educational master plan & strategic planning kurt hueg daniel peck katie townsend-merino april...
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Educational Master Plan &Strategic PlanningEducational Master Plan &Strategic Planning
Kurt HuegDaniel PeckKatie Townsend-Merino
April 15, 2009
Educational Master & Strategic PlanningEducational Master & Strategic Planning
AGENDA 4.15.091. Introductions Kurt Hueg
2. Welcome & Inspiration Judy Miner
3. Big Picture! Katie Townsend-Merino
4. Ground Rules Kurt Hueg
---Break---
5. Planning Process Katie Townsend-Merino
6. Our Environment Daniel Peck
7. Visioning Presentation Kurt Hueg
---Break---
8. Visioning Exercise Kurt Hueg
9. Mission/Vision/Values Katie Townsend-Merino & Daniel Peck
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Welcome!President Judy Miner
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BUDGET
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
The Big Picture: Why NOW?
Integrated Planning and Budget Our budgets must support improved student learning and our strategic initiatives
It’s the right thing to do . . .
Accreditation Demands Short and Long Term Planning is required
Plans Developed by the Foothill Community With accountability to ourselves
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Why a 10-year vision with a 3-year plan?
Educational Master Plan: Foothill College 20/20 Ten-year Horizon Data Informed
Internal/external scans
Educational Strategic Plan Three-year Horizon: What/How/Who/When
Ongoing Process with Cyclical Annual Accountability to the Campus for Results
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We’ll imagine Foothill in 2020 But, 10 years is SO far away, it is easier to move toward big goals in smaller units of time.
CRITICAL QUESTIONS "What do we do?” "For whom do we do it?” "How do we excel?” How do we know if we have achieved our goals?
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Strategic Initiative and Vision Statement with Commitments to Action—Evergreen Valley College
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Student Centered Transformation
Vision Area of Focus Success Metrics Commitments to Action
Access
Grow enrollment Increase community
education/distance education offerings
Increase the number of students from immigrant and underrepresented groups
Aggressive marketing and outreach to prospective student populations.
Use data from the MAAS report and other institutional data to develop a comprehensive plan to outreach to target student populations.
Curriculum and Programs
Expand occupational and vocational program offerings to meet and/or exceed offerings at other local community colleges in the area
Increase the number of CSU/UC articulation agreements to facilitate student transfer to 4-year institutions
Conduct comprehensive program reviews in every academic area/discipline.
Pursue the development of a University Center on the EVC campus.
Use data from the MAAS report and other institutional data to develop a comprehensive plan to expand academic and vocational course offerings.
Provide access to quality and efficient programs and services to increase retention and meet student goals.
Services
Increase course completion rate Increase degree completion rate Increase transfer rates Decrease number of students on
probation Increase retention rates
Improve current and develop new intervention programs designed to help students succeed.
Provide students with opportunities to engage in a vibrant and active campus life. (Students who feel connected to the campus are more likely to stay and be retained!)
Use data from the MAAS report and other institutional data to develop a comprehensive plan to expand service offerings.
Educational Master & Strategic PlanningEducational Master & Strategic Planning
1. Be present. No cell phones, PDAs and or email.
2. Listen actively -- respect others when they are talking.
3. Speak from your own experience instead of generalizing ("I" instead of "they," "we," and "you").
4. Different opinions are welcome & appreciated. Do not be afraid to respectfully challenge one another by asking questions, but refrain from personal attacks -- focus on ideas.
5. We will "parking lot" issues that we can't deal with today.
6. Participate to the fullest of your ability -- community growth depends on the inclusion of every individual voice.
7. We will start on time and end on time.
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
9Strategic Planning Process 2009
Develop 4 Strategic Initiatives
April June
1st Draft of Proposed
Strategic
Initiatives/Vision
Statements Discussed
at Shared Governance
& Stakeholder
Meetings on:
May 4, 11
Task Force
Refines & Revises
2nd Draft Proposed
Strategic Initiatives
/Vision Statements
Discussed at Shared
Governance & Stakeholder
Meetings on June 1,8,18
Task Force
Refines & Revises
June 24th Roundtable
approves our Strategic
Initiatives/Vision
Statements!
