Laureen Balducci

The Board of Trustees conducted a regular meeting to address various operational and administrative matters. Key discussion topics included the approval of student government budgets for De Anza and Foothill Colleges, the ratification of various contracts and purchase orders, and the approval of the renaming of César Chávez Plaza to Sí Se Puede Plaza. The Board also discussed international travel requests for the Chancellor, adopted a commendation resolution for classified professionals, and authorized pilot contracts for the modernization of the electronic transcripts exchange system. Additionally, the Board reviewed Measure G and Measure C project list revisions, conducted a public hearing on collective bargaining, and adopted interest statements for reopener negotiations with the Association of Classified Employees.

The council performed several appointments for various roles including Elections Commissioner, Marketing Commissioner, Budget Analysts, Specialty Programs Liaison, ICC coordinators, and equity-focused positions for the spring quarter. The 2026-2027 budget was presented and approved. The elections committee discussed social media rules and the election timeline. Various board and shared governance reports were received, covering topics such as campus infrastructure projects, the student parking fee, academic integrity, and future events like a blood drive and club day.

This Strategic Plan outlines De Anza College's comprehensive roadmap for 2027-2030, aiming to build a more equitable and innovative future. It is anchored by three transformative goals: Creating Equitable Access and Pathways, Elevating Equitable Engagement and Success, and Galvanizing Community Impact and Innovation. The plan emphasizes data-informed analysis and action to expand access, enhance student success, drive innovation, and foster sustained progress, ultimately serving as a beacon of hope and opportunity.

De Anza College's first Strategic Enrollment Management (SEM) plan aims to promote moderate enrollment growth and maximize funding through the Student Centered Funding Formula (SCFF). The plan focuses on seven key areas: Workforce and Career Technical Education (CTE), Dual Enrollment and High School Partnerships, CDCP and Noncredit Enrollment, Adult Education Partnerships, Students Age 25+, Credit for Prior Learning (CPL), and Completion Through Persistence. It seeks to empower all students to attain their educational goals, develop an equity-based mindset, and become civic leaders, while also strengthening support for both transfer and non-transfer students. The plan aligns with the college's broader Strategic Plan 2027-30, emphasizing equitable access, engagement, success, and community impact.

This strategic plan aims to foster equitable access, academic success, and inclusive excellence by addressing historical inequities and implementing best practices in equity-minded pedagogy. It focuses on closing equity gaps for disproportionately impacted student populations, including Black, Latinx, foster youth, Pacific Islander, first-generation, LGBTQ+, individuals with disabilities, Asian, and white students, across key metrics such as enrollment, transfer-level English and mathematics completion, persistence, certificate and degree completion, and transfer rates. Key strategies include institutionalizing racial equity frameworks, expanding culturally relevant pedagogy, prioritizing cohort-based learning communities, enhancing academic advising, providing comprehensive basic needs support, and increasing dual enrollment opportunities. The overarching vision is to create an inclusive and empowering environment where all students can thrive and achieve their academic and professional aspirations.