Continuous Improvement An Approach for Integrating Cycles of Assessment & Evaluation into Institutional Processes

Transcription

1 Continuous Improvement An Approach for Integrating Cycles of Assessment & Evaluation into Institutional Processes Dr. Brian Lofman, Dean Institutional Planning and Effectiveness 2015 Research & Planning Conference April 9, 2015

2 GOALS OF PRESENTATION & DISCUSSION A. For You to Conceptualize the Impact of Continuous Improvement (CI) on Institutional Effectiveness (IE) at Your College B. Provide Ideas & Tools to Help You Operationalize CI (handout; also go to: for CI plan and handbook of CI processes) C. Cultivate Your Desire to Expand Your Role as a Proactive Force, Leader & Change Agent

3 OUTLINE OF TOPICS BY OBJECTIVE 1. Delineate Hartnell s Recent Experience with ACCJC Accreditation 2. Describe Challenges in Operationalizing Institutional Effectiveness (IE) & Sustainable Continuous Quality Improvement (SCQI) 3. Discuss Results of Systematic Review of Evaluation Mechanisms at Hartnell

4 OUTLINE OF TOPICS BY OBJECTIVE 4. Provide Framework for Grouping Continuous Improvement (CI) Processes & Inventory of CI Processes 5. Review Examples of Completed CI Process Template & Evaluation 6. Consider Approaches Designed to Document, Share & Embed CI in Your College s Everyday Work

5 CAVEATS & ADVICE i. (SEE HANDOUT) refers to the next page(s) in the handout provided. We will refer to the handout. ii. This is not rocket science. You ve all done some of this stuff, though you might not have made it explicit. I ll present certain details and examples, but don t get lost in them. We have 60 mins. Think big picture. iii. CI is much more about qualitative research and judgments than about quantitative data and hard facts. Keep this in mind. iv. 4th presentation on CI within 6 months. If you ve heard this 3 times before, pretend you re enjoying it.

6 TOPIC #1 Delineate Hartnell s Recent Experience with ACCJC Accreditation

7 EXPERIENCE WITH ACCREDITATION Early 2013: Leading into Team Visit for the Comprehensive Evaluation, the College could not document or determine, with any degree of precision, the extent of progress made in key areas, such as SLO assessment and program review June 2013: ACCJC Places Hartnell on Probation March 2014: Hartnell Submits First Follow-Up Report

8 EXPERIENCE WITH ACCREDITATION June 2014: ACCJC Removes Probation and Issues Warning (Note More Important Outcome) March 2015: Hartnell Submits Second Follow-Up Report April 10, 2015: ACCJC Conducts Follow-Up Visit

9 SELECTED ACCJC RECOMMENDATIONS ON EVALUATION AND EFFECTIVENESS The team recommends that the college: Develop a process for regular and systematic evaluation of its mission statement. Develop a regular systematic process for assessing its long term and annual plans, as well as its planning process, to facilitate continuous sustainable institutional improvement. Fully engage in a broad-based dialogue that leads to regular assessment of student progress toward achievement of [learning] outcomes. Ensure that evaluation processes and criteria necessary to support the college's mission are in place and are regularly and consistently conducted for all employee groups.

10 SELECTED ACCJC RECOMMENDATIONS ON EVALUATION AND EFFECTIVENESS Ensure that program review processes are ongoing, systematic, and used to assess and improve student learning, and that the college evaluate the effectiveness of its program review processes in supporting and improving student achievement and student learning outcomes. Develop a process for regular and systematic evaluation of all Human Resources and Business and Fiscal Affairs policies. The board self-evaluation continues to be done with full participation of each board member. Systematically review effectiveness of its evaluation mechanisms.

11 TOPIC #2 Describe Challenges in Operationalizing Institutional Effectiveness (IE) & Sustainable Continuous Quality Improvement (SCQI)

12 3 ACCREDITATION RELATED PET PEEVES How can a college get a grip on the ginormous notion of INSTITUTIONAL EFFECTIVENESS? What exactly is this thing called Sustainable Continuous Quality Improvement? And BTW, why isn t there a search engine...?

