RATIONALE The rationale for this proposal is to provide Modesto Junior College with a planning structure that is simple and predictable and that results in usable data to assist in decision-making. To achieve these goals, we propose developing a process that links planning, budgeting, and evaluation and that is based on measurable outcomes. The process should begin at the unit level and end at the president’s desk; it should be clear, occurring on an established and regular timeline, and it should involve constituents from all levels of the organization. FIVE-YEAR CYCLE  YEAR ONE: PROGRAM REVIEW. A review of individual programs should begin the cycle as a way to identify strengths and weaknesses as well as to identify program needs. These reviews will be based upon data provided to each unit by the college researcher. (See attached outline for proposed Program Review plan.) YEAR TWO: EDUCATION MASTER PLAN. This plan, which is generated by each unit, proposes activities that will alleviate weaknesses identified by the program’s review. These activities are detailed, have budget needs attached, and have measurable outcomes. Units also propose projects based on areas of importance, or goals, that the college has established through its shared governance process. These standards or goals are reflective of the college’s mission and the district’s vision statements. YEAR THREE: IMPLEMENTATION. Units need a year during this cycle in which to focus on development and implementation of funded projects. YEAR FOUR: PROGRESS REPORT. Much like a funded grant proposal, these projects will be accountable for reporting progress beginning in year three. Progress is monitored. YEAR FIVE: EVALUATION PHASE. Outcomes for funded projects are reviewed; additional progress is predicted. Recommendations based on project outcomes are made. Outcomes are distributed to the college community.


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The ANNUAL UPDATE to the Educational Master Plan will continue. This update will provide for adjustments to budget needs based on progress reflected in annual reports on measurable outcomes for each project in the EMP. The Process  College divisions and units develop projects and a prioritization list for their projects for the EMP. Each division or unit identifies its most important 2-3 projects. These projects address the Objectives under each Planning Goal

in the Strategic Plan such that specific actions are identified whose outcomes can be measured qualitatively and/or quantitatively.    College-wide committees will be encouraged to act as a unit and to submit projects through the planning process. To find funds and allocate them appropriately using the EMP information, two new committees are formed. A five-year planning calendar will be developed and followed. This calendar will clearly project the Strategic Planning Cycle.

Budget Committee Purpose:  To learn the elements of the district and college budget.  To analyze the budget and identify sources of funding.  To make recommendations to the Strategic Planning Committee on funds available for allocation.  To disseminate budget information to the college community. Membership:  Director of Budget  Administration (2) One from Instruction, one from Student Services  Faculty (2) One appointed by Academic Senate, one by YFA  Classified (2) Two appointed by CSEA  Student (1) One appointed by ASMJC Strategic Planning Committee Purpose:  To allocate funds for special needs of the college (formerly Scenario B).  To analyze the 2-3 identified most important projects from the unit EMPs and discuss prioritization.  To use the funding recommendations from the Budget Committee.  To prioritize allocation of funds to identified top projects. Membership:  Administration  Faculty  Classified  Student (2) VPI, VPSS (2) Academic Senate President, YFA President (2) CSEA President, one appointed by CSEA (1) ASMJC President

The work of the Budget Committee and the Strategic Planning Committee will be reported to the College Council that will then make a recommendation to the President.


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