
contributes to the office’s and College’s operational performance.
Coastline College was the recipient of a CCCCO grant to provide support services for incarcerated and
formerly incarcerated students. The Dean of Students and a cross-functional workgroup of college
constituents (including formerly incarcerated students) are developing educational opportunities (such
as workshops and brown bag lunches) for faculty. The concept is to de-mystify and de-stigmatize
formerly incarcerated students, and to provide insights in optimal interactions with and teaching of this
population of students. [NOTE: in the future, this will be under program review for the Dean of
Students.]
5The Bookstore has high satisfaction rates with textbook availability (90.8%) and customer service
(91.5%). The price of textbooks is unsatisfactory (57% satisfied and 43% dissatisfied; a common issue
across the country.) The majority of students purchase their books online from the Coastline Bookstore
(80.5%).
Survey Results
Student
Overall Satisfaction
Overall, the majority of respondents (95.2%) are satisfied with the academic and support services at
Coastline.
Services and Options
Respondents were asked to indicate the services they would like at each Coastline Campus. The results
are shown in Table 1.
Table 1. Services Wanted by Campus
Garde Le-Jao/
Fountain Newport Response
Answer Options n Westminste
Valley Beach Count
Grove r
Food pantry 58.9% 37.0% 39.0% 26.9% 438
Recreation/game room 61.3% 35.4% 40.0% 27.0% 393
Counseling 65.5% 38.3% 39.4% 31.0% 449
Career services 65.3% 35.4% 40.3% 30.3% 429
Transfer services 67.5% 35.1% 38.9% 29.8% 419
Mental health services 67.1% 41.9% 43.6% 33.7% 413
Enrollment services 69.0% 34.0% 37.7% 29.2% 438
Qualitative Responses
Respondents who provided comments indicated that they would not utilize many of these services in
Table 1 because they are distance learners.
In response to this data, and based on research, training, and conversations with students about support
needs, the following has occurred:
The Food Pantry expanded its size in Summer 2019.
ASG held discussions during their meetings about how and where to possibly provide some
version of a game room or recreation area at some or all of the campuses.
Counseling has replaced 2 of 3 vacant faculty positions this Summer/Fall 2019. A third position is
on hold until funding becomes available. A fourth Counselor position fell off the organizational
chart and should be added in as vacant.
Career services continues to be a priority with one of the new Counselors coming on board in Fall
2019 having a focus of Career Counseling in addition to general counseling responsibilities.
Transfer services continues at a steady pace.
Mental Health services were implemented in Spring 2019.
6 Enrollment Services, which is mostly Admissions and Records, continues to process a substantial
quantity of various applications, forms, petitions, etc.
While students’ responses indicate that they mostly prefer receiving services at the Fountain Valley
Student Services Center, general, mental health, and EOPS counselors are also available at the three
campuses on a daily basis throughout the semester. Fairly frequently, programs and departments,
including Financial Aid, EOPS, Student Life, Career Center, and Transfer Center, visit the three campuses
to disseminate information and engage with students.
Service Area Outcome(s)
Summarize SAO findings and dialog from department meetings (SAO information and metrics to be
provided by Institutional Effectiveness)
Table 2 Service Area Outcomes (SAOs)
SAO ASSESSMENT MEASURE /TARGET
SAO 1: Provide open access to allow students to obtain TARGET: 80% of students will be satisfied with the
services available. availability of online information on student services.
Coastline’s KPI Scorecard indicates a 94.5%
satisfaction rate by students, with Coastline services.
SAO 2: Determine customer service from Coastline TARGET: Point of service at Admissions & Records,
Community College students. Financial Aid, Extended Opportunity Program &
Services (EOPS), Associated Student Government
(ASG), and other offices to be determined.
In the Student Area Outcomes (SAOs) Student Survey
report, there is not an “overall” customer satisfaction
rate. With Institutional Effectiveness, Student Services
needs to develop specific overarching customer
service-related questions.
