2009-10 Team 3 Report

GOAL TEAM THREE – 2009-10 Report to the College – DRAFT – June 16, 2010

Goal 3: Invest in Each Other



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.

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.)

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. Big Meeting participants agreed with the proposed wording change submitted by the Goal Team. Participants agreed that while including students is a good idea, it can complicate targets and measures. It was also noted that privacy issues must be taken into account.

)

2009-10 Goal Team Members

Shauna Anstey

Joanna Branham

Tullio Bushrui

Jenelle Conner

Julie Corderman

Ilia Cordero

Wendi Dew

Kimberly Foster

Michelle Foster

Margaret Gonzalez

Gloria Hines

Jeff Hogan

Debi Jakubcin

Anthony Jansen

Elizabeth Jusino

Donna Kosloski

Tom Lopez

Michele McArdle

Carolyn McMorran

Brent Nakagama

Joe Nunes

Sunni Prevatt

Liza Schellpfeffer

Katie Shephard

Renee Simpson

Angelique Smith

Patti Smith

Bill White



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. Others to 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?

goal team report on initiatives.)

(Current college programs aligned with this target contained in the



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.

Illustrative List of activities and indicators of progress on Objective 3.1, Target 1 during 2009-10

Collaboration Conversations

A series of campus-based conversations about collaboration were hosted by Dr. Shugart and Mr. Shugg

(in the capacity of Faculty Council President). These open forums were held to discuss collaboration and shared governance at Valencia.

List of Major Activities Planned for Objective 3.1, Target 1 during 2009-10

Governance and Collaboration Review (Contact: Sandy Shugart/Lisa Macon)

A review of shared governance and collaboration at the college will be conducted. Specifically, the review will yield a documented collaborative process and the results will be communicated throughout the college.

List of Significant Challenges or Opportunities Anticipated Related to this Target

Collaboration among committees

A breakdown of communications occurs within our shared governance system. 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.

Responsibility for collaboration

We should review communications tools and converse about responsibility to collaborate. Can

WeaveOnline help? How can we train collaborative leaders?

Collaborative basis for decision making

How can we improve our use of data in ways that lead to improved practice? How can we move toward capturing college data that are useful to us as well as our students, relating clearly to students and their needs? (Placed here to relate it to our collaborative processes of making decisions based on data.)

Advancing work through collaboration

How can we best advance our work under collaboration and shared governance? How can we nurture and grow our collaborative culture and develop collaborative leaders? How can we avoid the “silo-ing” of decisions, especially regarding resource allocation. Involve stakeholders.

Links to data that support the report on Objective 3.1, Target 1

Collaboration Workshops that have been held:

Oct. 2007, Collaborative Leadership, Valencia’s Compass for Creating The Future, Kaye Walter, Joyce

Romano, 9 Attendees

Feb. 2009, Collaboration At The Learning College, East Campus, Sanford Shugart, Michael Shugg, 36

Attendees

Apr. 2009, Collaboration At The Learning College, West Campus, Sanford Shugart, Michael Shugg, 17

Attendees

Jul. 2009, Collaboration At The Learning College, West Campus, Sanford Shugart, Michael Shugg, 14

Attendees

Oct. 2009, Collaboration At The Learning College, West Campus, Sanford Shugart, Michael Shugg, 28

Attendees

The New Employee Orientation contains a section on shared governance at the college that covers the

Governing Councils at Valencia and includes a link to

College’s Governing Structure web page: http://www.valenciacc.edu/governance/



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.


(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.


No – there is not sufficient focus and direction related to comprehensive internal communication efforts to move the needle.


Communication Planning

The area of the college that is responsible for marketing and communications has been renamed

Marketing and Strategic Communications. A new Assistant Vice President (Lucy Boudet) was hired in

September 2009, and she and the team are creating a new marketing and strategic communications plan.


Communication Planning

The plan will include marketing and branding as well as methods of communicating with stakeholder groups, including internal stakeholders as well as external. The plan will include a significant focus on the use of web-based communications tools. Student and prospective student focus groups were held this year to better inform this work.

A nationally-recognized consultant was retained to advise in developing our marketing and communications strategies that use the web. A major re-design of the web site will take place in the year ahead.

OIT and Marketing/Strategic Communications teams are working together to update and refine the processes in which they are each engaged as related to the web site, its design, and its use as a communications and marketing tool.

Marketing/Strategic Communications staff are also working with Student Affairs staff on strategies to reach out to prospective students and those who are transitioning into Valencia.

A new media web site has been created that will encourage greater coverage of Valencia’s news.

The marketing and strategic communications plan will include projected measures for the various aspects of this work.


A communications audit should be conducted, with thought to the Valencia web site for external and internal communications needs. Note that Email volume is challenging.


No baseline data are currently available to support this objective.



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:


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.



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.


No.


Adjunct Faculty Meetings

Opportunities for part-time faculty to engage with academic departments vary widely among campuses and disciplines.

Orientation Program for Part-time Staff

A prototype of an online orientation program for part-time staff has been developed and is under review.


Engagement of part-time faculty and staff (Contact: Wendi Dew/ Brent Nakagama/HR)

The college will strengthen the support, performance, reliability, and accountability of part-time faculty and staff through providing more networking among part-time and full-time faculty and staff throughout the college.


