Big Meeting
March 19, 2010
Goals 3 and 4 Table Discussion Notes
Table: 1
Objective: 3.1 - Strengthen Valencia’s collaborative culture through learning and leadership
development opportunities in the effective use of collaborative approaches, and through regular
review and evolution of our shared governance system.
Recorder: Jeff Goltz












Three main issues that are targets long-term
o Part-time staff connection
o Leadership structure not fully understood
o Communication
Need for college-wide organization chart
o More communication
o Better communication of organizational chart
More than one council handles issues
o Need more communication between councils
o Re-invent special assistant to the learning center initiative
 See suggested measures - Short-term Targets 1 and 2
Senior staff sits on each council
o More communication needed between these councils
Communicate the purpose of each council more effectively
Web page – difficult to navigate
OIT Outlook email conversion included all adjuncts
o Great initiative
o Need for audit/evaluation of e-mail system – too many messages
A lot of discussion about e-mail communication – college-wide messages, too much
insignificant information
Many projects – initiatives occurring on all college-wide basis and not much
communication on all of these
The need for an information filter college-wide for all information before communicated
and need a communication structure with one central resource
Councils need a strong representative that will communicate information better
Suggestions for long-term Target 2
o Need to see the “strategic communication” plan revitalize/completed
Table: 2
Objective: 3.1 - Strengthen Valencia’s collaborative culture through learning and leadership
development opportunities in the effective use of collaborative approaches, and through regular
review and evolution of our shared governance system.
Recorder: Della Paul





Collaboration should always include diversity
Long and Short-term Targets
o Yes
o Collaboration has total representation from all aspects of the college we seem to
have lost the total aspect of “shared governance”
o We need to practice what we preach within the theory (shared governance)
o The theory is great, but we have need of “further” strengthening
o A “plan” on how we accomplish shared governance needs to be in place
o Where is the accountability
Important Concerns
o Any representative of a group who attends significant meetings, councils, etc.,
that person should take the results of that gathering to the group represented
o Good work on the knowledge of good work
o Good work should be moved forward
o Great! Part-time employees should be involved and totally connected to the
college mission
o Although we have ways and means in place to engage and connect part-time
employees to the college (mission), our means of communications is weak
o Many do not use Atlas as a means of communication
o Our part-time employees have diverse needs
o The use of a systematic approach is a great idea
 Suggestions
 Assign a mentor to the part-time person
 Contact should be continuous
Additional effort and collaboration between Human Resources, deans and faculty is
essential, i.e. forms, finance, employee pay
Before decisions are made, the “direct” stake-holders should be involved
Table: 3
Objective: 4.1 - By 2013, Valencia will emerge as a first-tier investment for the philanthropic
community, supporting the missions of the Valencia Foundation and the College.
Recorder: Jacqueline Cole

4.1
o
o
o
o

Very specific
A lot of numbers
Do we need that specificity at this point
Different mindset – how do we get Valencia on the minds of those who are
philanthropists
o OBF Top 100 – Interesting
 Just top 100 parties
 Is there another way to go up - i.e., align goals of organization with goals
of Valencia
 Is there an alignment of goals and mission
o When soliciting donations get indication of how donors want money spent
o Should Valencia to larger audience - i.e., extend reach beyond private wealth
donors
 People give to people not organization to organization – need personal
voice
o Opportunities to invest in Valencia other than with money – need to explore these
options
o Curious to know if we consider whether or not solicitor has link to Valencia, if so,
more objective in soliciting money
o Many people give when individually invited verses responding to the blanket
invitations
 Invitation needs to be issued to everyone beginning with Valencia
employee
 Easier for them to ask others
 Include in employee orientation the investment opportunity
 How to represent Valencia and solicit within their own range of
influence
o Like that team was going to incorporate perception into goals
o Note – need more than money, i.e. trustees, partnerships, speakers, time and
talent, workshops and classrooms
o Need clarification of “retirees”, staff, faculty and community in general, i.e.,
bringing in deaf retirees could relate to current students and help them be
successful – retired faculty would meet different needs
o Need to include planning for how to enable faculty and staff to go out into
community
Summary
o Match organizational missions with Valencia missions – not just top 100
organizations in general
o Giving is more than just money
o Identify individual donors and not just top 100 companies
How do you determine basis for numbers – so many numbers and so specific
Recruit wider/extended view of contributors
Focus is on recruit money not giving back
Need qualitative measures and quantitative measures, i.e., in assessing community
perception – need both
o Need fund raising and friend raising
o
o
o
o
Table: 4
Objective: 4.1 - By 2013, Valencia will emerge as a first-tier investment for the philanthropic
community, supporting the missions of the Valencia Foundation and the College.
Recorder: Chanda Torres


















