Institutional Planning Manual - San Diego Mesa College · 2016-10-03 · 1 San Diego Mesa College...

San Diego Mesa College7250 Mesa College Drive

San Diego, California 92111-4998www.sdmesa.edu

Institutional Planning Manual2014-2015

1 San Diego Mesa College2014‐2015 Institutional Planning Guide

2014‐2015InstitutionalPlanningGuide

Introduction

December1,2014MesaCollegeColleagues,Ourcampusisfilledwithnewbuildings,newfacultyandstaff,andanever‐changingstudentbody.Wearere‐energized.Allofthisisaresultofoursuccessfulplanningprocesses,andyouhaveallbeenacriticalpartofthatplanning.Thisyear,wearecallingourreportanInstitutionalPlanningGuide,ratherthanaManual.Itisnotaninstructionmanualforhowweplan.Rather,itisaGuidethroughourlastcycleofplanningandresourceallocation,showingwhatwehaveachievedandassessingourprocesses.Thisallowsustoengageincontinuousqualityimprovementasweenterthenextcycle.OurprincipalaccomplishmentisthecompletionofourEducationalMasterPlan2013‐2019.Withinthat,wehaveupdatedourMissionStatementanddevelopedStrategicDirectionsandGoalsthatreflectwhatwesaidwewantedMesaCollegetobe.Ournextstepisto“livetheplan”andrealizethosegoals.With95programreviewsbeingwritten,excitinginitiativesinStudentSuccessandStudentEquity,andaTitleVHSIGrant,wewillbebetterabletoprioritizethegoals,actonthem,andallocateresourcesappropriately.AswemovethroughthepreparationfortheFall2016AccreditationTeamvisit,itismoreimportantthanevertocontinuetoplan,assess,andrefineourprocessestobetterachieveourover‐archinggoalofstudentsuccess.ThisGuideispublishedannually,sopleasefeelfreetomakeanysuggestionsforimprovement.Bestregards,PamelaT.Luster,Ed.D.President


Usingthe2014‐2015InstitutionalPlanningGuide The2014‐2015InstitutionalPlanningGuide(IPG)providesthecollegeanopportunitytounderstandandfullyparticipateinthecollege‐wideassessmentandimplementationofintegratedplanning.ItbuildsonthepriorworkoftheCollegeandutilizesmuchofthestructurefromthepreviousmanuals(availableatwww.sdmesa.edu/about‐mesa/institutional‐effectiveness).ThecurrentguideupdatestheCollegeontheconsiderableamountofworkthatwasaccomplishedoverthepastyearandlaysoutdirectionsforthenewyearasweworktowardssustainedcontinuousqualityimprovementinplanning,programreview,andoutcomesassessment.Theguideisbrief,aswe utilizeelectronicresourceswhereverpossibletoreferencedocumentsandactionsalreadyin evidence.Inthiswaywecanpresentthemajorrevisionsclearly,andprovideahistorical referenceforcontinuity.Youwillseelinksthroughoutthisdocument,whichcanbeaccessedfromtheelectronicversionofthisguide.

MISSION,VISION,VALUES TheCollegemissionwasreviewedatthePresident’sCabinetretreat,andparticipantsprovidedinsightfulsuggestionsforupdates,inlightoftheEducationalMasterPlanningprocess.ThesesuggestionswerediscussedwithinthePlanningandInstitutionalEffectivenessCommittee,andtherevisedMissionStatementwaspresentedtoPresident’sCabinetonMay20,2014.Thevisionandvaluesareunchangedbutwillbereviewedthisyear.Mission:SanDiegoMesaCollegeempowersourdiversestudentbodytoreachtheireducationalgoalsandshapethefuture.Asacomprehensivecommunitycollegecommittedtoaccessandsuccess,wepromotestudentlearningandachievementleadingtodegreesandcertificationsinsupportoftransfereducation,workforcetraining,andlifelonglearningopportunities.Facultyandstaffcollaboratewithourstudentstofosterscholarship,leadership,andresponsibilitytoeffectpositivechangewithinourcommunity.Vision:SanDiegoMesaCollegeshallbeakeyforceinourcommunitytoeducateourstudentstoshapethefuture.Values:Access,Accountability,Diversity,Equity,Excellence,FreedomofExpression,Integrity,Respect,Scholarship,Sustainability.DuringtheEducationalMasterPlanningprocess,asMesaCollegecommunitymemberssharedtheirthoughtsaboutthefutureofourinstitution,severalclearstrategicdirectionsandgoalsemerged.ThesehavebeenincorporatedintothenewStrategicDirectionsandGoalsfortheCollege,summarizedbelow.


