Strategic Initiative Reports 2010-11– Goal Team 4
May 26, 2011
The goal team identified 10 initiatives that help to advance goal 4:
#1 - Create a strategic communications plan, increase “story telling,” and enhance
Valencia’s brand.
#2 - Create new resource development plan.
#3 - Create an economic development strategic plan.
#4 - Substantive review of Valencia Enterprises Strategy.
#5 - Increasing Alumni Involvement
#6 – Grow Bridges to Success.
#7 – Service Learning as a means of partnering with the community.
#8 – Create a federal relations agenda that reflects Valencia’s needs.
#9 – Support for Veterans.
#10 – Peace and Justice Initiative.
Goal 4 - Initiative #1
Create a strategic communications plan, increase “story telling,”
and enhance Valencia’s brand.
Prepared by: Susan Kelley in 2010. Updated by Craig Blazejewski in 2011.
Person(s) consulted in obtaining information about the status of this initiative:
Susan Kelley, Lucy Boudet
Summary of progress made on the initiative to date:
The area of the college that is responsible for marketing and communications was renamed
Marketing and Strategic Communications in 2009. A new Assistant Vice President (Lucy Boudet)
was hired in September 2009, and she and the team have created a new marketing and
strategic communications plan. The plan includes marketing and branding as well as methods of
communicating with stakeholder groups. (In 2010-11, responsibility for communications with
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internal stakeholders was assigned to the new office of Organizational Development in the
Human Resources Division.)
The plan for communicating with external stakeholders includes a significant focus on the use
of web-based communications tools. Student and prospective student focus groups have been
held to better inform this work.
Information about upcoming work on the initiative:
A nationally-recognized consultant was hired to assist 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 was launched in 2010 that encourages greater coverage of Valencia’s
news.
As part of the name change that takes effect July 1, 2011, standards in the use of our college
logo and name were developed and shared collegewide.
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Goal 4 - Initiative #2
Create new resource development plan
Prepared by: Susan Kelley
Updated by: Barbara Frazier and Susan Kelley
Person(s) consulted in obtaining information about the status of this initiative:
Geraldine Gallagher, Liz Gombash
Summary of progress made on the initiative to date:
The Valencia Office of Resource Development each year creates a plan to pursue grants that
align with the college’s strategic plan and the needs and interests of the various college
divisions and departments. These opportunities are discussed with those who would have
responsibility for the grant-funded activities, and decisions are made about pursuing each
grant. Current efforts to update outcomes and measures for the strategic plan will help to spur
grant development that will support its execution.
In 2010-11, campus-based meetings were held with provosts to review grant opportunities that
might be incorporated into campus plans that will be developed in 2011-12. A list of grants was
created tailored to each campus.
The resource development staff met with deans to review grant opportunities, the grant
development process, and to learn more about the interests and needs of the various
departments of the college in anticipation of the college’s transition to campus presidencies.
On June 2, 2010, a grant training session for the East and Winter Park deans occurred. The
training covered various grant development strategies.
Among the funding opportunities pursued in 2010-11 are those that enhance programs and
services in areas related to Direct Connect, new baccalaureate programs, faculty development,
STEM, developmental education, and homeland security.
The Office of Resource Development also continues to strengthen grants management,
ensuring that the college is up to date on the latest regulations, and to clarify the internal
grants development and management processes.
The Valencia Foundation continued to provide support to the college via scholarships, endowed
chairs, support for community outreach, and support for internal needs that cannot be met
with state dollars, such as refreshments for planning meetings. A highly successful Taste for
Learning event was held in 2010-11, continuing to attract significant funding for the
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Foundation. While the economy has impacted giving levels for all charities, the Foundation has
continued to add new donors and attract funding from existing donors. The Alumni Association
continues to partner with the Foundation to raise funds for scholarships.
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Goal Team 4 – Initiative # 3
(Draft pending review by Gaby Hawat)
Create an economic development strategic plan.
Prepared by: Susan Kelley
Person(s) consulted in obtaining information about the status of this initiative: Gaby Hawat
Summary of progress made on the initiative to date, and summary of upcoming work:
The President appointed an Executive Dean for Economic Development, Gaby Hawat, who has
been actively working to connect Valencia to significant economic development agendas in our
region and at the national level. A series of industry forums has been launched, starting with a
forum on green industries, and progressing to a forum on cyber security. This series will expand
the dialogue and lay a basis for a growing partnership with key sectors and with specific
businesses who need training and educational programs for employees.
