IV.A.1. Institutional leaders create and encourage innovation leading to institutional excellence. They support administrators, faculty, staff, and students, no matter what their official titles, in taking initiative for improving the practices, programs, and services in which they are involved. When ideas for improvement have policy or significant institution-wide implications, systematic participative processes are used to assure effective planning and implementation. Evidence of Meeting the Standard All institutional leaders at Yuba College (YC) create and encourage innovation leading to institutional excellence through a variety of practices and procedures, as evidenced by the College’s broad governance participation and a culture focused on continuous improvement. Governance bodies that promote institutional excellence through a commitment and focus on improving practices, programs and services includes: College Council, Academic Senate, and their related subcommittees, including but not limited to the College Effectiveness and Accreditation Committee (CEAC), the Planning and Budget Committee (PBC), and the Curriculum Committee. Many College committees include student representatives, and meetings are open to the public for suggestions and input. All committees post their agendas and minutes on a website accessible by the public. (Evidence: YC Committee Reporting Structure_2015, Screenclip College Councils Committees, Screenclip Council, Screenclip Academic Senate, College Effectiveness and Accreditation Charter, Council Charter, Academic Senate Charter, Curriculum Committee Charter) Intentional Yuba College governance design and implementation empowers and supports administrators, faculty, staff, and students, to take initiative for improving the practices, programs, and services in which they are involved. Three examples of leadership supporting initiatives for improving practices and services are Dusty's Pantry, a food pantry for needy students; the new College marquees; and the work the College has done around Pathways leading to its selection for participation in the California Pathways Project. (Evidence: YC Council Handbook 2017-2018, Dusty's Pantry Flier, Marquee Funding Review_Background, Marquee Workflow, Marquee_State Approval for Funding, YC Marquee Install, Pathways Selection Email) Recent ideas for improvement that have significant policy- or institution-wide implications, such as Program Review (PR) Feedback, demonstrate systematic participative processes are used to assure effective planning and implementation. The revision of PR, to include specific review questions for service areas, emphasizes Student Learning Outcomes (SLOs) and Service Area Outcomes (SAOs), and demonstrates continuous improvement and effective planning and implementation. The College also uses Compression Planning, an interactive process or brainstorming and prioritizing ideas, as a means to ensure systematic participative processes are used in its governance meetings. (Evidence: PR Feedback Template, PR Feedback FAQ, PR Feedback Services Instruction Checklist, PR Feedback Services Checklist, PR Questions, PR Steps for Completing, SLO/SAO Website) Compression Planning Diagram
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IV.A.1. Institutional leaders create and encourage innovation leading to institutional
excellence. They support administrators, faculty, staff, and students, no matter what their
official titles, in taking initiative for improving the practices, programs, and services in
which they are involved. When ideas for improvement have policy or significant
institution-wide implications, systematic participative processes are used to assure effective
planning and implementation.
Evidence of Meeting the Standard All institutional leaders at Yuba College (YC) create and encourage innovation leading to
institutional excellence through a variety of practices and procedures, as evidenced by the
College’s broad governance participation and a culture focused on continuous improvement.
Governance bodies that promote institutional excellence through a commitment and focus on
improving practices, programs and services includes: College Council, Academic Senate, and
their related subcommittees, including but not limited to the College Effectiveness and
Accreditation Committee (CEAC), the Planning and Budget Committee (PBC), and the
Curriculum Committee. Many College committees include student representatives, and meetings
are open to the public for suggestions and input. All committees post their agendas and minutes
on a website accessible by the public. (Evidence: YC Committee Reporting Structure_2015,
Screenclip College Councils Committees, Screenclip Council, Screenclip Academic Senate,
College Effectiveness and Accreditation Charter, Council Charter, Academic Senate Charter,
Curriculum Committee Charter)
Intentional Yuba College governance design and implementation empowers and supports
administrators, faculty, staff, and students, to take initiative for improving the practices,
programs, and services in which they are involved. Three examples of leadership supporting
initiatives for improving practices and services are Dusty's Pantry, a food pantry for needy
students; the new College marquees; and the work the College has done around Pathways
leading to its selection for participation in the California Pathways Project. (Evidence: YC
Council Handbook 2017-2018, Dusty's Pantry Flier, Marquee Funding Review_Background,
Marquee Workflow, Marquee_State Approval for Funding, YC Marquee Install, Pathways
Selection Email)
Recent ideas for improvement that have significant policy- or institution-wide implications, such
as Program Review (PR) Feedback, demonstrate systematic participative processes are used to
assure effective planning and implementation. The revision of PR, to include specific review
questions for service areas, emphasizes Student Learning Outcomes (SLOs) and Service Area
Outcomes (SAOs), and demonstrates continuous improvement and effective planning and
implementation. The College also uses Compression Planning, an interactive process or
brainstorming and prioritizing ideas, as a means to ensure systematic participative processes are
used in its governance meetings. (Evidence: PR Feedback Template, PR Feedback FAQ, PR
Multi-College District Participatory Decision-Making Structure (graphic) and a discussion of the
District structure for decision making (DCAS) and how it interfaces with College governance
bodies.
