|  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 | 