Connections are being made with industry and business groups, such as the Chambers of
Commerce and the Economic Development Commission, to explore common goals and needs.
This is resulting in support for funding for Valencia at the state and federal levels in upcoming
budgets. Key support for a state funding initiative for community colleges was developed with
the Chamber, and federal grant proposals have been developed to advance the work in critical
areas of industry need. Also, the college is assisting regional,county and city economic
development office efforts to attract businesses to Central Florida.
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Goal 4 - Initiative #4
Substantive review of Valencia Enterprises Strategy.
The 2010 report:
Prepared by: Amy Bosley in 2010.
Person(s) consulted in obtaining information about the status of this initiative: Joe Battista
Summary of progress made on the initiative to date:
Two preliminary, fact-gathering meetings have been held to date (3/16/2010) resulting in data
to be reviewed regarding Valencia Enterprise performance, position, and strategy.
Information about upcoming work on the initiative:
Meetings will be scheduled to review the data collected in the initial phase and to make
adjustments (if necessary) to the Valencia Enterprise strategy and direction.
The 2011 Report Update:
Prepared by:
Craig Blazejewski
Person(s) consulted in obtaining information about the status of this initiative:
Joe Battista, Allie Stevenson, Lucy Boudet, Mary Jane Jones, Darla Sharpe
Summary of progress made on the initiative to date:
As an outcome of the performance, position and strategy sessions to examine the strategy and
direction of Valencia Enterprises, a process has been initiated to shed the individual identity of
Valencia Enterprises as a stand-alone entity and, for the first time, align the continuing
education division with the parent organization.
Information about upcoming work on the initiative:
As of January 2011, the Valencia Enterprises division has become "Valencia Continuing
Education." This strategic brand alignment aligns the continuing education division with the
parent organization and allows for clear and cohesive communication across all mediums and
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audience segments. All branded elements have been aligned with the parent entity, Valencia.
The equity of the Valencia name and good standing with community partners will benefit the
organization; its students; and the community.
What was previously a separate marketing, advertising and media budget for Valencia
Enterprises has been transferred to the marketing budget code. Prior to this change the
Valencia Enterprises marketing and media strategy was planned and managed independent of
the college's budget and media plan, managed by the office of marketing and strategic
communications. This move allows the office of marketing and strategic communications to
play a lead role in planning and executing a cohesive media strategy for Valencia -- one which
fully supports and promotes continuing education and professional development and includes
account management, planning, creative execution, strategy and implementation of all
marketing communications.
The office of marketing and strategic communications continues to work closely with Joe
Battista and the continuing education team to communicate a this message externally through
a strategic media plan and, for the first time, inclusion in Valencia's advertising campaign. This
will allow Valencia’s continuing education division to have a greater “share of voice” in our
marketing efforts, and will allow Valencia to tell the complete story of our benefit to the
community, in a unified “voice.”
Any data or results that can be shared that reveals how those involved with this initiative are
gauging the success of the initiative:
Data to determine the success of this transition should be evaluated for the 2011-2012 fiscal
year, in comparison to the 2010-2011 fiscal year.
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Goal 4 – Initiative # 5
Increasing Alumni Involvement
Prepared by Susan Kelley in 2010-11.
The Alumni Relations office has focused on increasing the connection with and participation of alumni
through targeted efforts.
Vitae continued to be published and grow in its readership. In addition, the use of social networking
tools such as Facebook continue to feature news about and for our alumni.
Scholarship funds continue to be raised for the existing scholarship accounts, and awards were made
in Spring 2011.
The 6th Annual Valencia Alumni 5K Walk, Run & Roll continued to grow and offer opportunities for
volunteerism and serve as an Alumni Association friendraiser/fundraiser.
Alumni chapter networks continue to be developed. A Bridges to Success alumni reunion took place
in July 2010 and a Nursing 40th Anniversary alumni reunion took place in Spring 2011. The Association
of Honors Alumni will held a gathering in August 2010.
