Institutional Planning Manual - San Diego Mesa College · 2016-10-03 · 1 San Diego Mesa College...
Transcript of Institutional Planning Manual - San Diego Mesa College · 2016-10-03 · 1 San Diego Mesa College...
San Diego Mesa College7250 Mesa College Drive
San Diego, California 92111-4998www.sdmesa.edu
Institutional Planning Manual2014-2015
1 San Diego Mesa College2014‐2015 Institutional Planning Guide
2014‐2015InstitutionalPlanningGuide
Introduction
December1,2014MesaCollegeColleagues,Ourcampusisfilledwithnewbuildings,newfacultyandstaff,andanever‐changingstudentbody.Wearere‐energized.Allofthisisaresultofoursuccessfulplanningprocesses,andyouhaveallbeenacriticalpartofthatplanning.Thisyear,wearecallingourreportanInstitutionalPlanningGuide,ratherthanaManual.Itisnotaninstructionmanualforhowweplan.Rather,itisaGuidethroughourlastcycleofplanningandresourceallocation,showingwhatwehaveachievedandassessingourprocesses.Thisallowsustoengageincontinuousqualityimprovementasweenterthenextcycle.OurprincipalaccomplishmentisthecompletionofourEducationalMasterPlan2013‐2019.Withinthat,wehaveupdatedourMissionStatementanddevelopedStrategicDirectionsandGoalsthatreflectwhatwesaidwewantedMesaCollegetobe.Ournextstepisto“livetheplan”andrealizethosegoals.With95programreviewsbeingwritten,excitinginitiativesinStudentSuccessandStudentEquity,andaTitleVHSIGrant,wewillbebetterabletoprioritizethegoals,actonthem,andallocateresourcesappropriately.AswemovethroughthepreparationfortheFall2016AccreditationTeamvisit,itismoreimportantthanevertocontinuetoplan,assess,andrefineourprocessestobetterachieveourover‐archinggoalofstudentsuccess.ThisGuideispublishedannually,sopleasefeelfreetomakeanysuggestionsforimprovement.Bestregards,PamelaT.Luster,Ed.D.President
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Usingthe2014‐2015InstitutionalPlanningGuide The2014‐2015InstitutionalPlanningGuide(IPG)providesthecollegeanopportunitytounderstandandfullyparticipateinthecollege‐wideassessmentandimplementationofintegratedplanning.ItbuildsonthepriorworkoftheCollegeandutilizesmuchofthestructurefromthepreviousmanuals(availableatwww.sdmesa.edu/about‐mesa/institutional‐effectiveness).ThecurrentguideupdatestheCollegeontheconsiderableamountofworkthatwasaccomplishedoverthepastyearandlaysoutdirectionsforthenewyearasweworktowardssustainedcontinuousqualityimprovementinplanning,programreview,andoutcomesassessment.Theguideisbrief,aswe utilizeelectronicresourceswhereverpossibletoreferencedocumentsandactionsalreadyin evidence.Inthiswaywecanpresentthemajorrevisionsclearly,andprovideahistorical referenceforcontinuity.Youwillseelinksthroughoutthisdocument,whichcanbeaccessedfromtheelectronicversionofthisguide.