SAO 1: Institutional Effectiveness data indicates that students are satisfied with the availability of
information online about student services. With the August launch of the new website, and impending
training for departments and programs to manage their own content, we will be able to ensure current
and accurate information for students. While pleased with the 94.5% satisfaction rate in obtaining
services overall, our goal will be to break the 95% threshold in 2019-2020 and continually increase our
satisfaction rate. There is also a new “compliments and complaints” system coming, where complaints
will be submitted via Maxient in a structure and process that can be tracked and monitored, and will
allow for data collection and analysis. There is also a process being developed in partnership with
Marketing – who is tracking social media comments regarding Coastline – to quickly address
compliments and complaints in various platforms.
SAO 2: Not measured in last student survey. (Similar question about specific departments/services was
included.) A new overarching SAO (or more) will be developed for Student Services during the 2019-
2020 academic year.
7External Compliance
• Financial Aid
• State reports
• Accreditation
• Grants
• Consumer Information
Progress on Initiative(s)
Table 3. Progress on Forward Strategy Initiatives
Initiative(s) Status Progress Status Outcome(s)
Description
The Office of the Vice President of Completed and The distributive model is To continue indefinitely.
Student Services will refocus the Continuing in existence. Counseling
Coastline College Student Support deploys Counselors to all
Services Programs to be set-up in a three campuses, in
“Distributive Model” whereby addition to the Fountain
services are delivered to students Valley Student Services
at all four sites of the college and Center, every day of the
to online/distance education week. (There are some
students. exceptions, when we are
short on Counselors for
example).
Students receive virtual
support via computer
video conferencing using
Canvas and/or Cranium
Café and/or Zoom;
departments continue
their use of these tools
as an option for meeting
with students.
A variety of Student
Services departments
and programs organize
fairs and information
tabling at all three
campuses and at the
Fountain Valley Student
Services Center
throughout each
semester.
Fully implement the Student Completed and The Behavioral Educational sessions and
Conduct, Title IX, and Behavioral Continuing Assessment Team has trainings will continue
Assessment Team to establish a been revived and indefinitely.
more integrated approach to revitalized, and is co-led
student intervention and discipline. by the Dean of Students,
8These efforts will include training Director of Student Any trainings and
programs for students, staff, Equity and Title IX, and educational sessions
faculty, and administrators, and the Director of Public under the auspices of
the promotion of college Safety and Emergency Student Equity and Title IX
community awareness of sexual Management. will be reported out in a
violence, consent, and the student separate program review
code of conduct. BAT will continue to plan after Fall 2019.
trainings on a variety of
topics, including a
second and different
(from the April 2018)
Verbal De-Escalation
training in September
2019. Throughout 2018-
2019, there were various
educational programs
and trainings regarding
personal safety and Title
IX.
The Office of the Vice President of Discontinued This initiative has been Discontinued.
Student Services will support the after a pilot in discontinued.
Math department in its 2017-2018.
development of a Summer Math
Academy and Winter Math
Retention Program by offering
professional development and
support in coordinating the
implementation of the program.
The Office of the Vice President of The focus of this Outreach continues to be The Dean of Students and
Student Services will support the has changed housed with Student Life the Dean of Instruction at
Director of Student Life and somewhat. (See and Outreach. It has WLJ co-lead college-wide
Outreach to develop a details to the once again provided outreach coordination
comprehensive Coastline right.) focused recruitment for efforts, with a goal of
Community College Student STAR 2.0 and for coordinating a master
Outreach and Recruitment The Welcome Coastline Promise and Outreach schedule,
Program targeting high school Desk (aka has participated in consistent Outreach
graduates, adult re-entry, and Information traditional college fairs messaging, and
online students. Center) now and high school coordinating the
reports to outreach. purchases of give-away
Admissions and branded items.
Records, due to
proximity, to
A&R Office. The
Welcome Desk
substantially
assists with
communications
from the VPSS
Office to
prospective and
9current
students.
The Office of the Vice President of Fine-tuning and Multiple measures are in Implement English and
Student Services will support the implementing place for English and math in Fall 2019.
Dean of Counseling to develop and Fall 2019 math. This is a college-
coordinate Coastline College’s wide and District-wide College will need to
participation in the Statewide effort. develop and implement
Alternative Assessment Program. multiple measures for ESL
for Fall 2020.
No longer a VPSS/Student
Services goal; can come
off list because
accomplished/completed.