1. Deliver,advance,andsupportaninclusiveteachingandlearningenvironmentthat

enablesallstudentstoachievetheireducationalgoals.2. Buildandsustainasenseofcommunitythatextendsacrosscampusandconstituencies,

nurturingcollaboration,learning,growth,anddiversity.3. Buildandsustainpathwaysinsupportofthecomprehensivecommunitycollege

mission.4. Supportinnovationinourpractices.5. Supportpersonalgrowthandprofessionaldevelopmentofouremployees.6. Serveasstewardsofourresourcesandadvanceeffectivepracticesinsupportof

accountability.(Fulltextatwww.sdmesa.edu/01/assets/File/emp/EMP%20Preliminary%20Strategic%20Directions%20ver%207%20Final%2005_20_14.pdf)Overthecourseof2014‐2015,constituentbodieswilldiscusshowtoprioritizethesegoalsandhowtoquantifythestepstowardscompletion.

INTEGRATEDPROCESSESFORPLANNING MajorCollegeCommitteesforIntegratedPlanning

TheCollegecontinuestodiscusstherelationshipofmajorstandingcommitteesandtheirreportingstructuresfortheplanningprocess.Figure1providesanoverviewoftherelationalaspectsoftheintegratedplanningprocessasrecommendedthroughtheparticipatorygovernancestructure.Dialoguecentersontransparency,alignment,communication,andassessmentofoutcomesforresourcebudgetingandallocation.Thefollowingsectionsprovideanoverviewofeachcommittee’soutcomesandstatus:

President’sCabinet(www.sdmesa.edu/index.cfm/about‐mesa/presidents‐page/agenda/) Asthemajorrecommendingbodyofthecollege,President’sCabinetisthecentralizedhubwhererecommendationsonintegratedresourceplanningandinstitutionaleffectivenesstakeplace.ThePresident’sCabinetholdssemi‐annualretreatstoassesstheimpactsoncollegeeffectiveness.Utilizinginternalandexternaldata,budget,outcomesassessment,andkeyperformanceindicators,thecabinetreviewsandrevisesprocessandpolicy.AttheSpring2014President’sCabinetretreat,thekeyfindingsoftheCollege’snewEducationalMasterPlanandnewstrategicgoalsanddirectionswerepresented,andtheexpandedCabinetengagedinrichdialogueabouttheexternalscan,theCollege’skeyperformanceindicators,andnewstrategicdirections,goals,andobjectives.Inaddition,theexpandedCabinetanalyzedtheCollege’sexistingmissionandvisionstatementsanddiscussed


potentialrevisionstothemissionstatementbasedonthefindingsoftheEducationalMasterPlan.