MISSION,VISION,VALUES TheCollegemissionwasreviewedatthePresident’sCabinetretreat,andparticipantsprovidedinsightfulsuggestionsforupdates,inlightoftheEducationalMasterPlanningprocess.ThesesuggestionswerediscussedwithinthePlanningandInstitutionalEffectivenessCommittee,andtherevisedMissionStatementwaspresentedtoPresident’sCabinetonMay20,2014.Thevisionandvaluesareunchangedbutwillbereviewedthisyear.Mission:SanDiegoMesaCollegeempowersourdiversestudentbodytoreachtheireducationalgoalsandshapethefuture.Asacomprehensivecommunitycollegecommittedtoaccessandsuccess,wepromotestudentlearningandachievementleadingtodegreesandcertificationsinsupportoftransfereducation,workforcetraining,andlifelonglearningopportunities.Facultyandstaffcollaboratewithourstudentstofosterscholarship,leadership,andresponsibilitytoeffectpositivechangewithinourcommunity.Vision:SanDiegoMesaCollegeshallbeakeyforceinourcommunitytoeducateourstudentstoshapethefuture.Values:Access,Accountability,Diversity,Equity,Excellence,FreedomofExpression,Integrity,Respect,Scholarship,Sustainability.DuringtheEducationalMasterPlanningprocess,asMesaCollegecommunitymemberssharedtheirthoughtsaboutthefutureofourinstitution,severalclearstrategicdirectionsandgoalsemerged.ThesehavebeenincorporatedintothenewStrategicDirectionsandGoalsfortheCollege,summarizedbelow.
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1. Deliver,advance,andsupportaninclusiveteachingandlearningenvironmentthat
enablesallstudentstoachievetheireducationalgoals.2. Buildandsustainasenseofcommunitythatextendsacrosscampusandconstituencies,
nurturingcollaboration,learning,growth,anddiversity.3. Buildandsustainpathwaysinsupportofthecomprehensivecommunitycollege
mission.4. Supportinnovationinourpractices.5. Supportpersonalgrowthandprofessionaldevelopmentofouremployees.6. Serveasstewardsofourresourcesandadvanceeffectivepracticesinsupportof
accountability.(Fulltextatwww.sdmesa.edu/01/assets/File/emp/EMP%20Preliminary%20Strategic%20Directions%20ver%207%20Final%2005_20_14.pdf)Overthecourseof2014‐2015,constituentbodieswilldiscusshowtoprioritizethesegoalsandhowtoquantifythestepstowardscompletion.
INTEGRATEDPROCESSESFORPLANNING MajorCollegeCommitteesforIntegratedPlanning
TheCollegecontinuestodiscusstherelationshipofmajorstandingcommitteesandtheirreportingstructuresfortheplanningprocess.Figure1providesanoverviewoftherelationalaspectsoftheintegratedplanningprocessasrecommendedthroughtheparticipatorygovernancestructure.Dialoguecentersontransparency,alignment,communication,andassessmentofoutcomesforresourcebudgetingandallocation.Thefollowingsectionsprovideanoverviewofeachcommittee’soutcomesandstatus:
President’sCabinet(www.sdmesa.edu/index.cfm/about‐mesa/presidents‐page/agenda/) Asthemajorrecommendingbodyofthecollege,President’sCabinetisthecentralizedhubwhererecommendationsonintegratedresourceplanningandinstitutionaleffectivenesstakeplace.ThePresident’sCabinetholdssemi‐annualretreatstoassesstheimpactsoncollegeeffectiveness.Utilizinginternalandexternaldata,budget,outcomesassessment,andkeyperformanceindicators,thecabinetreviewsandrevisesprocessandpolicy.AttheSpring2014President’sCabinetretreat,thekeyfindingsoftheCollege’snewEducationalMasterPlanandnewstrategicgoalsanddirectionswerepresented,andtheexpandedCabinetengagedinrichdialogueabouttheexternalscan,theCollege’skeyperformanceindicators,andnewstrategicdirections,goals,andobjectives.Inaddition,theexpandedCabinetanalyzedtheCollege’sexistingmissionandvisionstatementsanddiscussed
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potentialrevisionstothemissionstatementbasedonthefindingsoftheEducationalMasterPlan.
