Goal Team Three Outcomes Recommendations – FINAL – March 5, 2010
Goal 3: Invest in Each Other
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Establish operational systems based on collaboration and deep stewardship of our work.
Demonstrate support for employee professional development, career growth, and healthy
living.
Objective 3.1: Collaboration
Strengthen Valencia’s collaborative culture through learning and leadership development
opportunities through the effective use of collaborative approaches, and through regular review
and evolution of our shared governance system.
Long-Term Target 1: (Identify “where do we want to go, ultimately.”)
College employees will be able to articulate the commonly-held principles of collaboration and
decision-making as defined and practiced by Valencia Community College.
(Note that this objective has three long-term targets. The other follow.)
Short Term Targets 1, 2, & 3: (Identify the “What can we bite off in the next three years?”)
1. Through a collaborative process, define the principles and practices of collaboration at Valencia and
communicate them to all college employees.
2. Refine and clarify the complete decision-making process at Valencia, accounting for the roles of the
governing councils, employee groups (such as Career Staff Association, etc.), and
administrators/supervisors.
3. Convene a regular review of the shared governance system and implement the resulting
recommendations.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
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Limited professional development and collaboration conversations have been held around the
college in the recent past.
Suggested Measures for Short Term Targets 1, 2, & 3: (Identify “How will we know?”)
1. By 2013, the college will develop, post, and operate by a commonly-held set of principles and
practices related to collaboration at the college.
2. By 2013, a visual representation of the decision-making process at Valencia Community College
will be developed, posted, and shared with all college employees.
3. By the end of 2011, a collaborative review of the shared governance system will be conducted.
4. By the end of 2012, the recommendations from the governance review will be implemented.
Will the current activities and plans at the college move the needle on this goal?
The current work on collaboration at the college is not centralized in any one area and therefore has no
direct leadership or accountability. An infrastructure for the ongoing development and maintenance of
collaboration at Valencia should be developed as part of the above mentioned work and would “move
the needle” on the goal.
Objective 3.1: Collaboration
Strengthen Valencia’s collaborative culture through learning and leadership development
opportunities through the effective use of collaborative approaches, and through regular review
and evolution of our shared governance system.
Long-Term Target 2: (Identify “where do we want to go, ultimately.”)
Valencia Community College will develop and implement a robust, layered, and effective system of
communication that reaches broadly and deeply to all employees.
Short Term Targets 1 and 2: (Identify the “What can we bite off in the next three years?”)
1. Re-invent a dedicated system of cross-governance council communication.
2. Conduct a college-wide communications audit and develop a comprehensive internal
communication plan.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
Senior staff identified the creation of a strategic communications plan as an initiative in progress.
Suggested Measures for Short Term Targets 1 and 2: (Identify “How will we know?”)
1. By 2013, the college governing councils will create and implement a system of communication and
collaboration among the councils. (The team suggests revisiting the role of the “special assistant to
the learning centered initiative,” reconfiguring and renaming that role, and implementing regular
meetings of the council co-chairs.)
2. By 2013, the college will be in the process of deploying a comprehensive, structured, and layered
communication plan designed to reach all college employees.
Will the current activities and plans at the college move the needle on this goal?
No – there is not sufficient focus and direction related to comprehensive internal communication
efforts to move the needle.
Objective 3.1: Collaboration
Strengthen Valencia’s collaborative culture through learning and leadership development
opportunities through the effective use of collaborative approaches, and through regular review
and evolution of our shared governance system.
Long-Term Target 3: (Identify “where do we want to go, ultimately.”)
Part-time employees (including faculty) are engaged and connected to the mission of the college.
Short Term Targets 1 and 2: (Identify the “What can we bite off in the next three years?”)
1. Develop opportunities for full time and part time colleagues to interact and extend the college
culture of collaboration.
2. In concert with the creation of a comprehensive communication plan, develop specific
communication and outreach strategies to engage part-time employees.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
1. Some departments invite part-time employees to meet with full-time employees, however, there is
not a dedicated college-wide effort to regularly include part-time colleagues.
2. Some areas of the college communicate regularly with part-time employees. A systematic approach
to inclusion of part-time colleagues is necessary to facilitate the achievement of this goal.
Suggested Measures for Short Term Targets 1 and 2: (Identify “How will we know?”)
1. By 2013, the college will have at least one opportunity on each campus every year to connect full
time and part time employees with the mission of the college.
2. By 2013, the college will deploy a comprehensive communication plan that includes specific
strategies to reach part-time employees.
Will the current activities and plans at the college move the needle on this goal?
No.
Objective 3.2: Career Growth
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.)
Long-Term Target: (Identify “where do we want to go, ultimately.”)
We want to value a culture of career growth at Valencia. Valencia puts people at the center of
everything we do. As an individual, a leader, and part of a team, Valencia encourages employees to
steer their career goals and aspirations. Specifically, career growth includes: Continuous learning and
development to enhance current on the job performance, enabling employees to keep pace with rapid
changes ensuring we are prepared to exceed the students’ needs and expectations, and identifying and
preparing for desired future job opportunities.
Short Term Targets 1, 2, and 3: (Identify the “What can we bite off in the next three years?”)
1. Implement the college-wide strategic plan for organizational development.
2. Every career and professional staff employee at Valencia will have a professional development plan in
place.
