Transcript Planning and the Learning College

Creating and Leading
the Learning College
Irving Pressley McPhail, Chancellor
The Community College of Baltimore County
Delgado Community College – February 18, 2005
AGENDA
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CCBC Brief History and Profile
The Politics of Reform
Vision of a Learning College:
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LearningFIRST 2.0 Strategic Plan
Transformation by Strategic Direction
CCBC Profile
The Community College
of Baltimore County
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Single college three campus system
Largest community college in Maryland
Over 67,000 students attend annually
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28,000 credit
39,000 non-credit
56% of all Baltimore County residents enrolled
in college attend CCBC
Consult with over 150 companies annually to
train employees
The Community College
of Baltimore County
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Diverse Student Population
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36% minority
29% African American
1,200 employees, with 400 faculty
Vanguard Learning College
Bellwether Award Winner for Planning,
Finance and Governance
A Brief History of
The Community College
of Baltimore County
Baltimore
County
Once Upon a
Time ….
There were
three
Community
Colleges
Essex
Catonsville
Dundalk
Imperatives for Change
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Internal
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Need for efficiency
Limited funding
Pressure for
accountability
Changing student
demographics
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External
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Economic forces
Technology
Competition
Demographics
Public’s lack of trust
Decision to Reorganize
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Consultant hired by Board of Trustees, 1994
Creation of “federated” system of colleges
under chancellor, 1995
Centralization of administrative services, 1996
Reorganization of instruction and student
services, 1997
CHAOS !
Rapid and Decisive Change
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Board of Trustees reorganized
Board Chair appointed by Governor
Chancellor Irving Pressley McPhail hired
in February 1998
Single college, multi-campus structure
created by legislative action in October
1998
The Visionary Leader
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Educators who would develop and
promote a vision must possess:
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A sense of history of what works and
doesn't in social organizations, especially
during times of change
A willingness to understand the public’s
view as well as campus interests
Building the Learning College
1998 to 2004
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LearningFIRST
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1998 -2003 Strategic Plan Developed and
Implemented
CCBC selected as Vanguard Learning College
CCBC accredited as a single college multicampus system by Middle States 2002
LearningFirst 2.0
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2004-2008 Strategic Plan Developed and
implementation is underway
LearningFirst 2.0
The Community College of
Baltimore County’s
Strategic Plan
2004 to 2008
LearningFirst 2.0
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Built on CCBC’s first Strategic Plan
LearningFirst.
Planning process took 8 months.
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College-wide Strategic Planning Committee
Environmental Scans
Series of Draft Plans
Shared with entire College Community
Vision of a
Learning College
The Community College of Baltimore County
is a premier, learning-centered institution.
Statement of Beliefs
Commitment to Planning
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CCBC acquires its direction through
adherence to its Vision and Mission
Statements.
The implementation of the College’s
strategic and operational plans is the
primary means for focusing the entire
organization to this end.
Statement of Beliefs
As a learning centered
community college, CCBC:
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Makes learning its central focus.
Makes students active partners in the learning
process.
Assumes final responsibility for producing
student learning.
Focuses on learning outcomes to assess
student learning and success.
Statement of Beliefs
As a learning centered
community college, CCBC:
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Creates a holistic environment that supports
student learning.
Ensures that every member of the college
community is a learner.
Evaluates all areas of the college by the ways
they foster student learning.
Statement of Beliefs
As a learning centered
community college, CCBC:
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Assesses student learning at the institutional,
program and course levels.
Focuses on two questions to guide all
institutional decisions:
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How does this action improve and expand student
learning?
How do we know?
Learning
First 2.0
Learning
Support
Learning
College
Strategic
Communication
Infusing
Technology
Student
Learning
Enrollment
Management
Community
Development
&
Institutional
Advancement
Organizational
Excellence
Embracing
Diversity
Student Learning:
Strategic Direction
CCBC provides a high quality
learning-centered education that
maximizes student learning and
makes students partners in their
education.
Student Learning:
Strategic Objectives
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2.
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Maintain and enhance a learning-centered
community with a variety of high quality
programs strategies and methods to meet the
needs of its students.
Provide academic programs and support services
that will help students develop and achieve their
educational goals.
Maintain a community in which ideas about
learning can be exchanged openly and in which
collaboration across campuses, academic
programs and student support services will
promote student learning.
Student Learning:
Strategic Objectives
4.
5.