13 CHALLENGES WITH IE IE is a very broad, generic construct. It typically refers to how well the institution meets its mission and serves its students. Effectiveness cannot be measured directly or easily, and it is determined by many factors. It encompasses many different aspects of a college as it functions as a system.

14 CHALLENGES WITH IE Especially Relevant ACCJC Standard on Institutional Effectiveness (I.B.7): The institution regularly evaluates its policies and practices across all areas of the institution, including instructional programs, student and learning support services, resource management, and governance processes to assure their effectiveness in supporting academic quality and accomplishment of mission. This became the key driving force in moving forward.

15 CHALLENGES WITH IE The ACCJC expects that institutions will continuously work toward enhancing their effectiveness, hence the phrase, sustainable continuous quality improvement. But what exactly is sustainable continuous quality improvement?

16 SCQI WHAT IS IT? a. Quality =Typically refers to a grade level. Example: Threshold level is minimally acceptable.

17 SCQI WHAT IS IT? b. Improvement =Making changes, specifically, making something better as perceived and evaluated by key stakeholders. Examples: Raising performance. Changing a feature. Adding a new feature.

18 SCQI WHAT IS IT? c. Continuous =Always striving to improve. It never stops you should celebrate what you ve accomplished, yet never be satisfied with the status quo. Improvements can always be made. Factors in the external environment change, thereby dictating ways in which you must improve.

19 SCQI WHAT IS IT? d. Sustainable =Making changes that last over a prolonged time period, preferably indefinitely. With an annual improvement cycle, you would strive to make improvements that will stand the test of time, year over year. If embedded into the fabric of what you do on an everyday basis, such improvements should eventually continue without much additional effort from year to year.

20 SCQI WHAT IS IT? SCQI may be difficult to achieve, but it is an elegant and powerful concept: Always striving to make improvements, or changes for the better, such that better performance continues into the long-term future without substantial effort. The improvements become part of who you are, and what you do. The fundamental challenge is to institutionalize continuous improvement to incorporate it as concretely as possible into the ongoing work and fabric of your institution.

21 A VISUAL CAN BE ESPECIALLY HELPFUL Hartnell s Model For Integrated Planning & Sustainable Continuous Quality Improvement (SEE HANDOUT)

22 TOPIC #3 Discuss Results of Systematic Review of Evaluation Mechanisms at Hartnell

23 SYSTEMATIC REVIEW IN FALL 2013 Review of Effectiveness of Evaluation Mechanisms: What processes are in place? Which are being implemented? Does a complete master list of elements exist? Who maintains it? What proportion and which elements in the inventory have recently been evaluated? When? Does a regular cycle of evaluation exist? How frequently are elements scheduled to be evaluated currently and in the future per the existing evaluation cycle?

24 SYSTEMATIC REVIEW IN FALL 2013 Key Results of This Review: 17 formalized evaluation mechanisms existed Irregularity of evaluation cycles Incomplete or non-comprehensive master lists Inconsistent or irregular evaluation of specific elements Certain key processes did not exist or had not been fully documented

25 TOPIC #4 Provide Framework for Grouping Continuous Improvement (CI) Processes & Inventory of CI Processes

26 CORE AREAS The overarching framework adopted for grouping CI processes encompassed the following 5 categories or core areas: A. Organizational effectiveness B. Effectiveness of strategic planning C. Effectiveness of strategic operations D. Processes for employee hiring and job classification E. Performance evaluation procedures

27 ADDITION OF CI PROCESSES Decisions were based on: The accreditation recommendations requiring deficiency resolution - AND - Unbundling of core areas into specific processes thought to contribute substantially to institutional effectiveness.

