INTEGRATED PLANNING: ADAPTING BEST PRACTICES FOR …€¦ · INTEGRATED PLANNING: ADAPTING BEST...

INTEGRATED PLANNING: ADAPTING BEST PRACTICES FOR YOUR COLLEGE

December 17, 2015 DeAnza College

Presenters: Barry Gribbons, College of the Canyons Daylene Meuschke, College of the Canyons Carolyn Holcroft, Foothill College Denice Inciong, South Orange Community College District

Agenda Principles of Planning: Part 1 ◦ Focused on Big Ideas ◦ Inclusive ◦ Integration ◦ Training ◦ KPI/Data/IEPI indicators/Institution-Set Standards/SLOs

Principles of Planning: Part 2 ◦ Follow up/Ongoing ◦ Tools ◦ Evaluation of Planning ◦ Peer Review ◦ District/College coordination with data, goals, KPIs, activities

Principles of Planning: Part 3 ◦ Planning and Decision-Making Manual ◦ Culture of planning ◦ Organizational Structures ◦ Outcomes of Planning ◦ Other

10:00-10:10am Welcome and Overview

10:10-11:00am Principles of Planning: Part 1 11:00-11:10am Break

11:10am-Noon Report Out-Activity: Part 1 Principles of Planning: Part 2

12:00-12:40pm Working Lunch (Activity: Part 2)

12:40-1:40pm Report Out-Activity Part 2 Principles of Planning: Part 3 Table Activity: Part 3

1:40-2:00pm Wrap Up/Closing Comments

2

3

Principles of Planning: Part 1

PRINCIPLES OF PLANNING: PART 1

Focused on Big Ideas

Educational Master Plan and Program Review focus on the

COLLEGE OF THE CANYONS - FOCUSED ON BIG IDEAS 4

• Big Goals: Big Hairy Audacious Goals (BHAGs)

• Supporting evidence for BHAGs

• Specific Objectives for Big Goals

• Don’t forget…Goals and Objectives Drive Budget

COLLEGE OF THE CANYONS - INCLUSIVE PROCESS 5

Inclusive Process

Inclusive

Institutional Effectiveness & Inclusive Excellence

College-Wide

Planning Team

Planning Retreats

Student Government

Business Services and

PAC-B

Classified Senate

SLOs

Business & Education Alliance

Performance Indicators

Enrollment Management

Program Review

Academic Senate

Involve people early and often

COC’s Institutional Effectiveness and Inclusive Excellence (IE)2 Steering Committee

Institutional Effectiveness & Inclusive Excellence

SSSP S4S

ASG

Equity

Business Services and

PAC-B

HR/EEO/Prof. Development

CASL Non-credit

Curriculum Committee

Performance Indicators

Title V

Program Review

Academic Senate

COLLEGE OF THE CANYONS - INCLUSIVE PROCESS 6

Highlights of changes with new structure: 1. Improved communication, collaboration & integrated planning 2. Improved coordination of research, evaluation and

development of plans submitted to the CCCCO 3. Create a common inventory of all activities supporting COC’s

student outcome and institutional goals 4. Streamline processes through utilization of a common solution

form 5. Review progress on indicators relative to goals, establish new

goals, review strategies for achieving goals within Equity, S4S, SSSP and other efforts, as well as discuss unmet needs and ways to meet those needs

6. Meet 3/semester (fall/spring, each) with additional meetings for work groups

7. Assist with review of proposed projects Note: Other groups will be added as needed

Integration (Between Departments/Threading) ◦ SSSP/Equity/Basic Skills/Noncredit/Title V – Now part of (IE)2

◦ FYE (Student Services, Basic Skills, Instruction, Research, local high school district)

◦ Title V grant (Student Services, MIS, Research, Instruction, Outreach)

◦ Noncredit / Credit ESL

◦ Learning Communities (e.g., Biological Sciences and Sociology)

◦ Enrollment Management (e.g.,. electronic communication reminders for registration to students)

◦ Placement Process Changes (SSSP, Institutional Research, Math, English, ESL, Assessment Center, Academic Affairs and A&R)

COLLEGE OF THE CANYONS - INTEGRATION BETWEEN DEPARTMENTS/THREADING 7

Integration (Strategic Plan)

Drawn exclusively from program review

COLLEGE OF THE CANYONS - INTEGRATION (STRATEGIC PLAN) 8

Integration (Strategic Plan)

