A CASE FOR CHANGE Strategic Planning Cascade Process and Workshop Packet October-November 2006.

A CASE FOR CHANGE

Strategic PlanningCascade Process and

Workshop PacketOctober-November 2006

2www.deanza.edu/strategicplan

Contents

I. Agenda

II.Strategic Planning Overview

III.Cascade Process

IV.Transformational Initiatives Workshop Packet


I. Agenda

1. Developing/aligning commitments around “A Case for Change” transformational initiatives (TIs)

• Participation & Support

• Pathways to Student Success

• Community Collaborations

• Collegiality and Empowerment

2. Preparing to align budget and funding to programs supporting TI achievement


II. Strategic Planning

Overview


A Case for Change: Key Challenges

1. Improving Student Learning and Success

2. Enrollment

3. The Economy

4. Our Competition

5. Technology

6. Funding


Key Challenge — Enrollment

Projected Growth in 15- to 24-year-olds concentrated among Hispanic population

Source: CA Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000-2050. Sacramento, CA, May 2004.

Santa Clara CountyPopulation Percentage Distribution by Ethnicity

History and Forecast, 2000 to 2030

0%

20%

40%

60%

80%

100%

Asian/PI Black Hispanic White

2000 2005 2010 2015 2020 2025 2030


Key Challenge — Enrollment60+ Population Projected to Grow Rapidly

Santa Clara CountyPopulation Percentage Distribution by Age Group

History and Forecast, 2000 to 2030

0%

20%

40%

60%

80%

100%

0 - 14 15 -24 25 - 59 60+

2000 2005 2010 2015 2020 2025 2030

Source: "Projections 2002" ABAG, December 2001 for 1990; "Projections 2003" ABAG, June 2003, for 2000 to 2030..


Opportunities to Improve Student Learning & SuccessHigh Priority / Low Satisfaction

StudentSatisfaction Survey

Institutional Priorities

Survey Convenientclasses

Adequate parking

Does whatever it can to help me

Advisor knows transfer

Early notification

Key Challenge — Improving Student Learning & Success

Advising

Concern for individual

Run-around

Register for

classes

Quality of instruction

Fair and unbiased treatment

Campus safety

Security staff respond quickly

Advisors approachable

Counselors care

Library/ lab


De Anza Strategic Planning Process 2006

4 TIs Develop

May June-AugustStory-based

Planning

Teams Form Teams Plan

June

80 Faculty and Staff Develop

“Future Vision”Story Themes Develop into 4 Initiatives

Teams of 10-20 create Vision, Areas of Focus,

Metrics


De Anza Cascade Process 2006-08

InitiativeRecommendations

September 22 October- November

Opening Day

Workshops

Senates All Employee

Cascades

October

All Staff input to

Initiatives

Review Initiatives and Recommendations

Campus-wide Planning

January 2007

Incremental

Funding

Operational Execution

2007-08

December 11Senior Staff GoalRealignment/Refinement/Reporting Out


Initiative Team Members

•Wayne Chenoweth•Marcos Cicerone•Nancy Cole•Mary Donahue•Mary Kay Englen•Mae Lee•Ann Leever•Olivia Patlan•Chris Storer•John Swensson•Pauline Yeckley

ParticipationCo-Champions

Jean MillerRob Mieso

•Maryalice Bonilla •Cindy Castillo•Michele Nga Doan•Al Guevara•Jeanine Hawk•Paula Joseph•Carmen Pereida•Dan Salah•LaDonna Yumori-Kaku

Pathways to SuccessCo-Champions

Lydia HearnAndrew LaManque

•Gregory Anderson•Robert Boller•Pat Fifield•Robert Griffin•Lois Jenkins•Judy Mowrey•Fran Lathers•Judy Miner•Cinzia Muzzi•Deb Sack•Rich Schroeder•Marion Winters•Cheryl Woodward

•Matt Abrahams•Patrick Gannon•Cynthia Kaufman•Duane Kubo•Sally Larson•Ben Rodriguez•Kristin Jensen Sullivan•Mary Sullivan

CommunityCo-Champions Carleen BruinsKarl Von Ahnen

De Anza College

CollegialityCo-Champions

Margaret MichaelisBradley Creamer


Participation and Support

Community Collaborations

Clear Pathways to Student Success

Success Metrics/Individual Commitments to Action

Planning Vision

Building on its tradition of excellence, De Anza challenges students of every back-

ground to develop their intellect, character and abilities; achieve their educational goals; and serve their community in a diverse and changing world.