28 INVENTORY OF CI PROCESSES Resulted in Total 30 Processes to be Developed and Formalized (SEE HANDOUT)

29 ANOTHER CI PROCESS? CI processes may need to be modified or added as new circumstances arise. Such changes are integral to continuous improvement. Example: The ACCJC is increasingly focusing on student achievement outcomes. Each college is currently expected to develop goals for institutional effectiveness and provide them to the Chancellor s Office.

30 KEY ITEMS ON STANDARDIZED TEMPLATE One or More Leads are Assigned (Accountability) An Appropriate Evaluation Cycle is Followed Every Year, Every Five Years, etc. Various Persons, Tools and Data are Involved in the Assessment Process One or More Levels of Oversight Typically Occur Improvement Needed is Specified Improvement of the Process Itself may also be Recommended (SEE HANDOUT)

31 CYCLES OF ASSESSMENT & EVALUATION Each CI process has its own cycle relative to the evaluation of each element on the master list for that particular process (Note importance of list maintenance) (SEE HANDOUT)

32 TOPIC #5 Review Examples of Completed CI Process Template & Evaluation

33 CI PROCESS ON ACADEMIC PROGRAMS Task force of faculty from the Academic Senate and the Dean of Institutional Planning and Effectiveness convened over several months in AY to develop Administrative Procedure (AP) Re-conceptualized and broadened existing academic program discontinuance process to encompass program establishment, revitalization, and discontinuance. (SEE HANDOUT)

34 CI PROCESS ON GOVERNANCE SYSTEM (SEE HANDOUT)

35 EXAMPLE OF PROCESS IMPLEMENTATION: GOVERNANCE SYSTEM EFFECTIVENESS Survey Tool for each Council: Council Tasks For example, Outcomes of each council meeting were clear and understood. Information adequacy For example, Council members had appropriate information to make informed decisions. Participation For example, Council members attended regularly. Respectful Dialogue For example, Different opinions and values were represented. Council Purpose and Responsibilities For example, The Council worked effectively towards fulfilling its purpose and responsibilities.

36 EXAMPLE OF PROCESS IMPLEMENTATION: GOVERNANCE SYSTEM EFFECTIVENESS

37 EXAMPLE OF PROCESS IMPLEMENTATION: GOVERNANCE SYSTEM EFFECTIVENESS Results: Overall Governance Effectiveness Strengths of the governance system identified through the evaluation Over 80 percent of respondents indicated satisfaction with the governance system. Themes of effectiveness from respondents: Open and transparent Greater participation of all constituent groups than in the past Opportunities for participation and engagement Good structure Posting of all agendas, minutes, and materials creates accessibility for all Improvements for the governance system to be considered for Reporting back to constituent groups Attendance at meetings Examination of quorum rules due to lack of attendance Flow of information to and from CPC Amount of time needed to move items through the governance system

38 EXAMPLE OF PROCESS IMPLEMENTATION: GOVERNANCE SYSTEM EFFECTIVENESS Improvements Recommended and Made: To improve communication about governance actions and discussion, a summary/highlights document was created and is posted to the college web site following each CPC meeting. An is sent to all employees following each meeting informing them that the document is available for review. (Note about governance council web pages)

39 TOPIC #6 Consider Approaches Designed to Document, Share & Embed CI in Your College s Everyday Work

40 DOCUMENT CI PLANS & PROCESSES Examples: Hartnell developed and is implementing a CI Plan as one of its long term institutional plans. The plan is linked to the college s umbrella strategic plan. All CI processes are included in an accompanying handbook. The CI plan and handbook of CI processes were approved by the College Planning Council, and are published on a college web page.

41 SHARE & DISCUSS CI Collect, discuss and publish non-confidential assessments, evaluations, and reviews. Example: Hartnell recently started posting all program reviews to college web pages, and has been discussing evaluations of various processes at participatory governance meetings. A collective mindset toward data driven decision making is cultivated as assessments and evaluations are shared and discussed.

42 EMBED CI IN GOVERNANCE SYSTEM Example: Continuous Improvement Committee subcommittee of the College Planning Council. (SEE HANDOUT)

43 HOW TO DOCUMENT/SHARE/EMBED CI How Does or Can YOUR COLLEGE Document, Share & Embed CI in Its Everyday Work and Ongoing Operations?

