Moreno Valley College Integrated Strategic Plan 2018-2023: Planning, Process & Production

Strategic Planning Council

September 8, 2017VP Jones, VP Lopez, Dean Rivas

Agenda• MVC ISP Timeline

• Effective Strategic Plans – Key Components• Planning & Process

• Goals & Objectives

• Evaluation Design

• Reporting

• Introduce Group Activity

• Group Activity (Planning, Process & Production)

• Share Aloud

• Next Steps – who will lead ISP?

• Conclusion

Moreno Valley College Strategic Plan Development Timeline (Draft)

2018

Today

Sep Oct Nov Dec 2018 Feb Mar Apr May Jun

Strategic Planning Council Retreat9/8/2017

Strategic Plan First Draft12/8/2017

Strategic Plan Final Draft3/2/2018

MVC Governance Review Completed5/4/2018 Board of

Trustees Approval

6/18/2018

Strategic Plan First Draft Production

Strategic Plan Final Draft Production

MVC Governance Feedback and Review

Purpose of Strategic Planning

• An organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction and activities in response to the data and a changing environment.

• A process of reaffirmation of mission, vision, and values and then envisioning a desired future, and translating this vision into broadly defined goals or objectives and actionable strategies to achieve them.

• It communicates critical differentiating information about an organization to its stakeholder and fosters accountability & transparency.

Principles of Effective Strategic Planning

• It all starts with institutional purpose: Mission, Vision, Values & Priorities

• Goals & Objectives (Intentionality)

• Programs & Services

• Outcomes Assessment & Program Evaluation

• Continuous Improvement & Innovation

Strategic Planning Process Essentials

• Alignment with mission, vision & values

• Participatory, involving key stakeholders (e.g., students, faculty, staff, administrators, community)

• Development of goals and concomitant action plans & strategies are based on critical analysis of relevant internal & external data (environmental scan)

• Strategic planning goals need to be SMART (Specific, Measurable, Achievable, Results-focused, Time-bound)

Strategic Planning Process Essentials

• Assessment (Outcomes & Process)

• Transparency and Accountability: Tracking and Reporting Results

• Continuous Improvement of processes and strategies

• Institutionalized and linked to resource allocation processes

• Supports and incentives Innovation

Evaluation & Reporting

Assessment & Evaluation Design• Effective evaluation design:

• Stimulate dialogue and clarify college mission, aspirations, and priorities

• What are MVC’s aspirations and priorities?

• Heightens sense of college purpose (impact of program and services)

• Identify current strengths –and- prioritize areas to improve

• Holistic understanding of processesand outcomes to support entirecampus community:

• Role of an ISP

• Learning

• Behavior

• Performance

• Outcomes

• Common understanding of design

Data Exercise: Data Logic Model

• Common DATA Language (handout)

• Data Logic Model • What are the similarities?

• Are there any differences?

• Do these co-exist?

• Interchangeable?

LOS ANGELES PROMISE NEIGHBORHOOD | YOUTH POLICY INSTITUTE

EVALUATION CONCEPTS & OPERATIONALIZATION

• Successful course completion rates at Moreno Valley CollegeIndicator

• Increase successful course completion rates at Moreno Valley CollegeObjective

• Increase successful course completion rates by 3-4 percentage points annuallyPerformance Measure

•Baseline = 63% successful course completion (overall)

•Y1 = 66% Y2 = 69% Y3 = 71%

•Y4 = 74% Y5 = 78% Annual BenchmarksBenchmarks

• MVC experienced an increase of successful course completion by 15 percentage pointsOutput

• Students experienced an increase in successful course completion at MVCOutcome

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MVC Office of Institutional Effectiveness

Evaluation / Assessment

• Metrics, Assessment, and Analyses (Chapter 11)

• Outcomes, Outputs and Indicators• What informs these?

• Feasible and realistic?

• Are programs/services designed to allow us to meet targets?

• How do we institutionalize metrics in intersectional processes (i.e. SLOs, SAO, PLO, Instructional Program Review)

• Data Access• Are we collecting sufficient data to measure indicators?

• Are we monitoring effectively (timely, cross-sectional, triangulation)?

• Holistic Assessment: Outcomes and Achievements (Chapter 12)

• Institutional metrics on student success

• Leadership capacity and effectiveness

• Management and resource allocation

• Community access and college responsiveness

Reporting

• “Process vs. Event” – Dr. Robin Steinback

• Tangible and accessible process to review growth and progress (i.e. Scorecard, PowerBI - Dashboards, Program Review - TracDat)

• Annual Reporting

• AdHoc Reporting (as occasion requires)

• Close/Final Report (comprehensive 5-year analyses)

Group Activity

Guided prompts to center discussion and focus on:

• Planning – Who should be responsible for the plan

development?

• Process – What process should we use to complete

the plan within the timeline and ensure reasonable participation by stakeholders?

• Production – What resources do we need to ensure that we can complete the plan timely?

Report Aloud: Recommendations & Expectations

• Planning

• Process

• Production

Conclusion

• Next Steps

• Who leads ISP 2018-2023?

Thank you!