ProgramReview(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/program‐review/) UndertheleadershipofDeanofInstitutionalEffectivenessandtheProgramReviewCommittee,programreviewwasrevised,reviewed,implemented,andassessed.Allcollegeunitscompletedprogramreviewfor2013‐2014.Outcomesfromthismostrecentprogramreviewprocesswillbeutilizedasafoundationforresourceallocationinthe2014‐2015process.Duetolimitedavailabilityofongoingdiscretionaryfunds,thecollegewillagain beusingayear‐endallocationapproachtofundtheserequests.TheCollegehasincludedopportunitiesforprogramreviewrequestsforongoingfundsiftheCollege’songoingfundingissegmented.Eachyear,theOfficeofInstitutionalEffectivenessconductsacomprehensiveevaluationoftheintegratedplanningprocess,includingProgramReview.TheevaluationresultsincludedasummaryoffeedbackfromCollegeadministrators,faculty,andstaffregardingtheintegratedplanningprocess,aswellasoverarchingrecommendationsforimprovementintheprogramreviewprocessandresourceallocationcommitteeprocesses.Basedonthefindingsfromthecomprehensiveevaluation,theProgramReviewCommitteedeterminedthatthefollowingimprovementswouldbeconsidered:
SeparatebudgetrequestinformationfromtheprogramreviewNewGoalsForm
Provideadditionalexamplesofprogramreviewandresourcerequestdocuments
Simplifytheonlineprogramreviewmodule Tailorprogramreviewtrainingtotheneedsandexperiencelevelsoflead
writers Conductaneedsassessmentforprogramreviewdataandresearchsupport Begintheannualprogramreviewcycleinsummer Redesigntheprogramreviewwebsitetoimproveaccesstoresources Clarifytheexpectationsforcollaborationandcommunicationduringthe
programreviewprocess
Aspartofitsroleinintegratedplanning,theProgramReviewCommitteeincludedevaluation oftheresourcerequestprocessembeddedwithinit.Inadditiontotheresourcerequest‐relateditemsabove,administrators,faculty,andstaffrecommendedthattheresourceallocationcommitteesclarifytheinformationrequiredfortheresourceallocationrubrics.
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PlanningandInstitutionalEffectivenessCommittee(PIEC)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/piec/)PIEChadanotherhighlyeffectiveyearin2013‐14.Astheoverarchingframeworkwithinwhichothercommitteesdotheirwork,thegrouptookonallof themajorplanningprocessesandprovidedaplacefordialogueandactiononmattersof integratedplanning.ThecommitteeusedtheSDMCIntegratedPlanningprocesstoguidethecollegethroughitssecondtrueintegratedplanningimplementationcycle.Theresultwasourfirstfacultyhiringsince2008andallocationofequipmenttomultipleprogramsoncampus.Theseoutcomeshavereinforcedthevalueofintegratedplanningtoallsectorsofthecampus.Thecommitteewillcontinuetofocusoncommunicationanddisseminationofinformationregardingallaspectsofintegratedplanningandtoevaluatetheprocesseseachyear.Accomplishmentsin2013‐2014include: AcceptedandsenttoPresident’sCabinettheEducationalMasterPlanfinaldraft Reviewedtheinternalandexternalscansdata RevisedtheMesaCollegeMissionStatement Heardreportsonpreparationsforthe2016AccreditationSelfEvaluation AcceptedandsenttoPresident’sCabinetarevisedprogramreviewmoduleand
calendar PlannedandfacilitatedPresident’sCabinetretreatonApril15,2014 OversawfacultyhiringandresourceallocationthroughFHP,CHP,andBARC
committees EvaluatedTaskstreamsoftwareandrecommendedpurchasingadditionalplatforms
formoreuser‐friendlyandbetterdatacollectionandreportmanagement
BudgetandAllocationRecommendationCommittee(BARC)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/barc/)
In2013‐2014BARCcompleteditssecondfullallocationrecommendationcycle.FollowingthecompletionoftheFall2013ProgramReviewcycle,BARCreceivedallresourceallocationrequestsfromtheOfficeofInstitutionalEffectivenessinSpring2014.Requestsforfacultyandclassifiedhiringweredistributedtotheappropriatecommittees(seebelow).TheBARCthenprioritizedallsupplies,equipment,andfacilitiesrequests,consideringinformationprovidedbyfacultyandstaffleadwritersasthey identifiedtheirplans,providedextensivesupportingdocumentationforgoals,andrequested neededresourcestoachievetheirgoals. Eachsupplyandequipmentrequestwasscored usingarubrictoguidetheanalysis.Aprioritizedlistwasdevelopedbaseduponthescores andforwardedtoPresident’sCabinetforrecommendationtothePresident.ThePresident approvedthelistanddirectedtheBusinessServicesOfficetoworkwiththeappropriate managers,faculty,andstafftobegintherequisitionprocessusingyear‐endfunds.Atotalof$434,000wasallocatedtovarious
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programsandserviceareas;includedinthistotalwas$98,000allocatedforITupdatesandreplacements,consistentwiththeMesaITStrategicPlanreplacementprotocol.
