ASCCC Accreditation Institute2013

Marybeth Buechner, Sacramento City College

Dolores Davison, Foothill CollegeRoberta Eisel, Citrus College,

facilitator

Lean times

Growth times

Integrated Planning and the Standards

Accreditation StandardsAdopted June 2002Revised June 2012

Edited November 2012

Integrated Planning is addressed in each of the four Standards.

Introduction to the Standards…

“The institution provides the means for students to learn, assesses how well learning is occurring, and strives to improve that learning through ongoing, systematic, and integrated planning.”

Standard I: Institutional Mission and Effectiveness

“The institution uses analyses of quantitative data in an ongoing and systematic cycle of evaluation, integrated planning, implementation, and re-evaluation to verify and improve the effectiveness by which the mission is accomplished.”

I. B. 3.

“The institution assesses progress toward achieving its stated goals and makes decisions regarding the improvement of effectiveness in a ongoing and systematic cycle of evaluation, integrated planning, resource allocation, implementation, and reevaluation.”

Standard II. Student Learning Programs and Services

II. A. 2. f.“The institution engages in ongoing,

systematic evaluation and integrated planning to assure currency and measure achievement of its stated student learning outcomes in courses, certificates, programs including general and vocational education, and degrees.”

III. A. Human Resources

III. A. 6.“Human resource planning is integrated

with institutional planning.”

III. B. Physical Resources

III. B. 2. b.“Physical resource planning is integrated

with institutional planning.”

III. C. Technology Resources

III. C. 2.“Technology planning is integrated with

institutional planning.”

III. D. Financial Resources

“Financial resources planning is integrated with institutional planning at both college and district/system levels in multi-college systems.”

III. D. 1. a. “Financial planning is integrated with and supports all institutional planning.”

III. D. 4. “Financial resource planning is integrated with institutional planning.”

IV. Leadership and Governance

IV. B. 2. b. “The president guides institutional improvement of the teaching and learning environment by the following:

“… ensuring that educational planning is integrated with resources planning and distribution to achieve student learning outcomes…”

Integrated Planning in 2009at Foothill College

Constituent-Based Penultimate Planning Council *(Drives Strategic Planning)

Constituent-Based Planning Councils *

Constituent-Based Planning Councils *

Division Plan Division Plan Division Plan Division Plan

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

ProgramReview

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ResourceAllocation

Recommendations to President

Strategic Planning Structural Elements

Accreditation Oversight

Strategic Planning Goals

Planning Calendar

Integration of College Plans

* To Be Determined:- # of councils- Charge of councils- Composition of councils- Planning integration details

DRAFT 2/13/09

Integrated Planning at Foothill College

• Work to create a clearer and more integrated planning process began in 2009

• Surveys were distributed to all participants every spring to gauge issues and concerns

• Integrated Planning and Budget task force meets each summer to discuss survey and recommend means by which to address concerns

• New structure was put into place in 2009-10

Membership Tri-Chairs: College President, Academic Senate President, Classified Senate President

Voting Members: Tri-Chairs from each of the four work groups (Basic Skills, Transfer, Operations, and Workforce), along with four students (ASFC President, Student Trustee, two other senators from ASFC)

Non-voting representatives from all bargaining units and other interested parties (Multicultural Staff Association, Sustainability Committee, etc.)

Presented by

Dr. Marybeth BuechnerDean of Planning, Research & Institutional Effectiveness, SCC

Human Resources

District Budget Committee

District Education Technology Committee

District Curriculum Coordinating Committee

District Grants Coordinating Committee

District Basic Skills Competency Committees

District Matriculation Coordinating Committee

District Center Development Guidelines

Assessment Portability Taskforce

Critical functions coordinated under the district umbrella.

Planning levels build upon one another

District Strategic Planning

College Strategic Planning

Program Review

Unit Plan Unit Plan Unit Plan Unit Plan Unit Plan Unit Plan

Sacramento City College Strategic Planning System

Purposeful planning process that results in:Institutional effectivenessInstitutional effectiveness

Mission accomplishmentMission accomplishment

Continuous improvementContinuous improvement

The system…The system… Is integrated with District planningIs integrated with District planning Consists of an integrated family of plansConsists of an integrated family of plans Includes numerous feedback loops between Includes numerous feedback loops between

assessment and plansassessment and plans

Outcome Based

Data Driven

College plan is mapped to district plan (example below)LRCCD Future Direction SCC Goal SCC StrategyReview district and college processes and procedures related to educational goal achievement; identify and address those that may act as obstacles to student goal completion.

Goal A: Deliver programs and services that demonstrate a commitment to teaching and learning effectiveness that supports student success in the achievement of certificates, degrees, transfers, jobs and other goals. 

Review courses, programs and services and modify as needed to enhance student achievement 

Assess course and program schedules to confirm that students can enroll in essential courses in order to complete their certificate or degree requirements within a specific time frame.

Goal B: Align enrollment management processes to assist all students in moving through programs from first enrollment to completion of educational goals. 

 Provide students with clear pathways to goal completion

Continue to exercise the prudent approach that has helped Los Rios maintain its current financial stability.

Goal C: Improve organizational effectiveness through increased employee engagement with the college community and continuous process improvement. 

 Continue to exercise transparent and fiscally sound financial management.