Drawn exclusively from program review

COLLEGE OF THE CANYONS - INTEGRATION (STRATEGIC PLAN) 9

Integration (Budget Planning) ◦ Program review

◦ President’s Advisory Council-Budget (PAC-B)

◦ Recent School/Division trainings on completing tying objectives to budget

◦ Instructional Planning form

COLLEGE OF THE CANYONS - INTEGRATION (BUDGET PLANNING) 10

Budget Planning


Budget Planning (continued)Budget Request Entry


Budget Planning (continued) Budget Augmentation Request Ranking


Budget Planning (continued)


Budget Connected to Department Objectives

Integration (Staff planning) Program Review

COLLEGE OF THE CANYONS - INTEGRATION (STAFF PLANNING) 15

Integration (Technology Planning) ◦ Educational and Facilities Master Plan ◦ Technology Master Plan ◦ Program Review ◦ Instructional Planning form

COLLEGE OF THE CANYONS - INTEGRATION (TECHNOLOGY PLANNING) 16

Integration (College-wide planning)

Examples Include: ◦ Educational & Facilities Master Plan ◦ Strategic Plan ◦ Program Review ◦ Instructional Advisory Council ◦ College-Planning Team (monthly meetings and annual

planning retreat) ◦ President’s Advisory Council on Budget (PAC-B) ◦ CASL (SLOs) ◦ Institutional Effectiveness and Inclusive Excellence (IE)2

steering committee ◦ Business and Education Alliance Meetings with community

members

COLLEGE OF THE CANYONS - INTEGRATION (COLLEGE-WIDE PLANNING) 17

Training ◦ Orientation for new managers and administrators ◦ Flex sessions for faculty and staff (Fall semester) ◦ Management Advisory Council (Annually) ◦ College Planning Team (Annually) ◦ Instructional Advisory Council (Fall semester)

COLLEGE OF THE CANYONS - TRAINING 18

KPI/Data/IEPI indicators/Institution-Set Standards/SLOs

◦ Institutional Effectiveness and Inclusive Excellence (IE)2 steering committee (previously part of the Performance Indicators committee – a sub-committee of the College Planning Team)

◦ Program Review ◦ Committee for the Assessment of Student Learning

(CASL), sub-committee of Academic Senate, reports out at the College Planning Team

COLLEGE OF THE CANYONS - KPI/DATA/IEPI INDICATORS/INSTITUTION-SET STANDARDS/SLOS 19

COLLEGE OF THE CANYONS - KPI/DATA/IEPI INDICATORS/INSTITUTION-SET STANDARDS/SLOS 20

KPI/Data/IEPI indicators/Institution-Set Standards/SLOs

PROGRAM REVIEW DATA TABLE

COLLEGE OF THE CANYONS - PROGRAM REVIEW DATA TABLE 21

Applied BS ENG BS MATH BS ESL Persistence Distance Ed Face to Face30-unit

prepared30-unit

unpreparedTransfer Prepared

Degree/Cert 3-years

to Transfer6-years

to Transfer

25-34African-Amer/

BlackAfrican-Amer/

BlackOther/

MultiracialAsian/ Pacific

IslanderOther/

MultiracialFoster Youth 21-24

Latino/Hispanic

African-Amer/Black

African-Amer/Black

Latino/Hispanic

20 to 24

African-Amer/Black

21-24 CalWorks 35 and above Male First GenAfrican-Amer/

Black35 and above 21-24 21-24 Filipino 25 to 29 25 to 29

Amer Indian/Native Amer.

25-34 MaleLatino/ Hispanic

Female Male Male 25-34 25-34 25-34 25-34 40 to 49 35 to 39

21-24 35 and above Latino/ Hispanic 25-34African-

Amer/BlackFemale Female First Gen 35 and above 35 and above VE BOG 40 to 49

35 and above DSPS DSPS MaleAmer Indian/ Native Amer

African-Amer/ Black

Amer Indian/ Native Amer.

Male Male MaleAsian/

Pacific Islander Other

Financial Aid 50 +

Male Male FemaleAfrican-Amer/

BlackFilipino


Asian/ Pacific Islander

Female Female Filipino Male Pell GrantLearning Disabled

Female CalWorksAmer Indian/ Native Amer.