ProgramReview(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/program‐review/) UndertheleadershipofDeanofInstitutionalEffectivenessandtheProgramReviewCommittee,programreviewwasrevised,reviewed,implemented,andassessed.Allcollegeunitscompletedprogramreviewfor2013‐2014.Outcomesfromthismostrecentprogramreviewprocesswillbeutilizedasafoundationforresourceallocationinthe2014‐2015process.Duetolimitedavailabilityofongoingdiscretionaryfunds,thecollegewillagain beusingayear‐endallocationapproachtofundtheserequests.TheCollegehasincludedopportunitiesforprogramreviewrequestsforongoingfundsiftheCollege’songoingfundingissegmented.Eachyear,theOfficeofInstitutionalEffectivenessconductsacomprehensiveevaluationoftheintegratedplanningprocess,includingProgramReview.TheevaluationresultsincludedasummaryoffeedbackfromCollegeadministrators,faculty,andstaffregardingtheintegratedplanningprocess,aswellasoverarchingrecommendationsforimprovementintheprogramreviewprocessandresourceallocationcommitteeprocesses.Basedonthefindingsfromthecomprehensiveevaluation,theProgramReviewCommitteedeterminedthatthefollowingimprovementswouldbeconsidered:

SeparatebudgetrequestinformationfromtheprogramreviewNewGoalsForm

Provideadditionalexamplesofprogramreviewandresourcerequestdocuments

Simplifytheonlineprogramreviewmodule Tailorprogramreviewtrainingtotheneedsandexperiencelevelsoflead

writers Conductaneedsassessmentforprogramreviewdataandresearchsupport Begintheannualprogramreviewcycleinsummer Redesigntheprogramreviewwebsitetoimproveaccesstoresources Clarifytheexpectationsforcollaborationandcommunicationduringthe

programreviewprocess

Aspartofitsroleinintegratedplanning,theProgramReviewCommitteeincludedevaluation oftheresourcerequestprocessembeddedwithinit.Inadditiontotheresourcerequest‐relateditemsabove,administrators,faculty,andstaffrecommendedthattheresourceallocationcommitteesclarifytheinformationrequiredfortheresourceallocationrubrics.


PlanningandInstitutionalEffectivenessCommittee(PIEC)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/piec/)PIEChadanotherhighlyeffectiveyearin2013‐14.Astheoverarchingframeworkwithinwhichothercommitteesdotheirwork,thegrouptookonallof themajorplanningprocessesandprovidedaplacefordialogueandactiononmattersof integratedplanning.ThecommitteeusedtheSDMCIntegratedPlanningprocesstoguidethecollegethroughitssecondtrueintegratedplanningimplementationcycle.Theresultwasourfirstfacultyhiringsince2008andallocationofequipmenttomultipleprogramsoncampus.Theseoutcomeshavereinforcedthevalueofintegratedplanningtoallsectorsofthecampus.Thecommitteewillcontinuetofocusoncommunicationanddisseminationofinformationregardingallaspectsofintegratedplanningandtoevaluatetheprocesseseachyear.Accomplishmentsin2013‐2014include: AcceptedandsenttoPresident’sCabinettheEducationalMasterPlanfinaldraft Reviewedtheinternalandexternalscansdata RevisedtheMesaCollegeMissionStatement Heardreportsonpreparationsforthe2016AccreditationSelfEvaluation AcceptedandsenttoPresident’sCabinetarevisedprogramreviewmoduleand

calendar PlannedandfacilitatedPresident’sCabinetretreatonApril15,2014 OversawfacultyhiringandresourceallocationthroughFHP,CHP,andBARC

committees EvaluatedTaskstreamsoftwareandrecommendedpurchasingadditionalplatforms

formoreuser‐friendlyandbetterdatacollectionandreportmanagement

BudgetandAllocationRecommendationCommittee(BARC)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/barc/)

In2013‐2014BARCcompleteditssecondfullallocationrecommendationcycle.FollowingthecompletionoftheFall2013ProgramReviewcycle,BARCreceivedallresourceallocationrequestsfromtheOfficeofInstitutionalEffectivenessinSpring2014.Requestsforfacultyandclassifiedhiringweredistributedtotheappropriatecommittees(seebelow).TheBARCthenprioritizedallsupplies,equipment,andfacilitiesrequests,consideringinformationprovidedbyfacultyandstaffleadwritersasthey identifiedtheirplans,providedextensivesupportingdocumentationforgoals,andrequested neededresourcestoachievetheirgoals. Eachsupplyandequipmentrequestwasscored usingarubrictoguidetheanalysis.Aprioritizedlistwasdevelopedbaseduponthescores andforwardedtoPresident’sCabinetforrecommendationtothePresident.ThePresident approvedthelistanddirectedtheBusinessServicesOfficetoworkwiththeappropriate managers,faculty,andstafftobegintherequisitionprocessusingyear‐endfunds.Atotalof$434,000wasallocatedtovarious


