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Standard IIID.1
The institution relies upon its mission and goals as the foundation for financial planning.
Planning for both district and college budget development relies upon an annual review of the district’s and college’s mission statements, setting goals reviewed and approved by the Board of Trustees, as the foundation of the financial planning process. District and college budgets reflect the goals within strategic planning processes embodied within participatory governance, which both helps to develop the rationale for the mission statement and goals, and then employs them as guidance for financial planning.
Financial planning is essentially a circular process, beginning with the board approved mission statement and goals approved for both enrollment and fiscal stability. (3D.1.1, 3D.1.2) Through the RAM and direct pass-through of funds (3D.1.3), the college embarks upon a financial planning process, first through the President’s cabinet and College Council, then to the Division Chair Council through to the individual program departments. These proposed budgets are then reviewed again through the participatory governance levels – Division Chair Council, College Council and President’s cabinet – before being incorporated into the district’s overall budget, which is presented for Board of Trustees’ approval. (3D.1.4) Throughout the process, the institution’s mission and goals, as expressed in the Educational and Facilities Master Plan, are reference points guiding the outcome. (3D.1.5)
Self-Evaluation
The college meets this standard.
Actionable Improvement Plans
None.
3D.1.1
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WVC Goals and Objectives 2013-14
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/WVC_Goals_Objectives_2013_2014.pdf
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3D.1.2
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Board Approval of District Goals
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/2013_14_district_goals.pdf
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3D.1.3
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Resource Allocation Model (RAM)
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/resource_allocation_model_01_31_13.pdf
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3D.1.4
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2013-14 Tentative Budget
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/dc_ram_tent_budget_03_04_13.pdf
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3D.1.5
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Educational and Facilities Master Plan
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/2009_wvc_educational_and_facilities_master_plan.pdf
| Standard IIID.1.a
Financial planning is integrated with and supports all institutional planning.
Descriptive Summary
Integrated Planning and Resource Allocation is one of the three legs of Institutional Effectiveness, along with the Student Success Team and Accreditation. Within the Integrated Planning and Resource Allocation realm are the Student and Program Learning Outcomes and Assessment, Program Review, and Budget Planning. These three related processes occur in an annual cycle, demonstrated in the Integrated Planning and Resource Allocation Process: Concept Map graphic, using the catch phrase: “Plan, Do, Review.” It is useful to note that the cycle is re-entrant at any phase: “Plan, Do, Review; “Review, Plan, Do;” “Do, Review, Plan”, giving credence to the philosophy that this is an ever on-going process, not a simple one-time annual event.
Student Learning Outcomes (SLO/As), along with the Program Learning Outcomes (PLOs), set the foundation measurement of the college’s academic effectiveness. To the degree that SLO/As and PLOs depict a program’s ability to adequately meet their stated objectives, these measures help to identify resource requirements, whether in terms of facilities use, equipment needs, staffing, supplies and materials, or other potential resources to be employed by the program in order to achieve or to improve the program’s results. Program Reviews then explain more specifically the resource requirements first identified in SLO/A/PLO as needed to improve or expand program effectiveness while working to achieve the mission of the college. (3D.1.a.1) Budgeting is the third part of the Integrated Planning and Resource Allocation Framework and is the vehicle employed to express operations and resource requests as a part of the college’s finances. Documentation is critical to good budgeting and plays an important role in annual budget management. (3D.1.a.2)
Self-Evaluation
The college meets this standard. The Integrated Planning and Resource Allocation process is deliberately crafted as an evolutionary rather than static part of the college’s planning activities. Since the model’s first introduction by then President Lori Gaskin, an on-going Integrated Planning and Resource Allocation Team regularly meets to reflect upon the process’s effectiveness, monitoring results and modifying the process, incorporating changes to better meet the college’s participatory governance model, address issues related to timing, and to better integrate the various stages of the process for an improved final result, especially for the college’s budget. (3D.1.a.3)
Within the past year, the model’s design was simplified to underscore the “Plan, Do, Review” concept within the cycle. That concept will be further amplified by a comprehensive combined calendar listing the SLO/A/PLO, Program Review, and Budget timeline and workshops to facilitate the activities within the cycle.
Actionable Improvement Plans
None
Evidence
3D.1.a.1
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Program Review questions
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/intent-of-questions-instructional-1.pdf
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3D.1.a.2
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2013-14 Budget Process
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/fy13-14_budget_process.pdf
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3D.1.a.3
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Integrated Planning and Resource Allocation Team Meeting Notes
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http://www.westvalley.edu/committees/Accreditation/2013/evidence/3d/Integrated_Planning_Team_Meeting_Notes.pdf
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