Transformations to Advance Equity: The 2020 Bunker Hill Community - - PowerPoint PPT Presentation

Transformations to Advance Equity: The 2020 Bunker Hill Community College Self-study

Presentation to the BHCC Board of Trustees October 28, 2019

BHCC’s 2020 Self-study – An Inclusive & Participative Process

Broad engagement from over 200 faculty, staff, administrators, students, alumni & Board of Trustees AY 2016 – 2017: Chief editor (Prof. Puente) appointed, work teams created, & NECHE Data First Forms prepared AY 2017 – 2018: NECHE was the focus:

• at Convocation & Collegewide Retreat in fall
• at NECHE Think Day & NECHE Retreat Day in spring
• of regular meetings of Standard Committees, as committee

members engaged in analysis & prepared 1st rough draft AY 2018 – 2019: Activities focused on writing, critiquing, re-writing

Institutional Overview of BHCC

• Founded in 1973, BHCC is

 the largest of all 15 community colleges in Massachusetts  one of the most diverse institutions of higher learning in the state & in the country:

• 66% students of color: 26% Hispanic/Latino, 25% African

American, 11% Asian

• Average student age: 26
• More than half are women
• More than half are 1st generation college students
• Three out of four work either full-time or part-time
• Three out of five are parents
• Over 1,200 dual enrollment students
• Nearly 900 international students come from 90 countries

& speak 75 languages

Institutional Overview of BHCC

• BHCC is also a Minority Serving Institution (MSI)

 designated as an Asian American Native American Pacific Islander Serving Institution (AANAPISI)  eligible for designation as a Hispanic Serving Institution (HSI)

• Offers the most affordable college education across the state

(the lowest tuition & fees)

• Students can choose from over 100 associate degree &

certificate programs

• Two campuses (Charlestown & Chelsea), 3 satellite campuses, 3

instructional centers

• Finally, BHCC is nationally recognized for being innovative – this

has allowed the College to thrive despite decreased, unpredictable state funding & physical space limitations

Highlights of the 2020 Self-study

• Broad changes & reforms in the last

5 years have transformed the College

• Transformational changes in nearly

all the NECHE standards

Visual Here???

Mission & Purposes Planning & Evaluation Organization & Governance The Academic Program Students Teaching, Learning & Scholarship Institutional Resources Educational Effectiveness Integrity, Transparency & Public Disclosure

Highlights of the 2020 Self-study

• Updated Mission, Vision & Values (approved in 2014) has

enabled the College to expand in critical growth areas (Standard 1)

• Practice of strategic thinking is becoming a regular habit

across all units – impact of strategic planning cycle & institutionalization of annual unit planning (Standard 2)

• Review of governance to increase participatory governance in

its final stages (Standard 3)

• Institutional Learning Outcomes (ILOs) created, Curricular

Reforms implemented, Learning Communities (LCs) scaled further (Standard 4)

Highlights of the 2020 Self-study

• Overhaul of Admissions Process & Onboarding process for new

students; LCs required for part-time students (Standard 5)

• Cultural Institutes consolidated into Center for Equity &

Cultural Wealth (CECW), increasing emphasis on professional development (PD) activities grounded in equity principles (Standard 6)

• BHCC is financially healthy and stable: $4 million budgeted

deficit eliminated; creation of Student Central & DISH, relocation to a larger Chelsea Campus; a more diverse BHCC workforce overall; continuing efforts to improve technological infrastructure (Standard 7)

Highlights of the 2020 Self-study

Impact of Transformations on Our Educational Effectiveness (Standard 8)

• We remain the most affordable community college
• We have increased our accessibility to different student

populations (early college, AAPI, Latinx, Pell-eligible)

Highlights of the 2020 Self-study

Impact of Transformations on our Educational Effectiveness (Standard 8)

• Compared to our peer institutions, our students have

demonstrated  higher persistence rates (vs. ATD & VFA peer colleges)  higher retention rates vs. DHE-state peers (overall, by race, by gender, & by Pell status) & ATD peers  a significant increase in successful completion of college- level gateway courses within the first year (32 % for FA ‘16 cohort vs. 13% for FA ‘12 cohort) – the most crucial indicator for us; successful completion also doubled for all student sub-groups and achievement gaps narrowed for Latinx & African American students

Highlights of the 2020 Self-study

Continuing Challenges in the Next Five Years

• Compared to our peer institutions, our students have lower 6-

year completion rates; 30% (nearly 1/3) transfer w/o a credential – we need to understand better why & how this happens

• Enrollment, & overall persistence & retention rates have been

decreasing for the last 3 years – ATD Holistic Student Support Redesign Project expected to address these issues

• We are at 168% capacity in terms of physical space utilization -
• $65 million fund for new building anticipated to help address

this issue

Highlights of the 2020 Self-study

• System Improvements have also improved our institutional

integrity & transparency (Standard 9)

• We still need to:

 conduct a comprehensive campus climate assessment  review our Title IX processes  create publications that are more accessible to our linguistically diverse student population  publish more complete information

Highlights of the 2020 Self-study

Continuing Challenges in the Next Five Years

• Academic Program Review process needs to be tightened –

need to integrate with faculty PD needs & work of Student Learning Outcomes Assessment Program (SLOAP).

• Improvements in assessment needed

 Better, deeper understanding of student patterns through student voices & narratives (engaging in quantitative and more qualitative data analysis)  Assessment of Student Support Services (SLOAP team re- configuration is a step in the right direction)  Creating the Institutional Assessment Plan (IAP)

Current Progress & Next Steps

• Currently in-progress

 Feedback from students and adjunct faculty in progress this week  IMC working on fixing certain web links

• Next steps

 By 11/15: Incorporate community & BOT feedback into final draft; complete all appendices; update all DFFs  Final production of self-study c/o IMC  Data Warehouse Team & Accreditation Visit Team will accelerate prep activities  Send final draft of self-study to Accreditation Visiting Team by mid-February

2020 NECHE Self-study

Any Questions? Comments?