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Educational Master Plan Review

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Title: PowerPoint Presentation Author: Faculty Staff Last modified by: mnewell Created Date: 8/27/2012 6:47:56 PM Document presentation format: On-screen Show (4:3) – PowerPoint PPT presentation

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Title: Educational Master Plan Review


1
Educational Master Plan Review
2014-15 http//www.deanza.edu/emp/EducationalMaste
rPlan2010-2015.pdf
2
Who We Are
Our challenge is this How do we engage these
incredibly diverse and talented students, meet
their many and different needs, offer a
curriculum of unparalleled breadth, organize the
services they need, support their autonomous
governance of a robust campus student life and
also have the time and energy and capacity to
stop every once in a while to reflect on what
were doing, challenge ourselves, interrogate the
evidence, and change? And how do we do this while
also managing budget cuts, staff reductions,
program elimination, and the onslaught of
legislative imperatives? -President
Murphy, Spring 2010
3
2003-2010 Process
  • 2003-2004 Mission review
  • Fall 2004 President Murphy appointed
  • Spring 2005 Master Plan update
  • Fall 2004-Spring 2005 Accreditation Self-Study
    compiled
  • Spring 2005 Strategic Planning process begun
  • Fall 2005 Accreditation Team Visit
  • Winter 2006 Accreditation Reaffirmed
  • Fall 2006 Departmental Commitments to Action
    created
  • Fall 2006-Spring 2008 Institutional Initiatives
    funded
  • Spring 2009 Institutional Core Competencies
    approved
  • 2006-2010 Student Learning Outcomes and
    Assessment process developed
  • Fall 2009 New decision-making/resource
    allocation process proposed
  • Fall 2009-Spring 2010 Educational Master Plan
    Committee meets
  • Spring 2010 New mission statement proposed and
    Educational Master Plan created

4
2010- 2015 Process
  • 2010-11 Self-Study
  • Development of planning cycle and Planning
    Committee
  • 2011-12 Year 1 Site Visit and Ongoing
    Planning
  • Creation of the Planning Committee Charged with
    Master Plan Updates and Review
  • Master Plan Update completed and Program Review
    completed
  • 2012-13 Year 2 Planning Quilt Approved and
    Ongoing Planning
  • Values Statement Review and Approval
  • Master Plan Update completed and Program Review
    completed
  • Review of Critical Thinking ICC
  • 2013-14 - Year 3 Comprehensive Program
    Review
  • - Mission Statement Review and Approval
  • Departmental Equity Plans begin
  • Master Plan Update completed and Comprehensive
    Program Review completed
  • Review of GCSE ICC
  • 2014-15 - Year 4 Educational Master Plan
    Review and Approval
  • Mid-Term Report
  • Year of Reflection
  • Review ICC Physical/Mental Wellness and
    Personal Responsibility

5
Vision
- Updated spring 2013
6
Mission
  • De Anza College provides an academically
    rich, multicultural learning environment that
    challenges students of every background to
    develop their intellect, character and
    abilities to realize their goals and to be
    socially responsible leaders in their
    communities, the nation and the world. The
    college engages students in creative work that
    demonstrates the knowledge, skills and attitudes
    contained within the colleges Institutional Core
    Competencies         Communication and
    expression         Information
    literacy         Physical/mental wellness and
    personal responsibility         Civic capacity
    for global, cultural, social and environmental
    justice         Critical thinking
  • -updated Spring 2014

7
Planning Framework
  • Funding
  • The Economy and Labor Market
  • Enrollment and Demography

8
Funding Current Situation
  • Government funding has decreased for community
    colleges across the country.
  • Californias community colleges have dropped to a
    20-year low in the wake of unprecedented cuts in
    state funding by 1.5 billion since 2007-08.
  • In the past five years, statewide course
    offerings have declined by up to 21 percent for
    spring/fall courses and 60 percent for summer
    courses.
  • California ranks last among states in funding per
    college student from state appropriations and
    tuition and fees.
  • Unduplicated headcount at De Anza College has
    decreased 3 from fall 2010 to fall 2014.
  • - Hanover Research
    Environmental Scan, March 2014

9
The Economy and Labor Market
  • Health care is the fastest-growing industry at
    the national level, and many of the most
    in-demand associate-degree level occupations are
    in the health care industry.
  • Occupations requiring AA degrees that project
    strong growth within Santa Clara County include
    registered nurses, nursing assistants, and
    paralegals.
  • However, the most commonly pursued associates
    degrees at De Anza are in liberal arts and
    related fields, followed by biological/physical
    sciences, social sciences, the humanities, then
    registered nursing.
  • - Hanover Research Environmental Scan,
    March 2014

10
Enrollment and Demography
  • California K-12 enrollment is projected to
    decrease in the short term through 2014-15
    followed by almost no change for two years, with
    moderate increases by 2021-22.
  • California high school enrollments and
    graduations are projected to hold steady or
    slightly decline over the next decade, with
    particularly low graduation rates for Latino
    students.
  • High school graduates to De Anza has increased
    from 9.4 to 11 from fall 2010 to fall 2013.
  • In addition, Latino graduates are being
    underserved in their transition to community
    colleges, both in Silicon Valley and across the
    state.
  • - Hanover Research Enrollment Projections,
    August 2014

