SVCC HLC Self-Study Document

Sauk Valley Community College
HLC Self-Study Document

September 19-21, 2011

2C.1: Effective Systems Support Continuous Improvement

The 2002 Visit Team found Sauk engaged in collecting data, but without a system that assured that analysis of that data contributed to continuous improvement. As a result of that finding, the college recognized that much of its planning was done in “silos,” creating isolated documents in isolated settings. It set about transforming itself into a learning organization where continuous improvement could be achieved and documented through interlocked planning systems. In 2006, the Focused Visit Team recognized that transformation and made recommendations for continued growth of the systems for strategic planning and assessment. In addition, a new president added his perspectives, which effected continued changes in the strategic planning system, some of which are being set into motion for the first time during the self-study process. The primary initiative undertaken has been focused on re-engineering and linking multiple internal processes into a single efficient system and on integrating daily activities with institutional planning.

Sauk is clearly maintaining effective systems for collecting, analyzing, and using organizational information. Most importantly, the components of the planning system are linked in such a way that the data from each informs annual budget decisions that in turn support the Strategic Directions. Each of the four primary planning and evaluation cycle components includes a specific point in the timeline where prior performance is revisited in setting future plans (link to an appendixAppendix):

Appropriate internal and external data is made available for strategic, operational, program review and budgetary planning. Information Services creates variations of data sets as requested if a need is determined. The Board of Trustees, the President's Cabinet, and the academic areas and support departments clearly look at data. Reviews of data contribute to organizational improvement when they are used for goal creation in assessment, Operational Plans, or program review. Decisions or steps toward implementation for improvement are more difficult to trace from the President's Cabinet and Board of Trustees meetings as the decisions are housed in minutes and do not necessarily go into a planning document with Strategic Goals attached.