Institutional Planning at santa monica college

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Institutional Planning at santa monica college

• Randy Lawson, DPAC Chair
• Janet Harclerode, DPAC Vice Chair

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Overview

• Our Journey2004-2011
• Institutional Planning Process
• Where We Go From Here

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Our Journey2004-2011

• 2005Changed Planning Structure
• Primarily Governance MotivationMore About Who
  Than What
• Still Dictated Rethinking of Planning Process
• Paralleled Development of 2010 Accreditation
  Institutional Self-Study
• 2006Strategic Planning Initiative
• Assessment of Planning Process
• Revision of Mission/Vision/Values/Goals
  StatementsMapping Goals to Newly Developed
  Institutional Learning Outcomes

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Our Journey2004-2011 (cont.)

• 2006Strategic Planning Initiative (cont.)
• Led by District Planning and Advisory Council
• Development of Four Long-Term Strategic
  Initiatives
• Basic Skills
• Global Citizenship
• Sustainable Campus
• Vocational Career Technical Education
• Determined That Strategic Planning Effort Would
  Be Repeated Every Five YearsLong-Term Element of
  Institutional Planning Process

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Our Journey2004-2011 (cont.)

• Planning Elements That We Valued and Retained
• Strong, Respected, and Longstanding (Since 1987)
  Program Review Process at the Core
• Annual Master Plan for Education Update Process
• Development of Institutional Objectives for the
  Coming Year
• Institutional Response to Institutional
  Objectives of the Previous Year
• Integration of Excellent Academic Senate Mutual
  Agreement Processes
• Curriculum Planning
• Program Review
• Student and Institutional Learning Outcomes
• Professional Development Planning

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Our Journey2004-2011 (cont.)

• Planning Elements That We Valued and Retained
  (cont.)
• Strong Operational Planning and Allocation
  Processes Based Upon Program Review and Master
  Plan for Education Institutional Objectives
• Enrollment Management ProcessesData-Driven
  Linking of Academic and Fiscal Planning
• New Faculty Position Ranking Process
• Master Plan for Technology Annual Update

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Our Journey2004-2011 (cont.)

• Planning Issues to be Addressed
• Random Acts of Planning SyndromeNeed for
  Better Connection Between Elements of the
  Planning Process and Clarification of Timelines
• Documentation of Planning Actions and Supporting
  Information
• Explicit Assessment of All Elements of the
  Institutional Planning Process and Documentation
  of the Results
• More Explicit Use of Data and Documentation of
  its Use
• Strengthening Relationship Between Institutional
  Planning and Resource Allocation
• Lack of Consistent Annual Department/Unit Plan
  Process to Connect with Institutional Planning

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Our Journey2004-2011 (cont.)

• March 2010 Accreditation Visit
• Although Much Accomplished, Revised Planning
  Process Not Yet Complete
• Planned Long-Term, Cyclical Nature of Strategic
  Planning Initiative
• Insufficient Evidence of Ongoing Assessment of
  Planning Process and Its Individual Components
• Ineffective Documentation Mechanisms
• Not Enough Incorporation of Institutional
  Effectiveness Measures and Institutional Metrics
• Links to Program Review and Other Institutional
  Effectiveness Assessments Not Clear Enough
• Follow-Up Report Required for Two Recommendations
• Institutional Planning
• Institutional Research

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Our Journey2004-2011 (cont.)

• October 2010 Follow-Up Report
• Used Development of 2010-2011 Master Plan for
  Education Update as Vehicle
• Expanded Master Plan for Education to Include All
  Annual and Long-Term Planning Documents
• Strategic Planning Initiatives
• Program Review Annual Report
• Academic Senate Objectives
• Master Plan for Facilities Summary
• Master Plan for Technology Annual Objectives
• Institutional Effectiveness Measures/Institutional
  Metrics
• Accreditation Recommendations
• Made Existing Planning Assessment Efforts More
  ExplicitAnalysis of Performance on Institutional
  Objectives

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Our Journey2004-2011 (cont.)

• October 2010 Follow-Up Report (cont.)
• Stabilized and Enhanced Institutional Research
  Staffing and Support
• Developed Institutional Effectiveness Matrix
  (Basis for Annual Institutional Effectiveness
  Report)
• Began to Address Planning Timeline Issues
• Finalized Decision to Base Program Review Annual
  Report on Calendar Year Rather Than Academic Year
• Simplified and Improved Documentation and
  Communication Mechanisms for Planning Process

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Original Depiction of Institutional Planning
Guiding Principles
Mission, Vision and Goals
Stakeholders
Board of Trustees Goals and Priorities
Senior Administrative Staff
Strategic Initiatives/ Action Plans
SMC Managers
Input and Review
Academic Senate (Faculty)
Distribution and Implementation
Approval by DPAC of Master Plan for Education
Annual Update
Board of Trustees
Budget Planning/ Development
Classified Staff
Input and Communication
Preparation of Master Plan for Education Annual
Update
Superintendent/President
Facility Master Plan
Associated Students
District Planning and Advisory Council (DPAC)
Master Plan for Technology
Resource Documents
Program Review Annual Report
DPAC Planning Subcommittees
Sustainability Plan
ILO/SLO Assessment Reports
April
September
May
June
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Simplified Institutional Planning Flow
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Institutional Planning Process

