We were asked to identify which of our planning agenda items were most important to be started or accomplished in Fall 08.    We feel that the following items are most important to accomplish as soon as possible, and the more headway we can make in Fall 08 the better. They fall under 3 areas.

 

1. Connect planning to budgeting in an effective way

1. Identify and develop a planning process that results in college-wide guidelines and/or priorities for resource allocation.

 

 

2. Integrate the planning and evaluation processes we already have

 

1. Increase the linkage of Curriculum, Unit Planning, Enrollment Management processes to planning/budgeting to ensure that student learning and success is the key factor in driving institutional policies and processes.

 

2. Establish a visible linkage between the Program Review process and planning/budgeting so that the results of the dialogue and inquiry projects will assist in effective allocation of resources.

 

3.  Better integrate the other college plans and committees such as Facilities, Technology, Staff Development, Program Review, Faculty Prioritization and CEMC into the institutional planning process.

 

 

3. Make the planning and resource allocation processes more visible and transparent to the campus.

 

1. Make the planning process more transparent at the institutional level so that the college and key stakeholders see how planning, decision-making, and resource allocation are linked.

 

STANDARD ONE

PROPOSED PLANNING AGENDAS

 

Standard 1A: Mission

 

1.A. The institution has a statement of mission that defines the institution’s broad educational purposes, its intended student population, and its commitment to achieving student learning.

 

1. Review the mission statement and update it so student learning and the intended population are stronger.

 

1.A.1. The institution establishes student learning programs and services aligned with its purposes, its character, and its student population. 

 

None.

 

1.A.2. The mission statement is approved by the Board and published.

 

None.  

 

1.A.3. Using the institution’s governance and decision-making processes, the institution reviews its mission statement on a regular basis and revises it as necessary.

 

1.  IPBC should initiate a process of reviewing the mission statement during 2008-09.

 

 

1.A.4. The institution’s mission is central to institutional planning and decision making.

 

1. IPBC should initiate a process of reviewing the mission statement and make more of an explicit connection between the mission statement and planning.

 

2.  Use the current mission statement in all college sessions on planning.

 

 

Standard 1B: Institutional Effectiveness

1.B.1.  DIALOGUE: The institution maintains an ongoing, collegial, self-reflective dialogue about the continuous improvement of student learning and institutional processes.

 

1. Increase the linkage of Curriculum, Unit Planning, Enrollment Management processes to planning/budgeting to ensure that student learning and success is the key factor in driving institutional policies and processes.

 

2. Establish a visible linkage between the Program Review process and planning/budgeting so that the results of the dialogue and inquiry projects will assist in effective allocation of resources.

 

3.  Encourage more interactive dialogs and develop a formal path for follow-up at the campus level with all-hands meetings, publications, and online discussions.

 

1.B.2. GOALS: The institution sets goals to improve its effectiveness consistent with its stated purposes. The institution articulates its goals and states the objectives derived from them in measurable terms so that the degree to which they are achieved can be determined and widely discussed. The institutional members understand these goals and work collaboratively toward their achievement.

1.  Communicate more about the planning process with the rest of the college.

 

2.  Focus the Strategic Plan on major goals and measurable objectives.

 

1.B.3.  CYCLE OF PLANNING - The institution has an ongoing and systematic cycle of evaluation, integrated planning, resource allocation, implementation, and reevaluation. This cycle assesses how well we are achieving its stated goals and makes suggestions about improvement.

1. Identify and develop a planning process that results in college-wide guidelines and/or priorities for resource allocation.

 

2.  Better integrate the other college plans and committees such as Facilities, Technology, Staff Development, Program Review, Faculty Prioritization and CEMC into the institutional planning process.

 

3. Make the planning process more transparent at the institutional level so that the college and key stakeholders see how planning, decision-making, and resource allocation are linked.

 

1.B.4. PLANNING IS BROAD-BASED/LEADS TO IMPROVEMENT - The planning process is broad-based, offers opportunities for input, and leads to improvement of institutional effectiveness.

1. Find new mechanisms for ensuring the participation of classified staff (full-time and part-time) and adjunct faculty members.

 

2.  Increase awareness of planning issues for the college.

 

1.B.5. DOCUMENTED ASSESSMENT RESULTS. The institution uses documented assessment results to communicate matters of quality assurance to appropriate constituencies.

1. Make assessment data more visible and accessible to the public. 

 

1.B.6.  SYSTEMATIC REVIEW OF PLANNING CYCLE.  The institution reviews and modifies its planning and resource allocation processes, including institutional and other research efforts.

1. Complete and use the process map for identification, communication and evaluation of institutional processes.

 

2. Establish a more frequent process for evaluating the planning and resource allocation processes, including institutional and other research efforts.

 

3. Examine shared governance roles