May
Faculty and Staff Develop
“Future Vision”
Constituent-Based Task Force Convenes to Develop 1st Draft
of 4 Strategic Initiatives & Vision
Statements
Educational Master & Strategic PlanningEducational Master & Strategic Planning
10Strategic Planning Process 2009
September NovemberOctober
Campus-wide Planning
December
Initiative Teams
Convene & Develop
Draft Commitments to
Action for Each
Initiative
Proposed Commitments
to Action Discussed
by Governance Groups
& NEW Planning
Councils
New College
Shared Governance
Planning Council
Approves
Commitments to
Action !
Opening Day Workshop
All Staff input into Commitments to Action Plans for Initiatives
Initiative Teams
Revise & Draft
Commitments to
Action Plans
Proposed Commitments
to Action Discussed
by Governance Groups
& NEW Planning
Councils
Begin Implementing Calendar Year 2010!
Commitment to Action
Recommendations
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Educational Master Plan and Strategic Planning Task Force
Lucy Rodriguez
Judi McAlpin
Dan Peck
Daphne Small
Rosemary Arca
Dolores Davison
Jay Patyk
I-Chen Wen
Katie Townsend-Merino
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Our EnvironmentWhat’s happening around us?
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Data, Data, DataDistrict Master Plan Data (Bob Barr)
Environmental Scan Data Demographics, Industry and Economic Data, Education Data, Joint Venture Silicon Valley 2009 Index
Environmental and Societal Forecasts Predictions on social and cultural trends
See the full resources at http://research.fhda.edu/Planning/PlanningDocuments.htm http://research.fhda.edu/factbook/factbook.htm http://research.fhda.edu/programreview/programreview.htm
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population ProjectionsPopulation in the region will continue to grow, but at a slower pace --less than 1.5% annually over the next 15 years
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Forecast Adult Population, Santa Clara and San Mateo Counties2000 to 2050
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
1,800,000
2,000,000
2,200,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.Note: Adult is age 20 and up.
Santa Clara County
San Mateo County
Increase: 229,3031.20% Annually
Increase: 254,7511.13% Annually
Increase: 250,0930.95% Annually
Increase: 43,9130.54% Annually
Increase: 38,2270.43% Annually
Increase: 16,6360.18% Annually
Total 2005 to 2050 Increase: 734,7471.29% Annually
Total 2005 to 2050 Increase: 98,7760.40% Annually
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population Projections Population in the region will continue to grow, but at a slower pace
Baby Boomers (born 1946-1964) represent close to 1/3 of the workforce—there aren’t enough younger workers to replace them
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Santa Clara County Forecast Population by Age Group2000 to 2050
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.
Age 15 to 24Increase: 109,9601.19% Annually
Age 25 to 34Increase: 122,6121.15% Annually
Age 35 to 60Increase: 151,0760.49% Annually
Age 61 & upIncrease: 394,0113.54% Annually
Age 0 to 14Increase: 85,9290.50% Annually
Total Increase from 2005: 863,293
1.09% Annually
All IncreasesFrom 2005
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population Projections Population in the region will continue to grow, but at a slower pace
Baby Boomers (born 1946-1964) represent close to 1/3 of the workforce—there aren’t enough younger workers to replace them
Hispanic populations will increase at the highest rate, followed by Asian and Pacific Islander populations
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Santa Clara County Forecast Adult Population by Ethnicity2000 to 2050
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
2000 2005 2010 2015 2020 2025 2030 2035 2040 2045 2050
SOURCE: State of California, Department of Finance, Race/Ethnic Population with Age and Sex Detail, 2000–2050. Sacramento, CA, July 2007.Note: Native American and Multirace groups not displayed.
