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Deep Springs College 2017 Comprehensive Evaluation Visit

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Deep Springs College 2017 Comprehensive Evaluation Visit EXTERNAL EVALUATION REPORT Deep Springs College Big Pine, California A Confidential Report Prepared for the Accrediting Commission for Community and Junior Colleges Western Association of Schools and Colleges This report represents the findings of the External Evaluation Team that visited Deep Springs College on March 13-16, 2017 Dr. Kevin Trutna, Chair Visiting Team Members Chair Assistant Dr. Kevin Trutna (Chair) Mr. Billy Ogle Superintendent/President Instructional Assistant - Tutor Feather River College Coordinator/Upward Bound Advisor Feather River College Academic Representatives Dr. Frank Nigro Ms. Eileen Apperson Dean, Science, Language Arts, Math English Instructor ALO Shasta College Reedley College Ms. Kelly Fowler Mr. Jeffrey Ragan Vice President of Instruction & Student Services Instructor, Reading Clovis Community College Madera Community College Center Administrative Representatives Mr. Edralin Maduli Dr. Victor Jaime Vice Chancellor of Administrative Services Superintendent/President West Valley-Mission CCD & Imperial Valley College Trustee Chabot/Las Positas CCD 2 Summary of the External Evaluation Report Deep Springs College March 13-16, 2017 Dr. Kevin Trutna, Team Chair An eight member team visited Deep Springs College (DSC) from March 13-16, 2017, for the purpose of determining whether the College continues to meet Accreditation Standards, Eligibility Requirements, Commission Policies, and USDE regulations. The team evaluated how well the College is achieving its stated purposes, providing recommendations for quality assurance and institutional improvement, and submitting recommendations to the Accrediting Commission for Community and Junior Colleges (ACCJC) regarding the accredited status of the College. In preparation for the visit, the team chair attended an ACCJC chair training workshop on December 1, 2016, and conducted a pre-visit to DSC on January 12, 2017. During this visit, the chair met with the President and Dean to learn about the self-evaluation preparation process and to tour the facilities in advance of the team visit. The visiting team attended an ACCJC training session provided by ACCJC staff on January 20, 2017, and held a conference call with all participants on January 23, 2017, in preparation for the visit. The evaluation visiting team received the DSC self-evaluation document and related evidence. It should be noted that the structure and mission of DSC are unique, not found in other colleges, with the three pillars of DSC being academics, labor, and self-governance. The beneficial ownership of college operations from students is another aspect that is strong and unique to the institution. The visiting team found that the self-evaluation report included broad participation across campus, including an extraordinary level of student review and input. Team members found the report to be comprehensive in addressing recommendations from the previous evaluation team, Eligibility Requirements, Commission Standards, and Commission Policies. However, the narrative provided and supporting evidence cited was inadequately referenced and required further, in-depth investigation to provide sufficient evidence in support of statements made in the report. The College was more than helpful in providing all information and explanations requested to the visiting team, and this informed the eventual findings and recommendations. During the evaluation visit, team members met with campus constituents, committees, and individuals and visited classrooms. Informal meetings took place during communal dining and across campus. An open forum was attended by the majority of the Student Body and several staff members. Team members reviewed numerous materials supporting the self- evaluation report, including electronic documents and items in the team resource room. The visiting team greatly appreciated the natural beauty of the campus, its isolation, and the welcoming atmosphere on campus. Students, staff and faculty were all open, honest, and forthcoming in their responses. The team was impressed with the extensive self-governance expectations and responsibility of students in their substantive ownership of college operations and learning. The team was also impressed with the integration of responsibilities through the three pillars required of all students. The visiting team found Deep Springs College to be in compliance with almost every Eligibility Requirements, Commission Policies, and USDE regulation. The team members observed a few areas where DSC could improve as an institution. Some of these areas were also noted in the Quality Focus Essay and planning agendas developed by DSC. Other minor processes are currently under revision to maintain compliance. 4 Major Findings and Recommendations of the 2017 External Evaluation Team Team Commendations Commendation 1 The team commends the College for living their mission statement. Student engagement and commitment to the three pillars of Deep Springs College is exceptional. The faculty, staff, and administration provide the foundation for these academic, labor, and student self- governance pursuits. Commendation 2 The team commends the College for its robust culture of dialogue, which impacts every aspect of the program, including review of processes, courses, course outcomes, and the DSC community. This practice leads to concrete outcomes and helps develop skills that will benefit students in their future educational and professional endeavors. Commendation 3 The team commends the College for providing students opportunities to acquire life skills and gain responsibilities through the integration of the labor and student self-governance pillars with the academic program. Commendation 4 The team commends the College on how it promotes students’ beneficial ownership of the College through the development of curriculum, labor, and in the evaluation of faculty and administrators. 5 Team Recommendations Recommendations to Meet the Standards None Recommendations for Institutional Effectiveness Recommendation 1 In order to improve institutional effectiveness, the team recommends the College document and effectively communicate the purpose, discussion, recommendations, and decisions of College committees and meetings. (Standard I.B.1; I.B.6; IV.A.6) Recommendation 2 In order to improve institutional effectiveness, the team recommends the College complete the strategic planning and resource allocation processes which includes goals, objectives, methods of assessment, analysis, results, and how the results are used for improvement. (Standard I.B.1; I.B.9; ER 19) Recommendation 3 In order to improve institutional effectiveness, the team recommends the college establish an integrated planning model to clearly connect the goals and assessment of the three pillars (academics, labor, and self-governance) to the goals and assessment of the strategic planning process. (Standard I.B.1; I.B.9; ER 19) Recommendation 4 In order to improve institutional effectiveness in the process of the board’s evaluation of the CEO, the team recommends that the board establish a policy to describe the formal, systematic evaluation of its CEO to include criteria and goals. (Standard IV.C.3) 6 Introduction Deep Springs College (DSC) is a private, two-year liberal arts college located in a very rural part of Inyo County with the nearest large town, Bishop, 40 miles away. The 300-acre campus was founded in 1917 by electricity tycoon L.L. Nunn who built the educational program around three pillars: academics, self-government, and manual labor. The College now includes an additional 2,500 acres in the Deep Springs Valley and leases 90,000 acres of Bureau of Land Management and United States Forest Service land. DSC's student body has traditionally been all-male. However, pending litigation, the College is pursuing a policy that would allow for admissions with no gender restrictions. DSC is unique in that it is the smallest college in California. The admissions process is highly competitive, with only 12-15 students admitted each year out of an applicant pool of over 200. The College has a total student body of only 24-30 students. Class sizes are small and intimate, with a student-faculty ratio of 5:1. Students play a large role in their own education by serving on the College's three standing committees, which are responsible for student admission decisions, faculty hiring decisions, course selection, evaluation of their peers, and evaluation of faculty and administrators. Students attend DSC free of tuition, but in exchange, students have much expected of them. In addition to participating in a rigorous academic liberal arts curriculum, students are required to perform at least 20 hours of labor per week, which includes running a 155-acre alfalfa farm, caring for 200 head of cattle, running the dining hall, and overseeing all campus facilities. The College believes that strenuous effort, both inside and outside the classroom, is paramount to the development of intellectual and ethical character and follows from the mission which was described by faculty as training students to “do good in the world.” The majority of DSC students do not receive a degree after attending. Nearly all transfer to a four-year institution to complete a Bachelor's degree and therefore have no need of an Associate's degree. Students regularly transfer to some of the most prestigious colleges in the country, including Harvard, Yale, Columbia, Chicago, and Stanford. Alumni of DSC have gone on to receive many awards, including
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