Annual Program Review
2005-06
Process:
Each of the Program Coordinators met with the Vice Chancellor and the Assistant Vice Chancellor to discussion the individual program review report.
Concerns:
The majority of the Program Coordinators found the program review process easier to complete given that it was the second year and the initial framework had been established. However, there were concerns expressed that the information requested in the program review would again be revised and perhaps increased. There are still components of the information that are not available on either the local or system level. Faculty report that in discussions with other faculty across the system there are differences about the data, definitions (for example, how programs are defined), and utilization of information. They would prefer some level of consistency while still allowing for specific differences based on the campus needs.
Recommendations:
There were recommendations in four areas to be considered for the upcoming program reviews.
· Connection to strategic plan – many of the reviews contained this information and those that did not contain the information were asked to provide it in the future
· Recruitment – what strategies could be employed to increase enrollment in various programs. Who does the program serve and are there additional populations that could be identified – how are students recruited.
· Retention – what is the retention rate from semester to semester and from fall to fall. What is happening in individual courses - identification of issues – how do students move from one class to another – what is the level of success in future courses – when is certification or graduation necessary as opposed to acquisition of skills.
· Curriculum Redesign – the faculty were encouraged to examine their curriculum to ascertain currency in the field and relevancy to student and community needs.
Accounting
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 12 annual job openings in Maui County and 42 in the state.
Majors:
There are 60 majors.
Class Fit:
The class fit is 68%.
Graduation Rate:
The graduation rate is 38%,
Placement in Employment:
The rate is 100%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. The faculty have developed SLOs for all accounting courses and the SLOs have been updated to conform to the assessment format as established by the Curriculum and Assessment Committee. The articulation agreement between MCC and UHWO was renewed and discussions have occurred with UH Manoa and UH Hilo to facilitate credit and student transfer processes. Faculty are exploring the possibility of offering accounting courses on-line in addition to the courses being offered on cable. Faculty homepages have been developed. Plans for the future include increasing the formal academic advising, developing a capstone course, and to develop systematic methods to assess SLOs and collect evidence to support the outcome.
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 102 annual job openings in Maui County and 216 in the state.
Majors:
There are 12 majors.
Class Fit:
The class fit is 61%.
Graduation Rate:
The graduation rate is at 35%.
Placement in Employment:
The rate is 100%.
Relationship to MCC Strategic Plan:
This was not addressed but faculty have been asked to address this in upcoming
program reviews.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. A curriculum cycle has been established for the completion of a 2 year program. This will assist students in better planning their academic pathway. Title III funds were used to develop two new Hawaiian Studies courses in ethnobotany which are currently being offered. The program coordinator has been active in the development of the SLIM (Sustainable Living Institute of Maui) initiative which should result in student internships and increasing interest in careers in natural resources, agriculture, aquaculture, and information technology. The program continues to generate income from a variety of activities. There continues to be a demand for trained people in agriculture including landscaping and horticulture and in continuing professional development for people already in the field. Consequently, there are many students who are not planning to get a degree but rather to acquire specific skills for their profession. Faculty intend to continue the Agriculture and National Resources Awareness Day in cooperation with local high schools. There is ongoing review of the SLOs on a system basis as well as the development of various assessment measures. External evaluators is one option being explored.
Auto Body Repair and Painting
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 5 annual job openings in Maui County and 31 in the state.
Majors:
There are 15 majors.
Class Fit:
The class fit is 89%.
Graduation Rate:
The graduation rate is 0%.
Placement in Employment:
The rate is 100%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. The integration of the I-CAR curriculum has been completed along with a revision of the ABRP self-paced modules which utilizes the I-CAR package. Faculty will continue to examine the feasibility of combining credit and non-credit offerings. Many students who are already working in the trade prefer not to be enrolled in the entire program. Faculty believe it would be helpful to have a tracking system in place which would reflect student interest and academic goals.
Automotive Technology
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 32 annual job openings in Maui County and 243 in the state.
Majors:
There are 58 majors.
Class Fit:
The class fit is 94%.