44 CONCLUDING THOUGHTS CONTINUOUS IMPROVEMENT, INSTITUTIONAL EFFECTIVENESS & ACCREDITATION

45 CI & ACCREDITATION Higher Learning Commission Academic Quality Improvement Plan (AQIP) Southern Association of Colleges and Schools (SACS) Quality Enhancement Plan (QEP)

46 CI & ACCREDITATION The ACCJC is increasingly focused on improvement of institutional effectiveness. Example of Team Recommendation for a college: In order to improve institutional effectiveness, the team recommends that informal practices relative to critical processes be developed into written procedures that ensure their consistent, ongoing, and systematic application.

47 REVISIT CI & ACCREDITATION ACCJC s New Quality Focus Essay Continuous quality improvement is a mark of institutional effectiveness The Commission expects the institution to identify two or three areas for further study and improvement as part of its continuous, quality improvement efforts The Essay will provide the institution with multiyear, long-term directions for improvement and demonstrate the institution s commitment to excellence. Source: ACCJC s Manual for Institutional Evaluation of Educational Quality and Institutional Effectiveness, August 2014 Edition, p. 20

48 REVISIT GOALS OF PRESENTATION A. For You to Conceptualize the Impact of Continuous Improvement (CI) on Institutional Effectiveness (IE) at Your College B. Provide Ideas & Tools to Help You Operationalize CI (handout; also go to: for CI plan and handbook of CI processes) C. Cultivate Your Desire to Expand Your Role as a Proactive Force, Leader & Change Agent (Note: Director Dean VP)

49 QUESTIONS & COMMENTS

50 Continuous Improvement An Approach for Integrating Cycles of Assessment & Evaluation into Institutional Processes Dr. Brian Lofman, Dean Institutional Planning and Effectiveness Hartnell College 411 Central Avenue Salinas, California April 9, Research & Planning Conference Sacramento, California

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52 Annual Planning & Continuous Improvement Cycle Long Term Institutional Planning HARTNELL COLLEGE HARTNELLCOLLEGE Model for Integrated Planning & Model for Integrated Planning Sustainable Continuous Quality Improvement Sustainable Continuous Quality Improvement Institutional Purpose & Direction Mission Vision Three to Five Year Planning Strategic Plan Long Term Plans & Comprehensive Program Reviews Program Review (Year One) Program Planning & Assessment Data Driven Institutional Decision Making (Year Two) Participatory Governance & Budget Development Implementation & Evaluation (Year Three) Outcome Assessments Resource Allocation & Plan Implementation

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54 INVENTORY OF CONTINUOUS IMPROVEMENT PROCESSES Process Lead(s) A. Organizational Effectiveness A1. Board Policies & Administrative Procedures S/P A2. Organizational Structure S/P A3. Governance System S/P & Dean IPE A4. Internal & External Communications S/P & Director Communications A5. Organizational Climate S/P & Dean IPE B. Effectiveness of Strategic Planning B1. Mission/Vision/Values Development, Review & Revision S/P B2. Community Research & Environmental Scanning Dean IPE B3. Long Term Institutional Planning: B3a. Strategic Plan Development, Review & Revision S/P & Dean IPE B3b. Long Term Institutional Plans - Development, Review & Revision Respective VPs/Other Administrators B4. Long Term Program Planning: B4a. Academic Program Establishment, Revitalization & Discontinuance VPAA & President Academic Senate B4b. Non-Instructional Program Establishment, Revitalization & Discontinuance S/P & VPs B4c. Comprehensive Program Review Dean IPE C. Effectiveness of Strategic Operations C1. Curricular Development, Review & Revision VPAA & Chair Curriculum Committee C2. Annual Planning & Assessment: C2a. Annual Program Planning & Assessment Dean IPE C2b. Annual SLO Assessment Dean AA/LSR C3. Budget Development & Resource Allocation VPAS & Controller C4. Enrollment Management VPAA, VPSA & VPAS C5. Partnership Establishment & Management S/P & ED Advancement Page 1 of 2

