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CORE VALUES
Growth
We value transformational
learning that positively impacts individuals and organizations and is
sustained by ongoing reflection and assessment activities designed to
produce measurable improvement.
Community
We value the synergy and
strength generated via collaboration and communication with colleagues from
a diverse array of disciplines, backgrounds, cultures, and perspectives
working together to elevate learning across many contexts.
Performance
We value increasing and
consistent production of high quality results developed through enriched
learning environments built upon the dedication and integrity of the
individuals involved and utilizing research-based practices supported by
clear criteria and measurable outcomes.
VISION
The
Academy of Process Educators is a recognized leader driving transformational
change in academia guided by the principles of Process Education.
MISSION
The Academy drives
transformational change in education by generating, disseminating, and
archiving research based on Process Education principles through:
the advancement of scholarship in teaching and
learning,
advocacy on key educational issues,
building an Academy research program,
the professional development of educators, and
coaching and mentoring.
The Academy engages, supports, and collaborates with a community of educators
by:
delivering an annual conference,
producing a selective, peer-reviewed journal,
developing and endorsing position papers,
modeling key elements of Process Education, and
facilitating members’ participation in other
professional venues.
STRATEGIC GOALS & OBJECTIVES
Goal 1
- To publish an international journal on process
education.
Objectives:
1. finalize the
vision, mission, and guiding principles
2. publish the
1st edition in July
2008
3. align the
content of the inaugural edition to underscore the identity of the
Academy.
4. finalize the
review process with emphasis on collaboration
5. develop a
business and marketing
plan
Goal 2 - To consistently deliver an increasingly
meaningful annual conference with
proceedings.
Objectives:
1. produce a
proceedings publication
2. recruit 80%
of Academy members to conference
3. recruit 25
host-school members and 50 new Society members to the conference
Goal 3 - To be a meaningful professional development FORUM
for collaboration and
educational innovation.
Objectives:
1. provide
diverse opportunities for faculty development and renewal in addition to the
annual conference
2. Involve 100
% of academy members in one of more of the following annually: IJPE articles,
FGB articles, PE events, conference presentations
3. deliver
annual programming of set of face-to-face activities for Academy meetings.
Goal 4 - To have an effective leadership team in place to guide operations.
Objectives:
1. identify
slate for 2007-08
2. develop
documents to set up more formal leadership
3. elaborate
roles and responsibilities of each position beyond the by-laws and Board
4. develop
measurement to determine effectiveness of the leadership.
Goal 5
- To implement the strategic plan on a consistent basis.
Objectives:
1. develop a
transparent system for assessment of strategic plan within 3
months.
2. develop a
system for reporting from subcommittees or individuals on actions taken within 3
months.
3. document and
assess progress on strategic plan at least semi-annually.
4. finalize the
strategic plan, including action plans
Goal 6 - To recruit, engage, support, and renew Academy
members, assoc. members, and
prospective members.
Objectives:
1. establish
and maintain a PE Academy website
2. grow the in
Academy and Association membership by 50% within two years: 75 Academy members,
75 association members
3. establish
networks for faculty, staff, and admin.
Goal 7 - To establish resources for the academy to be
financially self-sufficient.
Objectives:
1. forecast the
Academy’s needs and resources for the next 5 years.
2. develop a
financial
plan
3. develop
three sources of revenue
4. secure a
501(c) 3 status for the Academy
a. consult
an IRS tax attorney and establish an address for tax purposes
b. take actions
necessary to secure the 501 status.
c. Set up process for
yearly filings
APPENDICES
Appendix A
DEFINITION OF PROCESS
EDUCATION
Process Education is an
educational philosophy, driven by studies of performance that emphasizes
continuous development of learning skills, use of assessment principles, and
mentoring to produce self-growth.
DESCRIPTION OF PROCESS
EDUCATION
Growth Environment:
Process Education uses best practices informed by research and assessment to
create learning environments that produce holistic transformational
experiences. In these environments people feel safe, engaged, and challenged.
These environments produce strong communities of diverse individuals which
respect the perspectives, values, and beliefs of others while fostering
important relationships.
Purposeful Design: The activities are
learner-centered, collaborative, and often team and community based. Future
performance is improved by strengthening targeted learning skills through the
use of high performance expectations, a variety of assessment practices, and
timely feedback. The development of learning skills is integrated with
knowledge and reflective practice on learning to produce high levels of
knowledge. These activities align under a strong design structure which
communicates (maybe “establishes” instead) clear outcomes and performance
criteria, and which employs assessment as well as evaluation. In educational
settings, courses support program design; program assessment is the key to
continuous quality improvement of student learning and growth.
Educator: The educator facilitates learning experiences with the mindset
of a mentor, constantly helping learners to increase their ability to
accurately self-assess and mentor their own growth in these targeted
performance areas. Consistent with this approach, the educator also uses every
experience to promote his or her own development. Additionally, the educator
maintains a research mindset and employs action research to produce new
knowledge that can improve learning and growth. (Do we know what “action
research” means?)
Organization:
The broader institutional structure implementing Process Education continually
and systematically supports professional growth through assessment, mentoring,
and professional development. The organizational members constantly initiate
projects, teams, and activities that improve quality in all dimensions of
processes, systems, structures, and policies.
Contexts: Process Education is applicable throughout life, advancing the quality of
individual and community life, from formal educational settings to home
schooling, and within the home, in businesses, government, and community
organizations.
Results: People become more independent, self-directed, and knowledgeable, and thus
stronger performers. Ultimately the practice of Process Education produces
life-long learners who habitually assess and improve their own performance.
Appendix B
GLOSSARY OF STRATEGIC
PLANNING TERMS
Objective:
A specific, measurable outcome that helps to fulfill one or
more of the Goals of the Organization, consistent with the vision and values.
(Objectives are typically shorter term than goals and are part of operational
plans. An Objective is specific, measurable, quantifiable and data-driven
interim step toward achievement of a goal, emphasizing results within a
specific timeframe.)
Mission:
A formal statement describing what the organization does,
consistent with the organization’s Vision and Values. (It should also be
consistent with the vision and values of the stakeholder groups.)
Stakeholder:
A group that would benefit from the organization’s strategic
planning. (Key groups include students, faculty, alumni, administrators,
industry leaders, etc.)
Strategic Goal:
A general end toward which the organization directs its
efforts. (Goals clarify the Mission, provide direction, but do not state how
to get there. Goals focus on the most important customer needs, products, and
services … broadly stated. Strategic Goals focus on aspects of the
organization: students, academic programs, personnel, the community, and
college policies.)
Strategic Issue:
Critical situation that requires action to ensure
accomplishment of the Vision and Mission of the organization.
Strategic Plan:
Actions required to successfully achieve the organization's
targeted outcomes --- to accomplish its mission over a time frame, typically 5
years, identifying the Vision, Values, Mission and Goals of the
College/University to be accomplished. (Objectives are incorporated as part of
the implementation process.)
Strategic Planning:
A structured, informed and participative process that results
in decisions and actions, which position the entire College/University or unit
for success in the present and future.
SWOT Analysis
(pronounced swat):
Definition of an organization's strengths, weaknesses,
opportunities, and threats that impact its success, describing where the
organization is now.
Values:
An organization's basic beliefs -- the underlying principles,
which are the basis for the Organization's, Mission, strategies, plans, and
actions.
Vision:
A statement of the mental picture of what the organization
should be in the future. (It may be written in the present tense describing a
future state. It typically gives a picture of the future direction of the
organization, consistent with the values, goals, and objectives of the
stakeholders.)
Rev. July
2007
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