DRAFT AGENDA
Goal Team 4: “Partner with the Community”
First Solo Team Meeting
1:00 p.m., Friday, December 3, 2010
Criminal Justice Institute, Room 143
(If time targets are met, this agenda can be achieved in 2 hours.)
Note - The goal team agendas and meeting notes are accessible by clicking on the
link at the bottom of this page:
http://valenciacc.edu/strategicplan/strategicplanning2010-11.cfm
I.
Welcome and Introductions (10 minutes)
The convener, Dave Heffernan, will ask all present to introduce themselves. See
Attachment A (page 4 of this document) for list of this team’s members. Some
team members may have missed the October 22 meeting.
II.
Review of the Charge to the Goal Teams, Team Principles and Roles (15
minutes) – CPC Co-chairs Susan Kelley, Ed Frame and Dave Heffernan
Dave will briefly review the charge to the goal teams, and the “four questions”
that each team will address.
See Attachment B (p. 5 of this document) for the charge and the questions.
See Attachment L (p. 29) for the targets.
See Attachment C (p. 7) for Team Roles.
See Attachment D (p. 8) for Principles.
Susan and Ed will answer any questions about the charge from the CPC, and note
that the purpose of this meeting is to complete work remaining to be done before
December 17, 2010, as stated in the charge, some of which was completed at the
October 22 organizational meeting:
By December 17, 2010:
 Develop principles to guide the work of the goal teams.
 Review and discuss the goal assigned to the team and its place within the
strategic plan.
 Review the baseline and target measures established for the goal by the 200910 goal teams, and determine a means of obtaining the baseline data by
February 4, 2011.
 Review the list of departmental objectives entered into the college’s Weave
Online system that relate to the team’s goal, providing an overview of some of
the work underway to advance the goal.
 Review and discuss the eight questions used by the college to develop the
situational/needs analysis for the 2008-13 plan. Consider whether these are
still the right questions to ask as we review data about our internal and
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
external environment. Make any recommendations the team may have
regarding changes to these questions.
Suggest any strategic issues that should be considered by the college related to
this goal.
Dave will lead the team in reviewing and finalizing the principles that will guide
their work and the roles they wish to have filled by team members.
III.
Review of Notes from October 22 Joint Meeting (10 minutes)
Dave will ask the team if any entries need clarified or if anything was missed that
should be added to the record.
See the October 22 meeting notes (Attachment E on p. 9) and also available at
this web site, under the second section of the page:
http://valenciacc.edu/strategicplan/strategicplanning2010-11.cfm
IV.
Review of Strategic Issues (20 minutes)
Dave will ask the team to review the Strategic Issues included in the 2008-13
Strategic Plan, note those that have relevance to the goal, and suggest any
strategic issues that have emerged that the team suggests be added, if any.
See Attachment F – Strategic Issues List from 2008-13 Plan, p. 11 of this
document.
The team will discuss whether it wishes to update information on the
selected/added issues for the purpose of reporting on the issues at the Big Meeting
on March 18, using an issue brief format that will be provided to the team.
V.
Finalizing the Baseline Data for the Goal (20 minutes)
The team will review the baseline data gathered for goal 4, and discuss whether
any additional baseline data may be desirable. If so, someone on the team will
agree to obtain the additional data. See Attachment G, p 17.
(The team may wish to take a 10 minute break at this point.)
VI.
Developing the List of Major Goal-Related Initiatives and Projects: (25
minutes)
See Attachments:
H – Template (p. 18),
J- 2009-10 Initiatives List for Goal 1(p. 22),
K- Summary of the 09-10 Goal Team Report (p. 26),
L – Full Team report (p. 29), and
M – Weave Online Report (p. 42).
Also attached is Dr. Shugart’s Goal 4 essay, Attachment I, p. 19, for reference.
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There are three tasks:
1. The list of initiatives and projects developed by the 2009-10 Goal Team in
February 2010, and the attached report from Weave Online will be reviewed. See
Attachment M, p. 42.
2. The team will be asked to identify any missing initiatives that are underway but
not on the Fall 2010 Weave report. (Remember that we are aiming for major
initiatives and projects – short list rather than an exhaustive list.)
3. The team will decide on a means of gathering current information about
initiatives for Goal 4 for the team’s review at its second meeting.
At a later meeting, the team will review the measures that are in place for the goal
and the objectives, and whether the list of current project and initiatives is likely
to enable the college to make progress toward the goal. The team may propose at
that time to adjust the measures or to add initiatives/projects, if the group deems
that to be appropriate. Those proposals would be considered at the Big Meeting
on March 18.