11
Enrollment and Demography
  • Community college enrollment in the United States
    is increasing, while enrollment in California and
    Silicon Valley is decreasing.
  • The population of California will increase by
    10.6 million between 2010 and 2040, growing at an
    average rate of 0.65 percent per year.
  • Silicon Valleys population will increase
    consistently over the next three decades, albeit
    at a somewhat slower pace (0.4 percent annually)
    than California and the U.S. as a whole.
  • - Hanover Research Enrollment Projections,
    August 2014

12
Enrollment and Demography
  • Californias population has a similar
    male-to-female ratio in relation to the United
    States as a whole, with women slightly
    outnumbering men this ratio will hold steady
    through 2040.
  • Within Silicon Valley, the male-to-female ratio
    will increase slightly for San Mateo County and
    decrease slightly for Santa Clara County.
  • Within De Anza College, the male-to-female ratio
    is about 50.
  • - Hanover Research Enrollment
    Projections, August 2014

13
Enrollment and Demography
  • Silicon Valley is predominantly Latino by a small
    margin, with this margin projected to increase by
    2060.
  • Latino population growth will make up roughly
    two-thirds of total population growth in both
    California and Silicon Valley in the next fifty
    years.
  • The Latino population at De Anza College has
    increased from 12.5 in fall 2010 to 26.2 in
    fall 2014 (methodology changed in fall 2012 which
    moves Latino students from Multiple Ethnicities
    into Latino).
  • - Hanover Research Enrollment
    Projections, August 2014

14
Enrollment and Demography
  • Total enrollment of Full Time Equivalent students
    at De Anza is estimated to increase by 556 (9.0)
    from 6,212 in 2015 to 6,768 in 2025.
  • Enrollment headcount is estimated to increase by
    2,131 (9.0) from 23,795 in 2015 to 25,926 in
    2025.
  • Central San Jose Core is estimated to have the
    highest enrollment FTE growth by 162 (9.5) and
    Los Altos/Los Altos Hills Zone is estimated to
    have the lowest enrollment FTE growth among all
    included zones for 2015-2025 by 1 (3.6).
  • - Hanover Research Enrollment Projections,
    August 2014

15
Enrollment and Demography
  • Central San Jose Core is estimated to have the
    highest enrollment headcount growth by 595 (9.6)
    and Los Altos/Los Altos Hills Zone is estimated
    to have the lowest enrollment headcount growth
    among all included zones for 2015-2025 by 6
    (3.9).
  • Central San Jose Core, South San Jose Zone, and
    Santa Clara Zone are the top three zones that are
    estimated to have both the highest enrollment
    headcount and the highest enrollment FTE growth
    among all included zones for 2015-2025.
  • Currently, 16 of students reside within our
    district, 31 in the San Jose-Evergreen district,
    27 in the West Valley-Mission district and 3 in
    the Foothill district.
  • - Hanover Research Enrollment Projections,
    August 2014

16
Previous Commitments
  • Student Learning
  • Diversity and Equity
  • Community and Civic Engagement
  • Sustainability

17
Institutional Initiatives
  • Outreach
  • Increased participation of historically
    underrepresented students
  • Individualize Attention to Student Retention and
    Success
  • Enhanced and personalized attention to the needs
    of each student
  • Cultural Competence
  • Enhanced cultural competence and capacity among
    all campus personnel to meet the needs of an ever
    more diverse student body
  • Community Collaborations
  • Expanded engagement with the communities around
    De Anza

18
Institutional Initiatives Supporting Plans
  • Facilities
  • Sustainability
  • Basic Skills
  • Technology
  • Equity
  • Civic Engagement

19
Institutional Metrics
  • 1. On-campus FTES enrollment will increase 5
    percentage points.
  • 2. The percentage of June Santa Clara County High
    School graduates attending De Anza will increase
    from 16 to 20.
  • 3. The fall-to-fall persistence of full-time
    students (an ARCC indicator) will increase from
    71 to 75.
  • 4. Underserved groups will persist from fall to
    fall at a rate at least as high as all other
    groups (ARCC Cohort).
  • 5. The basic skills course success rate will
    achieve 85 or the highest score within the peer
    group.

20
Institutional Metrics
6. Ten percent of students with a goal of
transfer or degree will have enrolled in at least
one course having a community/civic engagement
component. 7. The college will achieve a rate of
75 or the highest score within the peer group on
the ARCC Achievement Rate, which measures
attainment of any of six different outcomes such
as transfer. 8. De Anza will have a 90 course
success rate or the highest score within the peer
group, for the Vocational Courses (ARCC). 9.
There will be a less than 5 percentage point
difference between the annual Course Success Rate
for historically under-served groups and all
other groups.
21
  • Lastly..
  • Update of the Planning Process Model
  • Key Student Characteristics
  • Key Indicators Trends in Access and Success

22
  • Where do we go from here?
  • What has remained the same?
  • What has changed?
  • Who should we involve in the process?
  • How should the work be completed?

23
  • Timeline
  • Taskforce meets every two-three weeks from
    Dec-April
  • Draft document ready by mid-April
  • Draft shared with governance groups May 1 to
    June 1
  • Adopted by College Council June
  • Shared with College on Opening Day 2015

24
  • Thoughts?
  • Questions?
  • Concerns?
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