Graduation Rate:
The graduation rate is 3%.
Placement in Employment:
The rate is 75%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. A new faculty member was hired to fill the vacated position due to the retirement of a full time faculty member. The program continues to be strong in terms of enrollment; the number of graduates may be low for CA and AAS but students are being employed and are often recruited as soon as certain skills are achieved. The program coordinator has participated in the Assessment Workshops and the faculty will be working in 2006-07 to develop appropriate assessment models. The program has received Perkins funding to acquire new equipment and they are still working toward NATEF certification. There are budget considerations regarding updated equipment that new cars require. Adequate storage is still needed for engines, transmissions, and tools. The faculty plan for an expansion of the summer Automotive Academy with Kamahamaha Schools and Alu Like. The faculty plan to expand their visits to local high schools as well.
Business Careers
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 233 annual job openings in Maui County and 1,474 in the state.
Majors:
There are 82 majors.
Class Fit:
The class fit is 95%.
Graduation Rate:
The graduation rate is at 18%.
Placement in Employment:
The rate is 55%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action which incorporates past goals which have not yet been achieved with new initiatives. One request was to add an additional faculty member to the program based on student enrollment and advising activities. While this did not occur in the 2006-07 year, a request for an additional position has been included in the biennium budget request. Faculty has increased their advising activities and are working closely with the counseling staff; the Program Coordinator has made this area a priority over the upcoming academic year. SLOs have been completed and the information has been presented to the Advisory Committee. In the upcoming year faculty plan to utilize polycom to connect with faculty and counselors in the outreach sites regarding information sharing and program development. Assessment of the SLOs will be a major focus as well. The questions raised in the last program review regarding student achievement and graduation rates continue under discussion. Another area of focus is the career track leading to admission to the ABIT Program. Issues identified in the program review include course completion, retention, and graduation rates.
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 145 annual job openings in Maui County and 1,917 in the state.
Majors:
There are 74 majors.
Class Fit:
The class fit is 86%.
Graduation Rate:
The graduation rate is at 45%.
Placement in Employment:
This data is not available.
Relationship to MCC Strategic Plan:
This was not clearly addressed but faculty have been asked to address this in upcoming program reviews.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. Over the past year the faculty were able to upgrade a computer lab, re-organize the coordination of monthly faculty advising sessions, revise curriculum including student on-line assessment activities and participate in the development of a UHCCC system-wide Business Technology Program articulation agreement. Upcoming plans include the development of streamed video for the curriculum, work on assessment processes, and develop closer ties to ECET and ABIT with the goal of increasing student participation in all the programs. The faculty continue to work with the Advisory Committee on questions regarding degree completion and appropriate compensation for graduates. Issues identified in the program review include course completion, retention, and graduation rates.
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 545 annual job openings in Maui County and 2,743 in the state.
Majors:
There are 57 majors.
Class Fit:
The class fit is 83%.
Graduation Rate:
The graduation rate is 45%.
Placement in Employment:
The rate is 89%.
Relationship to MCC Strategic Plan:
This was not addressed but faculty have been asked to address this in upcoming
program reviews.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. A business plan which would guide the growth, development, and daily operations was developed. This plan is in an evolutionary process as the program continues to address ongoing areas of concern including sustainability, deficit reduction, and curricular remapping. A national consultant was brought in to work with all the culinary programs in the UHCCs. His report has been issued and the recommendations are being reviewed by the individual Chancellors and the VPCC. An enrollment target has been set for Fall, 2006 with the expectation that if the target is met lecturer positions will be converted to temporary full time faculty positions. Meetings with the administration have resulted in certain ongoing costs such as hood cleaning and janitorial support being shifted to non-culinary arts resources. New assessment tools are being developed in the workbased learning environment of the lab classes. There are additional classes being offered in conjunction with OCET and there are plans for the expansion of the summer program with Kamahamaha Schools. Financial considerations and student issues including course completion, retention, and graduation rates were identified as areas of concern
ECET (Electronic and Computer Engineering Technology)
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There is 1 annual job opening in Maui County and 2 in the state.
