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Opening Day. September 22, 2006. 2

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Opening Day. September 22, 2006. 2. www.deanza.edu/strategicplan ... Total Major League Baseball Players per year. 1,200. 900. 736. 871. Academic Senate. 4 ... – PowerPoint PPT presentation

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Title: Opening Day. September 22, 2006. 2


1
Opening Day
  • September 22, 2006

2
Opening Day Agenda
  • 745 - 815 a.m. Snacks and Gathering
  • 815 - 830 a.m. Multimedia Introduction
  • 830 - 845 a.m. Welcome and Introductions
  • 845 - 900 a.m. Senate Presidents
  • 900 - 945 a.m. Transformational Initiatives
    (TIs)
  • 945 - 1135 a.m. Workshops and Readouts
  • 1135 a.m. - 1220 p.m. Group Readouts in Campus
    Center
  • 1220 - 1230 p.m. Concluding Remarks

3
Academic Senate
  • Average price of auto insurance nationwide
  • Total episodes for all seasons of Friends,
    Seinfeld, and Cheers
  • Total full-time and part-time faculty at De Anza
  • Total Major League Baseball Players per year
  • 1,200
  • 900
  • 736
  • 871

4
Academic Senate
  • Total Academic Senate faculty positions on all
    shared governance committee (incl. Exec. and
    Curriculum Committees)
  • Average PGE gas bill in Jan. 2005
  • Average IQ in America
  • Average maximum temperature in Santa Barbara
  • 74
  • 108
  • 81
  • 98

5
Academic Senate
  • Number of California State Senators
  • Average age people first marry in the U.S.
  • My age
  • Number of faculty involved with the planning
    process of Strategic Planning
  • 26
  • 34
  • 38
  • 40

6
Case for Change
  • De Anza College is engaged in a planning exercise
    to answer two important questions about the
    future
  • Given De Anza Colleges strong reputation and
    standing, do we need to change in any significant
    ways to retain our stature?
  • If yes, how and what should we change?
  • To answer the first question, we need an honest
    assessment of the colleges challenges.

7
Case for Change Key Challenges
  • Funding
  • Enrollment
  • The Economy
  • Technology
  • Our Competition
  • Student Learning

8
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.
9
60 Population Projected to Grow Rapidly
Key Challenge - Enrollment
Source "Projections 2002" ABAG, December 2001
for 1990 "Projections 2003" ABAG, June 2003, for
2000 to 2030..
10
Opportunities to Improve Student SuccessHigh
Priority / Low Satisfaction
Key Challenge Student Learning
Student Satisfaction Survey
Institutional Priorities Survey
Q of instruction
Convenient classes
Advising
Campus safe
Adequate parking
Security staff respond quickly
Concern for individual
Does whatever it can to help me
Fair and unbiased treatment
Run-around
Advisor knows transfer
Advisors approachable
Register for casses
Counselors care
Early notification
Library/ lab
11
De Anza Strategic Planning Process
May
June - Aug
June
Story-based Planning
Teams Form
Teams Plan
Story Themes Develop into 4 Initiatives
80 Faculty and Staff Develop Future Vision
Teams of 10-20 create Vision, Areas of Focus,
Metrics
4 TIs Develop
12
De Anza Cascade Process
9/22
Oct - Nov
10/9
Dec
Opening Day Workshops
Senates
All Employee Cascades
Incremental Funding
Review Initiatives and Recommendations
Campus-wide Planning
All Staff input to Initiatives
Operational Execution
Initiative Recommendations
13
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.
Transformation Initiatives
Participation and Support
Clear Pathways to Student Success
Collegiality and Empowerment
Community
Areas of Focus
  • Target outreach and inreach
  • Increase retention
  • Increase accountability
  • Enhance culture oflearning and sharing
  • Increase professional
  • growth opportunities
  • Develop cultural competencies
  • Individualize attentionbased on need
  • Utilize technology for student success
  • Keep education relevant to community
  • Increase and nurture partnerships

Success Metrics
COMMITMENTS TO ACTION
14
Clear Pathways to Student Success
VISION FOR INITIATIVE

Facilitate the ability of every student to
enroll, participate, learn and succeed through
individualized attention and technology.
15
Clear Pathways to Student Success
16
Collegiality and Empowerment
VISION FOR INITIATIVE

Promote empowerment and mutual respect for all
employees through communication, building morale
and professional development.
17
Collegiality and Empowerment
18
Community
VISION FOR INITIATIVE
Strengthen our contribution to the development of
thriving, involved, culturally diverse
and environmentally sustainable communities as
we create alliances and networks that support
community empowerment.