Latino/ Hispanic


FilipinoAfrican-

Amer/BlackAfrican-

Amer/BlackLatino/Hispanic

Latino/Hispanic

Scholarship

Other Disability


Latino/ HispanicAsian/ Pacific

IslanderFemale White Filipino Latino/ Hispanic



White EOPS

WorkStudy AidPsychological

Disability

FilipinoEcon

DisadvantageFilipino


Unknown/ Declined to State

Latino/ Hispanic WhiteAsian/

Pacific IslanderAsian/

Pacific IslanderUnknown/

Declined to StateFemale

Other Disability

EOPS participant

Latino/Hispanic

Female White FilipinoOther/

MultiracialWhite


Filipino Filipino First GenAmer Indian/Native Amer.

Psychological Disability

Latino/Hispanic

WhiteAmer Indian/ Native Amer.


White 18-21Unknown/

Declined to StateOther/

MultiracialLatino/Hispanic

White Female WhiteEOPS

participant BOG

Unknown/Declined to State


Other/Multiracial


21-25 18-20 18-20 WhiteUnknown/

Declined to StateAmer Indian/Native Amer.

Unknown/Declined to State

Filipino Other

Financial Aid

Other/Multiracial

Filipino 18-20 18-20 25-35 21-24 21-24Unknown/

Declined to StateOther/

MultiracialAsian/

Pacific IslanderOther/Multiracial White Pell Grant

18-20 White 21-24 21-24 36 and above 25-34 25-34Other/

Multiracial18-20

Other/Multiracial

18-20 17 or LessAfrican-Amer/

Black

First GenUnknown/

Declined to State25-34 First Gen First Gen 35 and above 35 and above 18-20 First Gen 18-20 21-24 18 & 19 Filipino

DSPSOther/

Multiracial35 and above DSPS DSPS DSPS First Gen DSPS DSPS DSPS 35 and above 20 to 24 Uknown

EOPS 18-20 First Gen EOPS EOPS EOPS DSPS EOPS EOPS EOPS First Gen Male White

CalWorks First Gen EOPS CalWorks CalWorks CalWorks EOPS CalWorks CalWorks CalWorks DSPS Female 18 & 19

Econ Disadvantage

EOPSEcon

DisadvantageEcon

DisadvantageEcon

DisadvantageEcon

DisadvantageCalWorks

Econ Disadvantage

Econ Disadvantage

Econ Disadvantage

CalWorksAfrican-Amer/

Black Loans

Foster Youth Foster Youth Foster Youth Foster Youth Foster Youth Foster YouthEcon

DisadvantageFoster Youth Foster Youth Foster Youth

Econ Disadvantage


Hearing Impaired

VE VE VE VE VE VE VE VE VE VE Foster YouthAsian/

Pacific IslanderMale

Uknown Female

35 to 39Amer Indian/Native Amer.

Legend: Red 50 +Asian/

Pacific Islander

Orange Loans 17 or Less

YellowHearing

Impaired Scholarship

GreenLearning Disabled

WorkStudy Aid

STUDENT EQUITY DATA AT A GLANCE

Integrated Planning Principles, Foothill College-style

C A R O LY N H O L C R O F T, B I O L O G Y FA C U LT Y, A C A D E M I C S E N AT E P R E S I D E N T

FOOTHILL COLLEGE 23

PaRC

Core Mission Workgroups

Transfer Workforce Student Equity Basic Skills

Operational groups

OPC Program Review

Committee

Main Planning and Governance Groups

Student Success Collaborative

3SP Advisory Council

Inclusive

Integrated


Effective training

Driven by KPI/Data/IEPI/SLOs/Institution Set Standards

Education Master Plan; Program Review Emphasis

FOOTHILL COLLEGE - INCLUSIVE/INTEGRATED/BIG IDEAS... 25

Presenter

Presentation Notes

1. c. Focused on Big Ideas Ed Master Plan Program review prompts repeatedly stress mission work (equity, transfer, workforce, basic skills)

Inclusive Integrated


Effective training

Driven by KPI/Data/IEPI/SLOs/Institution Set Standards

Tri-chair model for governance groups

Program reviews: all stakeholders

Budgeting: all stakeholders participate in prioritization

FOOTHILL COLLEGE - INCLUSIVE/INTEGRATED/BIG IDEAS/TRAINING... 26

Presenter

Presentation Notes

1. Group 1 (we may want to only cover 4 here since 1.b has so many sub-components – I will ask Barry) a. Inclusive b. Integration (all sub areas listed) c. Focused on Big Ideas d. Training e. KPI/Data/IEPI indicators/Institution-Set Standards/SLOs