Top 100 – who is going out
o Is there a plan
o Business efforts
Donations - Should we hit other members to invest in Valencia
Other donors - how do we reach them
Don’t want to miss those opportunities
What role of the Valencia community in this involvement
More information on the Valencia Foundation
o How we can help as a Valencia employee
Other avenues we do at the college that have fund raising
What are some ideas to give – has it been successful
A lot of it is about dollars and are there other ways of giving – internships, presentations,
resources, building relationships with companies so it could be integrated into the
curriculum
Direct Connections – learning and mentoring
Target “mom and pop” places so we can help them as well – make it a two way street
Is this goal only for financial purpose for resources they can provide
o What is first time investments - Valencia first or more money to Valencia
Competition with other schools (UCF) fundraising and asking donors for money
o Can we partner with UCF for the same cause since we have Direct Connect
o 100 business visit Valencia so they can better invest in our community
o How can we get ourselves apart from the rest of the schools – why Valencia
Florida Hospital (example) – going to them, utilize their services and vice versa – two
way street
Cigna – partner with Valencia wellness activities
o Human Resources can assist with this partnership
Involve alumni and retirees in the process so they can give back
Growth in Valencia and Lake Nona – build a plan of community partnerships
How would the data be gathered and assessed
o Focus group
 Is it connected to people or the non-connected people
o More clarity in this process
o ATC did community focus groups – which method did they use
o Valencia can offer courses to business based on their needs in return for their
donations, i.e. Valencia Enterprises Professional Development or English courses
o Maybe faculty can teach workshops or courses to these businesses in return for
their donations (computer/on-line courses)
o Encourage students to seek donations from the community
o How often does the top 100 list change
 Have to create new partnership plans





When seeking donations we should have the same story
We would need Valencia speaking points when we go out to the
community
Walk a day in your shoes partnerships in the community – your faculty
and students
Increase Valencia staff knowledge of current programs, so they can
communicate them to the community
Celebrity or political support and sponsorships
Table: 5
Objective: 3.2 - By 2013, Valencia will have a robust system of career growth and planning in
which all Valencia employees will participate. (Note: This does not include faculty, who have a
separate faculty development program.)
Recorder: Joe Nunes








Not a l lot of collaboration that exists between Administration, Human Resources and
Leadership Valencia
Successive planning/talent management – how do we fill gaps that exist when someone
moves on
o Plan for loss as well as training
Planned succession planning, shadowing, maybe a year – a month of job shadowing
would help transition, no overlap right now
All training efforts need to come under one unit, historically belonging to Human
Resources
o Talent management should be focuses and managed by one business unit - right
now too much across the board
Professional development plan may be insufficient to identifying training needs – a lot of
effort will have to be expended to discern and glean what training needs exist
Need to motivate people and financially reward them – Performance Pay Plan
Not sure how to structure training
Supervisors need to be trained to deliver appropriate training for their staff
Table: 6
Objective: 3.2 - By 2013, Valencia will have a robust system of career growth and planning in
which all Valencia employees will participate. (Note: This does not include faculty, who have a
separate faculty development program.)
Recorder: Joyce Romano




