Collegiality and Empowerment

• Target outreach and inreach to regional communities by divisions, departments and programs

• Increase retention of new and returning students in targeted populations

• Develop campus capabilities with accountability

• Develop individual and institutional cultural competencies

• Individualize attentionbased on student need

• Utilize effective technological tools for achieving student success

• Consistent and frequent communications

• Enhance culture oflearning and interaction

• Increase professional and personal opportunities for all employees

• Keep education current, vital and relevant to the needs and interests of our students and communities

• Teach and engage students to be agents of change and lifelong participants in the social, economic environmental and political realities of their lives, communities and beyond

• Facilitate the exchange of campus and community resources

Areas of Focus

Transformational Initiatives

De Anza Alignment Arrow


III. Cascade Process


Strategic Planning Cascades

Campus Level

Department Level

Quickly Engage Next Level

Mission

College Success Model

Values

Stretch Goals

Metrics

Commitments

Initiatives

Quickly Engage Next Level

Individual Level

Mission


Values

Stretch Goals

Metrics

Commitments

Initiatives

Mission


Values

Stretch Goals

Metrics

Commitments

Initiatives

Realign

Realign


Goal Alignment Process

Step Complete By:Senior staff develops commitments to action (CTAs) to share with deans and directors.

October 23

Deans and directors develop CTAs to share with departments/divisions

November 3

Department cascades November 20

Individuals finalize CTAs with dean or director

November 27

Deans/directors prioritize commitments to action and submit to their vice president; and send to Tina Woo in the president’s office, as one complete package, individual and departmental CTAs.

December 1

Deans and directors discuss and finalize commitments to action with their VP. These commitments will be part of management performance criteria for 2007-08.

December 8

Town Hall Meeting: Senior Staff Goal Realignment/Refinement and Reporting Out (based on departmental and individual CTAs)

December 11


SMART Objectives

Specific • Is it clear, understandable and well-defined?

Measurable • Can the result of the objective be quantified?

Aligned

• Does the objective fit with your departmental and VP commitments to action?• Are interdependencies identified and addressed?

Relevant

• Is this a high-impact driver of achieving the overall transformation?• Do I have the necessary authority, knowledge and skill to accomplish the objective?

Time-Based• Are start and completion dates assigned?


Table Team Roles

Facilitator: Ensures that the Table Work Team understandsthe task assignment and follows the outlined stepsto completion on time. Encourages all team membersto be involved in the discussion.

Recorder: After team discussion and prioritization, clearly and concisely records the most important answers to each of the questions in the table team worksheet.

Please rotate the roles among the Table Team membersas the team moves from one initiative to another.


INSTRUCTIONS

1.The leader at each table will lead a discussion encouraging everyone to share their thoughts about how the team can support their department’s 2007-08 commitments to action.

2.NOTE: There are two worksheets to be completed in this team assignment: • Team Worksheet: For recording and presenting the team’s three best ideas for

commitment• Individual Worksheet: For recording your own draft performance commitments to action

for 2007-08 (one-year CTAs)

• The facilitator will first help the Team choose the three best commitments that support the 2007-08 goals.

• The recorder will record these on the team worksheet.

• At the end of the module each individual will record his or her own performance commitments to action for this initiative on the 2007-08 Individual Worksheet at the end of this section.

DELIVERABLES

1.Initiative Table Team Worksheet

2.2007-08 Individual Commitments to Action Worksheet – Each participant documents his/her preliminary individual performance commitments to action.