programsandserviceareas;includedinthistotalwas$98,000allocatedforITupdatesandreplacements,consistentwiththeMesaITStrategicPlanreplacementprotocol.

InlateSpring2014,BARCmettodiscussimprovementstotheprocesswhichresultedinanimprovedrequestprocessmoreconsistentwiththeFacultyHiringRequest.Therequestorwillprovideinformationontheneedfortheitem,linkingtoprogramreviewandprogramandcollegegoalsandoutcomeswhileprovidingenoughdetailfortherequesttobeproperlyprioritized.Therequestistiedtotherubric,whichisavailabletotherequestor.TherevisedquestionsetwillbeusedforthefirsttimeintheFall2014programreview,forwhichtrainingwillbeprovided.

FacultyHiringPriorities(FHP)Committee

TheFHPCommitteehadtwoopportunitiestoworkthisyear.Facultyhiringrequestswereextractedfromthe2012‐2013and2013‐2014programreviewdocumentsbytheOfficeofInstitutionalEffectivenessandreferredtotheFHPforranking,basedonanestablishedscoringrubric.TherankedlistsfromeachyearwereforwardedtoPresident’sCabinet.Theprioritizationprocesstookplaceinthemidstofafive‐yearDistrict‐widehiringfreeze,butFHPfeltitwasimportanttomaintaintheprocessnonetheless.WhenthefreezewasliftedinAugust2013,thecampuswasimmediatelyreadytohire.FourteennewfacultymembersjoinedMesaCollegeinSpring2014andanadditional14beganinFall2014.

Nochangesweremadetothefacultyhiringrequestdocuments,butdiscussionwasinitiatedonchangingthecompositionandsizeoftheFHPCommitteeitself.

ClassifiedHiringPriorities(CHP)Committee

ThesecondyearoftheClassifiedHiringPrioritizationprocesswasasuccessandprovedtobeasignificantimprovementuponthefirstyear.Changesmadetotheapplicationprocessandtheaccompanyingtrainingprovidedtheleadwriterswithconcretedirectionsandproducedhighqualityrequeststhatthecommitteecouldmoreeasilyevaluateusingtheestablishedscoringmatrix.

Uponreviewingyeartwo,onlyminorrevisionshavebeenmadetotheCHPapplicationforthe2014‐2015year.Theseincludethemodificationofthestaffmatrixintoanarrativequestionandfurtherdetailingtheuseofdatatosupportrequests.Thecommitteeencouragesmoreprogramreviewleadwriterstoattendthetrainingsessions.

TheCollegehasseentheeffectivenessofhavingaprioritizedclassifiedpositionlist,asthreepositionshavebeenfilledfromthelist.Onepositionwasfilledasaresultofareclassification,andtwonewpositionsweresupportedthroughcategoricalfunds.


InformationTechnology(IT)Committee(www.sdmesa.edu/about‐mesa/institution/information‐technology‐committee/)Thiscommitteeservesasthecentraladvisoryonmattersofinstructional,administrative,andstudentservicescomputing,telecommunications,andothertechnologies.IThastheirownstrategicplanforprovidingtechnicalsupporttothecampus,professionaldevelopmentforitsusers,andareplacementcycleforcomputers.