Majors:
There are 51 majors.
Class Fit:
The class fit is 71%.
Graduation Rate:
The graduation rate is 20%.
Placement in Employment:
The rate is 0%.
Relationship to MCC Strategic Plan:
The program did not address this but faculty has been asked to address this in upcoming program reviews.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. Many of the past goals concerning the HPC standards have been accomplished and will serve as a good basis for the upcoming year. For example, network security standards have been added to program goals along with updating Electronics Technician classes to use multi-sim and updating the Computer Technician classes to focus digital on robotics. The new plans include modifying the program map, utilizing the model of Kauai CC, building on the HPC program, adding adaptive optics/telescope technology subject matter to Electronics, working on the NSF-ATE planning grant for adaptive optics and increasing the internship program. The faculty are requesting additional funding for updating the lab.
Fashion Technology
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 141 annual job openings in Maui County and 49 in the state.
Majors:
There are 20 majors.
Class Fit:
The class fit is 78%.
Graduation Rate:
The graduation rate is 80%.
Placement in Employment:
The rate is 50%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. The program coordinator is working with representatives of RDP to identify potential grant funds in the development of student work skills and training resulting in sustainability. In the past students have been encouraged to participate in local performing arts productions and this has been successful with student projects appearing in various shows. The program coordinator has participated in the Assessment Workshops and will be working this academic year to develop assessment processes for the SLOs. The program coordinator continues to explore a relationship to the non-credit area. There continue to be budgetary concerns regarding equipment such as sewing machines, material costs and facility renovation. Many of the students prefer to only take the courses specific to fashion technology and choose not to finish math and English. Since math plays such an important role in fashion there is a plan to write a grant to develop a content-specific math workbook. It is difficult to ascertain employment placement other than self-reporting and that remains an area of concern.
Hotel Operations
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 94 annual job openings in Maui County and 509 in the state.
Majors:
There are 66 majors.
Class Fit:
The class fit is 78%.
Graduation Rate:
The graduation rate is at 23%.
Placement in Employment:
The rate is 83%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. The Hospitality and Tourism Program has been redesigned to meet national accreditation standards (CHRIE) resulting in curriculum redesign which is consistent with the UH system and PCC goals. There is a timeline in place to complete articulation agreements and the accreditation self-study and to develop plans for professional development courses including video streaming, credit/non-credit relationships and evening courses. Faculty are also involved in the development of an enrollment management strategy and the creation of a brochure to market the redesigned curriculum.
Human Services
Centrality:
The program is appropriate to the mission of the institution.
Workforce Demand:
There are 7 annual job openings in Maui County and 77 in the state.
Majors:
There are 182 majors.
Class Fit:
The class fit is 90%.
Graduation Rate:
The graduation rate is 14%.
Placement in Employment:
The rate is 100%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. The Human Services Program is comprised of Early Childhood and Substance Abuse focus areas and there has been some positive development as to the separation of data to more appropriately assess need between the two areas. This is ongoing. Past plans have advocated the filling of a vacant position in Early Childhood and this has now occurred. The plan to create a Bachelor’s Degree in ECE at UHWO has come to closure and curriculum to support this initiate at the two year level has been developed throughout the UHCCs. An issue of concern continues to be the low level of compensation for professionals in the Early Childhood field making it difficult to recruit students. Discussions are ongoing with faculty and administration between MCC and UH-Manoa regarding program expansion in Social Work.
The faculty want to develop a tracking system that determines students’ goals and tracks how the goals are being achieved – this is particularly important since not
all the students come in seeking a degree. The faculty would feel it is important
to collect post-graduation data on graduates and leavers from the program.
Liberal Arts
There was no annual program review submitted. However, the new Department Chair for Humanities has agreed to conduct the program review and it should be available at the beginning of Fall, 2006.
Career Ladder Nursing
Centrality: the program is appropriate to the mission of the institution.
Workforce Demand:
AA Degree: there are 31 annual job openings in Maui County and 1,518 in the state.