InlateSpring2014,BARCmettodiscussimprovementstotheprocesswhichresultedinanimprovedrequestprocessmoreconsistentwiththeFacultyHiringRequest.Therequestorwillprovideinformationontheneedfortheitem,linkingtoprogramreviewandprogramandcollegegoalsandoutcomeswhileprovidingenoughdetailfortherequesttobeproperlyprioritized.Therequestistiedtotherubric,whichisavailabletotherequestor.TherevisedquestionsetwillbeusedforthefirsttimeintheFall2014programreview,forwhichtrainingwillbeprovided.
FacultyHiringPriorities(FHP)Committee
TheFHPCommitteehadtwoopportunitiestoworkthisyear.Facultyhiringrequestswereextractedfromthe2012‐2013and2013‐2014programreviewdocumentsbytheOfficeofInstitutionalEffectivenessandreferredtotheFHPforranking,basedonanestablishedscoringrubric.TherankedlistsfromeachyearwereforwardedtoPresident’sCabinet.Theprioritizationprocesstookplaceinthemidstofafive‐yearDistrict‐widehiringfreeze,butFHPfeltitwasimportanttomaintaintheprocessnonetheless.WhenthefreezewasliftedinAugust2013,thecampuswasimmediatelyreadytohire.FourteennewfacultymembersjoinedMesaCollegeinSpring2014andanadditional14beganinFall2014.
Nochangesweremadetothefacultyhiringrequestdocuments,butdiscussionwasinitiatedonchangingthecompositionandsizeoftheFHPCommitteeitself.
ClassifiedHiringPriorities(CHP)Committee
ThesecondyearoftheClassifiedHiringPrioritizationprocesswasasuccessandprovedtobeasignificantimprovementuponthefirstyear.Changesmadetotheapplicationprocessandtheaccompanyingtrainingprovidedtheleadwriterswithconcretedirectionsandproducedhighqualityrequeststhatthecommitteecouldmoreeasilyevaluateusingtheestablishedscoringmatrix.
Uponreviewingyeartwo,onlyminorrevisionshavebeenmadetotheCHPapplicationforthe2014‐2015year.Theseincludethemodificationofthestaffmatrixintoanarrativequestionandfurtherdetailingtheuseofdatatosupportrequests.Thecommitteeencouragesmoreprogramreviewleadwriterstoattendthetrainingsessions.
TheCollegehasseentheeffectivenessofhavingaprioritizedclassifiedpositionlist,asthreepositionshavebeenfilledfromthelist.Onepositionwasfilledasaresultofareclassification,andtwonewpositionsweresupportedthroughcategoricalfunds.
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InformationTechnology(IT)Committee(www.sdmesa.edu/about‐mesa/institution/information‐technology‐committee/)Thiscommitteeservesasthecentraladvisoryonmattersofinstructional,administrative,andstudentservicescomputing,telecommunications,andothertechnologies.IThastheirownstrategicplanforprovidingtechnicalsupporttothecampus,professionaldevelopmentforitsusers,andareplacementcycleforcomputers.