• Long-TermStrategic Plan Development Every Five
  Years (Underway for Fall 2011)
• Review and Revision, If Necessary, of Colleges
  Mission/Vision/Values/Goals Statements
• Development of New Strategic Initiatives
• Assessment of Institutional Planning Process and
  Its Components
• Annual Master Plan for Education Update
• Development of Institutional Objectives for the
  Coming Year
• Response to Previous Years Institutional
  Objectives
• Assessment of Level of Completion of Previous
  Years Institutional Objectives

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Institutional Learning Outcomes

• Santa Monica College students will
• Acquire the self-confidence and self-discipline
  to pursue their intellectual curiosities with
  integrity in both their personal and professional
  lives (individual transformation).
• Obtain the knowledge and skills necessary to
  access, evaluate, and interpret ideas, images,
  and information critically in order to
  communicate effectively, reach conclusions, and
  solve problems (community transformation).
• Respect the inter-relatedness of the global human
  environment, engage with diverse peoples, and
  acknowledge the significance of their daily
  actions relative to broader issues and events
  (global transformation).
• Assume responsibility for their impact on the
  earth by living a sustainable and ethical life
  style (individual, community, and global
  transformation).

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ILO Supporting Goals
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District Planning and Advisory Council Structure
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Institutional Planning Process (cont.)

• New Institutional Objective Development
• Responsible Area
• Map to Institutional Learning Outcomes Supporting
  Goal(s)
• Source of Objective (With Explanatory Narrative)
• Program Review Recommendation
• Accreditation Recommendation
• Board of Trustees Priority
• Strategic Initiative
• Academic Senate Objective
• Methods to Accomplish and Anticipated Outcome
  (With Explanatory Narrative)
• Estimated Cost/Funding Source (With Explanatory
  Narrative)

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Institutional Planning Process (cont.)

• Response to Previous Years Objectives
• Completed by Responsible Area and Reviewed and
  Approved by DPAC
• Includes Assessment of Level of Completion
• Completed
• Substantially Completed
• Addressed
• Not Addressed
• For 2010-201178.5 Completed or Substantially
  Addressed Remainder Addressed

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Institutional Planning Process (cont.)

• Response to Previous Years Objectives (cont.)
• Learned That Improvement Is Needed In Developing
  Institutional Objectives
• Too Ambitious for Accomplishment in One YearNeed
  to Divide Into Phases
• No Clear Means of Measuring Accomplishment
• Tendency Toward Objectives That Are Too
  NarrowNot Truly Institutional
• Rewrote and Continued Two 2010-2011 Objectives To
  Be Completed in 2011-2012
• Reduced Number Over Time from All-Time High of 52
  to 11 (9 New and 2 Continued) for 2011-2012

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Planning Documents Institutional Objectives/ Responsible Area(s) Program Review Recommendations ACCJC Accreditation Recommendations Strategic Initiative Board of Trustees Priorities Academic Senate Objectives Other Planning Documents
Objective 1 Develop a mechanism for ongoing assessment of the overall institutional planning process and its many components to be used in the strategic planning update scheduled to begin in Fall 2011. Responsible Areas DPAC, Institutional Research, BRIC/TAP Team ? ? ?
Objective 2 Complete the Institutional Assessment Matrix for incorporation into the Master Plan for Education, beginning with the 2011-2012 update. Responsible Areas Institutional Research, Academic Senate Joint S/ILO Committee, BRIC/TAP Team, DPAC ? ? ?
Objective 3 Analyze results from the recently completed regional economic scan to examine the viability of both current and potential SMC career technical education programs. Responsible Areas Academic Affairs (Workforce and Economic Development), Academic Senate Joint CTE Committee ? ?
Objective 4 Develop and implement with a plan for evaluation revenue-generating educational initiatives and partnerships that enhance and support the Colleges commitment to its mission in order to maintain or expand the instructional offering and services for all students. Responsible Areas Academic Affairs, Institutional Development, Grants, College of the Future Committee, Academic Senate ? ?
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Institutional Planning Process (cont.)

• Relationship of Planning to Resource Allocation
• Funding Specifically Allocated for 2011-2012
  Institutional Objectives
• 500,000 Designated ReserveInstitutional
  Objectives 6 and 7 (Institutionalizing
  Supplemental Instruction/Writing Center/Tutoring
  Center Initiatives)
• 250,000 BudgetedInstitutional Objective 3
  (Instructional Equipment Replacement/Updates)
• 500,000 BudgetedInstitutional Objective 3
  (Technology Infrastructure Maintenance/Updates)
• 250,000 BudgetedInstitutional Objectives 3 and
  8 (Facility Maintenance/Operations)
• 1.24 Million Designated ReserveInstitutional
  Objective 2 (Contingency for Mid-Year State
  Funding Reductions)

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Where We Go From Here

• Initiate Second Strategic Planning EffortFall
  2011
• Implement the Annual Program Review Update
• To Provide Planning Information More Current Than
  Every Six Years
• To Better Assist Programs with Annual Unit
  Planning
• To Assist in the Collection and Documentation of
  Information to be Used in the Six-Year Review

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Where We Go From Here

• Complete Transition of Student and Institutional
  Learning Outcomes Committee to Institutional
  Effectiveness Committee
• Focus on Assessment Data
• Assist in Guiding Institutional Research to
  Support Institutional Planning

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Where We Go From Here (Cont.)

• Fully Implement the ISIS Portal Learning Outcomes
  Project
• To Centralize Colleges Student Learning Outcomes
  Assessment Data
• To Incorporate Student Learning Outcomes Data
  into Institutional Planning Process
• To Enhance Data to Use in Institutional Learning
  Outcomes Assessment
• Implement ISIS Portal for Service and Operational
  Outcomes Assessment