Practical Nursing: there are 20 annual job openings in Maui County and 81 in the state.
Dental Assisting: there are 10 annual job openings in Maui County and 70 in the state.
Majors:
AA Degree: there are 41 majors.
Practical Nursing: there are 51 majors.
Dental Assisting: there are 32 majors.
Class Fit:
AA Degree: the class fit is 103%.
Practical Nursing: the class fit is 102%.
Dental Assisting: the class fit is 88%.
Graduation Rate:
AA Degree: the graduation rate is 91%.
Practical Nursing: the graduation rate is 91%.
Dental Assisting: the class fit is 88%.
Nursing Exam Pass Rate:
AA Degree: the pass rate is 95%.
Practical Nursing: the past rate is 97%.
Placement in Employment:
AA Degree: the rate is 88%.
Practical Nursing: the rate is 92%.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action in place which incorporates past goals which have not been achieved with new initiatives. In the past, plans have addressed the difficulty in attracting and retaining qualified nursing faculty, the need to increase the available positions for admission to the nursing program, and funding issues. The UHCC placed a national advertisement in nursing periodicals to recruit faculty and the program has currently filled all open positions. The nursing faculty at MCC have worked with a statewide task force to make legislators and public aware of the serious shortage of nursing faculty. The MCC nursing faculty are working with RDP to Tripler Medical Center to develop on-line skills training modules. Plans for 2006-07 include the expansion of on-line resources including tutorials for basic nursing skill laboratory instruction and the initiation of a Career Ladder Dental Assisting/Associate Degree Dental Hygiene. The program coordinator is working with staff at DHS and a national consultant to facilitate appropriate reimbursement for dental work at the Oral Health Care Center.
The Business Lab
Centrality:
The program is appropriate to the mission of the institution.
Metrics:
Currently, there are no established system metrics for academic support programs
such as the Business Lab.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action which outlines future plans based on current operations. The goals for the upcoming year include upgrading hardware and software for a more appropriate lab environment for students, developing a financial plan to procure and operate a color printer for the lab, develop a schedule for updating the web site, and developing a plan to replace the Check In-Check Out system. They utilize an evaluation system of student feedback for continuous improvement in the Business Lab.
The Learning Center
Centrality:
The program is appropriate to the mission of the institution.
Metrics:
Currently, there are no established system metrics for academic support programs
such as the Learning Center.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action which outlines future plans based on current operations.
The Learning Center sets goals on an annual basis regarding number of students served and types of services offered. The tutorial services are offered in reading, writing, English, math, and study skills. It is a goal to offer more tutorial services in content areas. The Center has 29 computers which service over 1600 student per year and the staff believes that the number of students utilizing the services will continue to increase. The Learning Center coordinates their hours with the Business Lab and the Library to provide the necessary coverage for student needs but based on student feedback believe that additional hours are needed. They have identified additional student assistant/tutors, additional computers, a testing coordinator, and a clerk typist as additional needs. They have also asked to fill the position of the Director of TLC which has been open since the former Director vacated the position.
The Media Center
Centrality:
The program is appropriate to the mission of the institution.
Metrics:
Currently, there are no established system metrics for academic support programs
such as the Media Center.
Relationship to MCC Strategic Plan:
The program supports a number of the action strategies in the Strategic Plan and identifies specific Action Strategies with examples of how they are addressed.
Plan of Action:
There is a plan of action which is contained in many sections of the program
review. It outlines the areas of responsibility in printing, duplication, and graphic arts services, instructional program design, video access, and distributive education programming. Marketing through media is viewed as a natural outgrowth of the Center’s direction particularly in streaming media and web content as well as the creation of film, video and other digital media. Over the past year the Center has provided technological services for a number of conferences and public meetings including the Governors Advisory Committee, the World Hula Conference, the National Marine Educators Association Conference, the Aloha Aina Small Farmers Conference and the NASA/Deep Impact lecture series presented by the UH Institute of Astronomy. A rate sheet has been developed for the rental of various areas in the Media Center. In addition, funding from the cable services franchise fees has been reestablished.