Start working with the Vice Implemented Starfish is implemented Starfish is implemented
President of Instruction to revise and Continuing and utilized at Coastline. and utilized at Coastline.
the Online STAR Program and Data about the tool is
create an Institutional intrusive, being gathered.
integrated, student engagement
model to increase retention and
academic achievement among
Coastline College online student
learners.
Student Services priority focus will Continual Specific customer service We will continue to make
be on enhancing the student training was conducted this a priority (customer
customer service experience. for Coastline staff in Fall service excellence).
2018.
Coastline College will implement Continual Coastline (and the VPSS works with District IT
various technology initiatives to District) continues to and VPs district-wide to
provide students with explore MyPath from the identify technology
comprehensive access to student CCCCO. We have decided solutions and
services wherever they are. to not pursue EduNav. enhancements for student
success.
Develop structured support Being Coastline was successful
services for students who were implemented in receiving a grant to
formerly incarcerated. Fall 2019 develop support services
for formerly incarcerated
students. These services
will begin being
implemented in Fall
2019. Spring and
Summer 2019 were
spent developing specific
methods, tools, etc. for
implementation.
10Response to Program and Department Review Committee Recommendation(s)
Table 4. Progress on Recommendations
Recommendation(s) Status Response Summary
The Committee recommends that the office Ongoing Throughout the academic year, SAOs are
discuss the use of Service Area Outcomes and discussed in Student Services Wing
summarize the ongoing dialog of outcome and Planning Council meetings, including
achievement data. reviewing what SAOs should change or
continue, what new SAOs should be
identified, and outcomes are discussed
once that data is available.
Department Planning and Communication Strategies
During Student Services Wing Planning Council meetings, we focused on how Student Services can and
already do support Coastline’s KPIs. Starting in 2019-2020, in addition to KPI’s the Student Services Wing
Planning Council will identify how we currently support and can deepen our support of the CCCCO Vision
for Success Metrics. All discussions and documents are archived online.
During the twice-a-semester (usually) Student Services Wing-Wide meetings, updates are provided on
initiatives across Student Services and across the College (in addition to trainings on various topics).
Student Services Managers meet monthly and the VPSS has one-on-one meetings with all direct reports
on a bi-weekly or monthly basis. Planning, performance, and the like are discussed during these
meetings.
Coastline Pathways
Student Services, as a wing, has had extensive involvement in Coastline Pathways. There is
representation on every Design Group, by faculty, managers and staff in Student Services.
Several Student Services managers, staff and faculty attended the various Pathways Retreats, as well as
the Institute For The Future training.
The VPSS serves as a resource to the Co-Coordinators (one faculty and one dean), and both the VPSS
and the Dean of Students serve as official “resources” to design groups.
Implications of Change
Student Services is student-centered as verified by the high customer service ratings from students.
Student Services continues to be an integral part of students’ academic careers and lives as well an
integral part of the College’s success. Planning and conversations surrounding resource needs, goals,
and initiatives are woven through a variety of meetings with Student Services including Wing Planning
Council, Managers, and Wing-Wide; they are also part of a variety of committees and councils, as well as
work groups and task forces.
INTERNAL OPPORTUNITIES FOR CHANGE
11 Make all fairs, appointments, and resources available online, whether synchronous, asynchronous,
or a version of the face to face event.
Utilize Starfish and Civitas to their full capacity in order to connect with students – this can take the
form of deadline reminders, details about support services, information about classes available, etc.
Every department can have someone using this tool and connecting with students.
Help all employees understand and truly “own” that every single one of us is a Retention Specialist
AND an Outreach Specialist. We serve current and prospective students with that as a focus.
Continue to maximize partnership with Student Services and Instruction – not only between those
two VPs, but with all teams.
With the new building being programmed, the opportunity at the center of planning that building is
a blend of inviting + controlled access. Inviting for students and all guests to the building, with easy
access to answers and information, and controlled access for the purpose of safety. The building
design and programming will also maximize the interactions and interrelations of programs and
departments.
EXTERNAL OPPORTUNITIES FOR CHANGE
Enhance support services for incarcerated and formerly incarcerated students by formal and
informal partnerships with other institutions of higher education and various County agencies and
service providers.