VII.
Review of Assignments and Next Meeting (10 minutes)
Dave will review the list of assignments.
A meeting date and convener will be agreed upon for the second solo team
meeting.
All members will be reminded to hold Friday, March 18, 2011 on their calendars
for the Big Meeting.
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Attachment A – Goal Team Members
Goal Team 4: Partner with the Community
Convener: Dave Heffernan
Members
1. Rachel Allen
2. Ed Ames
3. Craig Blazejewski
4. Melody Boeringer Hartnup
5. William Booth
6. Mike Bosley
7. Victor Collazo
8. Penny Conners
9. Carmen Diaz
10. Shelby Fiorentino
11. Barbara Frazier
12. Leslie Golden
13. Liz Gombash
14. Elisha Gonzalez Bonnewitz
15. Lauren Grant
16. Derek Harris
17. Dave Heffernan
18. Dale Husbands
19. Karen Jorgensen
20. Jennifer Keefe
21. Brian Macon
22. Donna Marino
23. Deborah McCoy
24. Nichole McPherson
25. Chaitram Persaud
26. Christie Pickeral
27. Yasmeen Qadri
28. Richard Randolph
29. Larry Rosen
30. Lester Sandres Rapalo
31. Barbara Shell
32. Erin Smith
33. Jorge Soto
34. Nicole Valentino
35. Jane Wiese
36. Martha Williams
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Attachment B – Goal Teams Charge
Charge to 2010-11 Goal Teams
In 2010-11, the College Planning Council will convene a Goal Team for each of the four
goals in the College Strategic Plan: 1) Build Pathways, 2) Learning Assured, 3) Invest in
Each Other, and 4) Partner with the Community.
Each goal team will monitor progress toward a goal, collect and interpret data, monitor
related strategic issues, make recommendations to the annual Big Meeting, and prepare
an annual report on progress toward the goal.
Each goal team will maintain the College’s “to do” list of the initiatives and projects that
are intentionally aligned with each goal. This list of a handful of major projects for each
goal will help us to maintain our focus on the actual work being carried out to advance
each goal.
The teams will answer four questions:
Looking at our team’s goal and objectives…
1. Are we on track toward the targets set for this goal by the 2009-10
teams?
2. What is currently happening at the college to get us there?
3. What data do we have that help us to measure progress?
4. Will the list of major activities underway continue to “move the
needle?” If not, what is missing from the list?
Composition of the Goal Teams
The goals teams, which will be recruited college-wide, will include volunteers from
faculty, career service, professional and administrative staff.
The Council will seek to have representation from each campus on each goal team. Also,
care will be taken to ensure that those who have responsibility for the work of the goal
are represented on each goal team.
Guiding Principles
The teams will utilize principles to guide their work, and will ask one member of the
team to call the attention of the team to the extent to which the work is being conducted
in keeping with those principles. The teams will develop the principles at a first, joint
meeting, set for the afternoon of Friday, October 22. That meeting will include Dr.
Shugart who will assist in launching the work of the teams for 2010-11.
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Responsibilities of the Goal Teams
The teams will have the following responsibilities, designed to be carried out in four or
five meetings between October 2010 and June 2011, with support and assistance
provided by the co-chairs of the College Planning Council, Ed Frame and Susan Kelley.
The first meeting will be a joint meeting of all four goal teams, set for the afternoon of
October 22, 2010.
By December 17, 2010:
 Develop principles to guide the work of the goal teams.
 Review and discuss the goal assigned to the team and its place within the strategic
plan.
 Review the baseline and target measures established for the goal by the 2009-10
goal teams, and determine a means of obtaining the baseline data by February 4,
2011.
 Review the list of departmental objectives entered into the college’s Weave
Online system that relate to the team’s goal, providing an overview of some of the
work underway to advance the goal.
 Review and discuss the eight questions used by the college to develop the
situational/needs analysis for the 2008-13 plan. Consider whether these are still
the right questions to ask as we review data about our internal and external
environment. Make any recommendations the team may have regarding changes
to these questions.
 Suggest any strategic issues that should be considered by the college related to
this goal.
By February 4, 2011 (this work is anticipated to require one or two meetings in the
December – January time frame):
 Gather and study the baseline data and any available updates to that data that
indicate progress toward the targets set by the 2009-10 goal teams. (Data may be
obtained from the office of Institutional Research, the Data Task Force of the
College Planning Council, the College Data Team, and/or other sources.)