A major new activity was launched in Fall 2010: Valencia Homecoming. This enabled alums and
retirees to have opportunities to come back to campus to network with former classmates,
colleagues, professors and staff.
Data are available showing the significant growth in the numbers of members of the Alumni
Association and their giving to the Foundation.
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Goal 4 – Initiative #6
Grow Bridges to Success
Prepared by: Nichole McPherson and Nicole Valentino
Summary:
Bridges To Success (BTS) is a program designed to serve students in our community who have
multiple risk factors that inhibit student success in college. The program’s primary focus is
identifying students with multiple risk factors such as low income, significant need for
developmental academic course work (two or more preparatory classes) and first generation
students.
The program has met their goal of admitting 300 new students, a total of 60 new scholarships
for the summer of 2010. However, there were factors that prevented some students from
enrolling (i.e., FAFSA incomplete by deadline, residency issues, program requirements not met).
They are also on target to reach its Expansion Goal for 2011: admitting 350 new students, a
total of 50 new scholarships. “This application process was revised in April of 2010 to focus our
efforts on students with identifiable risk factors. We have made it easier to accurately identify
this population. Transition Services and our Community Partners have assisted us with
disseminating applications to targeted high schools and community agencies.” - Tanisha Carter
An Advisory Committee has been established. The committee has developed a rubric for
selection based on those students who have a need for significant development coursework.
The Advisory Committee is a balanced representation of Faculty, Financial Aid and Bridges
program staff.
BTS works with Transitions & Enrollment Services, high schools and homeless organizations in
Orange and Osceola counties to identify homeless and foster youth to give them a higher
priority in the selection process for admittance into the Bridges program.

Transitions & Enrollment Services acts as an external “Public Relations” firm to facilitate
partnership opportunities between the Bridges to Success Program and the community
(primarily high schools and community agencies) as well as promoting the program in
their presentations.
One of the many channels at the college that Bridges works through to facilitate the transition
of these students (under privileged, in need of significant development coursework, homeless
and foster youth) into Valencia are Transitions & Enrollment Services, Admissions, Financial Aid
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and Academic Deans. BTS, in conjunction with the Lifestrides program, facilitates this work;
assuring that a staff member assists each student through application, financial aid, and
orientation.
First generation college students are also given priority points in the selection process through
a revised application that accurately identifies these students. The program partners with
school and community personnel who submit recommendation forms to ensure this population
is being served by the expansion of the program.
Supplemental Learning and LINC courses have been added to the BTS program for enhanced
student learning.
A part-time advisor for Osceola Campus and a full-time Director were hired. An East Campus
part-time advisor position has also been transitioned into a full-time advisor position.
Notable external changes:
Due to the recent economic turbulence in the Central Florida area, there has been an increase
in students who are unable to support their education goals financially. There has also been a
need in the community for more educational opportunities. This has allowed the BTS program
to have an increase in the number of qualified applicants; these applicants align more with the
goals and vision of the Bridges program.
With the increase of the Developmental Education Initiative (DEI) funds, BTS has been able to
increase the amount of staff needed to facilitate their increase in applicants.
Update(s) suggested:
BTS has created and implemented a plan of action to meet the needs of the community and the
student populations the college serves. The program is on target with the initiatives and goals
outlined in the Bridges To Success White Paper.
Resources consulted in preparation of update(s):
John Stover – Manager, Bridges to Success, Dr. Tanisha Carter – Director, Bridges To Success,
Bridges to Success White Paper “A Vision for the Future”, Transitions Recruitment Territory
Chart, Jessica Morales – Director of Transitions & Enrollment Services, Bridges To Success
website - www.valenciacollege.edu/bridges (includes Bridges application).
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Goal 4 – Initiative #7
Service Learning as a means of partnering with the community.
Prepared by: Christie Pickeral
Person(s) consulted in obtaining information about the status of this initiative:
Wendi Dew, Cathy Penfold Navarro, Valerie Burks
Summary of progress made on the initiative to date:
1. Learning Day will have a service learning focus.
2. Professional development curriculum has been developed to assist faculty members in
implementing service learning as part of their courses.
3. SLS 2940 is available for students who want to do service learning independent of a class.
4. Christie Pickeral has been given reassign time to develop the professional development
course and faculty handbook.
