REDESIGN FOR CONTINUOUS QUALITY IMPROVEMENT THROUGH IMPLEMENTING AWARD-WINNING PLANNING FRAMEWORK CCLC CONFERENCE PRESENTATION NOVEMBER 17, 2017
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1 REDESIGN FOR CONTINUOUS QUALITY IMPROVEMENT THROUGH IMPLEMENTING AWARD-WINNING PLANNING FRAMEWORK CCLC CONFERENCE PRESENTATION NOVEMBER 17, 2017
2 INTRODUCTION Dr. Patricia Hsieh (President) Dr. Daniel Miramontez (Dean of Planning, Research & Institutional Effectiveness, Library and Technology) Xi Zhang (Research and Planning Analyst) Dr. Naomi Grisham (Transfer Center Director) 2
3 OVERVIEW Student Success & Institutional Involvement & Commitment Mission Strategic Plan Strategic Plan Goals Student Success & Institutional Effectiveness Redesign the College System Daily Operations: 3 Divisions Student Success & Integrated Planning Student-focused Integrated Planning Framework Student Experience 3
4 2017 RP GROUP EXCELLENCE IN PLANNING AWARD 4
5 ACCREDITATION COMMENDATION MARCH 2017 The team commends the College for the RP Group Excellence in Planning Award for the Student Success Framework for Long-term Integrated Planning 5
6 WHY? Too many processes that confused people Planning process Program Review process Outcomes Assessment process Lack of communication and collaboration Received accreditation recommendations to address research and planning (Fall 2010) 6
7 OBVIOUS QUESTION How do we effectively address these issues? 7
8 LITERATURE REVIEW Completion By Design Initiative Loss/Momentum Framework (LMF) Connection Entry Progress Completion Student Support (Re)defined Initiative Six Factors of Student Success Directed Focused Nurtured Engaged Connected Valued 8
9 COMMON DENOMINATOR Student Experience 9
10 CULTURE OF COLLABORATIVE INQUIRY Operationalize Dialogue College-wide Milestones: Planning Summit Spring 2014 Convocation Fall 2014 Planning Summit Spring 2015 Convocation Fall 2015 End product: Roadmap to Student Success Strategically ties together both initiatives 10
11 11
12 STUDENT SUCCESS DIALOGUE DATA PACKET 12
13 CULTURE OF EVIDENCE Mid-cycle review of Strategic Plan How well is the institution serving students? How well are the students performing? College-wide Milestones: Convene workgroup Spring 2014 Conclude benchmark process Spring 2015 College-wide approval of SPAS Fall 2015 Planning Summit Spring 2016 End product: Strategic Plan Assessment Scorecard (SPAS) Strategically measures the health of the institution 13
14 5-Year Trend Analysis 2010/ /15 Met/exceeded the benchmark Evaluate (<3% below the benchmark) Area for improvement ( 3% below the benchmark) Identifier Measure 2010/ / / / /15 I Transfer Volume I Transfer Rate (cohort-based) 43% 42% 42% 38% n/a I Transfer Prepared Rate (cohort-based) 48% 46% 48% 45% n/a I.1.2 Number of Degrees/Certificates Awarded I.1.4 Number of Associate Degree for Transfer (ADT) n/a n/a I.1.5a Completion Rate-Prepared (cohort-based) 65% 68% 71% 72% 69% I.1.5b Completion Rate-Unprepared (cohort-based) 45% 46% 46% 46% 43% I.1.6 Career Technical Education (CTE) Rate (cohort-based) 50% 48% 49% 46% 46% I.2.1 Resources - Work Experience n/a n/a n/a n/a 14 I.2.2 Resources - External Funding n/a n/a n/a n/a 36 I.3.2 Professional Development Opportunities n/a n/a n/a I.3.3 Employee Participation in Professional Development n/a n/a n/a n/a 894 I.3.4 & 5 Perception of Professional Development n/a n/a n/a n/a 61% II.1.1 Number of Course Sections (Fall Terms) II.1.2 Distance/Off-Campus Support Services n/a n/a n/a n/a 28 II.1.3a Course Fill Rates 94% 94% 88% 92% 94% II.1.3b Enrollments (Fall & Spring terms) II.1.4a Successful Course Completion Rates 71% 73% 74% 75% 75% II.1.4b Course Retention Rates 87% 87% 88% 88% 88% II.2.2 Satisfaction with Technology Use n/a n/a n/a n/a 75% II.3.1 Distribution of Course Offerings Met Benchmark II.3.2 Satisfaction with Strategic Enrollment Management n/a n/a n/a n/a 72% II.3.4 Satisfaction with Technology Training and Professional Development n/a n/a n/a n/a 65% II.3.5 Satisfaction with Online Courses 74% 77% 74% 75% n/a II.4.1 Satisfaction with Innovation & Technology n/a n/a n/a n/a 79% III.1.2 Diversity and Sustainable Activities n/a n/a III.1.4 Student Satisfaction Regarding Diversity n/a n/a n/a n/a 76% III.1.5 Student Equity Plan (SEP) Indicators Benchmarks Specified in SEP III.1.6 Employee Perception of Diversity-Overall 50% n/a n/a 57% n/a III.2.1& 2 Employee Perception of Diversity-Support n/a n/a n/a n/a 59% IV.1.1 External Partnerships n/a n/a n/a n/a 333 IV.1.2 Outreach Activities/Programs IV.2.2 Articulation Agreements n/a n/a n/a n/a 49 14