Enhance enrollment and outreach efforts by engaging with the community and with local K-12
schools and districts.
Focused outreach and recruitment efforts for Adult Re-Entry students.
Forward Strategy
Develop a plan to address the implications of change. The plan should specify and align with one or more
College Goals, College plans (College planning documents can be found on the College website), and
Coastline Pathways.
INTERNAL OPPORTUNITIES FOR CHANGE
Opportunity Plan Alignment
Make all fairs, appointments, All Student Services Mission Statement:
and resources available online, departments have some Diverse populations
whether synchronous, content offered online, whether Meeting students where they
asynchronous, or a version of through live Zoom and Cranium are
the face to face event. Café meetings/streaming, Innovative services
through video/digital Equitable outcomes
recordings, and posting of
resources and handouts. College Goals:
Increase student access
Provide adequate support
services to enhance the
learning experience
Efficient use of resources,
programs and services
Access and student support
12Coastline Pathways (depending
on the activity):
Academic Persistence
Career Exploration
Onboarding
Student Financial Stability
and Holistic Wellness
Utilize Starfish, Civitas and VPSS to ensure that every Mission Statement:
Argos to their full capacity in department has someone Diverse populations
order to connect with students; trained in Starfish and/or Civitas Equitable outcomes
this can take the form of and/or Argos in order to Student Retention and
deadline reminders, details provided targeted data and Persistence
about support services, reports.
information about classes College Goals:
available, etc. Every General messages can be Provide adequate support
department can have someone developed and used on a services to enhance the
using at least one of these tools calendared basis in each learning experience
and connecting with students. department, including the VPSS Efficient use of resources,
office. programs and services
Unique messages can be Coastline Pathways (depending
developed and archived, and on the activity):
utilized again as needed. Academic Persistence
Help all employees understand Conversations, dialogues, College Goals:
and truly “own” that every trainings during Student Student Retention and
single one of us is a Retention Services All-Wing meetings. Persistence
Specialist AND an Outreach
Specialist. We serve current and Coastline Pathways (depending
prospective students with that on the activity):
as a focus. Professional Development
With the new building being VPSS and Cabinet have worked Mission Statement:
programmed, the concept and closely with the Director of Innovative services
theoretical foundation of the Maintenance and Operations
building is to create a blend of and with the architects, to keep College Goals:
inviting + controlled access. the focus of the building on Increase student access
Inviting for students and all students. Provide adequate support
guests to the building, with easy services to enhance the
access to answers and Meetings have occurred with learning experience
information, and controlled Student Services Managers, to Efficient use of resources,
access for the purpose of safety. vet the plans and the concept programs and services
The building design and and to iron out logistical and Access and student support
programming will also maximize conceptual issues, challenges,
the interactions and and ideas. Coastline Pathways (depending
interrelations of programs and on the activity):
departments. Academic Persistence
13Meetings will be occurring Career Exploration
throughout the Fall semester Onboarding
with all future building Student Financial Stability
occupants and with constituent and Holistic Wellness
groups.
Continue to maximize Methods include: joint Mission Statement:
partnership with Student managers meetings; frequent Guides students toward
Services and Instruction – not conversations and meetings attainment (joint effort)
only between those two VPs, between the VPI and the VPSS;
but with all teams. Pathways meetings (core; College Goals:
design teams; trainings; Provide adequate support
summits and learning days). services to enhance the
learning experience
Encourage cross-functional Efficient use of resources,
work and initiatives. programs and services
Access and student support
Student Services deans are
invited to Instructional Deans Coastline Pathways (depending
meetings. on the activity):
Academic Persistence
EXTERNAL OPPORTUNITIES FOR CHANGE
Opportunity Plan Alignment
Enhance support services for A $103,000 grant was awarded Mission Statement:
incarcerated and formerly to Coastline. Some of the plans Diverse populations
incarcerated students by formal that will launch in Fall 2019 Meeting students where they
and informal partnerships with include: are
other institutions of higher Workshops for employees Innovative services
education and various County Ally training for employees Equitable outcomes
agencies and service providers. Workshops for students
Develop peer student network College Goals:
Increase student access
Provide adequate support
services to enhance the
learning experience
Access and student support
Coastline Pathways (depending
on the activity):
Academic Persistence
Career Exploration
Onboarding
Student Financial Stability
and Holistic Wellness
14Enhance enrollment and Continue current efforts by Mission Statement:
outreach efforts by engaging Outreach Specialist in Student Meeting students where they
with the community and with Services, attending fairs and are
local K-12 schools and districts. other events.