19
Community
20
Participation Support for Underserved
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.
21
Participation Support for Underserved
Populations
22
Agenda
955 - 1010 a.m. TI Overview and Workshop
Overview 1010 - 1040 a.m. Workshop 1 TI
Refinement 1040 - 1050 a.m. Readout on
Workshop 1 1050 - 1115 a.m. Workshop 2 TI
Refinement 1115 - 1125 a.m. Readout on
Workshop 2
TI Assignments by Breakout Room Rooms 101 and
102 Success and Collegiality Rooms 119 and CC
Participation and Community
23
After the closing General Session give your TI
worksheets to Tina Woo BEFORE you leave the
Campus Center.This is the only way to get your
teams work incorporated into the TI.
VERY IMPORTANT
24
Tablework Format
TI Feedback General Format
30 min.
10 min.
Individual Readouts
25
Initiatives Readout
Tablework Team Assignment
  • Purpose
  • For the assigned Transformation Initiative
  • To state if the vision, areas of focus, and
    success metrics are correct. If so, to make
    specific recommendations on how you think the TI
    should be implemented.
  • Each Tablework Team is to answer the assigned
    questions on the Worksheets that follow.
  • All members of the Tablework Team are expected to
    actively respond to the assigned questions,
    actively listen to the responses of other team
    members, prioritize importance of each response,
    and then help select the most important responses
    to each question.
  • Team process
  • a. Individuals take a moment to come up with
    their own answers to each question.
  • b. Taking one question at a time, each member
    should share his or her most important
    response to the first question. Once all members
    have had an opportunity to nominate a response
    and have it recorded, anyone having a very
    different response should be offered the
    opportunity to add it to the list. Then, with
    the entire list of responses to the question
    in view, the Facilitator should help the team
    arrive at the top response(s) to the question,
    and the Recorder should record them on the teams
    transparency Worksheet.
  • c. The process in (b) above should be repeated
    for the other questions.
  • d. The team Presenter should be prepared to
    present the teams Worksheet.
  • e. The team Reporter should turn in both
    Worksheets at the conclusion of the session.

26
Table Team Roles
Facilitator Ensure that the Tablework Team
understands the Task Assignment and follows the
outlined steps to completion on time.
Encourage all team members to be involved in
the discussion. Recorder After team discussion
and prioritization, clearly and concisely
record the most important answers to each of
the questions in the table team
Worksheet. Presenter Present the teams answers
using the Worksheet. Please rotate the
following three roles among the table team
members as the team moves from one task
assignment to another.
27
TI Worksheet
Initiative Room
1. Do you agree with the vision for the
Initiative? Yes No If no, please
recommend specific improvements
2. Are these the right Areas of Focus (Goals) if
we expect to achieve quantum improvement on the
Initiative? Yes No If no, please
recommend specific alternatives and explain why
they should replace one of the existing Areas of
Focus for this Initiative.
  • Are these the right Outcome Metrics to focus on
    in order to ensure that the Areas of Focus are
    achieved? Yes No If no, please make
    specific recommendations for improvement.

4. If you agree with this TI, what
recommendations would you offer for implementing
it?
PLEASE WRITE LEGIBLY - TURN THIS PAGE IN AFTER
THE CLOSING SESSION
28
TI Worksheet
Initiative Room
1. Do you agree with the vision for the
Initiative? Yes No If no, please
recommend specific improvements
2. Are these the right Areas of Focus (Goals) if
we expect to achieve quantum improvement on the
Initiative? Yes No If no, please
recommend specific alternatives and explain why
they should replace one of the existing Areas of
Focus for this Initiative.
  • Are these the right Outcome Metrics to focus on
    in order to ensure that the Areas of Focus are
    achieved? Yes No If no, please
    make specific recommendations for improvement.

4. If you agree with this TI, what
recommendations would you offer for implementing
it?
PLEASE WRITE LEGIBLY - TURN THIS PAGE IN AFTER
THE CLOSING SESSION
29
Opening Day
  • September 22, 2006

30
Get Involved Upcoming Initiative Meetings
  • Clear Pathways to Student SuccessgtMonday,
    October 2 from 1-230 p.m. location tbd
  • Collegiality and EmpowermentgtThursday, September
    28 from 1-230 PM in MQ1
  • CommunitygtTuesday, October 3 from 9-1030 a.m.,
    SCS 202
  • Participation Support for Underserved
    Populations gtThursday, October 5 from 330-5 in
    LA Div Conf rm.Consult the Strategic Planning
    Web site for locations and changes to these
    meetings

31
After the closing General Session give your TI
worksheets to Tina Woo BEFORE you leave the
Campus Center.This is the only way to get your
teams work incorporated into the TI.
VERY IMPORTANT
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