Why are goals focused on 2013
Should say what we will do now to get to the goals
Sounds like we will put things off until then
Would like to see more happening now – rather than 2013 alone
Need to train supervisors now – they will be key in making this happen
Goal of this meeting is to name what we will do not – that is what is coming from the
discussion at this meeting
What has been done in the last two years
PDP should have been here in three months not two years
Concern about time to do all in this area – PDPs for example, there are so many hours in
the day and what will “give” to make time
Not realistic – no company has 100% employees accomplish PDP
Supervisor training is key
Looking for shorter term metrics
We have been stalled on this in the last two years
Identify within short-term measures how to get started
Provide structure of employees to start with training
Faculty involved as to whether put PDP together
o Money incentives
o Deans have to approve the plan
Need someone to show how to do it
If other employees do not have the money incentives, won’t do it
PDP will be mandatory in some departments – student affairs
Faculty are not required to do this
This is key to succession planning – getting ready for next step
What are we doing in house to provide professional development
Possibility of internal internships across departments
In a budget crisis, not adding positions, creating expectations that we do not have
opportunities to meet
Concern this will result in disgruntled employees
It is not only about promotion to higher positions but getting better in your current job –
enrichment
So should it be tied to performance evaluation or is it broader than that - to value each
person and their improvement
Enrichment rather than performance gaps has a negative focus
Table: 7
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Frances Frierson


















Clearinghouse for coordinate volunteering - Hands On Orlando, Habitat for Humanity,
Relay for Life, Oakland Nature Preserve, 2nd Harvest Food Bank
Long-term – Service Learning
o No Service Learning Office currently – now within Internship Office Curriculum
transcript reporting system
o Student portfolio recording work
o Database generation and maintenance
o Office, staff to log hours
o Recording of volunteer hours
Need to look at resources and funding
Who are the stakeholders
What do students get – college credit
Mechanism of recording and publishing staff/faculty participation data
Community Awareness – communication gap between what we do
Need to know what we are doing and then get it out there
Open Valencia volunteerism to everyone
Service Learning Certificate card at graduation
Award, certificate, acknowledgement and validation methods for Valencia volunteers
Recognition of service by faculty
Destinations track for exposure to student learning
Service Learning Office – destination, centralization, and a public relations place
Advisory Boards – great resource, tracking interns, create a “SLAB”(Service Learning
Advisory Board
Obstacle – Staffing
UCF/BCC Partnership – benchmark for Service Learning link, ask Service Learning
Coordinator, Judy Jetson to come over and conduct workshops
Possibly funding of staff for centralized reporting may come from Foundation “seed”
money as this information may help with fundraising
Table: 8
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Bobbie Sartor

















Increasing size of advisory boards – graduated an increased percentage by year after
establishing baseline
Measuring participation
Expand idea of advisory boards to AA degrees, pre-majors and not just AS
Better use of community and alumni members to speak with AA students –
employment/real life applications, i.e., writing, language and math
Service Learning – “SL” classes are difficult to measure, measure is very broad, needs to
be tied to a requirement, otherwise students will see it as something extra
Students seem to be resistant
Identify and promote SL classes better
What type of SL can be used – we do not know what “it” is yet
Could be part of professional development
How can it be measured – is there a model out there already in place that can be used
here
Is it really volunteerism if it is mandatory
Celebration day to recognize volunteer students, community, participants instead of a
database to tell a story - perhaps will invite connection and invite to participate
Challenge space/time to coordinate celebration/recognition
Connection between doing and learning – how do we get that connection
Take Stock in Children – volunteer as mentor and partner with schools
Student volunteer cross discipline – i.e., acting students volunteering to be patients for
nursing
How do we know what the community thinks – how do we measure that and is it worth
spending money to find out
Table: 9
Objective: 3.3 – Increase the percentage of employees engaged in self-reported wellness
practices.
Recorder: Geraldine Gallagher


