Planning and Resource Allocation Process http://www.foothill.edu/staff/irs/programplans/index.php

FOOTHILL COLLEGE - PLANNING AND RESOURCE ALLOCATION PROCESS 27

http://www.foothill.edu/staff/irs/programplans/index.php



28

Presenter

Presentation Notes

INTEGRATED c. Focused on Big Ideas d. Training e. KPI/Data/IEPI indicators/Institution-Set Standards/SLOs

FOOTHILL COLLEGE - PLANNING AND REVIEW CYCLE 29

INTEGRATED PLANNING PRINCIPLES APPLICATION FOR A

DISTRICT-WIDE INTEGRATION

SOUTH ORANGE COUNTY COMMUNITY COLLEGE (SOCCCD) DISTRICT SERVICES IRVINE VALLEY COLLEGE SADDLEBACK COLLEGE

SOUTH ORANGE COMMUNITY COLLEGE DISTRICT 30

INCLUSIVE

District-wide Planning Council (participatory governance rep)

District-wide Strategic Plan ◦ Shared Goals, Objectives, and KPIs - that were developed with both colleges and district services

participation

SOUTH ORANGE CCD - INCLUSIVE 31

INTEGRATION

Strategic Plan has overarching shared goals, objectives, and KPIs

Budget Priorities are set by district-wide goals are used

Major Plans are coordinated district-wide – priorities, timelines, committees, etc. ◦ Education and Facilities Master Plan ◦ District-wide Technology plan

District Services Administrative Unit Reviews – aligned to DW Strategic Plan Goals/Objectives

KPIs are integrated to aligned with district-wide objectives and existing college/district services assessments or agreed upon tool

SOUTH ORANGE CCD - INTEGRATION 32

SOUTH ORANGE CCD - INTEGRATED PLANNING MODEL 33

SOUTH ORANGE CCD - ORGANIZATIONAL STRUCTURE 34

SOUTH ORANGE CCD - INTEGRATION (BUDGET PLANNING) 35

TRAINING

Part of our district-wide goals

SOUTH ORANGE CCD - TRAINING 36

KPI/DATA/IEPI INDICATORS/INSTITUTION-SET STANDARDS/SLOS

Measuring our district-wide objectives

SOUTH ORANGE CCD - KPI/DATA/IEPI INDICATORS/INSTITUTION-SET STANDARDS/SLOS 37

Principles of Planning: Part 1 Table Activity

PRINCIPLES OF PLANNING TABLE ACTIVITY: PART 1 38

39



Follow up/Ongoing Status of objectives must be updated each year in Program Review (3-year cycle with annual updates)

COLLEGE OF THE CANYONS - FOLLOW UP/ONGOING 40

Ongoing

Tools ◦ Locally developed online program

review and planning module

COLLEGE OF THE CANYONS - TOOLS 41

Resource Links in Program Review

Evaluation of planning

◦ College Planning Team (Annually) ◦ Instructional Advisory Council (Annually) ◦ Program Review Committee (Monthly) ◦ Campus-wide survey (Annually)

COLLEGE OF THE CANYONS - EVALUATION OF PLANNING 42

Peer Review ◦ Just starting peer review for academic program reviews ◦ Piloted in Spring 2015 ◦ Pilot will continue in February 2016 with 6 more departments ◦ Developed Peer Review forms and instructions

COLLEGE OF THE CANYONS - PEER REVIEW 43

District/College coordination with data, goals, KPIs, activities

◦ College Planning Team ◦ Instructional Advisory Council ◦ Management Advisory Council ◦ Academic Senate ◦ Program Review

COLLEGE OF THE CANYONS - DISTRICT/COLLEGE COORDINATION 44



FOOTHILL COLLEGE 45

Follow-up/ongoing

Tools

Evaluation

Peer Review

College/District coordination with data, KPIs, goals, activities

Program review

Workgroup reflections

Shared governance survey

Cyclical review and revision of college plans (3SP, equity, EMP, etc.)

