Type Headings Here

MembersEducational: Alice Taylor,Master Carmen Plan Dones,Workgroup Helen Young, of the Clare Norris, Bob Sprague, PhyllisAcademic Braxton, SenateKen Takeda, and RebeccaPIE Committee Tillberg, Allan Hansen, Joyce Sweeney, Judy Chow, PIE HollyCommittee, Bailey-Hofmann, Ed Policies Adriana Committee, Martinez, Mariaand the Mancia, Academic Hector SenateBanuelos

MINUTES December 11, 2013 SSB 414 - 1:00-3:00

Co-Chairs Holly Bailey-Hofmann X Rebecca Tillberg X Members Hector Banuelos Phyllis Braxton X Co-Chairs: Judy Chow X Holly Bailey- Carmen Dones X Allan Hansen X Hofmann Ken Takeda X Rebecca Tillberg Joyce Sweeney Maria Mancia X Members: Adriana Martinez X Hector Banuelos Clare Norris X Phyllis Braxton Bob Sprague Alice Taylor X Judy Chow Helen Young X Carmen Dones Resource Agyeman Boateng X Allan Hansen Adrienne Foster Ken Takeda Fran Leonard X Joyce Sweeney Consultant Matthew Lee X Maria Mancia Guests Patricia Banday Adriana Martinez Clare Norris Bob Sprague Alice Taylor Meeting called to order at 1:11pm Helen Young PREVIOUS MEETING MINUTES / ANNOUNCEMENTS Resource: The matter of approving the minutes from the December 11th meeting was tabled. Agyeman Boateng Adrienne Foster RETREAT DEBRIEF Fran Leonard Each workgroup member who attended the Strategic Directions Retreat spoke briefly about his or her impressions. Various members expressed that: they had fun; they were surprised and pleased by the level of participation, thoughtful discussion, and consensus the group reached; and they were pleased by the strategic directions that were generated, the appropriateness for the campus and the feeling that they were arrived at organically.

M. Lee presented the preliminary strategic directions with descriptions (handed out). He explained that the full meaning of strategic directions is usually fleshed out by the goals and objectives associated with them. The descriptions presented in this document, which were distillations of comments and notations from the strategic directions retreat, are essentially placeholders to help provide additional information about the strategic directions until goals and objectives are drafted. Also, recalling the A Vision for the Future process by which the strategic goals were generated, he noted that these descriptions describe the Through innovative prog way we hope things will be in the future, not the way things are today. rams and responsive community s One member wondered if the workgroup should officially adopt the strategic directions. M. Lee clarified ervices, that at this stage the strategic directions are still being circulated for feedback from the campus. West Los Angeles Colleg e empowers students to After feedback is reviewed to see if there should be any changes, then we may adopt them. succeed MembersEducational: Alice Taylor,Master Carmen Plan Dones,Workgroup Helen Young, of the Clare Norris, Bob Sprague, PhyllisAcademic Braxton, SenateKen Takeda, and RebeccaPIE Committee Tillberg, Allan Hansen, Joyce Sweeney, Judy Chow, PIE HollyCommittee, Bailey-Hofmann, Ed Policies Adriana Committee, Martinez, Mariaand the Mancia, Academic Hector SenateBanuelos

PREPARATION FOR DEVELOPMENT OF GOALS AND OBJECTIVES M. Lee indicated that in the next meeting the workgroup will try to formulate goals and objectives for each strategic direction. To orient the workgroup, he reviewed the “Strategic Directions, Goals, Objectives, Activities: What’s the Difference?” handout.

M. Lee reviewed that goals:  reflect the big picture, while the strategic directions establish it  serve the interests of the institution as a whole, not just one department Co-Chairs:  are ambitious yet attainable: Holly Bailey- o we don’t want to declare as goals things we already do pretty well Hofmann o strategic goals need to go beyond “maintaining” Rebecca Tillberg  are measurable: sometimes directly, but at a minimum through progress on subsidiary objectives Members: o When thinking about goals, one must also think about, “is there a direct measure?” Hector Banuelos  unlike strategic directions, may be achieved; while a goal is quite stable and may be unchanged Phyllis Braxton for many years, it may be changed or retired if significant progress is made. Judy Chow Carmen Dones He also emphasized that ideally, each strategic direction should have a small number of goals (one to Allan Hansen three) since part of the purpose of the strategic plan is to focus the college on specific important Ken Takeda items. Joyce Sweeney One workgroup member asked if there needed to be a one-to-one correspondence between strategic Maria Mancia directions and goals. M. Lee suggested that each goal find a home under one strategic direction, but Adriana Martinez often a goal will serve more than one strategic direction. At this time, R. Tillberg circulated a diagram Clare Norris mapping the conceptual relationship between the college’s mission, strategic directions, goals, Bob Sprague objectives, and actions. Using the diagram to illustrate, M. Lee suggested that because of the way the Alice Taylor workgroup is developing its strategic directions, goals, and objectives, West should be able to argue Helen Young that progress on the Educational Master Plan will measure progress on the mission.

