AP 3250 Institutional Planning and Program Review - Administrative Procedures, Chapter 3 General Institution

Reviewed and completed by the Executive Staff on March 19, 2013 and amended based on Process Assessment Committee recommendations on April 10, 2013 and forwarded to Faculty Senate and College Council for Review. Approved by Faculty Senate on May 1, 2013 and approved by College Council on May 13, 2013.

  • References: Accreditation Standard I.B; Title 5 Sections 51008, 51010, 51027, 53003, 54220, 55080, 55190, 55510, and 56270 et seq.

I. Overview

Institutional planning is conducted at both the long-term strategic level and the annual operational level. The planning process includes: regular assessment and review of the mission, vision, and values statements; ongoing program and services review using enhanced data, including the environmental scan; regular assessment and review of college planning and program review; and strengthening the link between program and services review, planning, and resource allocation decisions through the District's budget planning process.

The major plans of the college include the Strategic Plan, Educational Master Plan, District Facilities Master Plan, Information Technology Plan, Staffing Plan and the District's Annual Budget. Each of these planning processes is born of the college mission, vision and values statements and integrates with the goals and objectives set forth in the Strategic Plan. Each planning process also looks to the findings of the environmental scan and to other relevant data, as well as to the program and services reviews. All are linked into the Annual Budget planning process.

Planning is integrated into the work of the College Council and its subcommittees, including the Facilities Committee, Technology Committee and Budget Committee. Planning is also integrated into the work of the Faculty Senate and the President's Process Assessment Committee.

Program and Services Review is an ongoing process involving instructional, student services, and administrative services departments. These reviews tie the goals and objectives of programs and services with the goals and objectives of the College Mission and Strategic Plan. Within the context of a three-year cycle of Program and Services Review, Program Improvement Objectives (PIOs) are developed and updated annually. The PIOs form the bridge from Program and Services Review to budget planning. This process ensures a sustainable program review system to inform the budget process, as well as other college planning processes, on an annual basis, providing vital "grassroots" input to all planning processes.

II. Strategic Planning Cycle

Strategic planning occurs on a cyclical basis every five years and has three main steps: Assessment, Goal Setting, and Goal Implementation.

A. Assessment

1. Environmental Scan

A key element in the Strategic Planning cycle is conducting and documenting an environmental scan of internal and external data and of trends that may assist college planning. The college's Glossary of Planning Terminology defines environmental scan as "the acquisition and use of information about events, trends, and relationships in the local community and beyond that informs the college of forces and needs relevant to planning future direction. Environmental scanning constitutes a primary mode for institutional learning and self-assessment." The environmental scan is completed by the Office of Institutional Research.. Data from the scan is presented to the President's Staff, the College Council, and the Board of Trustees. .Suggestions for augmentation and/or modification of the data are taken and implemented as appropriate. Once any changes are incorporated, the scan is published on the college website. It is updated regularly as new information becomes available, with any significant changes being brought back for review before publication.

To complement the statistical information contained in the scan, a series of meetings with community groups and leaders is undertaken. At each meeting participants are provided basic information about Ohlone and its mission. Using a brief survey, the community participants are asked for their opinion of how the college is perceived in the community and how the college is meeting community expectations. The information collected in the community meetings is used in creating the vision for the future.

Gap Analysis:

The President's Ad Hoc Environmental Scan Analysis Group, made up of faculty and administrative staff including the College Council faculty co-chair, is charged with extracting key information from the environmental scan data and identifying areas where the college needs to expand or improve its efforts. This information is used in goal setting.

2. Current Goals

Another key element in the assessment phase of the Strategic Planning Cycle is a thorough evaluation of the goals and objectives of the current strategic plan. During November and December of each year, the President, in consultation with the College Council, assesses progress on identified college objectives. Each January the College Council reviews and refines the annual assessment. When the Strategic Plan is being updated the President's Staff reviews the accumulated assessments and the President completes an initial overall assessment and prepares a report for review by College Council.

College Council assesses and updates the college goals each year. Every five years, a college-wide Strategic Planning Summit is conducted and faculty, staff, and students are surveyed.

3. Program and Services Review Results

To incorporate grass-roots ideas and areas of needed improvement from all parts of the college into consideration for new college goals, the results of Program and Services Reviews are considered during the assessment phase in the planning cycle.

