Criterion 2: Preparing for the Future

 

 

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Group members

 

Steve Dahlberg,chair

Nyleta Belgarde

Claudia Seymour

Jean Bakka

Ann Brummel

Holly Ristau

 

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To view the full 2006 WETCC self-study report for this criterion, click here:  Criterion Two.doc

 

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CRITERION TWO:  PREPARING FOR THE FUTURE – The organization’s allocation of resources and its processes for evaluation and planning demonstrate its capacity to fulfill its mission, improve the quality of its education, and respond to future challenges and opportunities.

 

The organization realistically prepares for a future shaped by multiple societal and economic trends.

 

2.1. WETCC’s planning documents reflect a sound understanding of the organization’s current capacity.

2.2 WETCC’s planning documents demonstrate that attention is being paid to emerging factors such as technology, demographic shifts, and globalization.

2.3 WETCC’s planning documents show careful attention to the organization’s function in a multicultural society.

2.4 WETCC’s planning processes include effective environmental scanning.

2.5 WETCC environment is supportive of innovation and change.

2.6. WETCC incorporates in its planning those aspects of its history and heritage that it wishes to preserve and continue.

2.7 WETCC clearly identifies authority for decision making about organizational goals.

 

The organization’s resource base supports its educational programs and its plans for maintaining and strengthening their quality in the future.

2.8 The college’s resources are adequate for achievement of the educational quality it claims to provide.

2.9 Plans for resource development and allocation document an organizational commitment to supporting and strengthening the quality of the education it provides.

2.10 WETCC uses its human resources effectively.

2.11 WETCC intentionally develops its human resources to meet future changes.

2.12 The college’s history of financial resource development and investment documents a forward-looking concern for ensuring educational quality (e.g., investments in faculty development, technology, learning support services, new or renovated facilties).

2.13 WETCC’s planning processes are flexible enough to respond to unanticipated needs for program reallocation, downsizing, or growth.

2.14 WETCC has a history of achieving its planning goals.

 

 The organization’s ongoing evaluation and assessment processes provide reliable evidence of institutional effectiveness that clearly informs strategies for continuous improvement.

2.15 The college demonstrates that its evaluation processes provide evidence that its performance meets its stated expectations for institutional effectiveness.

2.16 WETCC maintains effective systems for collecting, analyzing, and using organizational information.

2.17 Appropriate data and feedback loops are available and used throughout the organization to support continuous improvement.

2.18 Periodic reviews of academic and administrative subunits contribute to improvement of WETCC.

2.19 The college provides adequate support for its evaluation and assessment processes.

All levels of planning align with the organization’s mission, thereby enhancing its capacity to fulfill that mission.

2.20 Coordinated planning processes center on the mission documents that define vision, values, goals and strategic priorities for WETCC.

2.21 Planning processes link with budgeting processes.

2.22 Implementation of the college’s planning is evident in its operations.

2.23 Long-range strategic planning processes allow for reprioritization of goals when necessary because of changing environments.

2.24 Planning documents give evidence of the college’s awareness of the relationships among educational quality, student learning, and the diverse, complex, global, and technological world in which WETCC and its students exist.

2.25 Planning processes involve internal constituents and, where appropriate, external constituents.