FOOTHILL COLLEGE – EVALUATION OF PLANNING 46

Presenter

Presentation Notes

2. Group 2 a. Follow up/Ongoing b. Tools c. Evaluation of Planning d. Peer Review e. District/College coordination with data, goals, KPIs, activities

Program Review

Peer review

Follow-up / ongoing

Culture of planning

Driven by data, SLOs, KPIs

Outcomes

FOOTHILL COLLEGE - PROGRAM REVIEW/PEER REVIEW/OUTCOMES... 47

FOLLOW UP/ONGOING

Annual Progress Report

SOUTH ORANGE CCD - FOLLOW UP/ONGOING 49

TOOLS

TracDat - input Strategic Plan and used it to link to District Services AURs

SharePoint

SOUTH ORANGE CCD - TOOLS 50

SharePoint Site

TracDat for Strategic Plan

SOUTH ORANGE CCD - TOOLS 51

EVALUATION OF PLANNING

Climate Survey

District-wide Committee Self-Assessments

District-wide Planning Council, evaluation of Planning and Decision Making Manual

SOUTH ORANGE CCD - EVALUATION OF PLANNING 52

District-wide Planning and Resource Allocation Development Timelines Planning timelines and ongoing cycles of review and improvement are essential for successful district-wide planning. This chart captures the planning cycles and timeline of review for updates, plus the cycles/timeline for a complete renewal of a plan or document. District-wide assessment and evaluative tools are administered on set cycles to determine the progress and success of planning and related activities. These tools provide important input and data that can be analyzed and used for ongoing institutional improvement.

Item Action CycleFall Spr Sum Fall Spr Sum Fall Spr Sum Fall Spr Sum Fall Spr Sum Fall Spr Sum

Education and Master Plan: 2011-2031 Recreate 6 YearDistrict-wide Strategic Plan (2014-2020) Mid-Cycle Evaluation 3 year * *District-wide Strategic Plan (2014-2020) Progress Report Review 1 Year * * * * *District-wide Strategic Plan (2014-2020) Recreate 6 Year * * * * * *District-wide Planning and Decision Making Manual Recreate 3 Year * *District-wide Planning and Decision Making Manual Update 1 Year * * * * * *District-wide Planning Model Update and Recreate 1 Year * * *District-wide Function Map Update 3 Year * * *5 Year Construction Plan Update 1 Year * * * * * *20 Year Facilities, Renovation, Scheduled Maintenance Plan Update 1 Year * * * * * *Tentative Budget Development Create 1 Year * * * * * *Tentative Budget Approval Update 1 Year * * *Final Budget Approval Update 1 Year * * * * * *District-wide Integrated Budget Planning Resource Guide Update 1 Year * * * * * *District-wide Technology Plan Recreate 6 Year * * * *District-wide Technology Plan Review 1 Year * * * * * *

District-wide Climate Survey Administer 2 Year * * *

External Scan Conduct 3 years * * *

Annual District-wide Committee Self-Assessments Conduct 1 year * * * * * *

District-wide updates, revision and timelines for 2014-2020 Strategic Plan Cycle

Asse

ssm

ent

Tool

s

2019-2020

Maj

or D

istr

ict-

wid

e Pl

anni

ng D

ocum

ents

2014-2015 2015-2016 2016-2017 2017-2018 2018-2019

SOUTH ORANGE CCD - PLANNING AND RESOURCE ALLOCATION TIMELINE 53

DISTRICT/COLLEGE COORDINATION WITH DATA, GOALS, KPIS, ACTIVITIES

District-wide Strategic Plan with shared goals, objectives and KPIs

SOUTH ORANGE CCD - COORDINATION WITH DATA, GOALS, KPIS, ACTIVITIES 54

56



COLLEGE OF THE CANYONS: PLANNING AND DECISION-MAKING MANUAL 57

Planning and Decision-Making Manual

Culture of planning ◦ Strong history of planning – very stable leadership ◦ Program Review (3-year cycle with annual updates) ◦ All budget requests must be reflected in program review. ◦ All data requests to the IRPIE office must include action implications from requestors and be

included in program review. ◦ Self-evaluations for managers and administrators ◦ Wild West at Times

COLLEGE OF THE CANYONS - CULTURE OF PLANNING 58

Organizational structures College of the Canyons’ Decision-Making Guide details the organizational structure, including the role of