FacilitiesPlanningCommittee(www.sdmesa.edu/about‐mesa/institution/administrative‐services/facilities/)Thiscommitteereviewsmajorfacilitiesissuesandplanning,throughaparticipatorygovernance process.Itoverseeslong‐rangeplanningforthemaintenance,repair,andremodelingoffacilities,asdemonstratedintheirmasterplan.Thecommitteealsorecommendsresourceallocationsforfacilitiesimprovementprojectsemerging fromprogramreview.LearningAssessmentTaskForce(LATF)(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/latf/)TheLearningAssessmentTaskForcehastheprimaryresponsibilityofsupportingthecampusinmeetingtheACCJCSLOassessmentmandatesandincorporatinglearningassessmentintoeverythingthatwedo.ItsmembersincludeaLearningAssessmentCoordinator,whohelpswithenteringthedataintoTaskstream,andaLearningAssessmentFacilitator,whoprovidesbest‐practiceworkshopsandonlinetoolsforfacultyandstaff.Resultsoftheassessmentsareusedinavarietyofwaystoimprovestudentsuccess.Forthesecondyear,theLATFworkedwiththeOfficeofIEtodevelopaninstitutionallearningoutcomes(ILO)evaluativeassessmentsurveygiventothosestudentsfilingapetitionforgraduation.ResultsoftheSpring2013surveyrevealedthatthemajorityofstudentsperceivedthattheirlearningexperiencesatMesaCollegeresultedintheachievementofmostILOs.Therewas,however,someconfusionaboutthefullmeaningofsomeILOs.Toremedythat,theLATFheldaretreatinJanuary2014torevisetheoperationaldefinitionsofthesixILOstobettercapturethestudents’learningexperiences,andthisworkcarriedoverthroughoutspringsemester.ThesereviseddefinitionswerepresentedtoPresident’sCabinetonMay6,2014,andwereusedintheSpring2014survey.ThosesurveyresultswillbepresentedtothecampusinearlyFall2014.Otheractionsfrom2013‐2014include:

UpdatetheLearningAssessmentTaskForcewebsite FacilitateassessmentactivitiesatConvocation RecommendchangestotheTaskstreamSLOplatformtomakedataentrymoreuser‐

friendlyandlessredundant ContinuetoworktomeetthegoalsandobjectivesoftheLATFActionPlan


DevelopacrosswalkofthenewACCJCDegreeGraduateCompetenciesandtheMesaCollegeILOs

MajorCollegeProcessesImpactingIntegratedPlanning

EducationalMasterPlan(www.sdmesa.edu/about‐mesa/institutional‐effectiveness/emp/documents/)TheCollegebegandevelopmentofthe2013‐2019EducationalMasterPlan(EMP)in2012‐2013.AfterinitiallypursuinganexternalorganizationtocompiletheEMP,theCollegeoptedtocompletetheplaninternallywiththeguidanceoftheEducationalMasterPlanSteeringCommittee,whichwasco‐chairedbythePresidentandDeanofInstitutionalEffectiveness.InsupportoftheEMP,theOfficeofInstitutionalEffectivenessconducted48focusgroupsandinterviewswithstudents,faculty,staff,andadministratorstoobtainfeedbackregardingunit‐levelstrengths,challenges,externalinfluences,andvision,aswellasoverallvisionfortheCollege.Inaddition,theOfficeconductedanextensiveanalysisofinternalandexternaldatato,alongwiththeresultsoftheCollegestakeholderfocusgroups,informtheCollege’smasterplanandnewstrategicdirections,goals,andobjectives.TheEducationalMaterPlanSteeringCommitteepresentedthefirstdraftoftheEMPtoCollegestakeholdersinSpring2014.TheEMPfindingsandproposedstrategicdirections,goals,andobjectiveswerediscussedextensivelyinanumberofcollege‐wideforumsandinavarietyofparticipatorygovernancecommittees,includingtheAcademicSenate,ClassifiedSenate,PlanningandInstitutionalEffectivenessCommittee,andPresident’sCabinet.Inaddition,aseriesofcommunityforumswerefacilitatedbythePresidenttoobtaininputfromcommunitymembersresidingintheMesaCollegeservicearearegardingthekeyfindingsoftheEMPresearchandthefuturedirectionoftheCollege.BasedonthefeedbackreceivedfromCollegeandcommunitystakeholders,theproposedstrategicdirections,goals,andobjectiveswereupdatedandsubmittedtothePIECommitteeandthereaftertothePresident’sCabinet.TheEMPwasreceivedbythePresident’sCabinetandapprovedbythePresidentinMay2014andthefinalEMPdocuments,whichincludeunit‐levelprofilesforallCollegeprogramsandserviceareas,werecompletedinSummer2014.ThefullEducationalMasterPlan2013‐2019willofficiallybepublishedbytheCollege’sCommunicationsOfficeinFall2014.BudgetDevelopment&InstitutionalPlanningAdvisoryCommittee(http://www.sdccd.edu/docs/employee/AdminGovHandbook.pdf)