College Goals:
Dean of Students and VPSS (not Increase student access
limited to these positions) to
meet with HS and District Coastline Pathways (depending
partners to discuss Coastline, on the activity):
partnership opportunities. Onboarding
Enrollment Management Plan:
Outreach/Recruitment
Focused outreach and Building an outreach arm Mission Statement:
recruitment efforts for Adult specifically designed with adult Meeting students where they
Re-Entry students. learners at a distance in mind are
College Goals:
Increase student access
Coastline Pathways (depending
on the activity):
Onboarding
Enrollment Management Plan:
Outreach/Recruitment
15Section 2: Human Capital Planning
Staffing
Table 5 Staffing Plan – VPSS and Dean of Students Office
Year Administrator F/T Faculty P/T Faculty Classified Hourly
/Management
Previous year 1 0 0 1 0
2017-2018
Current year 2 0 0 2 0
2018-2019
1 year 2 0 0 0 1
2019-2020
2 years 3 0 0 2 2
2020-2021
3 years 3 0 0 5 3
2021-2022
Previous year (2017-2018) there was the VPSS and one administrative assistant.
Current year (2018-2019), Coastline added a Dean of Students and one administrative assistant to
support the Dean as well as the Director of Equity and Title IX.
In Summer 2018, the Executive Dean of Extended Learning (ELD) proposed that ELD be brought back
under Student Services. After many discussions, many iterations of a revised organizational chart, and
mapping a strategic timeline, ELD officially came under the wing of Student Services in Spring 2019 when
the Executive Dean retired. Conversations occurred throughout the remainder of the Executive Dean’s
tenure, including meetings with ELD managers and staff. President’s Cabinet approved the search for an
Interim Dean of ELD (reporting to the VPSS, instead of the President). An interim hiring provided some
time to see if this new model worked (being in Student Services. Bringing ELD into Student Services
allows for the future merging of departments such as the two Admissions and Records teams, and the
possibility for back-ups of functions such as having the two Residency staff members working jointly.
Maximizing synergies helps our teams and our students.
“1 year” (2019-2020) – we can manage, as long as the Director of Student Life is filled in some capacity.
“2 years” (2020-2021) – Coastline needs:
• A Dean of Enrollment Services to focus on Admissions and Records (both general and ELD) and
Financial Aid. That position will also need administrative support.
• With the growth in programs and initiatives (e.g. Promise, Formerly Incarcerated, initiatives
generated by Design Groups), permanent trained staff will be key to successful programs and
students. Also needed to support the College’s efforts (mandated and non-mandated alike) to
provide growing and intentional support for Undocumented students, Promise recipients, and
Formerly Incarcerated students, a full-time staff person is needed to coordinate reports, data for
grants, and a myriad of activities and services. This staff person would also assist with the Food
16Pantry, which has moved to the VPSS office suite and will expand again once the new building is
completed.
• Someone to focus on accessible documents, across the College. This could easily be a staff person
that supports the entire College with guidance, and trains others in how to make and ensure
documents are accessible to all students and visitors.
“3 years” (2021-2022) – As we prepare for the new College Center (Student Services Center), the VPSS
Office needs to ensure that the new Student Services Center’s Welcome Desk will have staff who are
cross-trained to assist students with the majority of their questions regarding financial aid, registration,
admissions, residency, academic advising, courses, and support programs.
Hourlies – would aid the VPSS and the Dean of Students to manage the expanding collection of
programs and initiatives (Promise, Formerly Incarcerated, etc.).
Forward Strategy
Any hiring will be dependent upon funding availability. As the upcoming years will see a more restricted
budget, some of these staffing plans will adjust to future years and any new efforts will need to
developed and implemented with current human resources.
The opportunities (as listed in a previous section) and all proposed initiatives are focused on
outreach/retention, retention, and wing/department efficiencies. The proposed staffing plan is based on
opportunities and proposed initiatives in this document.