55 INVENTORY OF CONTINUOUS IMPROVEMENT PROCESSES (continued) D. Processes for Employee Hiring & Job Classification D1. Hiring Processes: D1a. Full-Time Hiring* D1b. Part-Time Hiring* D2. Review of Job Classifications: D2a. Cyclical Job Classification Review - Classified Staff D2b. Individual Job Classification Review - Classified Staff D2c. Job Classification Review - Other Employees* Process Lead(s) AVPHR AVPHR AVPHR AVPHR AVPHR E. Performance Evaluation Procedures E1. BOT Evaluation S/P & President BOT E2. CEO Evaluation President BOT E3. Manager Evaluation AVPHR E4. Classified Staff Evaluation AVPHR E5. Faculty Evaluation Processes: E5a. Probationary Faculty Evaluation VPAA, VPSA & AVPHR E5b. Tenured Faculty Evaluation VPAA, VPSA & AVPHR E5c. Adjunct Faculty Evaluation VPAA, VPSA & AVPHR * To be developed in Page 2 of 2

56 ITEMS IN CONTINUOUS IMPROVEMENT PROCESS TEMPLATE CI Process, Cycle, and Process Lead 1. Name of process 2. CI cycle (semester/year & frequency) 3. The position(s) at the college responsible for leading the process according to the CI cycle Participants, Tasks & Evidence in Evaluation/Review Process 4. The policies, procedures, systems, plans, programs, or positions that are evaluated 5. The position at the college who informs those responsible for conducting the evaluation; when those responsible for conducting the evaluation are informed 6. The positions who conduct the evaluation; when (which years and specific months) and how frequently the evaluation is conducted 7. The instruments, forms and/or data that are utilized in the evaluation 8. The positions and/or groups who review content for quality and completeness; when and how frequently quality checks occur 9. The persons and/or groups who have oversight/broadly review content; when and how frequently oversight occurs 10. The positions responsible for maintaining the list of all elements (persons, programs, outcomes, etc.) to be evaluated, tracking completion of evaluations, and maintaining the master list of evaluations completed and those yet to be completed 11. When and where the evaluations are housed, and which positions is responsible for placing them there, has access to them, and maintains the entire set of evaluations completed Participants, Tasks & Evidence in Making Improvements in Effectiveness 12. The position who decides what improvements/outcomes are needed and the level of targeted improvements/outcomes; how these planned outcomes are documented 13. The positions at the college responsible for making improvements; when (specific months/years) improvements are implemented 14. When (specific months/years) and how frequently improvements/outcomes are measured; the positions at the college responsible for measuring outcomes; how outcomes are documented; the positions responsible for determining whether outcomes are adequate leading into the next evaluation period Participants, Tasks & Evidence in Making Improvements in Process Effectiveness 15. The position responsible for evaluating the effectiveness of the overall CI process, and when (which years and specific months); how frequently the process is evaluated 16. The position responsible for determining which improvements need to be made in the process; how improvements are documented 17. The positions responsible for making improvements to the process; when (which years and specific months) the improvements are implemented [prior to or at the start of the next CI cycle]

57 CONTINUOUS IMPROVEMENT PROCESSES BY ASSESSMENT CYCLE The cycle of evaluation differs according to the specific CI process, per the following table. Cycle of Evaluation CI Process Annually* Every 2 Years* Every 3 Years* Every 4 Years* Every 5 Years* Every 6 Years* A1 X A2 X A3 X A4 X A5 B1 X B2 X B3a X B3b X B4a B4b B4c X X C1 X X C2a X C2b C3 X C4 X C5 X D1a D1b D2a X D2b D2c E1 X E2 X E3 X X E4 X E5a X E5b X E5c X Continuously** X X As Needed*** X X X X X X * Each element in the group is evaluated every year, every two years, or so on. ** Evaluation occurs continuously to ensure that each element in the group is eventually assessed, and subsequently the cycle begins anew. *** An element in the group is evaluated as needed.