African-AmIncrease: 1,9040.12% Annually
HispanicIncrease: 399,5983.28% Annually
WhiteIncrease: 17,1880.06% Annually
Asian/PIIncrease: 234,8711.49% Annually
Total Adult Increase from 2005: 734,747
1.29% Annually
All IncreasesFrom 2005
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Many backgrounds44% of youth aged 5 to 17 speak a language other than English at home The percentage is higher for older age groups
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English Only
Spanish
Other Indo-European
Asian or Pacific Islander
Other Language
Primary Language Spoken At Home, Fraction of Population in Age GroupSanta Clara County, 2000
SOURCE: U.S. Census 2000 Summary File 3 (Table P19) through American FactFinder
5 to 17
56%
21%
5%
17%
1%
18 to 64
53%
18%
8%
21%
1%
65 or older
65%
10%
8%
16%
1%
Speaks English Very Well
Speaks English Less Than Very Well
Age Group
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population NotesThe population north of El Camino will grow at a rate around 30% faster than the rest of Santa Clara County Still only about 1.3% per year Jobs expected to increase faster than the population, at nearly 1.9% per year
The El Camino-101 area could potentially provide about 5,000 FTES if participation rate increased to 3.75%, the overall within-district participation rate
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population and Foothill-De AnzaAlthough not part of the district, nearly one-third of enrollments come from the city of San Jose
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NOTE: Approximately 16% of total enrollment is in cities not listed above, Fremont and San Francisco constituting the largest share of enrollment.. SOURCE: Enrollment data from FHDA Institutional Research & Planning. Population data from State of California, Department of Finance, E-4 Population Estimates for Cities, Counties and the State, 2001-2008, with 2000 DRU Benchmark. Sacramento, California, May 2008.
1%
0%
0%
0%
0%
1%
1%
2%
1%
1%
2%
3%
5%
5%
7%
7%
33%
10%
2%
0% 10% 20% 30% 40%
San Jose
Sunnyvale
Cupertino
Mountain View
Santa Clara
Palo Alto
Los Altos
Milpitas
Campbell
Saratoga
Los Gatos
Redwood City
Menlo Park
San Mateo
East Palo Alto
San Carlos
Portola Valley
Gilroy
Millbrae
Enrollment and Participation Rate, by CityFall 2008
1.0%
0.6%
3.9%
0.3%
0.4%
0.4%
1.8%
0.9%
1.6%
1.7%
2.0%
3.8%
3.2%
1.9%
3.9%
5.2%
1.4%
3.1%
1.4%
0%1%2%3%4%5%6%
FHDA Headcount as a Percent of Total City Population
Share of Total FHDA Headcount
Cities in Foothill-De AnzaCommunity College District
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Population and Foothill-De Anza Although not part of the district, nearly one-third of enrollments come from the city of San Jose
Hispanic students are under-represented relative to Santa Clara County as a whole White students are under-represented relative to cities within the Foothill boundary, however these cities only account for 15% of enrollment at FHDA
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Racial Composition of Foothill Students and Neighboring CitiesAll Ages, 2000 for Cities, Fall 2008 for Foothill College
Notes: Individuals with unknown, other, or two or more races are not includedSOURCE: FHDA Institutional Research & Planning Office; U.S. Census 2000 Summary File 1 through American FactFinder
47% 46%
75%
57%
80%
14%25%
5%
19%
3%34%
27%18% 21%
16%4% 3% 2% 2% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Foothill CollegeSanta Clara County
Palo Alto
Mountain View
Los Altos
BlackNon-Hispanic
Asian & Pacific Islander
Hispanic Ethnicity
WhiteNon-Hispanic
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at FoothillTotal headcount is increasing steadily, after dipping in 2004
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2000 2001 2002 2003 2004 2005 2006 2007 2008
Fall Headcount 17,883 18,804 19,365 18,326 17,406 17,677 18,342 18,522 19,102
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at FoothillTotal headcount is increasing steadily, after dipping in 2004
Distance Education enrollment also continues to climb at Foothill
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Distance Learning Enrollments at Foothill-De Anza CCD
SOURCE: FHDA Institutional Research & Planning Access Database, Enrollment Table, sections ending in D, W or Z
0
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
18,000
20,000
96-97 97-98 98-99 99-00 00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08
De Anza Foothill
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at FoothillTotal headcount is increasing steadily, after dipping in 2004
Distance Education enrollment also continues to climb at Foothill