FacilitiesPlanningCommittee(www.sdmesa.edu/about‐mesa/institution/administrative‐services/facilities/)Thiscommitteereviewsmajorfacilitiesissuesandplanning,throughaparticipatorygovernance process.Itoverseeslong‐rangeplanningforthemaintenance,repair,andremodelingoffacilities,asdemonstratedintheirmasterplan.Thecommitteealsorecommendsresourceallocationsforfacilitiesimprovementprojectsemerging fromprogramreview.LearningAssessmentTaskForce(LATF)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/latf/)TheLearningAssessmentTaskForcehastheprimaryresponsibilityofsupportingthecampusinmeetingtheACCJCSLOassessmentmandatesandincorporatinglearningassessmentintoeverythingthatwedo.ItsmembersincludeaLearningAssessmentCoordinator,whohelpswithenteringthedataintoTaskstream,andaLearningAssessmentFacilitator,whoprovidesbest‐practiceworkshopsandonlinetoolsforfacultyandstaff.Resultsoftheassessmentsareusedinavarietyofwaystoimprovestudentsuccess.Forthesecondyear,theLATFworkedwiththeOfficeofIEtodevelopaninstitutionallearningoutcomes(ILO)evaluativeassessmentsurveygiventothosestudentsfilingapetitionforgraduation.ResultsoftheSpring2013surveyrevealedthatthemajorityofstudentsperceivedthattheirlearningexperiencesatMesaCollegeresultedintheachievementofmostILOs.Therewas,however,someconfusionaboutthefullmeaningofsomeILOs.Toremedythat,theLATFheldaretreatinJanuary2014torevisetheoperationaldefinitionsofthesixILOstobettercapturethestudents’learningexperiences,andthisworkcarriedoverthroughoutspringsemester.ThesereviseddefinitionswerepresentedtoPresident’sCabinetonMay6,2014,andwereusedintheSpring2014survey.ThosesurveyresultswillbepresentedtothecampusinearlyFall2014.Otheractionsfrom2013‐2014include:
UpdatetheLearningAssessmentTaskForcewebsite FacilitateassessmentactivitiesatConvocation RecommendchangestotheTaskstreamSLOplatformtomakedataentrymoreuser‐
friendlyandlessredundant ContinuetoworktomeetthegoalsandobjectivesoftheLATFActionPlan
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DevelopacrosswalkofthenewACCJCDegreeGraduateCompetenciesandtheMesaCollegeILOs
MajorCollegeProcessesImpactingIntegratedPlanning
EducationalMasterPlan(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/emp/documents/)TheCollegebegandevelopmentofthe2013‐2019EducationalMasterPlan(EMP)in2012‐2013.AfterinitiallypursuinganexternalorganizationtocompiletheEMP,theCollegeoptedtocompletetheplaninternallywiththeguidanceoftheEducationalMasterPlanSteeringCommittee,whichwasco‐chairedbythePresidentandDeanofInstitutionalEffectiveness.InsupportoftheEMP,theOfficeofInstitutionalEffectivenessconducted48focusgroupsandinterviewswithstudents,faculty,staff,andadministratorstoobtainfeedbackregardingunit‐levelstrengths,challenges,externalinfluences,andvision,aswellasoverallvisionfortheCollege.Inaddition,theOfficeconductedanextensiveanalysisofinternalandexternaldatato,alongwiththeresultsoftheCollegestakeholderfocusgroups,informtheCollege’smasterplanandnewstrategicdirections,goals,andobjectives.TheEducationalMaterPlanSteeringCommitteepresentedthefirstdraftoftheEMPtoCollegestakeholdersinSpring2014.TheEMPfindingsandproposedstrategicdirections,goals,andobjectiveswerediscussedextensivelyinanumberofcollege‐wideforumsandinavarietyofparticipatorygovernancecommittees,includingtheAcademicSenate,ClassifiedSenate,PlanningandInstitutionalEffectivenessCommittee,andPresident’sCabinet.Inaddition,aseriesofcommunityforumswerefacilitatedbythePresidenttoobtaininputfromcommunitymembersresidingintheMesaCollegeservicearearegardingthekeyfindingsoftheEMPresearchandthefuturedirectionoftheCollege.BasedonthefeedbackreceivedfromCollegeandcommunitystakeholders,theproposedstrategicdirections,goals,andobjectiveswereupdatedandsubmittedtothePIECommitteeandthereaftertothePresident’sCabinet.TheEMPwasreceivedbythePresident’sCabinetandapprovedbythePresidentinMay2014andthefinalEMPdocuments,whichincludeunit‐levelprofilesforallCollegeprogramsandserviceareas,werecompletedinSummer2014.ThefullEducationalMasterPlan2013‐2019willofficiallybepublishedbytheCollege’sCommunicationsOfficeinFall2014.BudgetDevelopment&InstitutionalPlanningAdvisoryCommittee(http://www.sdccd.edu/docs/employee/AdminGovHandbook.pdf)
TheCollege,aspartofamulti‐collegedistrict,workscollaborativelyintheBudgetDevelopment&InstitutionalPlanningandAdvisoryCommittee.TheCommitteeisentrustedwiththetaskofmakingrecommendationstotheChancellorondistrictwidebudgetand
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planningissues.ThisCommitteecomprisesrepresentativesfromstudent,faculty,staff,andadministration.TheCommitteedoesnotaddressmatterswhicharenegotiable.Specifically,theCommittee:shalllimititschargetobudgetandfiscalmattersonlyandexcludespersonnelmatters;shallcollaborateonBoard‐approvedcapitalconstructionandcontractualmatters;andshallestablishcooperativeworkingrelationshipswithothercollegeanddistrictstandingcouncils/committees,asisnecessaryinorderthatitmaycarryoutitsprescribedfunctionsandfulfillitsprescribedresponsibilities.ThefunctionoftheCommitteeisto:reviewandrecommendtotheChancellordistrictwidebudgetarypriorities;tomeetasrequired;andtoencouragefullparticipationinthebudgetdevelopmentprocess.
TheRoleofResearchatMesaCollege TheroleofresearchiscentraltoalloftheCollege’splanningefforts.In2012‐2013,theCollegePresidentre‐organizedadministrativeunitstocreatetheOfficeofInstitutionalEffectivenesstobettermeetthesupportandtrainingneedsofthecampusinitsinstitutionaleffectivenessefforts.WithintheOfficeofInstitutionalEffectiveness,thecampus‐basedresearcher(CBR)andCollegeresearchofficeprovideresearchservices,support,training,andfacilitationtotheCollegecommunitytosupportdata‐informeddecision‐makingandimprovement.Specificservicesandtrainingtopicsincludeoverallresearchdesign,programevaluation,surveydesign,anddatacollection,analysis,andinterpretation.In2013‐2014,theMesaCollegeresearchofficehasprimarilysupportedcampus‐wideresearch,particularlyfortheEducationalMasterPlan,strategicplanning,programreview,PIEC,andothercollege‐wideendeavors.Inadditiontocollege‐specificduties,theCBRservesastheliaisonbetweenMesaCollegeandtheSDCCDOfficeofInstitutionalResearchandPlanning.TheCollegehaspreviouslypublishedanannualresearchandplanningagenda;however,theagendawasderivedfromtheCollege’spreviousgoals.Withtheapprovalofthenewstrategicdirections,goals,andobjectives,theresearchagendawillneedtobeupdatedtoalignwiththenewCollegepriorities,aswellastherequirementsforthenewStudentSuccessandSupportProgramandStudentEquityPlans.Additionally,whilethepositionformallyresidesintheDistrictOfficeofInstitutionalResearchandPlanning,atMesaCollegetheCBRreportstotheDeanofInstitutionalEffectiveness.