5. Service Learning has a web presence on Valencia’s website.
http://valenciacc.edu/servicelearning/
6. Service Learning committee established mission, vision, outcomes and plan for
institutionalizing service learning at the college.
Information about upcoming work on the initiative:
1. Professional development course entitled Service Learning Across the Curriculum will begin
after Learning Day.
2. Faculty handbook for service learning will be developed.
3. Database for community partners will be developed as a resource for service projects.
4. Course materials for SLS 2940 will be developed to include more reading and reflection.
Any data or results that can be shared that reveals how those involved with this initiative are
gauging the success of the initiative:
Feedback from Learning Day and Professional Development will be available upon completion
of each.
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A complete proposal has been developed for institutionalization which contains a rationale, and
is available for review. It includes the following:
Definition:
Service Learning is a teaching and learning strategy that integrates meaningful community
service with instruction and reflection to enrich the learning experience, teach civic
responsibility, and strengthen communities.
Vision: Service Learning creates opportunities for Valencia students, faculty, and staff to learn
in partnership with the community and to develop competencies that relate to course content
and promote the advancement of a socially responsible citizenry.
Mission: Service Learning at Valencia Community College is an integral and enriching aspect of
a student's education that fosters engagement with the larger community that furthers the
academic and public purposes of the college.
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Goal 4 – Initiative #8
Create a federal relations agenda that reflects Valencia’s needs.
Prepared by: Susan Kelley
Valencia has continued to pursue issues before the Congress, with efforts in 2010-11 focused on
advocacy for financial aid for our students.
After the elections of Fall 2010, several members of our delegation changed, and meetings were held
with staff as opportunities arose to acquaint them with Valencia and our students’ needs.
Because the Congress in 2011 has avoided earmarking funds, due in part to the budget shortfalls and
due to the philosophy of many members, Valencia did not pursue any earmarks of federal funds in the
past year.
Valencia hosted events on Osecola Campus by Congressman Posey in 2010-11.
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Goal 4 – Initiative #9
Support for Veterans
Prepared by: Nicole Valentino
Summary:
Sonya Johnson is heading the Veterans Services Coordinating Group; this group was established
at the end of 2010. The group’s purpose is to serve as an additional resource for our returning
veterans and/or their spouses.
One of their goals is to create a Veteran’s Services Coordinator in every division college-wide.
The Coordinator would help veterans network with fellow veterans, provide veterans with
additional resources, circulate information to faculty so faculty can better assist the needs of
veterans in the classroom, and just be a good listener.
Several veterans have voiced their opinions that in many cases they would prefer to talk to a
fellow veteran than an administrator.
A pilot program has been set up on West Campus to determine its effectiveness. John
Creighton, an Army veteran and speech professor, has volunteered to be the test case.
Several members of the group have visited UCF’s Veterans Resource Center to network and see
how a structured department operates.
The Communications Division on West Campus will be offering an all veterans speech course
during the full term of the 2011 summer session. Professor Creighton will be teaching the class.
Claude Anshin Thomas, a Vietnam Veteran and Buddhist monk, will visit West campus in
November 2011 to meet with veterans and offer an information session about coping with
PTSD and the added stressors of academia. He will also have a Q & A open forum discussion
with faculty about how to meet the needs of veterans in the classroom.
Notable external changes:
Continuous enrollment of veterans, especially those who have experienced combat, will mean
that the college must continue efforts to provide resources for veterans and faculty so that the
needs of this student population is being met.
Students may have spouses, relatives, or friends who have served or are currently serving; the
college should provide resources and support for these students as well.
Students who are in the reserves may be deployed at any time; this may impact financial aid
and how it is allocate
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Update(s) suggested:
Should the college survey veterans to find out their needs or if the college is meeting those
needs?
Should there be more campus activities for veterans to provide them with opportunities to
network with other veterans?
Should there be more information sessions provided for veterans and their spouses/relatives to
better serve not only the students but also the community as a whole?
Is there funding in the budget slated to develop a Veteran’s Resource Center?
Resources consulted in preparation of update(s): John Creighton, Sonja Joseph, Claude Anshin
Thomas.
