Annual Priorities

San Jacinto College

2021-2022 Annual Priorities

  • Expand Our Equity Focus and Commitment: Develop an understanding through disaggregated data, inquiry, self-reflection, and analysis how existing instructional, student support, and business practices, policies, initiatives, and programming address equity and inclusion and identify any related gaps. Develop aggressive strategies to address student performance and outcome gaps. Build an infrastructure and integrate the equity focus and work throughout the College by:
    • Creating a culture of inclusive classrooms and learning,
    • Reviewing curriculum for training the next generation of the workforce and preparing students for the workplace environment,
    • Hosting and supporting courageous conversations that advance understanding and respect within the San Jacinto College community and in our local communities,
    • Achieving equity in student outcomes by program and course for Hispanic, White, African American/Black, and Asian students and students with socioeconomic or learning differences, and 
    • Implementing strategies that reduce unconscious bias, eliminate implicit bias, and increase diversity in the recruitment, hiring, and retention of College employees. 
  • Expansion of Transfer Opportunities and Awareness: Improve communication and collaboration with transfer institutions, focusing on institutions that are within the top ten transfer destinations for San Jacinto College students or those that offer exceptional opportunities for students. Review existing institutional-level articulation agreements and revise with an emphasis on benefits to students, scholarships, and program placement while eliminating transfer barriers. Create program-level articulation agreements that identify and delineate specific courses, barriers, and solutions for success within program pathways.  
  • Career and Workforce Pathways: Expand existing programs and add new workforce programs as demand in the regional talent pipeline shifts. Evaluate and improve career and workforce education programs to ensure that curriculum and student experiences model career and workplace culture that align with current employer demand. Review curriculum and programs for short-term or micro-skills certificates and establish target populations for workforce upskilling and reskilling. Strengthen employer relationships by developing structures and processes for sector advisory councils, reviewing, and refreshing advisory committees, and expanding hands-on and workplace experiential learning opportunities for students. Explore and evaluate competency-based models for implementation based on employer needs. Increase and strengthen incumbent worker training.
  • Adaptive Student Support: Establish a prioritized program of systemic people, process, and technology work that results in an optimal balance between traditional and digital student support services. Continue to evolve the College into an efficient and adaptive institution with modularized capabilities combined to respond swiftly to perpetual change.
  • Expand Our Outreach Efforts by Focusing on Creating College-Going Opportunities: Increase and enhance outreach, access, and support for individuals whose education was disrupted by COVID or for community members who have been historically underrepresented in postsecondary education.

High School Populations: Develop responsive strategies to address the non-college going high school graduate population. Understand barriers to student progress and where students stop out before high school completion, particularly as influenced by challenges due to COVID. Design specific strategies to reach underrepresented populations in high schools and students who have left school during COVID. 

Adult Populations: Create marketing and recruitment strategies for adult populations who have never attended college, who attended but did not complete a credential, and who achieved a credential but want additional or different credentials.  Design programs and courses that meet the need for entry-level job skills, incumbent worker training, and/or career advancement competencies, including adult basic education and language skills and GED achievement. Design credit and non-credit programs to be taught on campus and in the community to meet the needs of adult population cohorts.

Generation Park: Continue to develop marketing and recruitment plans for the Generation Park campus. Use recent market study data to analyze target markets and develop tactics to best reach those markets. Identify student characteristics in campus service areas and develop programs for specific cohorts. 

San Jac Promise Program: Continue to provide scholarship opportunities to three Pasadena high schools. Continue to work with the San Jacinto College Foundation to raise funds for the Program. Design infrastructure and support services to accommodate the Program as it evolves to become San Jac’s Promise program. 

  • Positioning for the Future: Continue to respond to changing student demand for traditional and online learning for our current degrees and certificates. Respond to regional demand for new offerings in Cloud Computing, Cybersecurity, and Logistics. Optimize strategic partnerships, enrollment management, technology, service efficiency, program development and sustainability, and communication plans in order to strengthen the College’s impact on the region.
  • Advance a Culture of Resiliency and Sustainability: Continuously implement innovative solutions that are resourceful and agile when confronted with environmental factors affecting our region. Demonstrate agility, resiliency, flexibility, and innovation through collaboration when trying to solve challenges and proactively anticipating future challenges. Foster a continuous improvement environment for people, processes, and systems across the College focused on sustainability and aligned to increased student success.