58 Components of Continuous Improvement (CI) A. CI Process, Cycle, and Process Lead 1. CI Process: Establishment, Revitalization & Discontinuance of Academic Programs. 2. CI Cycle (semester/year & frequency): This process is undertaken as needed on an ongoing basis by the Academic Affairs Council and Academic Senate. 3. CI Process Lead: VPAA & President Academic Senate. B. Participants, Tasks & Evidence in Evaluation/Review Process 4. Who or what is evaluated? An academic program s viability and vitality, as defined and triggered by AP A program is viable if it demonstrates itself to be capable of functioning adequately in terms of serving sufficient numbers of students effectively, and vital if it shows the capacity to continue serving students at the same or increased levels of production, effectiveness, and relevance as compared to standards set by the institution. 5. Who informs those responsible for conducting the evaluation, and when are they informed? VPAA and President Academic Senate, after the Academic Affairs Council and Academic Senate approve the Program Proposal Request and Narrative Form, or the Request to Initiate Program Revitalization, Suspension, or Discontinuance, per AP Who conducts the evaluation? When (which years and specific months) and how frequently is the evaluation conducted? Program Evaluation Committee (PEC) per AP 4021, as needed. 7. What instruments, forms and/or data are utilized in the evaluation? Data elements and reporting are delineated in AP 4021, the Program Proposal Request and Narrative Form, and the Request to Initiate Program Revitalization, Suspension, or Discontinuance. 1

59 8. Who reviews content for quality and completeness? When and how frequently do quality checks occur? Academic Affairs Council and Academic Senate review content as needed. 9. Who has oversight/broadly reviews content? When and how frequently does oversight occur? College Planning Council (CPC) and Superintendent/President (S/P), as needed. 10. Who maintains the list of all elements (persons, programs, outcomes, etc.) to be evaluated? Who tracks completion of evaluations/maintains the master list of evaluations completed and those yet to be completed? VPAA/Office of Academic Affairs maintains the list of proposed and existing programs to be evaluated, tracks completion of evaluations, and maintains the master list of evaluations completed and those yet to be completed. 11. When and where are the evaluations housed, who places them there, and who has access? Who maintains the entire set of evaluations completed? VPAA/Office of Academic Affairs maintains all evaluation documents. C. Participants, Tasks & Evidence in Making Improvements in Effectiveness 12. Who decides what improvements/outcomes are needed and the level of targeted improvements/outcomes? How are these planned outcomes documented? PEC recommends what improvements are needed, as included in its report and approved, or as otherwise determined thereafter through the participatory governance process. Planned outcomes are documented in the PEC report and otherwise thereafter in meeting minutes of relevant governance bodies. 13. Who is responsible for making improvements, and when (which specific months/years) are they implemented? Program faculty and their dean or director according to the timeline established in the PEC report or as otherwise determined thereafter through the participatory governance process. 2

60 14. When (which specific months/years) and how frequently are improvements/outcomes measured, who measures them, and how are they documented? Who decides whether they were adequate leading into the next evaluation period? Improvements are measured as determined by PEC plan and otherwise by program faculty and their dean or director. D. Participants, Tasks & Evidence in Making Improvements in Process Effectiveness 15. Who evaluates the effectiveness of the overall CI process? When (which years and specific months) and how frequently is the process evaluated? Academic Affairs Council and Academic Senate evaluate process effectiveness every 5 years or otherwise more frequently as needed. 16. Who decides what improvements need to be made in the process, and how are they documented? Academic Affairs Council and Academic Senate determine what improvements are needed. These modifications are documented in meeting minutes. Office of Dean IPE makes the necessary changes in the CI process template. Improvements that also require revisions to AP 4021 must be directed through the BP/AP approval and revision process undertaken by the Office of S/P, which moves through relevant participatory governance bodies, the CPC, and ultimately the Board of Trustees. 17. Who makes improvements to the process, and when (which years and specific months) are they implemented? [prior to or at the start of the next CI cycle] VPAA, President Academic Senate, and Dean IPE or their designees at the start of the next CI cycle or otherwise as needed. 3