TheCollege,aspartofamulti‐collegedistrict,workscollaborativelyintheBudgetDevelopment&InstitutionalPlanningandAdvisoryCommittee.TheCommitteeisentrustedwiththetaskofmakingrecommendationstotheChancellorondistrictwidebudgetand


planningissues.ThisCommitteecomprisesrepresentativesfromstudent,faculty,staff,andadministration.TheCommitteedoesnotaddressmatterswhicharenegotiable.Specifically,theCommittee:shalllimititschargetobudgetandfiscalmattersonlyandexcludespersonnelmatters;shallcollaborateonBoard‐approvedcapitalconstructionandcontractualmatters;andshallestablishcooperativeworkingrelationshipswithothercollegeanddistrictstandingcouncils/committees,asisnecessaryinorderthatitmaycarryoutitsprescribedfunctionsandfulfillitsprescribedresponsibilities.ThefunctionoftheCommitteeisto:reviewandrecommendtotheChancellordistrictwidebudgetarypriorities;tomeetasrequired;andtoencouragefullparticipationinthebudgetdevelopmentprocess.

TheRoleofResearchatMesaCollege TheroleofresearchiscentraltoalloftheCollege’splanningefforts.In2012‐2013,theCollegePresidentre‐organizedadministrativeunitstocreatetheOfficeofInstitutionalEffectivenesstobettermeetthesupportandtrainingneedsofthecampusinitsinstitutionaleffectivenessefforts.WithintheOfficeofInstitutionalEffectiveness,thecampus‐basedresearcher(CBR)andCollegeresearchofficeprovideresearchservices,support,training,andfacilitationtotheCollegecommunitytosupportdata‐informeddecision‐makingandimprovement.Specificservicesandtrainingtopicsincludeoverallresearchdesign,programevaluation,surveydesign,anddatacollection,analysis,andinterpretation.In2013‐2014,theMesaCollegeresearchofficehasprimarilysupportedcampus‐wideresearch,particularlyfortheEducationalMasterPlan,strategicplanning,programreview,PIEC,andothercollege‐wideendeavors.Inadditiontocollege‐specificduties,theCBRservesastheliaisonbetweenMesaCollegeandtheSDCCDOfficeofInstitutionalResearchandPlanning.TheCollegehaspreviouslypublishedanannualresearchandplanningagenda;however,theagendawasderivedfromtheCollege’spreviousgoals.Withtheapprovalofthenewstrategicdirections,goals,andobjectives,theresearchagendawillneedtobeupdatedtoalignwiththenewCollegepriorities,aswellastherequirementsforthenewStudentSuccessandSupportProgramandStudentEquityPlans.Additionally,whilethepositionformallyresidesintheDistrictOfficeofInstitutionalResearchandPlanning,atMesaCollegetheCBRreportstotheDeanofInstitutionalEffectiveness.

