1. ASCCC Accreditation Institute 2013 Marybeth Buechner, Sacramento City College Dolores Davison, Foothill College Roberta Eisel, Citrus College, facilitator

2. Lean times Growth times

3. Integrated Planning and the Standards Accreditation Standards Adopted June 2002 Revised June 2012 Edited November 2012 Integrated Planning is addressed in each of the four Standards.

4. 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.”

5. 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.”

6. 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.”

7. 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.”

8. III. A. Human Resources III. A. 6. “Human resource planning is integrated with institutional planning.”

9. III. B. Physical Resources III. B. 2. b. “Physical resource planning is integrated with institutional planning.”

10. III. C. Technology Resources III. C. 2. “Technology planning is integrated with institutional planning.”

11. 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.”

12. 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…”

13. Integrated Planning in 2009 at Foothill College

14. 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

16. 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.)

18. Presented by Dr. Marybeth Buechner Dean of Planning, Research & Institutional Effectiveness, SCC

19. Critical functions coordinated under the district umbrella.

20. Planning levels build upon one another

21. Sacramento City College Strategic Planning System Purposeful planning process that results in: Institutional effectiveness Mission accomplishment Continuous improvement The system…  Is integrated with District planning  Consists of an integrated family of plans  Includes numerous feedback loops between assessment and plans Outcome Based Data Driven

22. College plan is mapped to district plan (example below) LRCCD Future DirectionSCC GoalSCC Strategy Review 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.

23. College Plans are integrated with resource allocation and assessment

24. SCC Family of Plans Strategic Master Plan Educational Plan Resource Management & Capital Outlay Plan Student Support Services Plan Professional Development Distance Education Marketing Safety & Security Matriculation Plan Tutoring Services Other Program Plans Resource Plans FinancialFacilitiesFacultyClassifiedStaff InformationTechnology Program Plans Operational Unit Plans U n i t P l a n s Institutional Plans Foundation

25. Unit Plans Unit Outcomes & SLOs Unit Resource Requests Institutional Plans Resource Plans Institutional & Resource Metrics Program Reviews Program Data & SLOs SCC Strategic Plan Institutional Effectiveness Data Resource Allocation Program Plans Program Metrics Program Plan Resource Requests District Strategic Plan District Trend Analysis

26. An Example of Integrated Planning in Action The SCC Davis Educational Center SCC’s Values Working Together, Pursuing Excellence, and Inspiring Achievement

27. Integrated Planning at SCC in Action Davis 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)

28. 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

29. 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 Reviews Annual fiscal and resource allocation metrics Student success data

30. 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

31. Unit Plans Unit Objectives SLOs Unit Resource Requests Institutional Plans Resource Plans Institutional & Resource Metrics Program Reviews Program Data SLOs SCC Strategic Plan Institutional Effectiveness Data Resource Allocation Program Plans Program Metrics Program Plan Resource Requests District Strategic Plan District Trend Analysis

32. Citrus College Integrated Planning Comprehensive 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

33. Integrated Planning Manual Significant 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

34. Major Planning Documents Mission, Vision, Values Statements Program Review Strategic Plan Educational and Facilities Master Plan Sustainability Plan Technology Plan Human Resources Plan Institutional Advancement Plan

35. Integrated Planning Model Mission, Vision, Values Strategic PlanBoard 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

36. BP 2510 PARTICIPATION IN LOCAL DECISION- MAKING Citrus Community College District is committed to shared and participatory governance principles, designed to guide wise decision making supporting the College’s mission and strategic goals.

37. Governance and Integrated Planning BP 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 vision shared engagement shared respect shared information shared risk.

38. 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.

39. 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

40. Sanctions and Integrated Planning It may be helpful to know…

41. Top Deficiencies Causing Sanctions (ACCJC Newsletter, June 2012) Colleges on Sanction Program Review Planning Internal Governance Board 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)

42. 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

43. 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

44. Questions ?