Summary of the Interim Advisory Council
Glendale Community College
May 6, 1996
During Spring Semester 1996, a cross section of the college community called the Interim Advisory Council began to identify the strategic planning issues for Glendale Community College. This document summarizes issues raised within the Council. The five issues are suggested as a framework by which operational planning and budgeting may occur. They are a starting point, not to be construed as comprehensive or conclusive.
The Strategic Planning Issues for Glendale Community College serve to guide the setting of priorities and the allocation and reallocation of resources for Institutional Effectiveness. Thus, Institutional Effectiveness is defined as the extent to which the college is producing measurable and stated learning outcomes through its strategic and operational planning and budgeting along the following five strategic issues:
Strategic Issue #1
Developing mechanisms for planning and budgeting for faculty, equipment, technology, facilities, and staff in a multi-site environment; developing networks of communication and a system of shared governance to enhance decision-making; evaluating performance; ensuring professional development; and developing financial and resource alternatives.
The following actions were identified by the Interim Advisory Council as examples of strategies or objectives to define the Strategic Issue on Institutional Processes. They should serve as a framework for future discussion and the development of formal strategic goals and objectives:
- Review the Mission based on data about student needs, work force demands, and societal benefit
- Encourage diverse assessment measures with minimal bureaucracy and cost leading to improvement
- Promote safety, cleanliness, and beauty of the Glendale Community College environment
- Continue to integrate and support appropriate use of technology for all students
- Develop a main entry to the college leading to the CIAR, Admissions and Records, and Student Service areas
- Incorporate student and community ideas and concerns into the planning process
- Plan regular open, collective discussions among members of the college community to improve the institution
- Cultivate open communication both internal and external
- Employ effective, diverse teaching methods to accommodate a variety of learning styles
- Evaluate institutional grading policies
- Synchronize instruction with statements to the community about course content syllabi, descriptions, and competencies
- Orient and aid our part-time employees
- Work with appropriate agencies to assure educational funding
- Create a campus-wide communication center
Strategic Issue #2
Establishing and maintaining partnerships with service area communities to be responsive to their needs; identifying non-traditional responses to escalating urban challenges; building university and educational relationships; and assessing the effects of urban challenges on our student population.
The following actions were identified by the Interim Advisory Council as examples of strategies or objectives to define the Strategic Issue on External Forces. They should serve as a framework for future discussion and the development of formal strategic goals and objectives:
- Improve the facilities, services, and programs of the college in partnership with the community
- Cultivate open communication both internal and external
- Stimulate life-long learning
- Work with other groups (government and employers) to insure educational funding
- Understand and be responsive to our student population and the demands and needs placed on people, disciplines, curriculum, and resources
- Develop community partnerships
- Foster articulation with the Business, Education, and Medical communities
Strategic Issue #3
Building expertise among all members of the campus community to create a positive environment and sense of community to meet the demands of a multi-site campus.
The following actions were identified by the Interim Advisory Council as examples of strategies or objectives to define the Strategic Issue on College Climate. They should serve as a framework for future discussion and the development of formal strategic goals and objectives:
- Recognize and appreciate that personnel are assets
- Investigate calendar and format changes to provide for creative educational options
- Work with other educational institutions to achieve seamless transfer
- Continue to develop a responsive and significant curriculum
- Employ effective, diverse, teaching methods to accommodate a variety of learning styles
- Orient and aid our part-time employees
- Identify talent among faculty, staff, and administration
- Foster closer collaboration among departments to create continuity, persistence, synchronization, and energy of effort
- Encourage professional development and scholarship among faculty, staff, and administration
- Promote diversity, physical well-being, and career renewal in our staff
- Enhance our courtesy, helpfulness, and friendliness
- Open budget processes at the department/college level
Balancing the fiscal realities of FTSE and the quality of instruction to students and service to the community.
The following actions were identified by the Interim Advisory Council as examples of strategies or objectives to define the Strategic Issue on Compromises. They should serve as a framework for future discussion and the development of formal strategic goals and objectives:
- Stabilize or increase FTSE to maintain budgetary dollars to support our efforts
- Share our resources internally and externally to best serve students and the community
- Investigate district sponsorship of comprehensive student health insurance
- Work with other educational institutions to achieve seamless transfer
- Continue to develop a responsive and significant curriculum
- Employ effective, diverse, teaching methods to accommodate a variety of learning styles
- Actively engage in varied retention efforts (integrated courses, service learning, early warning system, tutoring, etc.)
- Support quality programs in the start up stage or courses that meet a particular need for our students program of study
Strategic Issue #5
Reviewing programs and services for relevance and developing new programs to meet the learning needs of students in the community.
The following actions were identified by the Interim Advisory Council as examples of strategies or objectives to define the Strategic Issue on Evolution. They should serve as a framework for future discussion and the development of formal strategic goals and objectives:
- Continue to integrate and support appropriate use of technology for all students
- Work with other educational institutions to achieve seamless transfer
- Continue to develop a responsive, significant curriculum
- Employ effective, diverse, teaching methods to accommodate a variety of learning styles
- Stimulate life-long learning
- Establish qualitative and quantitative review mechanisms for existing programs and services based on relevance and need
- Develop new programs to sustain the needs of learners and the community