Creating and Leading the Learning College

1. Creating and Leading the Learning College Irving Pressley McPhail, Chancellor The Community College of Baltimore County Delgado Community College – February 18, 2005

2. AGENDA • CCBC Brief History and Profile • The Politics of Reform • Vision of a Learning College: • LearningFIRST 2.0 Strategic Plan • Transformation by Strategic Direction

3. CCBC Profile

4. The Community College of Baltimore County • Single college three campus system • Largest community college in Maryland • Over 67,000 students attend annually • 28,000 credit • 39,000 non-credit • 56% of all Baltimore County residents enrolled in college attend CCBC • Consult with over 150 companies annually to train employees

5. The Community College of Baltimore County • Diverse Student Population • 36% minority • 29% African American • 1,200 employees, with 400 faculty • Vanguard Learning College • Bellwether Award Winner for Planning, Finance and Governance

6. A Brief History of The Community College of Baltimore County

7. Baltimore County Once Upon a Time …. There were three Community Colleges Essex Catonsville Dundalk

8. Internal Need for efficiency Limited funding Pressure for accountability Changing student demographics External Economic forces Technology Competition Demographics Public’s lack of trust Imperatives for Change

9. Decision to Reorganize • Consultant hired by Board of Trustees, 1994 • Creation of “federated” system of colleges under chancellor, 1995 • Centralization of administrative services, 1996 • Reorganization of instruction and student services, 1997

10. CHAOS !

11. Rapid and Decisive Change • Board of Trustees reorganized • Board Chair appointed by Governor • Chancellor Irving Pressley McPhail hired in February 1998 • Single college, multi-campus structure created by legislative action in October 1998

12. The Visionary Leader • Educators who would develop and promote a vision must possess: • A sense of history of what works and doesn't in social organizations, especially during times of change • A willingness to understand the public’s view as well as campus interests

13. Building the Learning College1998 to 2004 • LearningFIRST • 1998 -2003 Strategic Plan Developed and Implemented • CCBC selected as Vanguard Learning College • CCBC accredited as a single college multi-campus system by Middle States 2002 • LearningFirst 2.0 • 2004-2008 Strategic Plan Developed and implementation is underway

14. LearningFirst 2.0 The Community College of Baltimore County’s Strategic Plan 2004 to 2008

15. LearningFirst 2.0 • Built on CCBC’s first Strategic Plan LearningFirst. • Planning process took 8 months. • College-wide Strategic Planning Committee • Environmental Scans • Series of Draft Plans • Shared with entire College Community

16. Vision of aLearning College The Community College of Baltimore County is a premier, learning-centered institution.

17. Statement of Beliefs Commitment to Planning • CCBC acquires its direction through adherence to its Vision and Mission Statements. • The implementation of the College’s strategic and operational plans is the primary means for focusing the entire organization to this end.

18. Statement of BeliefsAs a learning centered community college, CCBC: • Makes learning its central focus. • Makes students active partners in the learning process. • Assumes final responsibility for producing student learning. • Focuses on learning outcomes to assessstudent learning and success.

19. Statement of BeliefsAs a learning centered community college, CCBC: • Creates a holistic environment that supports student learning. • Ensures that every member of the college community is a learner. • Evaluates all areas of the college by the ways they foster student learning.

20. Statement of BeliefsAs a learning centered community college, CCBC: • Assesses student learning at the institutional, program and course levels. • Focuses on two questions to guide all institutional decisions: • How does this action improve and expand student learning? • How do we know?

21. LearningFirst 2.0 Learning Support Learning College Strategic Communication Student Learning Infusing Technology Enrollment Management Organizational Excellence Community Development & Institutional Advancement Embracing Diversity

22. Student Learning: Strategic Direction CCBC provides a high quality learning-centered education that maximizes student learning and makes students partners in their education.

23. Student Learning: Strategic Objectives • Maintain and enhance a learning-centered community with a variety of high quality programs strategies and methods to meet the needs of its students. • Provide academic programs and support services that will help students develop and achieve their educational goals. • Maintain a community in which ideas about learning can be exchanged openly and in which collaboration across campuses, academic programs and student support services will promote student learning.