B. Setting Goals

1. Assessment and Revision of the College Mission and Values

During the Strategic Plan update every five years, a task force appointed by the College Council reviews the mission statement and values and brings recommendations back to the Council. Proposed changes are reviewed by the college community and ultimately approved by the Board. The College Council considers and discusses the college mission statement in tandem with the review of proposed college goals to ensure every goal and objective is consistent with the statement. Goals are established to reflect college values and are grouped accordingly. Visioning for the college future occurs at this point in the strategic process.

2. Proposed goals and objectives

Using the assessment in Step One, the President and College Council propose a set of goals to be accomplished in the next five-year cycle. The goals are comprehensive and offer all departments of the college an opportunity for involvement in improvement. For each goal, the college community identifies a limited number of objectives that are most effective in achieving the goal. These objectives are stated in measurable terms and include recommended actions and timelines for completion, allowing for the goal to be broken down into annual increments. The College Council may identify specific programs and services to address the objectives. Direction for college-wide improvement from the college community is provided in this manner. The Board of Trustees reviews and approves the new plan at its June meeting. Based on the new plan, the President will work with the College Council to ensure integration of all major college plans with the Strategic Plan Goals and Objectives.

C. Implementation

The next phase in the strategic planning cycle is implementation. In addition to consideration of Programs and Services Review results in setting college goals, programs and services contribute to college improvement by helping to achieve college objectives and by improving key processes within programs and services. Annually, Program and Services Review areas receive data updates and PIOs are identified and/or updated. These are statements of what the program or services needs to improve, as indicated in their PIOs, and why the improvement is needed, and the goals and objectives which they help to accomplish. These statements are accompanied by action plans, resource needs and assessments. In order to carry out PIOs, the college has identified a process to allocate resources on an annual basis to support their accomplishment.

III. Annual Planning Cycle

Annual planning is the means for achieving strategic goals and objectives. Annually, coinciding with budget deadlines, the college engages in a process to determine priority improvements it needs to undertake in order to achieve the college objectives. This process engages all programs and services through the annual development of Program Improvement Objectives (PIOs), within the context of a three-year cycle of comprehensive Program and Services Review. Deans and Directors, working closely with faculty and staff, provide stewardship of the Program and Services Reviews and PIO's in their respective Department/Divisions.

Program and Services Review is an ongoing process involving two levels of analysis:

A. Annual Data Analysis and PIO Updates or Additions

Program data will be regularly updated by the Office of Institutional Research and Planning and distributed to the Program and Services Review areas. Each fall semester, all areas will have the opportunity to review their program data, as well as Student Learning Outcomes and Student Learning Impacts assessments, and update their PIOs. PIO updates or additions should be completed by the end of the fall semester. In the subsequent spring semester PIOs will be linked into the budget planning process as described in AP 3250 Institutional Planning and Program Review.

B. Three-Year Cycle for Comprehensive Analysis, Update and Approval

A comprehensive analysis and update of Program and Services Reviews, including the Launching and Approval process, will be conducted on a three year cycle. The 90 Program and Services Review areas are divided into three groups with approximately 30 conducting the comprehensive review each year.

Department/Programs categorize each PIO into one of three general categories: 1. College-Wide; 2. Cross Division/Department; and 3. Departmental. The purpose of this categorization is to inform the President and the College Council of how the total list of PIOs can be viewed in these general areas for planning purposes.

The President and the Executive Staff review the PIO categorization focusing in particular on College-wide PIOs. The President and Executive Staff create a list of Institutional Improvement Objectives (ILOs), which are then reviewed with the Budget Committee and College Council for input and feedback.

PIOs are a formal item for review at the annual Budget Manager meetings with the Vice President of Administrative Services (VPAS) as the budget for a subsequent year is being developed. These meetings take place in the February-to-April time period. The VPAS documents the results of the Budget Manager meetings and communicates the results to the Budget Committee as the budget development process unfolds.

Prior to the Tentative Budget Approval each June and the Final Budget Approval by the Board of Trustees each September, the President and VPAS review the budget with the College Council and indicate the ILOs and/or PIOs that are receiving specific resource allocations within the proposed budgets.

Adopted: October 2013