Program offers many – small response from faculty and staff
Need to revisit how we are marketing opportunity
Time is a premium for most – so participants have dwindled
It is hard for employees to break away from work
Some offices expect employees to “makeup” wellness time from personal time
Could be make wellness a departmental goal
Does it encroach on personal employee boundaries
Could wellness be part of individual plan
Department wellness competition
Supervisors need to know rules for wellness and encourage staff
A focus on wellness is good for organizations – empirical data, this must be strongly
communicated to bosses
Do we have discounted gym memberships
Do home/private gym exercise/wellness sessions “count” toward goal/objectives – would
they toward benchmarking or competition
Use the Outlook calendar to schedule wellness as “busy”
We have the technology but we are not using it
If the wellness is “free” do we value it or take it as seriously
Some faculty and staff have a basketball pick-up game - could be encourage more and
similar
Do we know how many staff are participating/exercising – how many hours
We are making assumptions – a way to benchmarking website to share what we are doing
also would give us data upon which to make decisions
Our perception is the numbers are low – is that true
Assessment of needs/preference and why people do not participate
Consistency among departments on employee time off task for wellness
The starting and stopping “by semester” does not fit our lives and can disrupt a routine
What if each department creates individual wellness plan
We do not encourage employees to get out of the building
We do not encourage work/life balance
We expect employees to work late and over lunch
We do not role model balance as supervisors
Message of priority of wellness must come from the top
We agree that wellness should extend to students, but what do we offer them
Employees have smoking cessation – should b offer to students
Some student organization support – peer educators are helping to promote wellness
How do we define community
Tactically, how does inclusion of students impact logistics, i.e., can students go free to
wellness activities




Do we send part-time employees to wellness
Need some guidance
Boundary issues in sharing health related groups with faculty and students
Can we layer students in – including students would add to energy level
Table: 10
Objective: 3.3 - Increase the percentage of employees engaged in self-reported wellness
practices.
Recorder: Melissa Pedone



















Love yoga instructor at Winter Park Campus
Great gym on East Campus
Does “college community” include students – if yes, we do not have curriculum for them,
and are there measures related to students
Skill shops may offer options for students
Screenings for faculty, staff and students
Mental/emotional wellness included in definition of wellness
Food services should be engaged for healthy choices
Our food vendor contract should require service healthy options
Food options for early/late students on campus
Use food sales as a wellness measure
EAP is under used and not well-promoted
More effectively use existing resources
Consistent access to wellness programs between campuses, divisions and supervisors
Build partnerships with Winter Park Campus, Osceola Campus and the community –
those that do not have fitness centers
Need a full-time dedicated wellness coordinator
Make participation in wellness part of professional development planning for all
including faculty, staff and part-time associate faculty
Should wellness be part of student success curriculum
Access to wellness participation (or lack of access) can impact our measures of
participation
Use digital cigarettes to become smoke-free campuses – ask the Banner Tech people
about them
Table: 11
Objective: 4.4 - Increase reported satisfaction by Valencia graduates with their preparedness for
upper division studies and the workforce, and increase the numbers of companies and individuals
served by Valencia Enterprises, contributing to meeting key workforce needs of the community.
Recorder: Susan Stone








Partner with community – Workforce Development
o Graduate satisfaction increases partners in the community with program
satisfaction
o Long-term - choose Valencia and are satisfied, agree and realistic
o How define “highest” level of satisfaction
 Feedback from industry
 Are students proficient in workforce
 Need to reflect both graduate and employer satisfaction
o How can the target be assessed
Short-term #1 is good and does go with objective
o Not presently done with all graduates
o Can track direct connect students easily
o There needs to be measurable outcomes in the program to use as measures – then
a survey developed accordingly
o Make sure students know the expectations/measures that must be satisfied
Objective 4.4 adjustment defined by leader – the satisfaction needs to be measured by all
three parties
Short-term target needs to add “mechanism to measure satisfaction by workforce and
upper level partners”
Add Continuing Professional Education and Criminal Justice Institute to Valencia
Enterprises to include measurement of satisfaction component
Be sure to capture all non-credit/non-degree programs, such as Criminal Justice Institute
and Continuing Professional Education programs
Define methods
Use student learning program outcomes NOT accreditation criteria such as the number
who pass NCIEX, number who go to higher education, etc. --- therefore, need to define
satisfaction
Table: 12
Objective: 4.4 - Increase reported satisfaction by Valencia graduates with their preparedness for
upper division studies and the workforce, and increase the numbers of companies and individuals
served by Valencia Enterprises, contributing to meeting key workforce needs of the community.
Recorder: Akos Delneky