Administrators participate in the majority of all committees and also participate in President's
Council and Administrative Team meetings. The President's Council and Administrative teams
provide administrators an opportunity for dialogue and provide input to the President on college
issues, share information, and examine the impact of decision-making. (Evidence: YC Admin
Team Committee Assignment, YC Admin Team MTG Agenda, BP 2510 Local Decision
Making, AP 2510 Local Decision Making)
The Associated Students of Yuba College (ASYC) encourages opportunities to enhance the
development of students through leadership, participation, community service, social interaction
and the development of individual attitudes and values. The Student Council is the governing
body which represents students’ views to the Yuba College administration. Students are
nominated to Campus Life, and after determining eligibility all elected offices of ASYC are won
by the largest number of votes cast. Once in office, all Student Council members have duties in
which include their responsibility to represent their student body and facilitate communication
amongst college committees. (Evidence: Title 5 Section 51023.7 Students, ASYC Constitution,
ASYC Nomination Packet)
To set goals and evaluate their effectiveness, Yuba College committees utilize and publish
Committee Objective Reports (CORs) and Committee Self-Assessment Reports (CSARS), both
tracked by the College Effectiveness and Accreditation Committee. (Evidence: COR Council,
CSAR Council, COR Curriculum, CSAR Curriculum, YC Committee Website, CEAC Charter) An example of consideration of relevant perspectives can be seen with the change in smoking
policy. Students brought the smoking issue to Council. After taking the students' perspective into
consideration, the Council created a task force which included the community, academic
senators, faculty, classified, administration, and students. This taskforce recommended a new
policy (see Administrative Procedure 3570) that was adopted in 2016. (Evidence: Smoking and
(CEAC) reviews the governance processes and publishes the results in a biennial report,
Institutional Effectiveness Review and Report, which allows the opportunities to gather input and
review the effectiveness of the governance structure in regards to appropriate participation and
ensure timely action.
Evidence Cited
CCD Integrated Planning Process Framework, YCCD Org Chart YC Org Chart A Guide to Integrated Planning Council Charter BP 2510 Local Decision Making AP 2510 Local Decision Making YC Academic Senate MTG Agenda 9.14.17 YC Academic Senate MTG Agenda Email 9.14.17 YCAS Pres Report Blog on Constitution and Bylaws YCAS Pres Report Blog on Faculty Involvement on Administration Evaluation YCAS Pres Report Blog on Mission, Vision, Values YCAS Pres Report Email 5.11.17 YCAS Pres Report Email 9.10.15 YCAS Pres Report Email 9.29.16 Smoking and Coalition Report YCCD smoke & tobacco free release Smoking FAQ Website Minutes ASYC Tobacco Minutes YCC Tobacco Minutes of YCC Tobacco 11.10.15 Academic Senate President Report on Anti-Tobacco Task Force Smoking Task Force Email Asking Faculty to Join Tobacco Free Campus Time Line Email from VP on Tobacco Free Launch Date BP 3570 Smoking Use of Tobacco Products AP 3570 Smoking Use of Tobacco Sample Timeline SSP AP 2410 Dev and Rev of Admin Procedures DCAS Minutes Prioritization 6.22.17 APs BPs Catalog Updates AS Meeting Minutes 2/2/2017 California Guided Pathways Project Application Yuba College)
2015-CESS-Summary]. Additionally, in 2016 the College participated in The Aspen Institute
College Excellence Program, resulting in the Aspen Report, which provided feedback to Yuba
College in support of its efforts to improve student success. This report gleaned from extensive
document review, significant data analysis, and in-person site visit interviews includes
recommendations that offer direction for YC leadership. Some of the Aspen Report
recommendations have been incorporated into action items in the Educational Master Plan.
