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Building a Learning College Aligning College Planning Processes with Learning College Philosophy

Building a Learning College Aligning College Planning Processes with Learning College Philosophy Phoenix College Leadership Council Presentation February 16, 2010. What does it mean to be a Learning College?.

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Building a Learning College Aligning College Planning Processes with Learning College Philosophy

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  1. Building a Learning College Aligning College Planning Processes with Learning College Philosophy Phoenix College Leadership Council Presentation February 16, 2010

  2. What does it mean to be a Learning College? “The Learning College concept captures a college’s commitment and journey to realign institutional priorities, policies, programs, practices, and personnel to focus on learning as the primary business of the college.” League for Innovation Site: (http://www.league.org/league/projects/lcp/ind)ex.htm)

  3. At Estrella Mountain, we are committed to fearlessly assessing our programs, policies, and practices and making changes wherever necessary to place learning at the core.(EMCC Work Group, 2009 League Learning Summit)

  4. Learning College Journey, Spring 2007 – Current • Development of Title V Grant • Campus-wide discussions about learning • Implementation of Annual Day of Learning • Learning College Inventory • Dr. Cynthia Wilson, League for Innovation • Formation of President’s Community Advisory Council • 2008 League Learning College Summit – Faculty White Paper • Academic Early Alert: Starfish EARLY ALERT Software System • Incoming Students: iStart Smart (Student Success Pilot Program) • Student Engagement: Student Governance System, EMCC 101 • Developmental Education: Professional Learning Community, ALEKS • Pedagogy: Development of Modular and Mini Prep Courses

  5. Learning College Journey, Spring 2007 – Current • Campus discussions regarding class schedule: Guaranteed scheduling • Pilot 1: Three (3) Sessions of Five 5-Week Classes for 15 Weeks • Pilot 2: Two (2) Sessions of Seven 8-Week Classes for 16 Weeks • Evaluation and modification of college planning processes • Realignment of strategic directions with learning college initiative • Strengthen use of data in planning processes • Increased campus-wide involvement • 2009 League Learning College Summit • Launched new program review process • Evaluation of Mission, Vision, and Core Values • Began preparation for HLC visit – Fall 2011

  6. Strategic Planning Alignment with Learning College Philosophy 2008 - 2010

  7. Learning College Question How does this impact learning and how do we know?

  8. A Year of Transition in Planning • New College Leadership • Title V Grant Preparation - TLC • 2007 – Leadership Retreat • Revolution • Maintained existing strategic Directions for one year • Work Group (Employee Group Presidents) established to evaluate strategic plans of Vanguard Colleges • Sent first faculty team to League Learning Summit

  9. Data Driven Planning/Continual Process Improvement Strategic Directions and Priorities Data/Core Indicators of Effectiveness Implementation

  10. Internal Evaluation – Crosswalk Existing Strategic Directions • Maximizing Access • Creating Dynamic Learning Environments • Resources for Growth • Recruiting & Retaining Quality and Diverse Employees • Developing a Strong Identity College Efforts & Impact Areas • The Learning College Foundations • Title V • Faculty Retention Projects • Planning & Institution Effectiveness - Core Indicators • Student Academic Achievement Committee • External Factors • Governing Board Goals • Environmental trends • District Initiatives • State Issues (Funding) • Internal Capabilities - Resources (Human, Capital, Facilities)

  11. Strategic Directions The Matrix Internal Evaluation College Efforts & Impact Areas

  12. Strategic Planning Process Improvements (2008-2009) • Adopted a Strategic Plan with direct alignment to Learning College Foundations • Direction I: Student Success • Direction II: Technology • Direction III: Staff Recruitment and Development • Direction IV: Organizational Culture • Direction V: Learning Outcomes

  13. Strategic Planning Process Improvements (2008-2009) • Assigned an implementation team per direction • Established a new accountability process • Created a new planning model to link annual objectives to larger college outcomes, including Institutional Effectiveness measures and Learning Outcomes (e.g., transfer, student success, engagement, etc.).