Market Valencia Enterprises more so that more people are aware
On the graduation application, have questions on how prepared are they
o Are we getting also the employees side of satisfaction?
o We need to tap into why there is a difference between Valencia transfer students
to UCF and UCF active students
o Asking students, did their academics relate to their job preparedness?
o What are we measuring when looking at preparedness?
o Perhaps there needs to be measures at different times
o We need to give an incentive to alumni to provide data
o Measure two is measurable but they need more marketing for Valencia
Enterprises to increase awareness of making it more known
o Have multiple places to survey
Table: 13
Objective: 4.2 - By 2013, significantly increase the membership and the active involvement of
alumni in giving of their time and resources to support Valencia.
Recorder: Lisa Yenke

We agree with the short term targets and long term as well
o We need to make sure that social network sites are maintained
o Making it easy to access the Alumni Association and info out what is going on
and how they can volunteer
o Engage alumni in fundraising activities by identifying a “top 100” or other
influential members of the community who are alumni as well as any business
who are staffed by alumni (major businesses)
o Need to expand volunteer opportunities for alumni
o Identify who are alumni?
 Valencia student?
 Valencia Grad?
 Valencia Enterprise Student?
o Should we branch out our Alumni membership to include different degrees?
 Such as a chapter for CJI, medical programs, Business, etc.?
o Could alumni come and speak to students?
 Possibly keep a list of alumni who are available to speak
o The group agreed that when we communicate with alumni, we should not always
mention money or donations
 This could turn away those who might otherwise join
o There should be more social functions where alumni can connect and network
 “It’s not about the money, it’s about the connections”
 “If you make the connections the money will come”
Table: 14
Objective: 4.2 - By 2013, significantly increase the membership and the active involvement of
alumni in giving of their time and resources to support Valencia.
Recorder: Maryke Lee

100% seems ambitious
o Definition of alumni – definition would have an impact on feasibility
o Definition of active involvement
o Sub-groups of alumni according to interests
o Alumni conference – purpose to share what is new at Valencia and develop a
sense of pride among our alum
 Sessions on wills and estate planning could benefit Valencia long-term
 Lifelong learners
 Highlight – new programs
 Speakers – past alums and Dr. Shugart
 Find past commencement speakers (students) – get them to speak or be
involved
o Issue
 Def. of alumni and active involvement b/c the definition could affect
feasibility of the 100% goal
 Need to have completed a program to be alum but any student invited
 If you look at anyone who has ever touched Valencia, how will we ever
get to 100%
 Fall member – has degree
 Student member – non completed
 What counts toward the data we are collecting?
 Actually track alumni
 Update lists - effective communication with alums
 Banner has an alumni module
o Want to know where alumni work
 Get students involved in reaching out to alumni
 MDC alumni and family day
Table: 15
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Christie Pickeral

















Hurdles
o Data base of what is happening
 Leadership
Start with community needs
Short term
o Link with other colleges
o Find out what they are doing
o Links _____________ and develop relationships with other colleges to model
them
o Fl. Campus compact
Is in high school now
o Need to have Pathways with high school
 Make H.S. aware
 Make it a _________ (Pathway)
 Already exist – need to tap into it
Faculty and employees involved in community
Student Development does activities as volunteers
o Valencia Volunteers
 Do good work
 Needs to _____ activity
Need to make community aware we are willing to give
Communication and collaboration of what is being done at VCC and __________
regarding community service
Agree that need central location to collect SL activities and promote what has been done
Need leadership in SL short term (not long term)
Rally behind a big cause as a college
o Great for publicity and community
Happening in pocket
o Student Development, Honors, classes
Central location for data, faculty resource, community resources, students
Disaster relief plan w/ serv learning / volunteers
o Ex: Haiti relief for our students
o Our homeless students
Develop partnerships w/ H.S. schools to meet community needs
Environmental programs – jobs – SL partnership
Develop degree programs that promote service
o Curriculum in public service
Table: 16
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Barbara Frazier