61 Components of Continuous Improvement (CI) A. CI Process, Cycle, and Process Lead 1. CI Process: Governance System. 2. CI Cycle (semester/year & frequency): Each year spring 2014, spring 2015, spring 2016, spring 2017, and spring CI Process Lead: S/P & Dean IPE. B. Participants, Tasks & Evidence in Evaluation/Review Process 4. Who or what is evaluated? Effectiveness of the governance system. 5. Who informs those responsible for conducting the evaluation, and when are they informed? Dean of IPE informs chairs/co-chairs of governance councils mid-spring semester. 6. Who conducts the evaluation? When (which years and specific months) and how frequently is the evaluation conducted? The chairs/co-chairs of each governance council coordinates the evaluation (with assistance from Dean of IPE). Evaluations are conducted annually before the end of the spring semester. 7. What instruments, forms and/or data are utilized in the evaluation? Survey is the primary tool. 8. Who reviews content for quality and completeness? When and how frequently do quality checks occur? Dean of IPE and chairs/co-chairs of governance councils review content for quality and completeness. Quality checks occur at the time of each evaluation. 1

62 9. Who has oversight/broadly reviews content? When and how frequently does oversight occur? Each governance council has oversight for reviewing content. Oversight occurs at the time of each evaluation. 10. Who maintains the list of all elements (persons, programs, outcomes, etc.) to be evaluated? Who tracks completion of evaluations/maintains the master list of evaluations completed and those yet to be completed? Dean of IPE maintains the list of all governance councils and other governance bodies to be evaluated. Dean of IPE tracks completion of evaluations and maintains the master list of all of evaluations. 11. When and where are the evaluations housed, who places them there, and who has access? Who maintains the entire set of evaluations completed? Evaluations are housed in the Office of Dean of IPE. Chairs/co-chairs of governance councils provide completed evaluations to Dean of IPE. Office of Dean of IPE maintains the entire set of evaluations. C. Participants, Tasks & Evidence in Making Improvements in Effectiveness 12. Who decides what improvements/outcomes are needed and the level of targeted improvements/outcomes? How are these planned outcomes documented? Councils determine improvements needed based on feedback received and discussed. Proposed modifications in council handbooks are considered by the specific council and the CPC. Improvements and proposed modifications are documented in the evaluation report and reported in meeting minutes. 13. Who is responsible for making improvements, and when (which specific months/years) are they implemented? Chairs/co-chairs are responsible for implementing recommended improvements. Office of S/P makes approved modifications to council handbooks. Timeline for implementing improvements is determined by the specific governance council. Improvements are normally implemented starting in the next fiscal year. 2

63 14. When (which specific months/years) and how frequently are improvements/outcomes measured, who measures them, and how are they documented? Who decides whether they were adequate leading into the next evaluation period? Improvements/outcomes are measured as part of the next evaluation. Chairs/co-chairs are responsible for coordinating the measurement of improvements/outcomes. Improvements/outcomes are documented in the evaluation report and meeting minutes. Each governance council determines whether improvements were adequate. D. Participants, Tasks & Evidence in Making Improvements in Process Effectiveness 15. Who evaluates the effectiveness of the overall CI process? When (which years and specific months) and how frequently is the process evaluated? CPC evaluates overall effectiveness of the CI process. Evaluation of the CI process occurs annually as part of the evaluation of the governance system. 16. Who decides what improvements need to be made in the process, and how are they documented? CPC determines what improvements are needed in the CI process. Improvements are documented in the evaluation report and meeting minutes. 17. Who makes improvements to the process, and when (which years and specific months) are they implemented? [prior to or at the start of the next CI cycle] CPC implements improvements to the CI process. Improvements are implemented in the next fiscal year. 3