Veterans Services Coordinating Group.docx
UCF Veterans Academic Resource Center
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Goal 4 – Initiative #10
Peace and Justice Initiative
Prepared by: Rachel C. Allen
Person(s) consulted in obtaining information about the status of this initiative:
Ruth Prather, Gerald Jones, Wendi Dew, Celine Kavalec-Miller, Brent Nakagama
Summary of progress made on the initiative to date:
1. The Peace and Justice Initiative established its mission and five stated goals.
2. The PJI supported faculty on Osceola, West and East campuses in the development and
implementation of PAX 1000: Introduction to Peace Studies courses.
3. The PJI partnered with Faculty Development, the Teaching and Learning Academy, and
Leadership Valencia to offer faculty and staff development workshops in conflict
transformation, nonviolence literacy, and wholeness and renewal. Professional Development
credit was awarded to faculty participating in the workshops and trainings.
4. The PJI, in partnership with Faculty Development is piloting a new faculty development
program titled, “Community of Scholars” with the unique topic, “Nonviolence Literacy and
Conflict Transformation” in spring 2011.
5. The PJI, in partnership with the East Campus Humanities Department and the Honors College
submitted a grant application through the National Endowment of the Humanities’ Enduring
Questions Grant. The proposed course asks the question, “Civility: Why Care?” If funded, the
course is envisioned as an honors course and foundational in the developing Peace Studies
curriculum.
6. The PJI, in partnership with College-wide Student Development, the University Club of
Orlando Endowed Chair, The Honors College, and the Humanities Speaker Series on East
Campus sponsored the residency of Dr. Michael Nagler, author of The Search for a Nonviolent
Future, offering a public lecture, workshops and community event.
7. The PJI, in partnership with the Professional Staff Leadership Team, Career Staff Association,
the Wellness Program, and the East Campus President’s Office sponsored two residencies, six
days in October 2010 and eight days in March 2011, with Dr. Alma Abdul Hadi-Jadallah, a
consultant in conflict transformation training, offering workshops for faculty, staff and
administrators across all sectors of the college.
8. The PJI met one of its stated goals by partnering with Student Development in co-curricular
activities including International Peace Day, a Multi-faith Breakfast with an interfaith panel of
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speakers, two service learning events at the Coalition for the Homeless, and a student
workshop titled, “The Science of Nonviolence: Principles and Practices” with Dr. Michael Nagler,
resident scholar Spring 2011.
9. The PJI developed communication across the college in the form of a newsletter and a web
presence (www.valenciacc.edu/PJI).
10. A coordinator for the PJI was awarded the University Club of Orlando Endowed Chair for
2010-2011which provided a reassign time in Fall 2010 to develop the Nagler residency and
further the work of the initiative. A reassign time in Spring 2011 was awarded to the
coordinator to further the work of the initiative.
11. An office was established in the East Campus to house the Peace and Justice Initiative
(Building 1-340). In fall 2010, a support specialist (8 hours weekly) was assigned to the PJI.
Spring 2011 the support specialist continued with the initiative (16 hours weekly). The PJI also
received extensive support from the office of Organizational Development for the
implementation of its programming in Fall 2010 and Spring 2011.
12. The PJI worked with a service learning student (SLS 2940) in the Fall 2010 and Spring 2011
Information about upcoming work on the initiative:
1. The Initiative aims to continue work toward its mission and the five stated goals.
2. The Initiative aims to sponsor dialogues across East Campus Fall 2011 about “How We Treat
Each Other” with the goal of editing a draft document to be adopted by the campus as a
model statement for how we treat each other. (DRAFT document attached).
3. The Initiative aims to pilot PAX 2000: Conflict Resolution and Mediation Spring 2012 after a
team of faculty work to develop learning outcomes and syllabus in Fall 2011.
4. The Initiative aims to continue the college-wide work in Conflict Transformation by offering
workshops and trainings in Difficult Conversations through Leadership Valencia, the
Wellness program, Faculty Development, and Skillshops for students. (See feedback from
Qualtrics Survey below indicating a strong preference for this training.)
5. The Initiative aims to build a partnership with the Global Peace Film Festival. As a part of
the International Peace Day celebration on September 21st, the Initiative, in collaboration
with college-wide Student Development will sponsor a film maker to speak on campus
about a featured film in the festival, followed by a viewing of the featured film at an evening
venue.