◦ The Chancellor ◦ Administrative & Operational Processes ◦ Collective Bargaining Processes ◦ Collegial Consultation Processes ◦ Academic Senate ◦ Classified Senate ◦ Classified and Faculty Unions ◦ Role of Administrators ◦ Student Participation

COLLEGE OF THE CANYONS - ORGANIZATIONAL PLANNING 59

OUR STRUCTURE Our structure is determined by: • Our primary mission (core purpose); • The size of the college district and the sites we

operate; • Our environment; • What our community needs us to do; • State policy; • The pace and development of our community; • Our perception of our capabilities; • Our strategy (plans) and goals; • Our information technology, and, most of all; • Our terrific and talented people who are the

engine that powers the rest!

Outcomes of planning

◦ Objectives are tied to College Strategic Goals

◦ Resource allocation tied to program objectives

◦ Facilities renovations and expansions result from good planning

◦ High levels of student success!

COLLEGE OF THE CANYONS - OUTCOMES OF PLANNING 60

New Partnerships

Improved Learning Outcomes

PROGRESS & RESULTS OF PLANNING — A LONGITUDINAL PERSPECTIVE Since 1988, we’ve seen 2 ½ recessions, growth spurts, and tremendous changes in the Santa Clarita Valley. College of the Canyons has been impacted by what has gone on around us, and we are not the same. We have grown, developed, responded and continued to meet the community’s needs. COC has gone:

FROM (1988/89) TO DATE (2014) FROM (1988/89) TO DATE (2014) • 60 full-time faculty (Fall 1988) • 178 full-time faculty • $30,000 a year raised by Foundation • $22 million raised by Foundation

since 1988/89.

• 77 full-time classified staff • 231 full-time classified staff • Fewer than $50,000 in scholarships(total endowed amount)

• Generated $1,500,000 in Osher scholarship challenge in 18 months

• 430 class sections per semester • 1,758 class sections (Fall 2013)

• No Leadership training • Multi-faceted leadership training including LEAP

• 17 certificate training programs • 75 certificate training programs

• No development for staff and faculty except for Faculty Flex

• Created award-winning Professional Development program.

• 27 disciplines/majors • 72 disciplines/majors • No support programs for Athletics • Created The Zone – Athletic students’ tutorial support, coach, and Athletic Hall of Fame.

• Traditional sections offered only • GO, PAL and NOW programs

• No master construction plan and no money to build

• Developed a $330 million building program plan.

• Offered HITE • Creation of an honors program, includes Phi Theta Kappa Chapter

• No money ($) in training funds to work with business and industry

• Created an Economic Development Division – In total, College of the Canyons has generated $18,308,462 in training dollars to support economic development in the Santa Clarita Valley since 1993-94, served 3,020 businesses, and trained 18,467 local employees.

• 199,347 square feet of space • 838,864 square feet of space

• No revenue from International Student Program tuition

• Achieved a cumulative gain in revenue of $7,271,061 from 1997/98 to 2012/13.

Outcomes of planning: Highlights from College of the Canyons (full summary included in the Decision-Making Guide)

COLLEGE OF THE CANYONS - OUTCOMES OF PLANNING 61



FOOTHILL COLLEGE 62

Planning and Decision-Making Manual

Culture of Planning

Organizational Structures

Outcomes of Planning

FOOTHILL COLLEGE - DECISION MAKING MANUAL/CULTURE OF PLANNING... 63

Presenter

Presentation Notes

3. Group 3 a. Planning and Decision-Making Manual: http://www.foothill.edu/staff/irs/Approved_GHB_100511.pdf b. Culture of planning c. Organizational Structures: IP&B d. Outcomes of Planning e. Other

PLANNING AND DECISION-MAKING MANUAL

DW Planning and Decision Making Manual - consensus, participation, standardization of committee structure, etc. ◦ Definition of “District” ◦ Integrated planning process and common planning terminology ◦ Decision making philosophy and definition of consensus

SOUTH ORANGE CCD - PLANNING AND DECISION-MAKING MANUAL 65

COMMON PLANNING DEFINITIONS Vision Statement

Describes the ideal future state of the district/college, including the results we would like to achieve and the characteristics we will need to possess. The vision statement provides direction and inspiration for the Strategic Plan.

Mission Statement

A broad description of the purpose or philosophy of the district/college, our commitment to student learning and success and the population served.