3. Investigate succession planning to explore future employment gaps and identify employee
development needs.
How will we accomplish this? (Current college programs aligned with this target contained in the goal
team report on initiatives.)
1. a) Approval of plan by Senior Staff will occur.
b) Validate and implement supervisory competencies across functional areas of the college.
c) Ownership of the college-wide strategic plan related to ALL career growth activities for career &
professional staff needs to be determined.
2. a) Implementation workshops for how to complete the professional development plans from
supervisor and employee perspectives.
b) Professional development workshops will be available for implementation.
c) Ongoing PD workshops will be offered which are aligned to “PDP” requirements.
d) We will have a tracking system to determine what internal and external training and development
resources will be needed to meet “PDP” needs.
Suggested Measures for Short Term Targets 1, 2, and 3:
1. a) There will be a tangible organizational development plan that has been communicated collegewide.
b) Alignment of Valencia sponsored career growth activities will be identified and professional
development plans will be in place.
c) There will be expressed confidence and competency levels of managers/supervisors related to their
own preparation and performance.
d) There will be expressed confidence and competency levels of all employees related to the
completion of their individual Professional Development Plan.
e) Evaluation supervisors against essential competencies and then provide training to assist all in
meeting or exceeding expectations.
(Measures continue on following page.)
2. a) Professional and Career staff employees will be participating in the new Performance
Development Plan and will participate in renewing and reviewing their plan annually.
b) An inventory of all current professional development activities which support career growth at
Valencia that align with competencies will be completed.
c) The establishment of career profiles which include expectations and required essential
competencies to assist supervisors and employees in planning for career growth and consistent
performance measurement is under way. “PDP” review system is fair and equitable and
implemented consistently throughout the organization.
3. Taskforce will produce report to identify gaps and trends related to current career paths at Valencia.
Will the current activities and plans at the college move the needle on this goal?
The thoughtful embedding of the Professional Development Plan process, training program, employee
review, and program assessment at Valencia will engrain accountability into our culture. The PDP
program will encourage supervisors and employees to engage in meaningful conversations about
employee performance by using consistent, measurable performance indicators. Systemic review of
outcomes summaries will identify performance gaps and provide detailed information about what training
resources need to be engaged.
Through the implementation of the college-wide strategic plan for organizational development, Valencia
will be able to leverage our resources against the strategic needs of career and professional staff
employees. This plan, when combined with the new Professional Development Plan process, will lay the
foundation to improve employee performance and increased productivity at Valencia.
While there are not existing activities in place at the college to explore future employment gaps and
identify employee development needs, this work can help lead the foundation towards future work which
may help further the impact of these other two programs on a culture of career growth for our employees.
Objective 3.3: Employee Wellness
Increase the percentage of those in our college community who are engaged in self-reported
wellness practices.
(This is a recommended edit to the original objective that read: Increase the percentage of employees who are
engaged in self-reported wellness practices.)
Long-Term Target: (Identify “where do we want to go, ultimately.”)
All in our college community are engaged in one or more wellness practices.
Short Term Targets: (Identify the “What can we bite off in the next three years?”)
1. Develop a definition of wellness practices and a plan to monitor/report on the percentage who engage
in these practices.
2. Increase utilization and awareness of wellness services and the benefits of a healthy lifestyle.
3. Increase the budget for the wellness program, including dedicated full-time staff, and keep pace with
planned expansion.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
1. A definition of wellness practices will be included in the Wellness Program Plan that is under
development. Through CIGNA Healthcare, the college will receive statistical data on key health and
wellness issues and practices, and the college will continue to maintain its own data on gym and
program usage/participation.
2. A plan is being developed for the continuation and expansion of the Wellness Programs, and it will
include a new marketing/communications plan as well as expanded incentive programs, developed
based on research on effective incentives.
3. The Wellness Program plan being developed will provide the basis for a projection of budget and
full-time staffing needs. There is no current budget initiative of which the team is aware.
Suggested Measures: (Identify “How will we know?”)
1. A definition will have been developed and shared collegewide. An annual analysis will reveal
improvements in group employee health and wellness data from CIGNA, increased gym usage, and
increased participation in the wellness program.
2. A new Wellness Program Plan, with marketing/communications and incentives, will have been
developed and will be implemented.
3. The annual Wellness Program budget and staffing levels will be measured and compared over time,
with the intent that there will be an increase in the portion of the total costs of the Wellness Program
and in staffing levels that are supported by the budget.
Will the current activities and plans at the college move the needle on this goal?
The current activities and plans will definitely move the needle on Goal 3 and on this objective.
By offering a comprehensive wellness program, widely advertising the program offerings, and adding
more participation incentives, and to the extent that the college increases the recurring budget and
staffing for the program, more employees will participate in wellness programs.
As a result, the college will be served by healthier employees, productivity will increase, and a higher
quality of service will be offered to students, directly supporting achievement of Goals 1 and 2 (Build
Pathways and Learning Assured).
NOTE
The team asks that the college add to the Issues Bin for consideration:
Student wellness needs are currently not addressed in Goal 3, and consideration
should be given to addressing students’ needs.
The team also recommends that when the Situational/Needs Analysis is next
updated, it should address wellness issues. Insured employee data will be available
for study starting in 2010-11.