[Evidence: IVA7 - The Aspen Report]
Analysis and Evaluation
Evaluation of governance, leadership roles and decision-making processes is conducted annually
to ensure effectiveness and continuous improvement. The evaluation process for Yuba College
governance bodies is documented in the Yuba College Council Handbook. Guiding principles
and measurable actions and data are used to improve governance practices. The College operates
under an annual evaluation cycle.
Evidence Cited
email to Committee Chairs requesting the completion of COR The Institutional Effectiveness Review and Report (2015-16) COR/CSAR Report to YC council (10/3/2017) DCAS Minutes 2017-08-17 YC Council Minutes (Add specific meeting minutes that provide evidence of evaluation
of decision making) YC Academic Senate Minutes (add specific meeting minutes that provide evidence of
decision making) Curriculum Committee 2016-2017Committee Objective Report (COR) Curriculum Committee 2016-2017 Self-Assessment Report After Action Report- Oroville Dam Closure Event Board Policy 2410: Board Policies and Administrative Procedures College Effectiveness and Accreditation Committee website District Consultation Effectiveness Survey District Consultation Agenda YC Council Handbook 2017-2018 IVA7 - Yuba-2015-CESS-Summary IVA7 - Aspen Report
President also meets with the constituency presidents (Academic Senate, FAYCCD, CSEA)
individually. The main goal and purpose of the above meetings is to address any matters related
to institutional quality and effectiveness in realizing the Yuba College mission. (Evidence:
President Newsletter, President Report to Board, President Calendar Snapshot) The President also communicates with the members of the community. A few examples include
the Rotary Club of Marysville, Sutter County Museum, YCCD Foundation Board, and Yuba
County and Sutter County Superintendents of Schools. He purchased three electronic Marquees
to prominently display college information in the community. Through the President's
leadership, the College has launched its first ever Alumni & Friends organization. (Evidence:
Marquee Info from IVA, Agendas from Rotary of Marysville, Sutter County Museum, YCCD
Foundation Board, and Yuba and Sutter County Superintendents of Schools)
The President works closely with the Vice President of Instruction and Student Services, who co-
chairs the College Effectiveness and Accreditation Committee which supports and assesses the
College's institutional effectiveness work. The Research Analyst from the Office of Research,
Planning, and Student Success is part of this team effort.
The President has primary authority for the College budgets. Although the day-to-day operations
of the budget are delegated to the administrative team members, they meet as needed to discuss
fiscal matters. College Council serves as an advisory body to the President and holds the
responsibility for vetting the Planning and Budget Committee input. The President serves as the
Co-chair of the Planning and Budget Committee (PBC). Approved budget decisions go through
PBC, College Council, and then are presented back to the President. (Evidence: Sample of an
approved budget decision that went through PBC, Council and then presented back to President)
A mechanism is designed for Program Reviews to take into account labor research and needs
analysis. The Yuba College Planning and Budget Committee has developed a “Program
Recommendation / Augmentation Request” process to make Program Review the guiding
document in funding program recommendations. Requests are prioritized through four levels of
review before submission to the college president ("Funnel figure from the draft guide to
institutional effectiveness") (Evidence: IE Funnel figure, PBC Program
Recommendation/Augmentation Request form and process)
The President's participation in the District committees, such as the Chancellor's Cabinet and
District Consultation Council, helps to align the College budget and personnel processes with the
IV.B.2 The CEO plans, oversees, and evaluates an administrative structure organized and staffed to reflect the institution’s purposes, size, and complexity. The CEO delegates authority to administrators and others consistent with their responsibilities, as appropriate.