Sustainable growth needs to be based on available (or future available) General Funds. Some short-term
initiatives can be based on current and future grant funds. Current and future grant funds should be
used for these short-term initiatives and for short-term employees (hourly; student workers).
Professional Development
Table X Professional Development – VPSS and Dean of Students managers and staff
2018-2019 only
Name (Title) Professional Development Outcome
VPSS Regularly attends FBI T.A.R.G.E.T. Continue to grow – and apply
trainings/meetings, as well as assist with – expertise in threat
identifying topics and speakers management and threat
assessment
VPSS NASPA/Student Affairs Administrators in Presenter; build on
Higher Education – 2019 national knowledge base for Student
conference Services practices and
programs
VPSS Association of Threat Assessment Learn best practices
Professionals (ATAP) annual conference regarding threat
2018 management, threat
assessment, behavioral
assessment; network with
17local and national agencies
and potential partners in a
case of an emergency or
crisis.
VPSS NASPA/Student Affairs Administrators in Build on knowledge base for
Higher Education – 2018 regional Student Services practices and
conference programs
VPSS Community College League of California Build on knowledge base for
annual conference 2018 Student Services practices and
programs; network with
fellow CCC colleagues
VPSS Council of College and Military Educators Gain knowledge about
(CCME) 2019 annual conference college/military education
and partnerships; become
introduced to military and
veteran education in
anticipation of ELD merging
with Student Services
VPSS CSSO Annual conferences – 2018 and 2019 Build on knowledge base for
Student Services practices and
programs; dive into
legislation; network with
fellow CSSO colleagues
VPSS Presented various workshops online via Share and gain knowledge on
Innovative Educators topics such as Student
Services SLOs, Behavioral
Assessment Team case
studies, online Career Services
VPSS Attended EOC training for Logistics Chief Learn how Orange County
responsibilities, at the Orange County EOC operations work, how
EOC. WebEOC works, and about
the inter-agency
dependencies and
communications in an
emergency or crisis.
VPSS Attended an all-day training on Learn about State and
Catastrophic Earthquakes with the regional resources; learn
Director of Public Safety and Emergency more about the realities
Management. should the region
experience a catastrophic
earthquake; identify gaps
in Coastline’s
preparedness.
Dean of Students Regular attendance at FBI TARGET trainings Build knowledge of threat
and meetings assessment issues, BAT best
practices, and build local
professional network
Dean of Students ACCCA Mentor Program Participant Development of leadership
(attendance at 2019 ACCCA Annual skills and knowledge of the
challenges and realities of the
18Conference, 2019 ACCCA Mentor Spring community college system,
Retreat, 2019 Admin 101) build professional network.
Dean of Students 2018-19 Region 8 Meetings (SSSP, SEA, Learn about relevant
Undocumented Student Services, Equity) legislation, best practices, and
build professional network
Dean of Students 2019 CSSO Annual Conference Learn about best practices
and innovations in student
service programs and
services, build professional
network
Section 3: Facilities Planning
Facility Assessment
The current facilities for Student Services departments leaves limited room for expansion or growth of
programs. Space is finite in the College Center, and because the Annex is not a DSA building, the Annex
cannot be utilized for student-facing departments and programs.
With the move of some offices to the Annex (e.g. VPI, President, Institutional Effectiveness), that did open
up some space in the current College Center for three new positions hired in 2018: Dean of Students,
Director of Student Equity and Title IX, and an administrative assistant for these positions. It has also
enabled us to move the Food Pantry to a larger and more accessible space in Summer 2019. (It was housed
in a hallway adjacent to EOPS; it is now in the VPSS Suite on the 2nd floor of College Center.)
The College is currently programming an entirely new College Center, to be called the Student Services
Center in Fountain Valley. The programming is focused on open, flexible and adaptive work spaces for all
Student Services departments and programs; it is also focused on being inviting to students and visitors,
and making students’ visits to Student Services Center efficient, effective, and productive for students.
Forward Strategy
As we enhance and expand outreach and retention efforts, the new Student Services Building will be
student-focused and student-friendly. The layout of work stations on both floors will encourage cross-
function communication, cross-training (which serves students better), and collaboration.