Develop reciprocal relationships between VCC and business partners
Use internal faculty and staff as a reference point for identifying partners that are within
their sphere of influence
Evaluate whether service learning can be part of the freshman experience
o For example, this might be accomplished via SLS class or ENG 1101
 Ex. Rollins College’s freshman orientation experience
Measure 1.3 should be changed from “membership” to active involvement
Believe we need to increase our communication to students about SL
Need a centralized place to retrieve info re civic engagement. For example:
o Recognize alumni who give in magazine
Commitment of staff and resources of service learning needs to be made
Consensus
o Agreement objectives w/ slight mod to measure 1.3
Table: 17
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Cheryl Robinson



















Would faculty / staff service on advisory boards?
o Some as community service?
Valencia, as an institution, doesn’t give back to these organizations (YMCA, etc.), so
why should these organizations give back to us?
Tracking community service hours from faculty, staff and students is valuable
Be sure to capture student work as well – not just faculty / staff
o Work with Student Development and organizations / clubs to document their
activities (road clean up, nursing home visits, etc.)
Ask faculty community involvement in annual event, but it doesn’t leave department
o Get it more frequently and put in central repository
Document coordinated fundraising drives (Push for Pencils, gift for teaching, Light the
Nights, etc.)
Create mentoring service should be allowed as part of work time and it should be
supported – really supported – by supervisors
Do we count employee work with churches or in a kid’s school?
o We aren’t bringing a Valencia message so would it count?
Fear that college is being intrusive to staff personal life if we’re asking about what
they’re doing
Fear that we’ll be “used” for contacts or to do Valencia community message
presentations instead of just doing our volunteer work
Create volunteer / community system in Atlas to gather service hours
Community service shouldn’t be part of an evaluation
o We recognize that reorganization of Cathy Penfold-Navarro’s position that
service learning should be focused and grow
Don’t connect tracking of community service with a supervisor
We see individuals serve on advisory boards, but that doesn’t necessarily mean company
support
We usually solicit advisory board participation thought personal contacts
o Need to look at more structured way to reach people and drum up participation
Need advisory board members who are the ones doing the work in addition to the hiring
managers / “higher ups”
Have OIT develop “community engagement data collection system”
o Don’t want to fill out a form (paper form or open ended)
o Choose hours from drop-down
Once we figure out what we’re doing with service learning, we need to broadcast it out to
advertise it
Build on and publicize Valencia Volunteers
Table: 18
Objective: 4.3 - Significantly increase documented college engagement with community
organizations and businesses, contributing to meeting community needs and increasing
community awareness of the College’s mission and services, authentically raising our profile in
the community and leading to Valencia becoming an investment of choice.
Recorder: Shauna Anstey







Lake Nona – biotechnology focus – partnership
Looking at growth in medical field, prepping students to work in that area
o Cross-campus sharing of labs so they don’t have to start new
o Possible certificate in biotechnology
o Be able to provide lab support
Little tracking/collection of community data
o Who is serving on boards, attending community functions?
Horticulture focus, incorporate student learning with our Valencia grounds, business such
as Lowes
All internship being captured but not board or volunteer service
Professional Development
o A possible place that would cover key points of community interaction?
Agree w/ targets, measures, and timeliness proposed by 4.3
o Define what we want to capture
o If community can provide the opportunity then we can have a symbiotic
relationship
o Who are the “top 10” opportunity providers in the Central Florida area?
o Internships – service learning – volunteerism
Table: 19
Objective: 3.1 - Strengthen Valencia’s collaborative culture through learning and leadership
development opportunities in the effective use of collaborative approaches, and through regular
review and evolution of our shared governance system.
Recorder: Carolyn McMorran

Collaboration
o How do we empower all people at the college?
 If we ___________ we need to learn what we do as a college as a whole
o Communicate differently
 People still don’t know things about the college
o Update people on new things
o Defining collaboration
 Would start at new hire orientation
 ________ the medium of how we communicate
o Explain to employees how to get interested in college (resources, activities)
o There has been more comm. but not deliberate and strategic
o Needs to be a person dedicated to comm. to the college
 Plan more to be more effective with
o If we comm. more we will engage people more in things the college wants to do
o Who are all the employees this will touch?
 Identify _________ when we move changes
o A dept or team org comm. / internal comm. or a round table discussion
o Can’t it be used as a tool to comm.?
 Weave Toll
 What’s going on in the college?
 Maybe challenge to get people to use it
o We agree with the goal team’s work
o Target to come up with a shared defin of collaboration and examples of it
o Maybe a workshop on collaboration like Circles of Belonging
o How do supervisors build a collaborative team?
o Staff development
 Getting people to understand “calling a meeting” is not collaboration
 Helplessness – develop skills
o How do we be more collaborative with a community (goal 4) if we are not
collaborative internally? (goal 3)
Table: 20
Objective: 3.1 - Strengthen Valencia’s collaborative culture through learning and leadership
development opportunities in the effective use of collaborative approaches, and through regular
review and evolution of our shared governance system.
Recorder: Kimberly Finley













