Committee
Charge
Committee Name: Academic Affairs Leadership Team
Committee Type: Administrative – Operations
Mission/Purpose: The Academic Affairs Leadership Team (AALT) serves as the major strategic and operational decision-making body for Academic Affairs Division of the College and is responsible for ensuring the College’s academic-related strategic initiatives align with identified key performance indicators and measures of success. The AALT is responsible for creating and sustaining a vibrant, innovative culture that is focused on helping students achieve their learning goals in a safe and supportive environment. The AALT develops, nurtures, and facilitates collaborative decision-making through inclusive and intentional communication with the effective allocation of resources throughout the College. The AALT works in tandem with both the Student Affairs Leadership Team (SALT) and the Administrative Services Leadership Team (ASLT) to ensure College activities align with the continuous improvement of student learning and success.
Scope of Responsibility: The AALT shall:
- Oversee Academic Affairs operations and ensure employee efforts are optimized towards the attainment of the College’s strategic goals and the Board’s strategic outcomes.
- Develop, monitor, and report on the implementation of the College’s academic-related strategic plan initiatives.
- Make recommendations to the Vice President of Academic Affairs (VPAA) regarding the implementation and progress of major college-wide academic initiatives.
- Implement strategic plan initiatives assigned to the VPAA.
- Develop and review academic related Board Monitoring Reports.
- Facilitate input from, and communication with, a broad-based campus and community population on matters that improve teaching and learning.
- Assess the Academic Affairs budget and recommend allocation priorities.
- Ensure college compliance with federal, state, and local laws and regulations.
- Review Institutional Effectiveness efforts and use key performance metrics to improve operational practices.
- Delegate operational decision-making authority to the most appropriate level in the division and ensure alignment of employee effort.
- Collaborate with all levels of the organization to assist with planning, implementation, and evaluation of Academic Affairs strategy/initiatives.
- Ensure operational processes and activities promote institutional effectiveness, through informed data-driven decision-making, collaboration, assessment, communication, coordination, and refinement.
- Make recommendations to the Vice President of Academic Affairs (VPAA) regarding the implementation and progress of major academic-related planning and initiatives.
- Receive and review periodic updates and reports from operational committees and employees.
Policy Responsibility: Provide input to AAC when needed.
HLC Criterion: 1.C., 2.D., 2.E., 3.A., 3.B., 3.C., 3.F. & 3.E.
Strategic Plan Responsibility: Goal 1, Objective 2, Strategies A through T; Goal 1, Objective 3, Strategy A; Goal 1, Objective 4, Strategies A, D, F; Goal 2, Objective 1, Strategy B; Goal 2, Objective 2, Strategy A & B; Goal 2, Objective 3, Strategy B, D & G; Goal 2, Objective 4, Strategies A, B, C, & G; Goal 2, Objective 5, Strategy A, B, C, D, E & F; Goal 3, Objective 1, Strategy D; Goal 3, Objective 2, Strategy C; Goal 3, Objective 5, Strategy C; Goal 4, Objective 1, Strategy C; Goal 4, Objective 2, Strategies B through F; Goal 4, Objective 3, Strategies A & B.
Priorities for FY26: Expand TDR as workforce training (1.2.A.)
Enhance and improved nursing programs (1.2.B.)
Create major-specific AA and AS pathways to 4-year institutions (1.1.C.)
Include non-HS pathways on the degree plan webpage (1.1.D.)
Implement the Power Sports program (1.2.C.)
Implement the revised Automotive program; obtain ASE accreditation (1.2.C.)
Implement the new and continue to explore additional virtual/immersive learning programs (1.2.E.)
Obtain accreditation for the MA program (1.2.F.)
Implement CBE welding (1.2.P.)
Implement the Applied Trades Certificate (1.2.Q.)
Implement the Health Sciences pathways and the Clinical Health Specialist Certificate (1.2.R.)
Obtain approval and develop structure for the CBE Business Program (1.2.S.)
Develop the RT program (1.2.U.)
Develop the Paramedicine Program (1.2.V.)
Strengthen programming with the K-12 schools (innovative dual credit/enrollment programming, STEM night, 5-County Vocational Education) (1.3.H.)
Revive and strengthen the minority business council (1.4.D.)
Strengthen and grow our workforce training programming (1.4.E.)
Experiment with classroom delivery strategies such as a flipped classroom (2.2.A.)
Implement the part-time AA degree and secure a funding source for students (2.3.)
Develop and implement a math bridge course; revise the integrated math review course (2.4.)
Reporting: The AALT advises the VPAA. The VPAA will consider all recommendations made by the AALT and endorse those that are informed by best practice and compliant with applicable law.
Composition: Dean of Allied Health & Nursing Programs, Dean of Career & Technology Programs, Dean of Transfer & Adult Ed Programs, Department Chairs (4), Coordinator of High School Partnerships & Pathways, Coordinator of Learning Innovations, Director of Workforce Development, Director of Adult & Alternative Education, and Executive Associate.
Meeting Dates: Second and Fourth Tuesday of the month from 1:00p – 3:00p.