Values

Statements of core priorities in the district/college culture that guide how we operate. They provide ways of choosing among competing priorities and guidelines.

Goals

Goals are defined as all‐encompassing statements about the general direction of the district/college. There are two types of goals: district-wide goals and college goals.

Objectives

Objectives are defined as methods for attaining goals. Good objectives are focused on outcomes or results and are S.M.A.R.T.: specific, measurable, achievable, realistic, and time‐related. An objective can be achieved through one or more action steps.

Action Steps

Action steps are projects or initiatives designed to reach objectives and to attain Goal(s). They may describe complex college/district services functions involving multiple offices and/or departments. Action steps are reviewed and revised yearly.

Key Performance Indicators (KPI)

KPIs are high level indicators that measure progress on goals and/or objectives.

Targets

The desired level of a KPI at the end of the planning cycle.

SOUTH ORANGE CCD - INTEGRATION (DISTRICT/COLLEGE) 66

Consensus is a collective opinion characterized by the following five elements: 1. Collaboration: Proposals for consideration are constructed with input from all interested group members. 2. Inclusion: As many stakeholders as appropriate should be included in the group’s discussions. 3. Participation: All participants contribute to the discussion. 4. Agreement Seeking: The group makes a concerted attempt to reach full agreement. 5. Cooperation: Decisions may incorporate individual concerns, but are designed to benefit the whole group. Individual

preferences do not override the needs of the whole group.

District-wide committees, councils, and task forces are encouraged to use the following best practices to reach consensus: • Clarification of the Issue: At the outset of the discussion, issues are clearly presented. • Discussion/Dialogue: Participants combine their insights and knowledge to develop a broader and collective

understanding of the issues. • Participation: Committee members accept responsibility for attending meetings, designating a substitute when unable to

attend, contributing to the discussion, and following up on action items. Committee chairs are expected to schedule meetings in a way that maximizes participation.

• Consensus: Committee members are asked to utilize consensus to reach a decision. The committee reaches consensus once all members and guests have had an opportunity to contribute to the discussion and no one feels so strongly against a resolution that their objection must be noted. o Consensus does not require unanimous approval; however, consensus does require that the group attempts to hear

member’s perspectives for mutual understanding and find a compromise, if possible. If a group can’t reach consensus, the differing viewpoints can be forwarded to the next level of decision making as unresolved.

• Committee Recommendations/Decisions: Once consensus is achieved, all committee members support the decision making process and the recommendations of the committee.

CONSENSUS

SOUTH ORANGE CCD - INTEGRATION 67

DISTRICT-WIDE PLANNING DOCUMENTS AND VERSION CONTROL The key district-wide planning documents that drive and facilitate district-wide planning are listed here. For each plan or document, the assigned planning group or administrative unit is identified. The appropriate SharePoint site is the repository for up-to-date information regarding the respective council/committee, and houses the official current version of each document. The most current version of the planning documents are housed in the assigned group or unit’s SharePoint site.

Education and Facilities Master Plan 2011-2031 (EFMP) (long-range plan) College and district services planning groups support new plan development

District-wide Strategic Plan 2014-2020 (short-range plan) District-wide Planning Council supports updates and new plans

District-wide Planning and Decision Making Manual District-wide Planning Council supports updates and makes changes

District-wide Function Map District-wide Planning Council supports updates and makes changes

District-wide Planning and Resource Allocation Model District-wide Planning Council supports updates and makes change

District-wide Tentative Budget Development District Business Services and all planning groups

District-wide Tentative Budget Approval Board of Trustees review and approval

District-wide Final Budget Approval Board of Trustees review and approval

District-wide Integrated Budget Planning Resource Guide District Business Services

Budget Development Guidelines and Budget Manual District Business Services

District-wide Five Year Construction Plan College planning groups and District Facilities Planning Staff

20 Year Facility, Renovation, and Scheduled Maintenance Plan Capital Improvement Committee

District-wide Technology Plan District-wide Technology Committee

SOUTH ORANGE CCD - DISTRICT-WIDE PLANNING DOCUMENTS 68

Wrap Up Questions? Final Comments?

70

THANK YOU!

Repeat sessions coming up…

Friday, January 22, 2016 Orange Coast Community College District

Friday, February 26, 2016 College of the Canyons

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