Section 4: Technology Planning
Technology Assessment
The VPSS Office:
Has been utilizing data dashboards, Regroup, and email. Dashboards to identify issues and trends
with our student data; Regroup to send out messages from the VPSS Office to currently enrolled or
potential students about enrollment, and for critical messages such as when there were cases of
19measles across the country including Orange County; email to reach out to targeted student
populations (e.g. people who applied but did not enroll).
Across all Student Services departments there is a need for training more managers and staff to
utilize Cranium Café, Zoom, and Proctorio as an alternative to communicating with students.
All Student Services departments continually identify and implement services and activities online,
whether that is synchronous or asynchronous. Student Services as a whole has made substantial
progress in providing variations of almost all programs and services online for our students. The
VPSS Office has increased her email communications to students in order to support increases in
retention and enrollment, and the Student Handbook was revived with a limited number of copies in
print and an electronic version online (it can be printed on demand). As far as communication
without technology, flyers and posters continue to be created and utilized for programs and
activities, and some communications with students still occur via print (e.g. some student conduct
letters). Student Services overall has attempted to decrease printing and postage costs (with the
exception of Admissions and Records and our incarcerated students). Meeting students where they
are includes the use of electronic communication, with printed materials on demand.
In 2018-2019, Student Services began an online chapter of National Society for Leadership and
Success (NSLS). NSLS speakers are streamed to rooms so that students have the option of sitting
with other Coastline students, or viewing from any location on a computer.
The VPSS attended a Civitas Summit and is learning how to utilize that software.
The administrative assistant to the VPSS has attended various software trainings, including Word,
Excel, Banner, Data access, and accessibility.
The Dean of Students Office:
Utilizes Maxient for managing and addresses student conduct cases and students of concern.
Utilizes Cranium Café for student conduct case appointments, when the student is unable to come
to any Coastline campus for a meeting.
Utilizes Zoom and email for a variety of communications and meetings.
QR codes are an efficient method for communicating information in a concise and convenient
format. Outreach began utilizing this tool in Spring 2018. This particular QR code has mostly
replaced the printed “Student Interest Card”; when a student scans the QRC, fills in the “card”
online, it is submitted online. This makes outreach efforts all the more efficient; it has mitigated
challenges such as reading the handwriting of prospective students, and staff no longer have to
manually enter information from the cards into another document or database. Take a look!
Just use the camera option on your smartphone, and then click on the link that appears as you
scan the QRC.
20Forward Strategy
Any new personnel will need to be provided appropriate technology (e.g. computer) in order to
fulfill their responsibilities.
Live Chat features would be beneficial in answering students’ and others’ queries on demand.
Expanding the use of Financial Aid’s ChatBot feature to other departments would be beneficial to
students; the database of questions and answers continues to grow for Financial Aid and could be
adapted in other departments.
Conversations along the lines of Artificial Intelligence (AI) and Augmented Reality (AR) have begun
across the College, and especially in Coastline Pathways conversations. Methods to enhance our
support of students in an interactive manner is critical to meeting students where they are, just in
time, and on demand.
The College needs a CRM. The new website platform has this capability; the CRM aspect is on hold
but in queue as the new website is fine tuned. If the new website platform cannot meet this need,
then Coastline needs to continue searching for a solution, with or without our sister colleges and
the District.
21Section 5: New Initiatives
INITIATIVE A: Build Undocumented Students support services and resources
In 2018-2019, Coastline built a webpage and implemented some programming for the month designated by the
State Chancellor’s Office, to feature and focus on Undocumented Students, in order to ensure that colleges across
the State of California are supporting this vulnerable and under-served population. It is expected by the CCCCO that
this effort will continue annually; Coastline needs to ensure that we do not focus on these students for one month
out of the year.
As we explore some reorganization opportunities in Student Services (conversations currently occurring at
President’s Cabinet, Chancellor’s Cabinet and District Human Resources), it is possible that Undocumented Students
support services and programs could be folded in, in an official capacity to a department. Currently, the lead for
developing a limited number of activities and resources falls to the Dean of Students.
Describe how the initiative supports the college mission:
Mission: Coastline College guides diverse populations of students toward the attainment of associate degrees and
certificates leading to career advancement, personal empowerment, and transfer. By meeting students where they
are, Coastline provides innovative instruction and services designed to achieve equitable outcomes.