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Support an environment that helps students take
responsibility for their own learning and become
lifelong learners.
Invest in academic programs and curricula that
meet current and future needs of students and
discontinue those programs that do not.
Emphasize continuous self assessment at the
institutional, program and course levels to
document improved and expanded student
learning.
Planning and Implementation
The Integrated Planning Model
Five Year
Strategic Plan
Long Range
Plans
One Year
Quarterly
Operational Plan
Results
Management
Budget
Strategic Plan
Drives Resource Allocation
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Budgets developed with LearningFirst 2.0
in mind:
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Current services budget reframed to conform
to core strategic directions
New initiatives “tier” developed to fund
innovations supporting the plan
Staffing decisions based on
LearningFIRST 2.0
Operational Planning
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Identifies areas of concentration for the
coming year.
Consists of:
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Chancellor’s Operational Plan
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Approximately 80 objectives per year
Cabinet’s Staff Member Objectives
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An additional 100 objectives
Accountability
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Occurs at many levels of the
organization.
Quarterly Review system for
Operational Planning
Program and Outcomes Based
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Program - Implementation Success/Failure
Outcomes -Theory Success/Failure
CCBC Institutional
Effectiveness System
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Used for Decision-Making and Assessment
Incorporates Planning Accountability
Helps address the key questions:
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Does this action improve and expand learning?
How do we know this action improves and
expands learning?
CCBC
Institutional Effectiveness System
External
Reports
College
Surveys
Departmental
Reports &
Records
Performance
Accountability Report
CCBC
Database
College
Reports
Banner
Database
Environmental
Scanning
Data
External Data
Operational
Plan
Evaluation
Operational
Plan
Operational
Plan
Indicators
Academic
Indicators
Programs &
Learning
Outcomes
Strategic
Plan
LearningFirs
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Strategic
Plan
Indicators
Long
Range
Plan
Indicators
Long
Range Plans
Technology
Enrollment
Campus
Vehicles for Change
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CCBC has relied on “teams” to promote
the implementation of the learning college
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Council on Innovation and Student Learning
(CISL)
Vanguard Team
Strategic Enrollment Management Team (SEM)
Learning Outcomes Assessment Team (LOA)
Strategic Communications Task Force
CISL : An Example
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Served as a college-wide think tank
Lead the transformation of the CCBC into
a premier, learning centered college
Served as change agents
Help to frame policies, procedures and
infrastructure needed to become a
learning college
Specific tasks
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Educate yourselves and the campus communities
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Develop an operational definition of the learning
college that is specific to the CCBC
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Stimulate the development of a college-wide
process for experimentation and innovation
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Document the change process and disseminate
your work
Structure
Chancellor
Learning
Paradigm
Issues
Learning
Communities
Campus
Outreach &
Education
Assessment
of Learning
General
Education
Dev.
Education
Professional
Development
Campus
CISLs
How Far We Have Come
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Student Learning
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Learning Outcomes Assessment
Learning Communities
Title III Grant – Developmental Education
Common Course Outlines
Culturally Mediated Instruction
New Program Development
Learning College Projects – 80% faculty participation
How Far We Have Come
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Learning Support
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Fast Track Classes
Online Courses- over 1,200 registrations
Skills Assessment and Placement
Learning College
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CISL
Vanguard New Architectures Movement
Creation of “Schools”
New Shared Governance Structure
How Far We Have Come
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Infusing Technology
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Integrated Administrative Systems
Instructional technology training
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– Virtual Academy and TLC
Massive increases in instructional computing
resources
Organizational Excellence
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A culture of evidence
Integrated planning, budget and management
systems
Improved facilities focus with learning in mind
How Far We Have Come
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Embracing Diversity
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Diverse Workforce and Student Body Reflective of
Community
Closing The Gap Initiative
Task Force on Intercultural Competence
Community Development and Institutional
Advancement
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Improved Articulation agreements
Closer relations with external “communities
How Far We Have Come
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Enrollment Management
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Strategic Enrollment Management Planning
EMOAT
Strategic Communications
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Strategic Communications Plan
The Community College
of Baltimore County
A premier learning college
When we dream alone,
it is only a dream.
When we dream together,
it is the beginning of a reality.
For Further Information:
Dr. Irving Pressley McPhail
Chancellor
The Community College of Baltimore County
7200 Sollers Point Road
Baltimore, Maryland 21222
Telephone: 410-285-9820
Email: [email protected]
Website: www.ccbcmd.edu