15 IDENTIFIED EXTERNAL S.W.O.T Environmental Scan 15
16 IDENTIFIED COLLEGE-WIDE PRIORITIES Priority #1: To increase transfer volume and rate. Priority #2: To increase the number of Associate Degrees and Certificates awarded. Priority #3: To increase the success rate for CTE students. Priority #4: To increase the number of course sections to reach the goal of 10,000 FTES. Priority #5: To increase course completion rates for disproportionately impacted populations of students as identified in the Student Equity Plan. Priority #6: To increase the number of outreach activities and programs. 16
17 KEY (RE)DESIGN PROJECTS TO DATE IEPI Innovation and Effectiveness Plan: Course sequence mapping for all 40 instructional programs Offer weekend, evening, and 100% on-line degree/certificate completion Professional development opportunities to address relevant pedagogy to promote student success Sustainable bridge between Instruction and Student Services Alignment/Integration Project: SEP-SSSP-BSI (Integrated Plan) Perkins-SWP BSI-BSSOT SEP-SSSP-BSI-BSSOT-Perkins-SWP-SEM Passport to Success: Pathway/documentation through support services 17
18 KEY (RE)DESIGN PROJECTS TO DATE Academic Success Center Tutoring Independent Learning Center Faculty Office Hours (Instructional/Student Services) Outreach-Career Project Activity Manager 18
19 (RE)DESIGN=CULTURE OF ACTION ISER-QFE Action Projects: Student Learning/Service Unit Outcomes Assessment Institutional Effectiveness, Evaluation, and Review Changes and Plans Arising out of the Self-Evaluation Process (n=41) 19
20 (RE)DESIGN=CULTURE OF ACTION Eight Accreditation Improvement Recommendations: In order to increase effectiveness, the team recommends that the College develop a procedure for evaluating its program review processes for student services, administrative services, and instructional services to assure their effectiveness in supporting academic quality and accomplishment of the mission Traditional definition of a program for the institution (needs assessment for resources allocation) versus the student experience (access, equity, success) Bottom Line: Strategically and successfully fulfill the college mission through the end of the 2020 Strategic Plan cycle 20
21 PLANNING SUMMIT 2018 MIRAMAR A.C.T X Premise: Planning Summit 2017: Action Planning Summit 2018: Collaboration Theme: Working together on integrated planning efforts by: Collaboration among divisions Dialoguing/action planning about student pathways Guided Pathways Dialogue 21
22 WHAT S NEXT? Updates to Divisional Plans based on Mid-cycle review of Educational Master Plan How are we going to achieve priorities and build Guided Pathways? Planning Summit 2018 Connection between Student Success - Planning Framework and Guided Pathways 22
23 GUIDED PATHWAYS MAPPING TOOL 8 Principles Impact Examples Improvements GP Elements Accelerate entry into coherent programs of study (Entry) Clarify the Path Minimize time required to get college ready (Entry) Enter the Path Directed Focused Manage course offerings Early ed planning Planning Summit 2014 Directed Visit Career Center during entry phase Convocation year course sequencing Counselor liaisons Extended hours Multiple measures Acceleration Career Center redesign Clear Program Req. Proactive and Integrated Student Support Cross Functional Inquiry Integrated Planning Intersegmental Alignment Guided Major and Career Exploration 23
24 CONCLUSION: STUDENT SUCCESS FRAMEWORK Robust Inclusive Flexible BSI SSSP CE Student Success Framework SEP SWP Guided Pathways Integrated Plan 24
25 QUESTIONS AND ANSWERS 25
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