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6. The Initiative aims to continue college-wide dialogue/conversation/discussion that supports
the values of peace, justice and nonviolence through guest speakers, café conversations,
reading circles and workshops.
Any data or results that can be shared that reveal how those involved with this initiative are
gauging the success of the initiative:
PAX 1000: Introduction to Peace Studies has been taught on three campuses Spring semester
of 2011 with good results as indicated from faculty feedback.
Conflict Transformation Training with Dr. Alma Jadallah
Fall 2010: 60 faculty/staff/administrative participants
Spring 2011: nearly 200 faculty/staff/ administrative participants
Participant Comments from the Qualtrics Survey (complete survey results available)
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10. What do you envision as the possibilities for conflict
transformation work at Valencia?
Text Response
test
we deal with daily conflict and knowing how to handle it and prevent it college wide would be very
beneficial
Departments working better together.
no comment
More training.
Endless. Being better equipped to problem solve or dissolve conflict. Being a peace maker.
Valencia already does conflict transformation. We are fortunate to have an academic staff that works
well together to solve conflicts.
Valencia can expand into research, publications, and application of conflict transformations.
Really grappling with how to share with students and other staff to emphasize the skill for resolving
conflict/. Also looking at mediation training as a possibility for a career.
that this model can be well received from all administrative staff and put into practice in order to
improve the relationships amongst deans, supervisors, provosts and employees.
Providing examples in specific situations and how to address them.
I envision this "toolkit" for conflict transformation to be accessible to all faculty, staff, and students (i.e.
training, seminars, and credit courses).
Continue to support the management staff by offering other conflict opportunities
I see this work being great for staff development and used to instruct students. I think this work could
be real good for Valencia.
I beleive that conflict transformation is very valuable work. I believe that in order for this work to be
effective, participants have to be authentic and genuine as it relates to their individual conflict
resolution style and seek ways to improve.
Conflict transformation work at Valencia reduces self-centeredness and draws people closer together in
commitment and results.
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We are very unskilled as a group. I suspect that we often create conflict by the way we manage and
daily choices that we make as an institution. When we do have conflict, the typical mid level manager
has no where to turn for help. We muck it up and make it worse. If we could improve this, we would be
able to serve as role models for our students and the overall amount of conflict would be less.
Faculty, staff, and student development
Firstly that P&J would play a vital role in helping to evolve this as regular and progresive workshop to
staff. Eventually to introduce a course on conflict resolution as part of our Peace studies program.
I think it would be great for all of the frontline staff, (i.e., Answer Center Specialists, Financial Aid
Specialists and Clerks, Business Office Staff, Assessment Office Staff, Administrative Assistants, etc.) to
be able to attend the workshop.
that we are finally at a place where we can id conflict and have tools to deal with the conflict and
eventually have a system for resolution.
I think Valencia is ready to take this lead and the time is crucial!
It would be wonderful if the staff in the front door positions could receive the training.
Keep discussing and practicing now that we have a common framework, vocabulary and model
Probably most useful in interactions with students both at the professor's level and at the front end staff
in allowing students a voice.
Build an atmosphere of harmony where people come to work together and can be sure they will be
respected and valued.
Wider use with faculty
Meetings taking place in various depts. with the end-result of finding ways to better serve students,
faculty, and staff.
I see it most useful as an internal tool to bring parties together. If used externally with the community
the approach would be considered in itself a political statement. Given the polarized state of politics it
would put the institution at risk.
I believe in Student Affairs, our students will have a more positive experience because they will perceive
that we are all capable of helping them through the conflcts they bring to the table. Right now it feels
that some students see us as a barrier to what they want/need instead of as an office staffed to
advocate for and help them. I believe that if all of our staff are trained in conflict transformation, the
student hostility level may lessen (especially during high stress deadline periods).
To be able to open ourselves, knowing that our ideas can be accepted, respected, and not only the
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Supervisors ideas. Very offten employees are attending meetings (Important meetings) and never
expressing ideas, because the Supervisors or Directors are not allowing anyone to express. In addition,
the employees are afraid of retaliation.
It could be helpful if participation by the Deans was more fully realized.