Resource: He also discussed objectives, starting with the idea that the scope of each objective is critical; too few or Agyeman Boateng too many (three to five was his suggested amount for the first year) for a goal suggests that the scope Adrienne Foster of the objectives needs adjustment. Objectives must be clearly measurable. If the answer to “could I measure this” is “no,” then it cannot be an objective. The main source of evidence and inspiration for Fran Leonard developing objectives statements is the “Implications” document. At this point there were some comments that the goal example on his handout did not adhere to the practice of starting with an active verb, to which he agreed. He also noted that achievement on all measures of all objectives may not necessarily mean that the goal has been achieved, but perhaps that one phase has been finished and new objectives need to be crafted.

M. Lee also mentioned that objectives have a timeline/deadline for completion and that preferably, any needed resources are associated with them. He also pointed out that the objective’s “point person or group” is not necessarily the one who does the work, but the one whose responsibility is ensuring as much as possible that progress occurs on the objective as scheduled. This “person or group” could be A Vision for the a Vice President or a committee or an office. He cautioned that there will always be parts of a Future strategic plan that fall behind, but the intended outcome is overall movement. Through innovative prog rams and responsive community s ervices, HOMEWORK West Los Angeles Colleg e empowers students to M. Lee and H. Bailey-Hofmann announced the homework for the next meeting scheduled for February th succeed 26 . This meeting will be of longer duration—three hours—to accommodate the required task: generating goals and objectives to serve the strategic directions. Each workgroup member will have MembersEducational: Alice Taylor,Master Carmen Plan Dones,Workgroup Helen Young, of the Clare Norris, Bob Sprague, PhyllisAcademic Braxton, SenateKen Takeda, and RebeccaPIE Committee Tillberg, Allan Hansen, Joyce Sweeney, Judy Chow, PIE HollyCommittee, Bailey-Hofmann, Ed Policies Adriana Committee, Martinez, Mariaand the Mancia, Academic Hector SenateBanuelos

the same homework, which will be described in emails to be sent within the next week. The members are to use the background materials (including a new summary report on the Fall 2013 Program Review unit goals and action items) to craft candidate goals. In this conversation, the group decided that the next meeting would begin at noon.

M. Lee also noted that he had suggested having an additional meeting either before or after Spring Break to accommodate the May deadline for completion of the draft Plan, if possible.

Co-Chairs: Holly Bailey- REVIEW OF ALL FEEDBACK TO DATE (SPRING SUMMIT) Hofmann H. Bailey-Hofmann congratulated C. Norris on the Spring Summit. She informed those workgroup Rebecca Tillberg members not in attendance that at the afternoon session, she, along with R. Tillberg and M. Lee, introduced the draft strategic directions along with the descriptions (the descriptions discussed Members: earlier this meeting) to between 30 and 40 staff, faculty, and administrators. Participants were Hector Banuelos broken up into groups, each of which was and asked to reflect upon one strategic direction, Phyllis Braxton answering the questions, “how does this strategic direction relate to your department or function,” Judy Chow and, “how do you envision applying this strategic direction to your work activities?” The idea, M. Lee explained, was for attendees to draw a connection between the strategic direction and actual work Carmen Dones “on the ground” – to consider how the strategic direction might relate to the department’s or the Allan Hansen individual’s own work. M. Lee distributed a handout summarizing the Spring Summit participant Ken Takeda responses. He asked the workgroup to read this first when starting with the homework due by the Joyce Sweeney next meeting. Maria Mancia Adriana Martinez There was some conversation about the attendees of the EMP session of the Summit. The group was Clare Norris small and not representative of the campus as a whole. Trio programs and adjunct faculty Bob Sprague representation was relatively high; these are groups that often are not as well represented in campus Alice Taylor strategy and planning venues. Two themes that emerged in the comments ran across more than one Helen Young of the strategic directions: professional development and technology. R. Tillberg also reminded the committee to respond to and spread the word regarding the Strategic Resource: Directions Survey. There was also conversation regarding the unveiling of the Strategic Directions at Agyeman Boateng various committee meetings. H. Bailey-Hofmann reported that there was no comment on her report Adrienne Foster out to the Senate; however, the agenda was crowded and perhaps there wasn’t enough time for the Fran Leonard Senate to digest her presentation. There was also mention of the fact that the classified council has not met regularly and this would have been an important venue to solicit feedback on the strategic directions. M. Lee also mentioned the idea of open forums on the strategic directions, noting that while often very few people show up for them, it is another venue for getting the word out.

Finally, a question was asked about soliciting feedback for additional candidate goals and objectives. M. Lee reminded the committee that the calendar and tasks of the EMP workgroup were crafted with the goal of having a finished product by the end of the Spring Term. This did not allow for a campus- wide solicitation of new ideas, but rather for a group of committed individuals (the EMPW) to work on the fundamental components based on the extended discussion of sound evidence, and then to vet A Vision for the their recommendations with the rest of the campus at the appropriate times. He encouraged the Future committee, saying that because of the effort and thought they had already devoted to this task, Through innovative prog including the review of extensive data, this group was at this point more qualified than any other to rams and identify goals and objectives that will meet the needs of the College and all its constituencies. responsive community s ervices, West Los Angeles Colleg Meeting was adjourned at 2:42pm. e empowers students to succeed