Evidence of Meeting the Standard The President plans, oversees, and regularly evaluates the College's administrative structure to
assess the effectiveness of its organization and determine if staffing is aligned to the College's
purposes, size, and complexity as evidenced in well-planned and deliberate changes to the
organizational charts from year to year. The President maintains a current organizational chart,
and makes reorganization decisions in consultation with the President's cabinet [ agenda here]
and the Academic Senate, to help ensure that the proposed structure is adequate. The College has
four divisions supervised by the deans reporting to the vice President of Academic and Student
Services. The President supervises the Vice President and delegates authority to her for the day-
to-day operations of the College divisions.
The President meets with the President's Cabinet, consisting of the College Vice President and
the deans twice a month. Additionally, he meets with the college administrative team, consisting
of deans, directors and managers twice a month. These meetings allow the President both to stay
current about various campus operations and to inform the team about district and college issues.
The CEO makes informed decisions on staffing and organizational structure based upon the
Yuba College Staffing Plan, which is updated annually and aligns with the Educational Master
Plan and is integrated with the Program Review and Budgeting processes.
Analysis and Evaluation The president demonstrates focus on planning, overseeing, evaluating, and making changes in
the organizational structure of the College to reflect the College’s size, purpose and complexity.
The President adjusts the organizational structure to assure that quality is maintained throughout
the College and communicates changes to the College employees. The President delegates
IV.B.3 Through established policies and procedures, the CEO guides institutional improvement of the teaching and learning environment by:
establishing a collegial process that sets values, goals, and priorities;
ensuring the college sets institutional performance standards for
student achievement;
ensuring that evaluation and planning rely on high quality research and
analysis of external and internal conditions;
ensuring that educational planning is integrated with resource
planning and allocation to support student achievement and learning;
ensuring that the allocation of resources supports and improves
achievement and learning; and
establishing procedures to evaluate overall institutional planning and
implementation efforts to achieve the mission of the institution. Evidence of Meeting the Standard
Under the auspices of the Yuba College President, Yuba College Council has established an
inclusive, collegial process for updating our Educational Master Plan, which explicitly includes
college values, goals, and priorities aligned with the District mission and values. Three
compression planning sessions, in which over 80 faculty, staff, administrators, and students
participated, served as the foundation for this update. Surveys were sent to the entire college to
gather feedback, which council incorporated into its completed plan. (Evidence: YC Mission
Compression Planning, YC Council Meeting Minutes 03-14-2017, Educational Master Plan)
The Yuba College President both participates in and oversees the college's participation in the
California Guided Pathways Project, a statewide project for which Yuba College was one of
twenty colleges chosen to participate. Part of this process involves examining both qualitative
and quantitative data for setting institutional performance standards. This process has both
informed, and been informed by, YC Council's discussion around goals related to institutional
performance standards for student achievement. Further, in response to the Board's increased
focus on goals surround surrounding student achievement, the Council increased its own goals
for institutional standards for student achievement. (Evidence: California Guided Pathways
Homework, YC Council minutes 08-15-2017)
In addition, the President guides continuous quality improvement by chairing and actively
participating on several campus committees such as the College Council to establish collegial
process that sets values, goals and priorities for the college using student success and learning
outcome data. The President ensures all college processes and institutional performance
standards for student achievement are reviewed and approved by Yuba College Council.
The Research Analyst, who reports to the Vice President of Academic and Student Services,
ensures appropriate data is provided to faculty and staff for institutional planning. The Research
Analyst posts reports through TracDat, the Research and Planning Website, and the Portal.
These reports provide data that is regularly updated and used for program reviews, the
Educational Master Plan, the Strategic Plan, SLOs, midterm reports, the Equity Plan, the SSS
Plan, Basic Skills and other categorical reports and plans. The Research Analyst through
Program Review processes updates data in TracDat on a yearly basis and provides additional
data for specific areas as requested.
Through the approved Integrating Planning Process developed by College Effectiveness and
Accreditation Committee (CEAC), the President ensures that the educational planning is
integrated with resource planning and allocation to support student achievement and learning.