While the number of unduplicated students has begun to decrease at the Middlefield Campus, the units taken have stayed relatively stable
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at FoothillBoth Success and Retention are significantly higher than the state level However, both have begun to decrease since 2005
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Fall Fall Fall Fall Fall Fall Fall Fall FallOutcome 2000 2001 2002 2003 2004 2005 2006 2007 2008Foothill Retention 88.9% 90.1% 91.1% 91.7% 91.6% 91.9% 90.9% 88.3% 87.2%State Retention 81.6% 82.3% 82.6% 83.0% 83.8% 83.4% 83.8% 82.4% 82.4%Foothill Success 80.5% 81.9% 82.7% 83.3% 82.9% 85.5% 84.0% 81.0% 77.3%State Success 65.9% 66.6% 67.4% 67.2% 66.8% 65.9% 66.1% 65.6% 65.6%
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at FoothillTransfers to both UC and CSU have increased since 2000
But, both are beginning to slip after highs between 2003 and 2005
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00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08
UC 246 210 254 285 267 264 268 261
CSU 354 364 391 421 426 420 420 393
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Trends at Foothill Transfers to both UC and CSU have increased since 2000
But, both are beginning to slip after highs between 2003 and 2005
Degrees and certificates are lower than in 2000
Again, peaking between 2003 and 2005
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00-01 01-02 02-03 03-04 04-05 05-06 06-07 07-08Degrees 609 593 655 700 660 591 523 507Certificates 749 803 726 723 934 788 729 618
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Readiness to LearnWhile the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased
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SOURCE: CA Dept of Education, DataQuest Database, accessed 5/3/04; 2003-04 accessed 5/9/05; 04-05 to 06-07 on 1/20/09
Graduation Rates and UC/CSU Preparedness of Santa Clara CountyHigh School Students
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Readiness to Learn While the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased
At the same time, nearly half of Bay Area CSU Freshmen need remediation in Math or English The rate has decreased slightly for English and moderately for Math
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Remediation Needed by Bay Area CSU Freshmen
SOURCE: CSU Freshman Remediation Reports. See web site http://www.asd.calstate.edu/performance/proficiency.html
55%52%
42%
50%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Math English Fall 1998 Fall 2007
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Readiness to Learn While the high school graduation rate has dipped the last few years, the percentage meeting UC/CSU requirements has increased
At the same time, nearly half of Bay Area CSU Freshmen need remediation in Math or English The rate has decreased slightly for English and moderately for Math
Preparedness for UC/CSU schools, although increasing as a whole, varies widely by ethnic background
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UC/CSU Preparedness of Silicon Valley High School Students, by Ethnicity, 2006-2007
SOURCE: CA Dept of Education, DataQuest Database, accessed 1/9/09
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Asian/PI AfricanAmerican
Filipino Hispanic Native Am White
Santa Clara State
Educational Master & Strategic PlanningEducational Master & Strategic Planning
The Grades Are In Key Findings from the Institute for Higher Education Leadership 7 Policy 2008
Preparation—Not enough high school students are ready for college success
Completion—Enrollment too often fails to lead to degree completion
Benefits of Education—May be at risk CA ranks in top third among states in share of adult population with BA or higher, but it’s relative rank is falling with each successively younger age group in the working age population
Affordability—Higher education is becoming less affordable
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Jobs and Educational NeedsPost-secondary achievements are increasingly becoming required for jobs in Santa Clara County
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Graduate or professional degree
Bachelor’s degree
Associates degree
Postsecondary vocational training
Work experience (no degree)
On-the-job training (1- 12 months)
On-the-job training (12 months)
On-the-job training (30 days)
Degree and Training RequirementsSanta Clara County
Notes: Projections are for the years 2001 to 2008 and were released in December 2003.SOURCE: California Employment Development Department, Labor Market Information Division.