ParticipatoryGovernance MesaCollegehasaverystrongtraditionofengaginginparticipatorygovernance,bywhichadministration,faculty,staff,andstudentsareinformedofCollegeandDistrictissuesandencouragedtojointhediscussionintheirrespectiveSenatesandCouncils.Eachconstituentgroupunderstandstheprocessanditsroleinthatprocess.Inthisway,allstakeholderscontributetothedecision‐makingprocess,althoughtheultimateresponsibilityclearlyrestswith
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President’sCabinetandthePresidentherself.Theprocessistransparentandeachgrouphasavoice.AllfacultyandstaffhavetheresponsibilityofservingonaCollegeorDistrictcommitteeinordertogetasmanypeopleaspossibleinvolvedandknowledgeable.Committeemembershiplistsarepostedonlineandupdatedannually,andnoticesofvacanciesarecirculatedthroughAcademicandClassifiedSenates.TheengagedMesaCollegepopulationbringsdifferentpointsofviewtothetableandallowsrobustdiscussions.Thecentralfocusisonourstudentsandhowwecanmaketheircollegeexperiencemoresuccessful.ThiscommongoalmakesMesaCollegeagoodplacetowork,teach,andlearn.
Figure1:MesaCollegeIntegratedPlanningProcess
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San Diego
Mesa C
ollege
2014‐2015 Institu
tional P
lanning G
uide
Facilities
Facilities Committee
Recommends
Program & Service Area
Review
(PRC Coordination)
School PR Prioritization
Campus-Wide
Annual Objectives & Priorities
Equipment ,Services &Supplies
BARC
Recommends
Mesa College Integrated Planning Process
Annual Planning Process Program Review Process Allocation Recommendation Process
Mission, Vision, Values
Long-Term Goals
Budget and Allocation
Recommendation Committee
(BARC)
Campus-Wide
Performance Indicators
Human Resources
Faculty & Classified Senates
Recommend
Div PR Prioritization Pres. Cabinet Review & Recommendations
President Final Decision
Approved: September 18, 2012, President’s Cabinet Meeting San Diego Mesa College
San Diego Mesa College Pamela T. Luster, President
Madeleine Hinkes, Ph.D., Acting Dean of Institutional Effectiveness Angela Liewen, M.A., President, Classified Senate
Co‐Chairs, Mesa College Planning and Institutional Effectiveness Committee
7250 Mesa College Drive San Diego, CA 92111‐4998
619‐388‐2600 or 858‐627‐2600 www.sdmesa.edu
2014‐2015
The San Diego Community College District (SDCCD) includes San Diego City College, San Diego Mesa College, San Diego Miramar College and San Diego Continuing Education. The SDCCD is governed by its Board of Trustees. No oral or written representation is
binding on the San Diego Community College District without the express approval of the Board of Trustees.
Mary Graham, Rich Grosch, Bernie Rhinerson, Maria Nieto Senour, Ph.D., Peter Zschiesche
Constance M. Carroll, Ph.D., Chancellor
Mesa Communications Services, Fall 2014
San Diego Mesa CollegeDr. Pamela T. Luster, President
Dr. Madeleine Hinkes, Acting Dean of Institutional EffectivenessAngela Liewen, Classified Senate President
Co-Chairs, Mesa College Planning and Institutional Effectiveness Committee
7250 Mesa College DriveSan Diego, CA 92111-4998
619-388-2600 or 858-627-2600www.sdmesa.edu
2014-2015
The San Diego Community College District (SDCCD) includes San Diego City College, San Diego Mesa College, San Diego Miramar College and San Diego Continuing Education. The SDCCD is governed by its Board of Trustees. No oral or written representation is
binding on the San Diego Community College District without the express approval of the Board of Trustees.
Mary Graham, Rich Grosch, Bernie Rhinerson, Maria Nieto Senour, Ph.D., Peter Zschiesche
Constance M. Carroll, Ph.D., Chancellor
Mesa Communications Services, Fall 2014