Institutional Initiatives Action Plans Town Hall Meeting April 16, 2007

2 The Reasons Behind Strategic Planning 1.Improving Student Learning and Success 2.Enrollment 3.The Economy 4.Our Competition 5.Technology 6.Funding

3 Institutional Initiatives Outreach Individualized Attention to Student Success Cultural Competence Community Collaborations

4 Foundational Areas Professional Development (for faculty and staff) Curriculum Communications Facilities Technology (Noted throughout individual plans.)

5 Institutional Initiatives Team Leaders Outreach: Jean Miller, Rob Mieso, Kathleen Moberg Individualized Attention to Student Retention and Success: Lydia Hearn, Shirley Kawazoe, Howard Irvin Cultural Competence: Sal Breiter, Marion Winters, Virginia Marquez, Carolyn Wilkins-Greene Community Collaborations: Mayra Cruz, Rowena Tomaneng, Carleen Bruins, Letha Jeanpierre

6 Outreach Action Plans 1. Develop an Outreach, Enrollment, Retention and Community Partnership Team to cross-functionally address institutional goals. 2. Develop an Office of Outreach and Relations with Schools overseeing all Outreach functions. 3. Develop a Recruitment Plan with the assistance of Institutional Research and incorporating the Cultural Competence Team and the Office of Community and Civic Engagement. 4. Develop a master Outreach Calendar to include all outreach events, academic calendar, on-campus events, etc.

7 Outreach Action Plans 5. Upgrade the Outreach Web site to provide updated information, online Open Houses, video tour, links to other campus information, etc. 6. Develop an annual Marketing Plan as it relates to recruitment. 7. Develop database or technology enhancements for student data to enhance links to retention services, programs, etc. 8. Develop a mechanism—through service learning, leadership classes, Office of Community and Civic Engagement and other methods—for awarding credit to students involved in Outreach efforts.

8 Outreach Action Plans 9. Develop a consortium or other forum between high school and De Anza faculty and staff to identify barriers to higher education; create liaisons between K-12 and De Anza; discuss expectations/inconsistencies between high school curriculum and De Anza access levels; create bridges between high schools and De Anza to facilitate student transition from high school to college; explore on-site courses at high schools, etc. 10. Support Division Outreach/Inreach-Related CTAs. Total Budget for Outreach: $300,000 x 3

9 Outreach Action Plans Integrating CTAs from Admissions Outreach Technology Resources Group Counseling Office of Community and Civic Engagement Various other Instructional, Student Services divisions Others

10 Individualized Attention to Student Retention and Success Action Plans 1.Summer Bridge enhancement and expansion. 2.Implementation of a First Year Experience program initially targeting Latino, African ancestry, Filipino and first-generation student cohorts transitioning from the Summer Bridge program. 3.Implementation of the Early Alert system.

11 Individualized Attention to Student Retention and Success Action Plans 4. Integrated Instructional Support: the establishment of Division Retention Teams.The primary focus will be developing and implementing the Early Alert system within the division, as well as the development of division-specific retention strategies. 5. Expansion of peer support (tutoring, mentoring, etc.). 6. Integration of Learning Support Center (long-range facilities planning recommendation), including the coordination and joint housing of the Tutoring Center, Skills Center, Writing and Reading Center, Readiness, LinC and Honors.

12 Individualized Attention to Student Retention and Success Action Plans 7. Location of Student Services Retention Programs (long-range facilities planning recommendation)—Student Success & Retention Services (SSRS), Puente, Summer Bridge and First Year Experience—in a “home base” that promotes interaction and community building. Total Budget for Individualized Attention to Student Retention and Success: $300,000 x 3 Note: Cultural Competence and Community Collaborations are listed as key partners throughout (e.g. in cultural competence training for student employees, community service learning credits through the Office of Community and Civic Engagement, etc.).

13 Individualized Attention to Student Retention and Success Action Plans Integrating CTAs from All Instructional divisions Counseling

14 Cultural Competence Action Plans 1.Creation of a comprehensive three-year staff development plan addressing a variety of topics in cultural competence. 2. Development of ongoing practica (small topic-based discussion groups) to reinforce staff development through creating campus-community conversations as a means of an exchange of ideas, learning opportunities, a forum for current events and an avenue of engagement and inclusion by all campus employees and students. 3. Implementation of special projects, including a diversity/equity conference and an oral history project; the pilot of a Participatory Action Research Team including faculty members and students registered in a four-unit social science research course; and the creation of a Cultural Events Planning Committee. Total for Cultural Competence: $100,000 x 3

15 Cultural Competence Action Plans Integrating CTAs from Many divisions collegewide

16 Community Collaborations Action Plans 1. Develop general education curriculum to support community, civic, and cultural awareness and leadership skills, including through Summer Bridge and First Year Experience programs and leadership institutes for students who come from politically underrepresented groups. 2. Enhance internship and Community Service Learning programs and opportunities, including through the development of a comprehensive “Community Links” database. 3. Develop internal and external community partnerships, including deep links with existing projects in Finance and College Services, Instruction and Student Service areas, as well as the initiation of projects in those areas. Total for Community Collaborations: $100,000 x 3

17 Community Collaborations Action Plans Integrating CTAs from Numerous instructional divisions Office of Diversity Professional and Workforce Development, Occupational Training Institute (OTI) Others

18 Agreement Among All Teams Expanded cohort classes Well-developed student leadership programs Creation of Campus Response, Evaluation and Accountability Team related to strategic planning Challenges could include finding adequate and unified accessible program space Further integration of instruction and student services

19 Next Steps Final budgeting Enrollment goals and final program metrics Joint PBT, College Council meetings

THANK YOU!