Fraction of Jobs that Require Credential, 2001
3%
29%
6%
4%
5%
6%
17%
31%
1.9%
1.5%
1.8%
1.1%
0.6%
0.9%
0.2%
0.9%
Projected Annual % Change, 2001 to 2008
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Jobs and Educational NeedsPost-secondary achievements are increasingly becoming required for jobs in Santa Clara County
Job growth in Santa Clara County is highest among jobs with the highest level of “Basic Skills” proficiency Basic Skills proficiency, transferable skills, and the ability to learn new jobs quickly will be required for almost all workers
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Projected Annual Job Growth by Basic Skill CategorySanta Clara County
SOURCE: California Employment Development Department; O*NET Online
-2%
-1%
1%
2%
3%
4%
0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70 to 79 80 andhigher
Math
Critical Thinking
Reading
Speaking
Writing
Level of Basic Skill Needed For Job(0 = Lowest, 100 = Highest)
Proj
ecte
d An
nual
Job
Gro
wth
2001
to 2
008 Overall: 1.1%
Educational Master & Strategic PlanningEducational Master & Strategic Planning
Jobs and Educational Needs Workers are increasingly requiring training and retraining to remain current and prepare for new jobs or careers
Silicon valley is not prepared to fill the tidal wave of replacement job openings in community infrastructure and high tech as baby boomers retire For every new job there will be two replacement jobs
CSU and UC will not be able to accommodate all appropriate high school grads and other students over the next 5 to 10 years
The Silicon Valley economy has strengths in sectors Clean/ green/sustainable, nano tech products and services
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Bay Area Strengths Bay Area Weaknesses• Entrepreneurship, New Business Creation• Research in Advanced Technologies• Cross-Disciplinary Research• Concept and Market Development• Global Integrated Management
• Mass Production• Back Office Operations• Product and Process Enhancement
Occupations Aligned with Strengths• Venture capitalists, lawyers and other occupations in the entrepreneurial infrastructure
• IT, biotech and nanotech R&D professionals
• Select computer and software engineers for research and advanced development
• Select engineering including electrical, mechanical and electronics
•Strategic managers in sales and marketing
• Product marketing managers
• Managers of global teams and assets
Vulnerable Occupations• High tech manufacturing and assembly
• Office support (e.g., data entry clerks, etc.)
• Business and financial support (e.g., processing staff)
• IT support specialists and administrators
• Legal assistants
• Statistical analysts
• Entry-level computer and software engineers
• Quality assurance and test, product and process engineers
Bay Area Strengths and Weaknesses and Implications for Occupational Growth
SOURCE: AT Kearney “The Future of Bay Area Jobs: The Impact of Offshoring and Other Key Trends,” sponsored by the Bay Area Economic Forum, Joint Venture: Silicon Valley Network, and SPRIE.
Educational Master & Strategic PlanningEducational Master & Strategic Planning
In the end….Rapid changes in the job market will require job education for almost every worker (The Futurist)
Silicon Valley needs a robust system of workforce development and safety net programs
Demand for online and alternative learning opportunities will expand
The high number of area colleges and training providers both represent opportunities for collaboration, as well as competition
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Vision Foothill Now.And Later.
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Cross-functional
GroupsIt is the year 2020. You are the President of Foothill College.
What Yelp review do you WANT to read? What do we want Foothill students to SAY
about their journey at our college?
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Mission/Vision/Values
Review/Reaffirm/Revise
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Adopted by the College Roundtable, February. 24, 1999;Revised by the College Roundtable, April 6, 2005 Our Vision
Students who attend our college achieve their goals because relevant instruction occurs in an engaging, stimulating, inclusive manner, and appropriate support services are provided. Students feel accepted as part of the Foothill family and realize they made the right choice by choosing Foothill to further their education and personal development.
Our Values Honesty – Integrity – Trust – Openness – Forgiveness
Our Purpose to provide educational opportunity for all with innovation and distinction
Our Mission to promote student learning through lower-division academic instruction,
career preparation, and continuous workforce improvement to advance California’s economic growth and global competitiveness.
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Recommendation from Accreditation Visit 2005“In order to fully meet the standard, the team recommends that the institution revise its mission statement to include its intended student population.”
What do we think might be missing?
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
What are the ACCJC Mission Statement Standards? Standard 1A. Mission
The institution has a statement of mission that defines the institution’s broad educational purposes, its intended student population, and its commitment to achieving student learning.
1. The institution establishes student learning programs and services aligned with its purposes, its character, and its student population.
2. The mission statement is approved by the governing board and published.
3. Using the institution's governance and decision-making processes, the institution reviews its mission statement on a regular basis and revises it as necessary.
4. The institution’s mission is central to institutional planning and decision making.
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Educational Master & Strategic PlanningEducational Master & Strategic Planning
Thank you!!From Kurt, Dan, Katie and Judy.
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