Program Review documents detail all resource requests to include; equipment, facilities and
personnel requests are processed and approved by the Budget committee and/or requested as
district requests for funds (name of District and College committees for budget requests).
Analysis and Evaluation The President guides the institutional improvement and effectiveness through existing board
polices and administrative procedures.
Evidence Cited
Yuba College Mission Compression Planning
YC Council Meeting Minutes, 03-14-2017
Educational Master Plan [in process currently]
California Guided Pathways Project Homework [Waiting for latest copy from Otten; this will likely be replaced with notes from the first Institute in mid-Sept.]
YC Council Minutes 8-15-2017
BP 3250 Institutional Planning
Committee/Governance Handbook?
Research & Planning Department Website CEAC Charter Statement
IV.B.4 The CEO has the primary leadership role for accreditation, ensuring that the institution meets or exceeds Eligibility Requirements, Accreditation Standards, and Commission policies at all times. Faculty, staff, and administrative leaders of the institution also have responsibility for assuring compliance with accreditation requirements.
Evidence of Meeting the Standard The President works closely with the Vice President of Academic and Student Services/the
Accreditation Liaison Officer, and the Accreditation Self-Study Liaison/Faculty Co-Chair. For
example, the President and Vice President met to gather evidence for the self-evaluation study,
and the President met with ALO and VP to coordinate Accreditation roles and timelines. The
President attends some of the meetings of the Accreditation Writing teams. The President
discusses accreditation compliance matters during the President's cabinet meetings, which is a
standing agenda item. The President provides accreditation information to the College
community via emails and through the accreditation newsletters. Through the Accreditation
Liaison Officer reports, the President also keeps the Board informed of the College's progress on
Through consistent evaluations, the College continues to review and assure its compliance with
accreditation standards and eligibility requirements.
Evidence Cited
Meeting Minutes of the Accreditation Writing Team (Standard I)
President Cabinet Meeting Agenda
Accreditation Newsletter
BOT Accreditation Report
CEAC Charter
Accreditation Writing Teams
Library staff meeting minutes
DE Committee meeting agenda
Standard Feedback Spreadsheet IV.B.5 The CEO assures the implementation of statutes, regulations, and
governing board policies and assures that institutional practices are consistent with institutional mission and policies, including effective control of budget and expenditures.
Evidence of Meeting the Standard Administrative Procedure 7151, Evaluation of the College President, delegates the Yuba College President the responsibility and authority to implement and administer the polices adopted by the Board and carry out all duties specifically assigned to a President of a District by the California Education Code and/or Title 5 of the California Code of Regulations (Education Code 72413, 87770; California Code of Regulations). The President administers this policy and ensures that the institution meets its requirements, through both direct actions and delegation of tasks to appropriate personnel, such as the Vice President. The President also meets weekly with the President's Cabinet to discuss, among many other things, compliance with federal laws, Board Policies, and Administrative Procedures.(AP 7151 Evaluation of the College President, Yuba College President Job Description, YC Organizational Structure, President's Cabinet Agenda [need one with discussion of BP/AP/legal issues]) Further, the Yuba College President oversees processes that have been designed to ensure that institutional practices are consistent with institutional mission and policies. The Yuba College Council, working under the auspices of the President, oversees the development the Educational Master Plan (EMP), which aligns college Action Plans to the institutional missions of college and District. The College Effectiveness and Accreditation Committee, which reports to College Council and Academic Senate, has developed a process whereby all committees develop Committee Objective Reports that require objectives to be aligned with college goals. (Evidence: YC Council Charter 2016-17, YC Educational Master Plan, CEAC Charter Statement) The President's oversight includes effective control of budget and expenditures. The President's job description outlines the expectations for budget development and effective control of budget and expenditures. The President co-chairs the Planning and Budget Committee, which develops recommendations regarding budget processes and priorities to the YC Council.
