THREE-YEAR LOCAL STRATEGIC PLANNING PERKINS PLANNING THREE-YEAR LOCAL STRATEGIC PLANNING http://www.mus.edu/Perkins/grant_apps.asp

WHY DO I HAVE TO DO THIS ?!%$@ WORK ??

Perkins should be seen as a component of the budget process and should align Perkins’ priorities with the College’s priorities

Three-Year Strategic Plans should align and link your Perkins Local Plan to the goals of the College, as appropriate for your level of funding. It facilitates up-front thought to where your CTE program is going and what long range outcomes you are trying to accomplish.

WHAT WE HOPE TO ACCOMPLISH Create and manage the process for directing Perkins funds Explains how Perkins fits into the College’s strategic plan Becomes a component of the overall budget process Facilitates and encourages faculty input Strengthens tie between equipment purchases and programmatic goals Applications become goal driven not personnel driven Encourages state wide planning Stimulates statewide collaboration Promotes systemic thinking and planning Strengthens knowledge of the value of Perkins funding

Mindi will be available to provide onsite technical assistance!!! IMPLEMENTATION Mindi will be available to provide onsite technical assistance!!! Oct. 8 Two Year Presidents/CEO/Dean Oct – Feb TA calls for progress and issues Mid December Rough draft submitted to OCHE Dec – Feb Corrections and rewrites February 29th Final draft submitted to be reviewed and approved Late March Plans approved and posted on OCHE website

WHAT SHOULD BE INCLUDED IN THE PLAN? Future state Current state Perkins Committee Strategies to close the gap WHAT SHOULD BE INCLUDED IN THE PLAN?

FUTURE STATE What is the College’s desired vision for Career and Technical Education three years from now? What is vision for CTE at the College in three year? What impact and results do we want to be achieving with CTE? What impact will we have on the community, state, and region? What students will be target? What services will we provide for our students? What would be our measure of success?

CURRENT STATE How is Perkins funding currently being spent at the College? Did these expenditures produce the desired results? Where are these opportunities for improvement? How is the College utilizing its strengths? How is Perkins funding prioritized? What are the regional workforce needs? Does the College offer programs to meet those needs? Is the College providing current work-based learning experiences? How are administrative tasks and functions being handled?

CURRENT STATE How can faculty request funding? Who decides if the funding request is approved? How are programs required to report outcomes? Is that any training provide to faculty requesting funding? How does the College communicate about Perkins and report the impact Perkins funding has on specific programs? Do the current Perkins programs align with this vision? If not, what steps can the College take to better align Perkins programs with this vision?

PERKINS COMMITTEE What departments and stakeholders need to be represented on the committee? How will individuals be appointed to the committee? What role will the Perkins Committee have in the development of the College’s yearly local application? What role will the Perkins Committee have in the prioritizing, selecting and monitoring of Perkins funds? How often will they meet?

STRATEGIES TO CLOSE THE GAP How do we want Perkins funding to be spent at the College? What are our desired results? How can we capitalize on our strengths? How can we align Perkins programming to best meet the needs of the College, our students and our communities? What does our data tell us? Who participated in the writing of this plan? How were the participants chosen? How were priorities decided? What data was used to inform the goals and actions?

COVER PAGE NAME OF COLLEGE: NAME OF CHIEF ACADEMIC OFFICER: EMAIL:   NAME OF CHIEF ACADEMIC OFFICER: EMAIL: PHONE: NAME OF PERKINS COORDINATOR: NAME OF PERSON RESPONSIBLE FOR PERKINS DATA COLLECTION: NAME OF INDIVIDUAL COMPLETING THIS FORM: Assurance: By signing this document, I assure that the College will provide programs that are of such size, scope and quality to bring about improvement in the quality of Career and Technical Education. The College also has committed to the timing and scope of the goals, objectives and outcomes listed below. SIGNATURE OF CHIEF ACADEMIC OFFICER: DATE: COVER PAGE

NARRATIVES SECTION I: FUTURE STATE Enter the College’s vision statement for the future SECTION II: PLAN DEVELOPMENT Describe the development of the College’s Perkins Three-Year Local Strategic Plan NARRATIVES PLEASE FEEL FREE TO BE BRIEF AND FACTUAL

PERKINS COMMITTEE DATE COMMITTEE FORMED:   CONTACT PERSON: PURPOSE/OBJECTIVE OF COMMITTEE: COMMITTEE MEMBERSHIP (Position Titles): Committee members include the following personnel classifications. SCOPE OF AUTHORITY AND DECISION-MAKING ABILITLY: NAMES OF ACTIVE MEMBER: FREQUENCY OF MEETINGS: TERM LIMITS: PERKINS COMMITTEE CAN BE WRITTEN IN A NARRATIVE OR USING CURRENT COLLEGE TEMPLATES

SECTION IV.2 THIS IS WHERE THE GOOD STUFF GOES

NARRATIVES SECTION IV.1: STRATEGIES TO CLOSE THE GAP (Narrative) Describe the process used to develop the Perkins Three-Year Local Strategic Plan NARRATIVES PLEASE FEEL FREE TO BE BRIEF AND FACTUAL

QUESTIONS???????