A budget commitment is needed. We might consider setting aside some SPD funds and asking provosts and deans about needs. We need a plan or plans to drive the budget. This has to be energizing for provosts and deans. We need a leadership structure for this work.

Part-time staff and employees need to be developed, and mentoring should be considered.

We have a pressing need for more thoughtful new employee orientation.


Faculty Development and Staff/Organizational Development offices have baseline data on part-time employees and adjunct faculty engagement in professional development activities.

Deans/Program Coordinators may have baseline data on part-time faculty engagement in disciplinebased meetings and activities.

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:


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.



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.


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.

Illustrative List of activities and indicators of progress on Objective 3.2 during 2009-10

Staff and Organizational Development Planning

A draft of an overarching staff and organizational development model has been developed and is currently under review. Additionally, a strategic plan to develop a competency-based supervisory program has been developed. Targeting those in supervisory positions is the foundation for spreading a culture of professional development for all staff.

Clarify and expand the roles of key leaders, particularly deans and directors, and equip them.

Fully implement an effective supervisor development program along with a performance development model – and assure that both reflect the best in Valencia’s culture of learning and collaboration.

Performance Development Plan

In June 2009, the Performance Development Plan (PDP) team started the pilot phase of implementation of the PDP. Key departments were targeted and invited to participate in the pilot program. Departments were selected based on the variety of positions within a department and potential difficulty of writing objectives. The departments that were selected for the pilot were Human Resources, Purchasing,

Security, East Campus Administration, Maintenance (West) and Custodial (East).

Throughout the months of June and July the PDP team conducted training for supervisors and employees. Supervisors received a three-hour training session that covered the details of the new process and planner plus hands-on practice of writing objectives. Employees received a one-hour training session that focused on differences in the new process. To date, 46 college employees have completed the recommended training program.

During the supervisory training, participants were offered one-on–one coaching to help with writing objectives (with a focus on cascading goals from the college’s strategic plan). Two departments requested coaching assistance.

List of Major Activities Planned for Objective 3.2 during 2009-10

Staff and Organizational Development Planning



Once approved, the next step for the Supervisory Program will be to validate supervisory competencies across functional areas so they are specific to Valencia via the DACUM process.



Identify additional development needs that come from all individual Professional Development

Plans (perhaps use WeaveOnline to capture and collate information from these plans).



Once supervisory competencies have been validated and the developmental needs of staff have been identified, the next step is to identify what professional development resources are available/needed to provide supervisors and all staff with any gaps in training/development that may exist. This would be done in collaboration with HR and representatives from other areas of the college.

Performance Development Plan

Consolidate professional development under a central plan, renewed each year, and consider a central organizational location.

List of Significant Challenges or Opportunities Anticipated Related to this Objective

A budget commitment is needed. Consider setting aside some SPD funds and ask provosts and asking deans about needs. We need a plan or plans to drive the budget. This has to be energizing for provosts and deans. We need a leadership structure for this work.

Regarding the PDP, are employees going to be prepared and know what to expect? Is there a link between the PDP and professional development?

We should focus on enrichment in current jobs and not only performance or advancement to a new position. Some people want to stay and grow in their current job. Are we setting people up to think a job will be there if they progress along their professional development path?

Succession planning should be addressed. The “Tiller to Williams” transition was a great model.

Centralize training – in one area – many cooks in the broth right now.

Links to data that support the report on Objective 3.2

Results from the first iteration/implementation of the PDP process (and the pilot process) could serve as baseline.

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. Big Meeting participants agreed with the proposed change.)

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:


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.



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.


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.

Illustrative List of activities and indicators of progress on Objective 3.3 during 2009-10

Cigna Health Insurance

The college moved to Cigna Health Insurance and, as part of the transition, those insured were asked to complete a self-reported, online health assessment. The transition to Cigna is complete and preliminary data from the health assessments is available.

Campus-based information about wellness programs and technologies has been identified.

The Wellness program budget is available for review.

A review of the wellness practices of top colleges and companies revealed that most of the practices are similar to ours. Some have larger budgets, and have provided personal trainers, allow spouses to work out on site, offer free pedometers and gifts such as IPODS, subsidize Weight Watchers, and give credits for participation. Some have gym availability 24/7. Some programs have found that incentives lead to bigger improvements, cardiac health problems decrease, and health care savings are realized.

List of Major Activities Planned for Objective 3.3 during 2009-10

A plan is being developed for expanding our Wellness Program.

List of Significant Challenges or Opportunities Anticipated Related to this Objective

It was noted that there is inconsistency as to when people can participate in the wellness initiatives. Are employees allowed to participate in wellness activities during work hours or not?

Access to activities varies by college location. For example, some lack a gym on site.

Is it possible for our food services to be included in wellness planning?

Participants agreed that while including students is a good idea, it can complicate targets and measures. It was also noted that privacy issues must be taken into account.

Links to data that support the report on Objective 3.3

Self-reported wellness behaviors through Cigna.

The wellness program coordinator has baseline records on employee participation in on-campus wellness activities.

2009-10 Team 3 Report

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