Recommendations result from an inclusive process that is founded on Program or Service Reviews, which are designed to be in alignment with the District Vision and the College Mission and Goals. The process "funnels" requests, with deans or directors working with faculty and staff to prioritize requests , then with the Vice President working with deans, then the Planning and Budget Committee, then College Council, to the President (see diagram below). (Evidence: Yuba College President Job Description, PBC Charter, Program Review Questions
Analysis and Evaluation In order to ensure that the institution's practices remain consistent with its mission and policies, the President oversees integrated planning processes on campus, including the multi-year strategic planning process and the annual planning and resource allocation process. The President ensures that institutional practices remain consistent with the mission and policies of the College through oversight of integrated planning process. Throughout the multi-year strategic planning process and the annual planning and resource allocation process, all goals, objectives, and resource allocation requests link to institutional objectives or student learning outcomes, which in turn directly align with the institutional mission. Evidence Cited
AP 7151 Evaluation of the College President
Yuba College President Job Description
YC Organizational Structure
PC Agenda [need one that includes BP/AP/law discussion]
IV.B.6 The CEO works and communicates effectively with the communities served by the institution.
Evidence of Meeting the Standard The President communicates effectively with the campus community using a variety of methods. He informs the College community and the Board of Trustees of ongoing and current events by providing a monthly report to the Board, which is also widely disseminated. The report is also forwarded to the newly established Alumni & Friends Association as a means to keep Yuba College Alumni & Friends engaged in College activities. At least once each semester, the President sends a Report to the College providing updates on all areas of the College: instruction, support, student services, economic development, financial condition, construction projects and sustainability. (Evidence: President's Report to the College, President's Report to the Board 08-2017). The President works closely with community leaders, industry leaders, and government entities
and participates in a broad spectrum of roles in the community. Presently, the President is on
the Harmony Health Executive Board, the City of Yuba City Oversight Committee, Marysville
Rotary Club, and the California Community College Athletic Association. The President also
serves on the Superintendent of Sutter County Office of Education Cabinet to maintain
communications with the county superintendent of schools and the local superintendents and
principals. Through these roles, keep stakeholders are kept informed of key College initiatives
that may impact them such as dual enrollment (AB288).
The President works closely with local government agencies, for example he worked closely
with district staff, City of Marysville and Yuba-Sutter Arts Council to install electronic marquees
in downtown Marysville in a high-traffic location that approximately 70,000 vehicles per day in
order advertise College academic, athletic and public events as well as advertising other local
art events provided by local theatres and galleries.
If the President is unable to serve on a board, he assigns other College staff. For example, one
director regularly attends the Yuba City Kiwanis Club meetings, one dean attends SWP, North
Far North Consortium and various CTE Boards, and a second Dean attends AEBG Consortium
meetings.
The President also works effectively with the campus community through an open door,
inclusive information sharing process (insert evidence/president calendar). He routinely visits
with both the faculty senate leadership and the exclusive representative leadership for the
classified staff to further communicate and stay informed about potential issues. The President
often attends student services, counseling and division meetings for information and discussion
of pertinent items. The President holds one-on-one meetings with employees to discuss
personal matters, and takes into great consideration the opinion of the College employee.
During this accreditation process, he held several meetings to ensure that everyone knew the
importance of the accreditation process and encouraged 100% participation. Each February,
the president hosts lunch for the Associated Students Leadership (Pres Newsletter) as an
opportunity for the students to ask questions and become informed on pressing issues.
High employee morale is important to the president, so each Fall, "Way to Go Awards" are
presented with a "hoopla" of activity to recognize employees who were nominated by
graduating students (Pres Newsletter). In the spring of each year, a staff recognition event is
held to honor retirees, years of service, tenure and Awards of Excellence (Pres Newsletter).
Both events are ways for the president to express his appreciation for all the work
accomplished by the faculty and staff, as well as to build morale by allowing time for
employees to build relationships and to network.
Analysis and Evaluation Through participation in events and through service on government, civic and industry
organizations, the President works and communicates effectively with both the campus and
local communities. The President communicates effectively with all communities served by the
College. Through College governance structures and campus-events, the President works to
hear all voices from campus constituencies and he shares information across the College.
Evidence Cited
President's Report to the Board 08-2017 (After Board meeting sent to College and Alumni & Friends)
President's Report to the College
Member of SCOE Cabinet, Harmony Health Executive Board, Marysville Rotary, Alumni