  14. Pros and Cons to adopting the Learning College Foundations as Strategic Directions • Pros • College-wide focus on learning • Strengthened linkage to data and institutional outcomes • Focused budgeting process to support learning • Increased accountability • Increased campus-wide participation • Cons • Weakened linkages to MCCCD planning • Didn’t address some of the major activities of the college

  15. Continual Evolution and Redesign Involving all Stakeholders

  16. Strategic Planning Process Improvements (2009-2010) • Improved data usage and sharing throughout campus-wide planning processes • Merged closely related strategic directions to maximize stakeholder involvement • Strengthened alignment and connection to HLC criterion • Increased use of Environmental Scanning information • Increased overall campus-wide involvement • Aligned major yearly planning efforts • Strategic Planning • Program Review • Division Planning • Budget Development (BDST)

  17. Strategic Planning Process Improvements (2009-2010) • Expanded and enhanced Directions to better align with MCCCD Strategic Directions, while maintaining a Learning College focus • Direction I: Maximizing Student Success • Direction II: Creating a Culture of Assessment • Direction III: Creating an Organizational Culture that Supports Learning • Direction IV: Creating Dynamic Environments that Support Student Learning • Direction V: Maximizing Partnerships and Resources to Support Learning • Developed matrices for each Direction providing detailed annual objectives, progress, and linkages to larger college outcomes

  18. 2007 – 2008 Strategic Directions • Maximizing Access • Creating Dynamic Learning Environments • Maximize Collaboration & Partnerships • Enhance and Seek Resources for Growth • Recruiting & Retaining Quality and Diverse Employees • Developing a Strong Identity 2008 -2009 Strategic Directions • Student Success • Technology • Staff Recruitment and Development • Organizational Culture • Learning Outcomes Evolution of Strategic Directions 2007 -2010 2009 – 2010 Strategic Directions I: Maximizing Student Success II: Creating a Culture of Assessment III: Creating an Organizational Culture that Supports Learning IV: Creating Dynamic Environments that Support Student Learning V: Maximizing Partnerships and Resources to Support Learning

  19. Estrella Mountain Community College Building a Learning CollegeThrough Planning and Continuous Improvement EMCC Vision & Core ValuesMission and Goals 1-3 Years Academic Divisions Administrative Divisions • Counseling • Developmental Education • Behavioral Sciences and Cultural Studies • Composition, Languages and Arts • Instructional Computing • Information Resources • Mathematics, Engineering and Physics • Occupational Education • Science • Business Services • Community Education • Facilities Management • Planning & Institutional Effectiveness • Information Technology • Marketing • Student Services Operational Plans NursingSouthWest Skill Center Center for Teaching and LearningLearning Enhancement Centers Fitness & Wellness MCCCD Vision, Mission, Strategic Directions & One Maricopa Long-Term Plans 5, 10, & 20 Years • Campus Master Plan • Financial Resources • Academic Programs • Occupational Program • Information Technologies • Student Academic Achievement ContinuousImprovement EnvironmentalForces Strategic Directions & Institutional Priorities • Student Academic Outcomes • Core Indicators • Program Review • CCSSE • HLC (NCA) Self-Study • Evaluation of Divisional and Operational Plan Objectives • Trends • Demographics • Community Needs • Competition 3 Years • Maximizing Student Success • Creating a Culture of Assessment • Creating an Organizational Culture that Supports Learning • Creating Dynamic Environments that Support Student Learning • Maximizing Partnerships and Resources to Support Learning Divisional and Operational Plans This is a graphical representation illustrating the linkages, connections, and integration among EMCC and MCCCD planning efforts, environmental forces, and continuous improvement. Updated 8-5-2009

  20. College Planning, • moving forward… • Increase campus participation • Increase accountability and documentation of progress • Increase campus knowledge and use of data • Strengthen linkages between the new program review process and planning • Align resources to strategies that have the greatest impact on learning • Remain committed to continually asking: How does this impact learning and how do we know?

  21. Questions?

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