Initiative Table Work Assignment


Initiative Module: Format

Presentation of Initiative 5 min

Division/Department Leader’s 5 min Commitments & Coaching

Table Work & Team Dialogue 30 min

Individual Recording of 5 minPerformance Commitments

45 minutes per initiative


SAMPLETable Team Worksheet

Area of Focus List the 3 best commitments to action the team identified to help achieve our goals for this initiative

Division: Department:

Recorder: Turn in worksheet


2007-08 Individual Commitments to ActionName: Department:

Initiative Area of Focus

SAMPLE1.

2.

3.Areas of

FocusIndividual Commitments to Action Metrics Time Frame


• By November 27, individuals finalize their commitments to action with their manager and submit a copy of the individual CTA form to him or her.

• By December 1, deans/directors and divisions prioritize commitments to action and submit to their vice president. Deans/directors will send to Tina Woo in the president’s office, as one complete package, individual and departmental CTAs.

• Individual CTAs should align with departmental CTAs, which must align with senior staff CTAs.

• On December 11, there will be a town hall meeting which will include realignment/refinement and reporting out from the senior staff based on departmental and individual CTAs

Next Steps


• Division prioritization of commitments will be submitted to Planning and Budget Teams (PBTs) for additional prioritization and proposed budget allocation during January 2007.

• There will be campus-wide quarterly reviews and annual “mini-cascades.”

Next Steps

THANK YOU For Your Commitment to

A CASE FOR CHANGE!


IV. Transformational

Initiatives

Workshop Packet


Participation & Support forUnderserved Populations

VISION FOR INITIATIVE

Attract, support and retain new and returning students from regional

communities with low college participation rates including, especially, Latinas/os, African

Americans and older adults.


Participation & Support for Underserved Populations

Description Metrics

Area of

Focus #1

Targeted outreach & inreach: externally to regional communities and internally from divisions, departments and programs to targeted students underrepresented in their areas

Each instructional division and support program will increase its enrollment and/or capacity to serve students in targeted groups by 5% for each group each year; the first increase will be measured from fall 2007 to fall 2008.

Area of

Focus #2

Increased retention of new and returning target-group students through improved linkage to services and improved teaching

Increase retention of each target group by 7% per year, beginning with a measured increase between fall 2007 and fall 2008.

Area of

Focus #3

Developing campus capabilities to accomplish areas #1 and #2 with accountability, support and feedback

All De Anza staff will receive learning opportunities in cultural competency. Targeted participation rates: by fall 2007, 15%; by fall 2008, 35%. Learning opportunities may be offered in a variety of formats including online, workshops and ongoing classes. All opportunities will carry PGA and/or PAA credit as appropriate.


ParticipationTable Team Worksheet




Increase retention of new and returning students in targeted populations

Develop campus capabilities with accountability

Target outreach & inreach to regional communities by divi-sions, departments, programs




Participation1. Target Outreach and Inreach

2. Increase Retention

3. Develop Campus Capabilities Areas of




Cultivate an environment in which every student is equipped to enroll, participate, learn and succeed through individualized attention, effective pedagogical

practices and technology.

Pathways to Student Success


Pathways to Student SuccessDescription Metrics

Area ofFocus #1

Develop Individual and Institutional

Cultural Competencies

• The percentage of students starting in basic skills courses who successfully complete college level courses in the same subject will increase by 1 percentage point each year.

• Participation rates of underrepresented student groups in transfer-level math and science courses will equal each group’s representation of on-campus students stating a goal of transfer. Annual targets will be based on end-of-term data for the previous year.

• Course success rates of underrepresented student groups in transfer-level math and science courses will be equal to other ethnic groups in the same courses. Annual targets will be based on end-of-term data for the previous year.

• There will be no statistically significant differences among ethnic groups on annual campus climate indices, with improvement demonstrated each year.

• The percentage of fall, first-time, degree-seeking students transferring to a UC within 3 years will be 20% for all ethnic groups. For students starting in fall 2007, there will be a 1 percentage point annual increase for each ethnic group.

Area ofFocus #2

Individualize Attention Based on

Student Need

• On-campus FTES enrollment will increase 2% annually.• Fall-to-winter persistence rate of first-time degree-seeking students with a goal of transfer or degree will increase 1% each year from winter 2007 to winter 2009.