College Plans are integrated with resource allocation and assessment

Strategic Master PlanStrategic Master Plan

EducationalPlan

Resource Management& Capital Outlay Plan

Student Support Services Plan

Professional DevelopmentDistance Education

Marketing

Safety & Security

Matriculation PlanTutoring Services Other Program Plans

Resource Resource PlansPlans FinancialFinancial FacilitiesFacilities Faculty Faculty Classified Classified

StaffStaffInformationInformationTechnologyTechnology

Program Program PlansPlans

OperationaOperational Unit l Unit PlansPlans

U n i t P l a n s

InstitutionInstitutional Plansal Plans

Foundation

District Strategic Plan

District Trend Analysis

An Example of Integrated Planning in ActionThe SCC Davis Educational Center

SCC’s ValuesWorking Together, Pursuing Excellence, and Inspiring Achievement

Integrated Planning at SCC in ActionDavis Educational Center

Integrated with LRCCD Strategic Planning

“…in the year 2000, the Los Rios Board of Trustees made a policy decision to guide the growth of the district by developing regional centers…” (LRCCD Centers Development Guidelines)

LRCCD “A Plan for Educating the Region” (2003)LRCCD Centers Development Policy (2006)LRCCD 5-Year Construction Plan (2007)LRCCD Centers Development Guidelines (2008)LRCCD Timelines for Center Approval (2008)LRCCD Strategic Master Plan (2006 and 2011)

Center planning is integrated across SCC “Provide consistent, comprehensive counseling services at the outreach centers by assigning regular tenure track counselors to both the Davis and West Sacramento” (Objective 4.3 , Counseling 2009 Program Review)

Institutional Plans including the Educational Master Plan, Resource Management & Capital Outlay Plan, and Student Support Service Plan

Program Plans and Unit Plans for departments in both Student Services and Instruction

Resource Plans – Financial Plan, Facilities Plan, Classified Staff Plan, and Information Technology Plan.

Integrated Planning at SCC in Action

Davis Educational Center

Integrated Planning at SCC in ActionDavis Educational Center

Center outcomes are integrated with the assessment of institutional effectiveness.

“Ensure that processes, services, curriculum and instructional design result in equivalent student outcomes for all modalities and locations” (College goal/strategy)

Unit Plan Outcomes Reports Program ReviewsAnnual fiscal and resource allocation metricsStudent success data

The Davis Center is fully integrated into the larger college and district.

Faculty are part of the College’s academic divisions.

Students services and learning resources are fully integrated with overall college services.

The Davis Center Dean works with both instruction and student services.

The SCC Davis Center was honored as the District's Program of the Year.

Integrated Planning at SCC in Action

Davis Educational Center

District Strategic Plan

District Trend Analysis

Citrus College Integrated PlanningComprehensive roadmap to fulfill

mission and achieve long-term goals

Collegial process based on data-driven decision-making that includes all college constituencies

Data-driven decision-making that includes all college constituencies

Important and ongoing effort

Integrated Planning ManualSignificant component of college-wide effort

Provides an overview of the major planning documents used by the college

Illustrates the connection and interaction between each of the plans

Identifies the integrated planning process

Describes the ways each of the college’s constituent groups participates in and contributes to college planning

Major Planning Documents

Mission, Vision, Values StatementsProgram ReviewStrategic PlanEducational and Facilities Master PlanSustainability PlanTechnology PlanHuman Resources PlanInstitutional Advancement Plan

Integrated Planning Model

Mission, Vision, Values

Strategic Plan Board Goals

Annual and Comprehensive

Program Reviews

Educational and Facilities

Master Plan

Annual and Comprehensive

Program Reviews

Institutional Support Plans

Annual Implementation Plans/Progress

Reports

Resource Allocation

Plan Implementation

Assessment

Program Improvement

BP 2510 PARTICIPATION IN LOCAL DECISION-MAKING

Citrus Community College District is committed to shared and participatory governanceprinciples, designed to guide

wise decision making supporting the College’s

missionand strategic goals.

Governance and Integrated PlanningBP 2510

This governance philosophy is based upon five pillars of shared decision making, all which must be present for effective governance.

These pillars are:shared visionshared engagementshared respect shared informationshared risk.

How?Citrus College Steering Committee

Steering Committee guides and assesses major institutional planning initiatives and makes recommendations based on the actions of the Standing Committees.

Major governance committee of the College

Advances mission and objectives of the institution through broad-based participation in the decision-making process

Brings together all constituent groups: faculty, students, classified staff, supervisory and confidential employees, and managers

Serves as a liaison for all college constituents by coordinating the functions of its Standing Committees

Sanctions and Integrated Planning

It may be helpful to know…

Top Deficiencies Causing Sanctions(ACCJC Newsletter, June 2012)

Colleges onSanction

ProgramReview

PlanningInternal

GovernanceBoard

Financial Stability or

Management

2009 Sanctions(n=24)

71%(17)

92%(22)

46%(11)

46%(11)

54%(13)

2010 Sanctions(n=19)

68%(13)

89%(17)

42%(8)

58%(11)

58%(11)

2011 Sanctions(n=21)

19%(4)

71%(15)

24%(5)

67%(14)

62%(13)

2012 Sanctions(n=28)

21%(6)

71%(20)

18%(5)

71%(20)

50%(14)

Trends in Deficiencies Leading to Sanctions

The proportion of institutions with deficiencies in program review work has decreased considerably from 71% of those on sanction in 2009 to 19% of those on sanction in 2012.

 

The proportion of institutions with deficiencies in planning practices has decreased somewhat from 92% of those on sanction in 2009 to 71% of those on sanction in 2012.

 

ACCJC Newsletter June 2012 

Trends, continued

Internal governance deficiencies have decreased from 46% of those institutions on sanction in 2009 to 18% of those on sanction in 2011.

 Of most concern, the proportion of

institutions with deficiencies in governing board practices has increased sharply from 46% of on sanction in 2009 to 71% of those on sanction in 2012.

The proportion of institutions on sanction with deficiencies in financial stability or management has remained at or slightly above 50% since 2009.

ACCJC Newsletter June 2012

Questions ?