24. Student Learning: Strategic Objectives • Support an environment that helps students take responsibility for their own learning and become lifelong learners. • Invest in academic programs and curricula that meet current and future needs of students and discontinue those programs that do not. • Emphasize continuous self assessment at the institutional, program and course levels to document improved and expanded student learning.

25. Planning and ImplementationThe Integrated Planning Model Strategic Plan Five Year Long Range Plans Operational Plan Budget One Year Results Management Quarterly

26. Strategic PlanDrives Resource Allocation • Budgets developed with LearningFirst2.0in mind: • Current services budget reframed to conform to core strategic directions • New initiatives “tier” developed to fund innovations supporting the plan • Staffing decisions based on LearningFIRST 2.0

27. Operational Planning • Identifies areas of concentration for the coming year. • Consists of: • Chancellor’s Operational Plan • Approximately 80 objectives per year • Cabinet’s Staff Member Objectives • An additional 100 objectives

28. Accountability • Occurs at many levels of the organization. • Quarterly Review system for Operational Planning • Program and Outcomes Based • Program - Implementation Success/Failure • Outcomes -Theory Success/Failure

29. CCBC Institutional Effectiveness System • Used for Decision-Making and Assessment • Incorporates Planning Accountability • Helps address the key questions: • Does this action improve and expand learning? • How do we know this action improves and expands learning?

30. CCBC Institutional Effectiveness System Operational Plan External Reports Performance Accountability Report Operational Plan Evaluation College Surveys Operational Plan Indicators Departmental Reports & Records CCBC Database Strategic Plan LearningFirst Academic Indicators Programs & Learning Outcomes College Reports Strategic Plan Indicators Environmental Scanning Data External Data Banner Database Long Range Plans Technology Enrollment Campus Long Range Plan Indicators

31. Vehicles for Change • CCBC has relied on “teams” to promote the implementation of the learning college • Council on Innovation and Student Learning (CISL) • Vanguard Team • Strategic Enrollment Management Team (SEM) • Learning Outcomes Assessment Team (LOA) • Strategic Communications Task Force

32. CISL : An Example • Served as a college-wide think tank • Lead the transformation of the CCBC into a premier, learning centered college • Served as change agents • Help to frame policies, procedures and infrastructure needed to become a learning college

33. Specific tasks • Educate yourselves and the campus communities • Develop an operational definition of the learning college that is specific to the CCBC • Stimulate the development of a college-wide process for experimentation and innovation • Document the change process and disseminate your work

34. Structure Chancellor Learning Paradigm Issues Learning Communities CISL Campus Outreach & Education Assessment of Learning General Education Professional Development Campus CISLs Dev. Education

35. How Far We Have Come • StudentLearning • Learning Outcomes Assessment • Learning Communities • Title III Grant – Developmental Education • Common Course Outlines • Culturally Mediated Instruction • New Program Development • Learning College Projects – 80% faculty participation

36. How Far We Have Come • Learning Support • Fast Track Classes • Online Courses- over 1,200 registrations • Skills Assessment and Placement • Learning College • CISL • Vanguard New Architectures Movement • Creation of “Schools” • New Shared Governance Structure

37. How Far We Have Come • Infusing Technology • Integrated Administrative Systems • Instructional technology training • – Virtual Academy and TLC • Massive increases in instructional computing resources • Organizational Excellence • A culture of evidence • Integrated planning, budget and management systems • Improved facilities focus with learning in mind

38. How Far We Have Come • Embracing Diversity • Diverse Workforce and Student Body Reflective of Community • Closing The Gap Initiative • Task Force on Intercultural Competence • Community Development and Institutional Advancement • Improved Articulation agreements • Closer relations with external “communities

39. How Far We Have Come • Enrollment Management • Strategic Enrollment Management Planning • EMOAT • Strategic Communications • Strategic Communications Plan

40. The Community College of Baltimore CountyA premier learning college When we dream alone, it is only a dream. When we dream together, it is the beginning of a reality.

41. For Further Information: Dr. Irving Pressley McPhail Chancellor The Community College of Baltimore County 7200 Sollers Point Road Baltimore, Maryland 21222 Telephone: 410-285-9820 Email: imcphail@ccbcmd.edu Website: www.ccbcmd.edu