This data includes Jan 2020 commission actions from fall 2019 team visits.

Starting from the most broad view, the highest number of recommendations are in standard II, followed by standard I.

Below is another view of compliance recommendations looking at percentages.

Stepping in closer, the one standard area with the most compliance recommendations is standard II.A Instructional Programs.

Going a step further within each of the four standards, one can see the specific standard components that receive the most recommendations.

In Standard I, I.B.2 (SLO assessment) has the highest number of recommendations.

In standard II, II.A.3 (SLO assessment) has the highest number of recommendations.

Standard III, the most compliance recommendations went to four areas: III.A.5 (evaluation of human resources), III.C.2 (planning, updating, and replacing adequate technology), III.A.6 (consideration of how employees use results of assessment of SLOs to improve teaching and learning), then III.D.1 (sufficient resources enhance programs and services, financial affairs managed with integrity & stability).

Standard IV, three standards had the most compliance recommendation: IV.A.6 (documenting and communicating decision making process and resulting decisions), IV.B.3 (CEO leadership guides institutional improvement through established policies and procedures ), and IV.C.7 (board policies and procedures are consistent, assessed, and revised). Standard IV.A.7 (evaluating leadership, governance, and decision making to make improvements and communicate results widely) and had the next highest number of recommendations.

In conclusion, there are seven compliance themes that appear from looking at the standard components with the most recommendations:

• Improving and increasing student achievement through assessment, disaggregation, evaluation, and using that data to drive improvements
• Communicating evaluation activities to the public and employees
• Evaluating human resources
• Having adequate technology
• Documenting and communicating decision-making processes and decisions
• Governing board consistently follows, assesses, and revises policies and bylaws
• Strong CEO leadership that guides improvement of the institution through established policies and procedures, quality data, and effective resource allocation
• Sufficient resources, managed with integrity & stability, used to enhance programs and services