Find ways to be proactive in our daily interaction to lessen conflict.
Little by little it will improve. Some of the conflicts are not out on the table and this needs to happen to
be able to resolve and discuss them.
I think one possibility is to simply have another perspective, especially on how to solve conflict through
intelligent and hopefully peaceful means as an alternative to inaction and potentially violent methods.
Since the workshop, I have resigned from my position.
bettering the ombudsman program and fostering community
Conflict transformation can be applied EVERYWHERE--staff, students, personal situations.
Statistic
Value
Total Responses
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11. What do you see as the next steps for conflict transformation
work at Valencia?
#
Answer
Response
%
1
Develop a student mediation program
26
58%
2
Strengthen the ombudsman program for
students
16
36%
3
Extend the ombudsman program to serve
faculty and staff
26
58%
4
Your suggestion
13
29%
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Your suggestion
test
See before
Ombuds program works well now
Mediation Training for those interested.
Create a trusted group of people that can function as ombudsman for staff.
staff training to deescalate conflict when it arises on the front line.
Training in conflict resolution skills
develop reading materials on conflict resolution
Train faculty to learn about mediation
Training to inform student of their part in the creation of the conflict
Teach Peace and Conflict Management Courses
Train and use faculty/staff to resolve conflicts within Valencia.
train everyone -
Statistic
Value
Min Value
1
Max Value
4
Total Responses
45
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12. What types of training would you like to see offered in the
future?
#
Answer
Response
%
1
Mediation training
6
13%
2
Listening Workshop
1
2%
3
Communication Skills
4
9%
4
How to Have Difficult Conversations
19
40%
5
Appreciative Inquiry
2
4%
6
Dialogue
2
4%
7
Negotiation
8
17%
8
Your suggestion
5
11%
Total
47
100%
Your suggestion
test
I can only choose one? Listening, Difficult Conversations and mediation training
cohnflict mapping
Mediation Training
All of the above!
The Science of Nonviolence: Scholar in Residence Dr. Michael Nagler
Workshop for Honors and Student Leaders: 30 participants
Reading Circles on multiple campuses: 45 faculty/staff/student participants
Faculty Workshop: 25 participants
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Reception/Lecture and Book Signing: 110 student/faculty and staff participants
Community Dinner, Dessert and Conversation: 35 participants
Sample Student Responses:
Nonviolence is not a dream; it was proven successful in history. Nonviolence is the solution to
make our world peaceful and secure. We as individuals have power! We can learn from others
but also teach others. There should be no competition;
I understand nonviolence now as a real thing that has more potential than any other intellectual
and spiritual power. Dr. Nagler makes us realize the possibility of positive change. we are all
equal. We must learn not to hurt or mock others no matter the reason.
I have received insight into how to orchestrate change through nonviolence by showing love,
compassion and respect to your adversaries and if at all possible, by trying to make them your
ally in change.
I was ignorant about nonviolence before reading this book. Nonviolence is within our own force.
I will filter out more negativity as offered by media and implement nonviolence in more of my
actions and thoughts.
Living a Peaceful Life Workshop, with Elaine Sullivan from the Center for Renewal and Wholeness in
Higher Education: 13 participants from faculty and staff
Evaluation Feedback:
1. High level of bonding and sharing-knowing that everyone here is here for a higher purpose
(specific to this unique group”-not random that some count not attend).
2. Tremendous opportunity to showcase so many strengths! What an amazing grasp of beings
3. Need for renewal and easement, conformation yes, yes, yes
4. The most significant values were being a part of a supportive group learning about peace and
justice initiative, how I am accepted and seeing myself without judgment. The energy brought
balance to me and allowed me to dwell within using the teaching during it.
5. The group energy and the opportunities for sharing was the most significant. The articles and
books were insightful. Also meeting Elaine was a pure joy and I am happy to have experienced
her teachings. The fellowship with group members was very meaningful.
6. Most significant was the sense of belonging to a workplace that is addressing the real needs of
people. In these times where the world seems a little more uncertain and it feels chaotic, it’s
good to address the subject of peace in a very practical concrete manner. The handouts were
very valuable. I loved the section on asking honest open questions. This really turned me to
wonder and reflect. It was so great, specifically the guest speaker.
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