ACCREDITATION MID-TERM REPORTS B ASED ON M ARCH 2016 ACCJC C - PowerPoint PPT Presentation

ACCREDITATION MID-TERM REPORTS B ASED ON M ARCH 2016 ACCJC C OMPREHENSIVE V ISITS Educational Programs and Institutional Effectiveness January 22, 2020

2 Recent Accreditation Chronology March 2016 • Comprehensive visits took place March 7-10, 2016 • ACCJC evaluation teams validated the colleges’ Institutional Self Evaluation Report (ISER) and developed evaluation reports, including commendations and recommendations June 2016 • ACCJC reviewed the visiting teams’ evaluation reports and issued action letters June 2016 to October 2017 • Colleges and ESC developed responses to accreditation recommendations for compliance October 2017 • Follow reports, addressing compliance recommendations, submitted to ACCJC on Oct. 1, 2017 January 2018 • ACCJC removed Southwest from warning and reaffirmed accreditation • ACCJC reaffirmed accreditation for City, East, Harbor, Mission, Pierce, Trade-Tech, Valley, and West • All compliance recommendations deemed to be satisfied October 2017 to January 2020 • Colleges prepare accreditation mid-term reports January-February 2020 • LACCD BOT approves college mid-term reports March 2020 • Colleges submit mid-term reports to ACCJC

3 Results of March 2016 Comprehensive Visits • Recommendations for Improvement • Highlights areas of practice for which attention is needed • Institutions are expected to consider the ACCJC advice and report on actions taken in response to the team's recommendations • Failure of an institution to act on these recommendations will not constitute a deficiency in meeting standards or requirements of the ACCJC • Colleges and District previously addressed all compliance recommendations and only need to address improvement recommendations in mid-term reports

4 Summary of Accreditation Improvement Recommendations Recommendation Area D C E H M P S T V W Assessment of learning outcomes/       Learning assessment process Professional Learning     Use of data and evidence/ data   /  disaggregation Distance Education     Technology support and continuity    Communication of data, policies,      outcomes and reports Integrated planning/evaluation of    planning or mission Budget and resource allocation model/ Total Cost of Ownership/ Facilities     maintenance Evaluation of student and academic support services or administrative   services Participatory governance    Hiring Process  Enrollment management  Financial Liabilities and audit findings  Student engagement and student  leadership

5 Los Angeles City College: Recommendations for Improvement Recommendation College Response 2. Broadly  All governance committees continue to use SharePoint for posting minutes, agendas, communicate the outcomes, documents, and reports. results of all its  All governance committees engage in annual assessments and share their findings with assessment and parent committees. evaluation activities  The College Council and Academic Senate engage in an annual summary that describes how each committee recommendation resulted in improved College operations. Campus climate survey results are shared and discussed in governance committees and  during professional development activities. 3. Review course As part of comprehensive program review, departments verify that they are compliant in  and program level having each Course-Level Student Learning Outcome (CSLO) mapped to their Program alignment of student Student Learning Outcomes (PSLOs) and Institutional Student Learning Outcomes (ISLOs). learning outcomes  The SLO coordinator will continue to work with individual units to ensure continued alignment of CSLOs and PSLOs. 4. Develop and  The College approved an Enrollment Management Plan in Spring 2017. The plan is assessed implement an and updated annually. enrollment  Implementation is ongoing and has been supported through these and other actions: management plan Restructuring the Enrollment Management Committee (EMC) in Fall 2016 to focus on enrollment, retention, and marketing; creating the Marketing Team as a subcommittee of EMC in Spring 2017; and providing annual enrollment management reports and plans to the District. 6. Full review of final  The College is working with the District Budget Committee (DBC) and District leadership to budget allocation develop a new budget allocation model, which includes the debt repayment policy. mechanism  As of Spring 2019, the College has a net debt repayment owed of $4,400,853. Per District policy, in 2018-19 the debt repayment was suspended for one year when the College hired a new President. In 2019, the DBC approved an allocation model to distribute general fund unrestricted resources.  As part of the recommendation, debt repayment will be 1% of the allocated budget, approximately $600,000 annually, as compared to the current model of 3% of the allocated budget.

6 East Los Angeles College: Recommendations for Improvement Recommendation College Response 2. Clearly define  The College incorporated non-instructional areas into three-year assessment cycles, similar to institutional cycles the existing policy governing assessment procedures. for all types of  Non-instructional areas of the institution, including administrative areas, developed a mission and outcomes goals, confirmed contexts and outcomes, and created appropriate assessment methods and assessment evaluation rubrics.  The College maintains clear three-year cycles of outcomes assessment, including annual data analysis and discussion for both instructional and non-instructional areas. 3. Ensure the college  The College adopted eLumen in 2016, an online outcomes assessment and program planning goal progress is management system, for major planning processes. routinely monitored  The College uses eLumen for both learning outcomes assessment and the Annual Update Plan and evaluated (AUP). Each AUP in eLumen requires departments or units to annually assess their program outcomes and analyze student program completion.  The AUPs are reviewed annually by the Program Review and Viability Committee (PRVC). This committee reviews, assesses, and provides feedback on the department or unit recommendations developed at the start of the 6-year Program Review cycle in 2013. 6. Establish an  The College commits resources to developing and supporting the Office of Professional evaluation process Development, which facilitates professional development efforts for all employee groups. for professional  The College’s Integrated Professional Development (PD) Strategic Plan details the clear development alignment between professional growth efforts, college initiatives, and broader college goals. programs  Adopted by the ELAC Shared Governance Council in September 2016, the PD Plan describes multiple levels and time frames of systematic evaluation in four key PD areas: teaching and learning; service and support; effective leadership; and community building.  Data sources for the assessment and evaluation include Annual Update Plans' Professional Development section, Administrative Unit Outcomes (annually), and event or program surveys (each term or per event).  The Professional Development Committee established a well-rounded membership in which each employee group (faculty, staff, and administrators) is proportionately represented.