Communication is the key (really important)
o Ex: adjunct/faculty not knowing about Outlook
Need to know who you are collaborating with
o i.e. knowing other campuses
How we can get to this point technology-wise (not everyone has office)
Understanding true collaboration, define it for everyone to understand
o You need principles to follow
Understanding shared governance and how decisions are made for all employees
o Keeps employees happy because they are part of the process
o Put emphasis out that this is how the college works
o Encourage more participation
Possibly expand employee orientation, also point out share governance in TLA(spl?)
Want more collaboration between co-chairs
Review of tools on how we communicate
New faculty have different orientation than new staff (ex. Journey)
o Help them understand the process for collaboration
o Understand why they have to do this
Do more with adjunct orientation with shared governance
We need to define shared governance and how to communicate it
Refresh staff of possible changes
o Employees who have been here longer might not know about the new policies
(refresher orientation)
Have adjuncts / part-time workers a part of the process
o Have them have an orientation
o Could possibly make them feel more a part of the team
o Will help them understand collaboration/shared governance/Valencia policies
Table: 21
Objective: 4.1 - By 2013, Valencia will emerge as a first-tier investment for the philanthropic
community, supporting the missions of the Valencia Foundation and the College.
Recorder: Nemir Matos-Cintron




Coordinate student needs and college goals with community partners
o By 2013, Valencia will emerge as a 1st tier investment for their philanthropic
community, supporting the missions of Valencia Foundation and the college
Long term target: where do we want to go?
o Big contributors
 MIERS
 CNL
 DISNEY
How do we accomplish this? (in agreement)
o Suggested measures
 Get in touch with alumni as liaisons with contributors
 Existing database intersecting – alumni – and the companies
 Look at ___ to target 100 top employers
 __________ rights for a gift (propose)
 Marketing and PR - contact media outlets
 Look at president council
 Communicate effectively – what is their R.O.I. after giving?
o Beyond initiating – sustaining relationships promote in-kind investment (time
donated by staff-faculty)
 We invest (Valencia employees)
 Agreement for requesting external investment
o How do we know?
 Create database to record (in-kind investment)
 Will these activities move the needle? (yes)
Other suggested measures
o Know well!
 Who are the top 10 givers
 What is important to them?
 What is the personal connection?
 Follow the model of successful companies
o Important!
 Make our message catchy
 Faculty and staff should be viewed as Valencia fundraisers
Table: 22
Objective: 4.1 - By 2013, Valencia will emerge as a first-tier investment for the philanthropic
community, supporting the missions of the Valencia Foundation and the College.
Recorder: Debi Jakubcin
Community Investment
 Communicate what we have (Valencia)
o We are the best kept secret
 Get out there and share
o Perhaps some of the monthly meetings, have faculty go out there too
 See what we can do to enhance the business too
 Have business leaders come to us to help them develop their needs
 We need to dig deeper in the development of programs with outside
o Digital media example
 Again, communication is the key
 There is still not a known concept or knowledge of what Valencia actually does offer,
other programs, etc
 Full sail is busting at the seams and the abilities or offerings that Valencia has aren’t
showcased
 Nursing program is highly rated at Valencia
 Again, communication
o Great idea of targeting top 100 companies
 Good start
o Leadership Orlando another area
o Chamber of Commerce
o High profile in the community
o Wavering on the name change and a concern with the Valencia Community
College name
 What message would we give by changing it to the “state college?”
 Not the best idea for the fuzzy feeling we are trying to get out there