64 HARTNELL COMMUNITY COLLEGE DISTRICT CONTINUOUS IMPROVEMENT COMMITTEE VISION STATEMENT HANDBOOK Hartnell College will be nationally recognized for the success of our students by developing leaders who will contribute to the social, cultural, and economic vitality of our region and the global community. MISSION STATEMENT Focusing on the needs of the Salinas Valley, Hartnell College provides educational opportunities for students to reach academic goals in an environment committed to student learning, achievement, and success. VALUE STATEMENTS Students First We believe the first question that should be asked when making decisions is What impact will the decision have on student access, learning, development, achievement, and success? Academic and Service Excellence We commit to excellence in teaching and student services that develop the intellectual, personal, and social competence of every student. Diversity and Equity We embrace and celebrate differences and uniqueness among all students and employees. We welcome students and employees of all backgrounds. Ethics and Integrity We commit to respect, civility, honesty, responsibility, and transparency in all actions and communications. Partnerships We develop relationships within the college and community, locally and globally, that allow us to grow our knowledge, expand our reach, and strengthen our impact on those we serve. Leadership and Empowerment We commit to growing leaders through opportunity, engagement, and achievement. Innovation Through collaboration, we seek and create new tools, techniques, programs, and processes that contribute to continuous quality improvement. Stewardship of Resources We commit to effective utilization of human, physical, financial, and technological resources. Hartnell College Mission Statement Hartnell College provides the leadership and resources to ensure that all students shall have equal access to a quality education and the opportunity to pursue and achieve their goals. We are responsive to the learning needs of our community and dedicated to a diverse educational and cultural campus environment that prepares our students for productive participation in a changing world.

65 STRATEGIC PRIORITIES (will eventually become college goals) Strategic Priority 1 - Student Success Strategic Priority 2 - Student Access Strategic Priority 3 - Employee Diversity and Development Strategic Priority 4 - Effective Utilization of Resources Strategic Priority 5 - Innovation and Relevance for Educational Programs and Services Strategic Priority 6 - Partnerships with Industry, Business, Agencies, and Education MEMBERSHIP (and terms of service) Dean, Institutional Planning and Effectiveness (co-chair, permanent) 2 Faculty (2 year terms, 1 each from the Academic Affairs & Student Affairs Divisions, to be selected by Academic Senate; 1 serving as co-chair) 2 Classified Staff (2 year terms, 1 to be selected by CSEA, and 1 to be selected by L- 39) 1 Classified Manager, Supervisor or Confidential (2 year term, to be selected by superintendent/president) 1 Student (1 year term, to be selected by ASHC) FREQUENCY OF MEETINGS Monthly during the academic year. PURPOSE To function as the subcommittee of the College Planning Council, focusing on the continuous improvement of integrated planning and institutional effectiveness. RECEIVES INFORMATION FROM The Office of Institutional Planning and Effectiveness, the Academic Senate, the College Planning Council, and other councils appropriate to the work of the Committee. MAKES RECOMMENDATIONS TO The College Planning Council and the Academic Senate, with the Academic Senate also making recommendations to the College Planning Council. COMMITTEE RESPONSIBILITIES 1. CONTINUOUS IMPROVEMENT OF INTEGRATED PLANNING Review alignment, and recommend ways to maximize alignment, between and among the college s strategic and long term plans. 2 P a g e

66 Review strategic integration of, and recommend ways to better integrate, annual planning and budgeting. 2. CONTINUOUS IMPROVEMENT OF INSTITUTIONAL EFFECTIVENESS Review progress on and outcomes of institutional continuous improvement processes. Recommend creative ideas, innovative practices, and data driven approaches directed toward sustainable continuous quality improvement at the college. 3. EVALUATION OF COMMITTEE EFFECTIVENESS Conduct annual evaluation of the effectiveness of the Committee in the spring semester each year. 3 P a g e

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