Area ofFocus #3

Utilize Effective Technological Tools

For Achieving Student Success

• At least 90% of first-time degree-seeking students will use online systems to develop and modify educational plans by fall 2012, starting with 25% of new students in fall 2007.

• Achieve a 90% satisfaction rate (currently <70%) on the annual technology survey, including questions regarding the use of technology to enhance student learning and being kept informed of new ays to use technology.


Pathways to Student Success InitiativeTable Team Worksheet



Develop individual and institutional cultural competencies

Individualize attention based on student need

Utilize effective technological tools for achieving student success




Pathways to Student Success

1. Develop individual and institutional cultural competencies

2. Individualize attention based on student need

3. Utilize effective technological tools for achieving student success

Areas of





Create a climate that empowers all employees to be actively engaged in the campus community and encourages mutual respect through open communication, morale-building and professional

development.


Description Metrics

Area ofFocus #1

Consistent and Frequent Communication at the College, Division and Departmental Levels

*Double annual number of faculty and staff events (town halls, division-sponsored events, all-campus events, etc.)*Enhance communication with all employees through a variety of channels including electronic communication, staff newsletters, etc.*Ensure that all employees are using college e-mail and portal systems within one year of implementation of the initiative

Area ofFocus #2

Enhance Culture of Learning and Interaction

*Increase number of staff and faculty social and learning learning events by one per quarter for the first year; two per quarter following years*Conduct annual climate survey; response rate 50% with satisfaction rate 85% by year 5.*Increase professional presentations/open houses by departments until every department does one each year.*Increase attendance at quarterly all-campus college gatherings (e.g. college hours or alternative events) 15% per year over 5 years

Area ofFocus #3

Increase Professional and Personal Opportunities for All Employees

Increase by 10 percent annually:*Faculty/staff participation at professional meetings*Applications for professional and other growth awards*Number of employees seeking educational courses*Number of eligible employees seeking tuition reimbursements

*Development of new career counseling options for staff



Collegiality and Empowerment InitiativeTable Team Worksheet

Area of Focus

Department:


Consistent and Frequent Communications

Enhance culture of learning and interaction

List the 3 best commitments to action the team identified to help achieve our goals for this initiative

Increase professional and personal opportunities for all employees


[insert logo]2007-08 Commitments to ActionName: Department:



1.Consistent and Frequent

Communications

2.Enhance Culture of Learning

and Interaction

3.Increase Professional and Personal Opportunities for

All Employees

Areas of

FocusCommitments to Action Metrics Time Frame



Increase and nurture community partnerships and collaborations that will strengthen the educational, cultural, economic and environmental assets of the college and the communities we serve.



Description Metrics

Area ofFocus #1

Keep education current, vital and relevant to the needs and interests of our students and the communities of which De Anza is a part.

•Establish 3 new or revitalized program advisory groups per year over the next 5 years, or hold 3 community, business, and/or student focus groups per years over the next 5 years.

•Hold at least 3 faculty and staff development trainings per year over the next five years.

Area ofFocus #2

Teach and engage students to be agents of change and lifelong participants in the social, economic, environmental and political realities of their lives, their communities and beyond.

•Work areas (i.e. divisions, departments, programs and offices) will increase the number of projects involving civic and community agencies and organizations, institutions and businesses by 10% per year for the next five years.

Area ofFocus #3

Facilitate the exchange of campus and community resources.

•Increase the number of companies, organizations and individuals involved in contributing materials, ideas and resources (e.g. tutoring and internships) by at least 5 partners per year for the next 5 years.



Community Collaborations InitiativeTable Team Worksheet

Area of Focus

Department:


Keep education current, vital and relevant to the needs and interests of our students and communities.

List the 3 best commitments to action the team identified to help achieve our goals for this initiative

Facilitate the exchange of campus and community resources.

Teach & engage students to be agents of change & lifelong participants in the social economic environmental & political realities of their lives, communities & beyond.





1.Keep education current, vital and relevant

2.Teach and engage students to be agents of change and lifelong participants

3.Facilitate the exchange of campus and community resources.

Areas of


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A CASE FOR CHANGE Strategic Planning Cascade Process and Workshop Packet October-November 2006.

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