This initiative speaks to Coastline’s diverse populations, with Undocumented Students being just one of those
diverse populations. Meeting students where they are – not in the physical sense, but in the sense that this is
population with specific experiences and barriers, and helping and guiding them from their state of under-prepared
and at-risk, in spite of politics and stigma currently associated with this population of students.
What college goal does the initiative support? Select one
☐ Student Success, Completion, and Achievement
☐ Instructional and Programmatic Excellence
☑ Access and Student Support
☐ Student Retention and Persistence
☐ Culture of Evidence, Planning, Innovation, and Change
☐ Partnerships and Community Engagement
☐ Fiscal Stewardship, Scalability, and Sustainability
What Educational Master Plan objective does the initiative support? Select all that apply
☑ Increase student success, retention, and persistence across all instructional delivery modalities with emphasis in
distance education.
☑ Provide universal access to student service and support programs.
☑ Strengthen post-Coastline outcomes (e.g., transfer, job placement).
☐ Explore and enter new fields of study (e.g., new programs, bachelor’s degrees).
☐ Foster and sustain industry connections and expand external funding sources (e.g., grants, contracts, and business
development opportunities) to facilitate programmatic advancement.
☐ Strengthen community engagement (e.g., student life, alumni relations, industry and academic alliances).
☑ Maintain the College’s Asian American and Native American Pacific Islander Serving Institution (AANAPISI)
designation and pursue becoming a designated Hispanic Serving Institution (HSI).
How does this initiative play a part in Coastline Pathways?
This initiative will better support Undocumented Students through these Pillars:
Help students choose and enter their pathway
Help students stay on the path
Ensure that (co-curricular and extra-curricular) learning is happening with intentional outcomes.
22And through these current Design Teams based on mentoring, peer mentoring, intrusive advising and guidance,
educating about academia and college and career options, and the like:
Academic Persistence
Career Exploration
Onboarding
Student Financial Stability and Holistic Wellness
Learning Journey options
What evidence supports this initiative? Select all that apply
☐ Service Area Outcome (SAO) assessment
☑ Internal Research (Student achievement, department performance)
☑ External Research (Academic literature, market assessment, audit findings, compliance mandates)
Describe how the evidence supports this initiative.
“27,000 undocumented students graduate from California high schools each year.”
“Nearly 10% of undocumented students pursue higher education, and far fewer successfully graduate with a
degree.”
15% of over 50,000 CA DREAM ACT applicants were awarded a Cal Grant award.”
(https://collegecampaign.org/undoc-coalition/)
California legislation:
http://undoc.universityofcalifornia.edu/legislation-basics.html -- includes information on DACA, AB540, California
Dream Act. California’s AB540 enables “undocumented students to pay in-state tuition and fees” as long as the
student attended a California high school for at least three years, has or will graduate from a California high school
(or received a GED in California), submitted the California Nonresident Exemption Request, and doe not possess a
non-immigrant visa. The California Dream Act then enables Undocumented Students, who qualify for AB 540, to
receive some state financial aid.
AB 21 / Public postsecondary education: Access to Higher Education for Every Student (as well as guidance on
immigration enforcement) -- https://www.calfac.org/sites/main/files/file-attachments/ab_21_kalra_-
_fact_sheet_access_to_higher_education_for_every_student_09.08.17.pdf
AB 1645 / Student support services: Dreamer Resource Liaisons
The California Community Colleges Chancellor’s Office (CCCCO) has distributed a variety of communications that
establish expectations for California Community Colleges (CCC) to support students who are undocumented.
Including but not limited to:
Undocumented Students: https://www.cccco.edu/Students/Support-services/Special-population/Undocumented-
Students
Other resources and statistics:
Undocumented students in college are no eligible for federal financial aid.
UCLA Study – Undocumented Student’s Unfulfilled Dreams
(https://irle.ucla.edu/old/publications/documents/Undocumented-Students.pdf)
Recommended resource(s) needed for initiative achievement:
Website support in order to keep webpage(s) current.
Administrative Assistant and/or Graduate Intern support to assist with programming and communications.
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