ParticipatoryGovernance MesaCollegehasaverystrongtraditionofengaginginparticipatorygovernance,bywhichadministration,faculty,staff,andstudentsareinformedofCollegeandDistrictissuesandencouragedtojointhediscussionintheirrespectiveSenatesandCouncils.Eachconstituentgroupunderstandstheprocessanditsroleinthatprocess.Inthisway,allstakeholderscontributetothedecision‐makingprocess,althoughtheultimateresponsibilityclearlyrestswith


President’sCabinetandthePresidentherself.Theprocessistransparentandeachgrouphasavoice.AllfacultyandstaffhavetheresponsibilityofservingonaCollegeorDistrictcommitteeinordertogetasmanypeopleaspossibleinvolvedandknowledgeable.Committeemembershiplistsarepostedonlineandupdatedannually,andnoticesofvacanciesarecirculatedthroughAcademicandClassifiedSenates.TheengagedMesaCollegepopulationbringsdifferentpointsofviewtothetableandallowsrobustdiscussions.Thecentralfocusisonourstudentsandhowwecanmaketheircollegeexperiencemoresuccessful.ThiscommongoalmakesMesaCollegeagoodplacetowork,teach,andlearn.

Figure1:MesaCollegeIntegratedPlanningProcess

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San Diego

Mesa C

ollege

2014‐2015 Institu

tional P

lanning G

uide

Facilities

Facilities Committee

Recommends

Program & Service Area

Review

(PRC Coordination)

School PR Prioritization

Campus-Wide

Annual Objectives & Priorities

Equipment ,Services &Supplies

BARC

Recommends

Mesa College Integrated Planning Process

Annual Planning Process Program Review Process Allocation Recommendation Process

Mission, Vision, Values

Long-Term Goals

Budget and Allocation

Recommendation Committee

(BARC)

Campus-Wide

Performance Indicators

Human Resources

Faculty & Classified Senates

Recommend

Div PR Prioritization Pres. Cabinet Review & Recommendations

President Final Decision

Approved: September 18, 2012, President’s Cabinet Meeting San Diego Mesa College

San Diego Mesa College Pamela T. Luster, President

Madeleine Hinkes, Ph.D., Acting Dean of Institutional Effectiveness Angela Liewen, M.A., President, Classified Senate

Co‐Chairs, Mesa College Planning and Institutional Effectiveness Committee

7250 Mesa College Drive San Diego, CA 92111‐4998

619‐388‐2600 or 858‐627‐2600 www.sdmesa.edu

2014‐2015

The San Diego Community College District (SDCCD) includes San Diego City College, San Diego Mesa College, San Diego Miramar College and San Diego Continuing Education. The SDCCD is governed by its Board of Trustees. No oral or written representation is

binding on the San Diego Community College District without the express approval of the Board of Trustees.

Mary Graham, Rich Grosch, Bernie Rhinerson, Maria Nieto Senour, Ph.D., Peter Zschiesche

Constance M. Carroll, Ph.D., Chancellor

Mesa Communications Services, Fall 2014

San Diego Mesa CollegeDr. Pamela T. Luster, President

Dr. Madeleine Hinkes, Acting Dean of Institutional EffectivenessAngela Liewen, Classified Senate President

Co-Chairs, Mesa College Planning and Institutional Effectiveness Committee

7250 Mesa College DriveSan Diego, CA 92111-4998

619-388-2600 or 858-627-2600www.sdmesa.edu

2014-2015

The San Diego Community College District (SDCCD) includes San Diego City College, San Diego Mesa College, San Diego Miramar College and San Diego Continuing Education. The SDCCD is governed by its Board of Trustees. No oral or written representation is

binding on the San Diego Community College District without the express approval of the Board of Trustees.

Mary Graham, Rich Grosch, Bernie Rhinerson, Maria Nieto Senour, Ph.D., Peter Zschiesche

Constance M. Carroll, Ph.D., Chancellor

Mesa Communications Services, Fall 2014

Institutional Planning Manual - San Diego Mesa College · 2016-10-03 · 1 San Diego Mesa College...

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