Solutions to Problems
For further information, contact Patricia Bauhs
What are the key strategies your college has used to keep plans
focused and to link resources to student and organizational learning?
Valley Community College had identified priorities (1 - 2 years) through
its annual planning process, which is guided by the following published
promise to provide a student-centered environment and to focus all college
staff and resources in support of student learning, student development
and student success."
statement assures that the implementation of corresponding goals and
objectives link the resources of the institution to organizational
learning and to the improvement of the learning environment and
the learning culture at all levels.
planning process is as follows:
priorities are identified, reviewed collegewide, revised and/or
Goals and objectives are established by each college division.
necessary resources are identified for established objectives (human,
physical, financial, technology, etc.)
(reallocation of existing resources, state funds, grant funding, etc.)
for objectives are determined.
objectives (immediate, incremental, long range), along with action
plans, timelines and evaluation/effectiveness measures are established
What reward structures have been created at your college to motivate
faculty and staff to place learning
first in their work?
advancement (per faculty contract) includes recognition of
professional development activity.
time (per contract) is awarded.
leave (for faculty and administrators) is available based on approved
development funding is supported through a transfer of 10% of the net
revenues of one of the college's enterprise subdivisions. (Workforce
Development and Community Services)
What strategies are being used to secure alternative funding for
strengthening your college's focus
Development and Institutional Effectiveness Office was established and
professional staff were charged with seeking grant funding to support
specific college priorities.
staff identify priorities for grant development
annual funding to community colleges (by 5.6% or $17.9 million)
Increased annual funding for adult education (by $9 million)
passage of a $250 million capital improvement program for community
for maximizing existing revenue sources, such as bond extension
staff aggressively work with state agencies and legislators to gain
support for identified college projects, including capital projects.
the college works with performance funding indicators (enrollments,
student success and comparison with peer institutions) to maximize
this funding stream to the college.*
additional information, see State Funding for Community Colleges: A
50-State Survey, Education Commission of the States, 2000.
What successful mechanisms have been used at your college to
eliminate policies, programs, practices, and positions that are low
priority, off target, outdated, or inefficient.
Program Accountability Standards System (PASS) process (available upon
request) guides program and course review revision, revitalization
and/or removal. Information on this Illinois award-winning program is
available upon request.
Steps, as developed through the strategic planning process.
What has your college done to keep faculty and staff from expending
energy in blaming external
conditions, such as funding by FTA or ADA, as the reasons they cannot
make changes to become more learning centered?
What has your college done
to concentrate efforts on what can be changed within the institution.
work outside of traditional relationships to motivate faculty and
staff to be more learner centered.
Communicate collegewide through formal vehicles such as staff
newsletter, divisional news updates and other information exchanges.
consolidate and reduce the number of goals and objectives to a
manageable, achievable but
ambitious set of new and continuing initiatives are being undertaken.
and staff recruitment, hiring, orientation and retention activities
have been formalized to consistently include the following:
for selection includes commitment to continuous professional and
outstanding two-year faculty orientation program assures faculty
commitment to learning- centeredness.
(Available upon request.)
In addition, the college is engaged in a strategic planning process involving a
12-member oversight council and six focused teams with ten members each.
Efforts are concentrated on internal conditions and the college's ability to
respond to external needs. The study is objective and research- based in
nature, and lends itself to problem resolution based on recommendations to be
made by the Strategic Planning Council.