By March 4, 2011 (this work is anticipated to require one meeting):
 Review the original objectives developed for each goal, interpret progress data
from 2010-11, review any updates on strategic issues, draft a list of major projects
and initiatives that are intentionally aligned with the goal, and make any
recommendations regarding the goal that the committee believes may be
advisable for consideration at the “Big Meeting” on March 18, 2011. (Team
members will participate in the Big Meeting.)
By June 30, 2011 (this work is anticipated to require one meeting):
 Prepare an annual report on progress toward the goal, with a focus on the list of
major projects and initiatives that are intentionally aligned with the goal,
including recommendations on how the College might use what is learned to
improve its effectiveness.
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Attachment C
Role and Responsibilities of Team Members
Goal Teams
Roles and Responsibilities
Role
Responsibility
Convener
Schedules Goal Team Meetings with members (help with room reservations is available
through CPC staff); prepares agenda
Recorder
Records minutes of meetings and distributes to group and CPC staff
Reporter
Reports group progress, findings, etc. to CPC as needed
Seekers
Actively seeks information to answer group questions or needs (could be two or three
people in this role)
Questioners
Principles Monitor
Encourages group to explore multiple scenarios and ideas when addressing data sets and
assumptions(could be two or three people in this role)
Monitors the group’s adherence to design principles and helps the group through tough
conversations by focusing on principles
At the October 22 meeting, Objective Team 4.1 had the following comments:
Trying to understand team charge
 Would like to include virtual meetings
 Technology to coordinate
Build on prior work – new team members should make sure we actually go out and get
data
 No complaining
 Look toward future
Stay solution oriented
Continue clarifying purpose
Build on past
Planning is a continuous cycle
Be accountable
 Follow through and be realistic about what can be accomplished
Open communication
 This will help to avoid duplication
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Attachment D – Draft Principles
Base principles from 2009-10 Team Joint Meeting:
- The teams will first address the work to be done to meet the goal, without
concern for measurement.
- After identifying the work to be done towards each goal, the teams will
recommend what should be measured to determine if we are making progress.
- Everyone’s voice on the team is valued and important. All perspectives are
welcomed, both from those who are closest to the work as well as those who
observe it from a distance.
Additions by 2009-10 Teams, reviewed at the Joint Meeting on Oct. 22, 2010
o Try to format and locate meetings to make them as inclusive as possible
and move location so not always meeting in same place.
o Build on prior work.
o Implement a process to synthesize work, not create laundry lists.
o Stay solution oriented and positive.
o Continue clarifying purpose.
o Keep in mind that planning is a cycle – use feedback to inform current
practice.
o Okay to dissent, but be respectful.
o Open communication – no hidden agenda.
o Reach out to other parts of the college.
o Think beyond our own roles.
o On time, committed, invested in work, active participant.
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Attachment E – Notes from Organizational Meeting – October 22, 2010
Goal Four: Partner with the Community
Coordinator: Jane Weise
The goal team split into sub-groups according to objectives, as follows:
Objective 4.1 – Community Investment
Trying to understand team charge
 Would like to include virtual meetings
 Technology to coordinate
Build on prior work – new team members should make sure we actually go out and get
data
 No complaining
 Look toward future
Stay solution oriented
Continue clarifying purpose
Build on past
Planning is a continuous cycle
Be accountable
 Follow through and be realistic about what can be accomplished
Open communication
 This will help to avoid duplication
Goal team report summary
Team Roster
Nichole McPherson
Dave Heffernan 407-582-8212
Erin Smith
Brian Macon
Jane Wiese
Objective 4.2 – Alumni Involvement
Team Roster
Victor Collazo
Christie Pickeral
Barbara Frazier
Jorge Soto jsoto@valenciacc.edu
Donna Marino
Carmen Diaz
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Objective 4.3 – Community Engagement
Question in establishing baseline
 Can President’s forums be included since they are this year’s information
Do we create a narrative regarding the qualitative experiences?
 Can they be quantified in any way?
Gather information on all community interactive programs
 Is there a list college wide or repository
 Should be coordinated through CPC?
Team Roster
Deborah McCoy
Penny Conners
Elisha Gonzalez-Bonnewitz
Craig Blazejewski
Mike Bosley
Leslie Golden
Objective 4.4 – Workforce Development
Team Roster
Liz Gombash
Martha Williams
Derek S. Harris
Richard Randolph
Rachel Allen
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Attachment F - Strategic Issues List from 2008-13 Plan
Strategic Issues Related to Goal 4 – from the 09-10 team
All page references are to the combined Strategic Issues report that may be found at this
web address, under the section labeled Goal Team Reports on Strategic Issues and
Initiatives, the first document:
http://www.valenciacc.edu/strategicplan/big_2009.cfm
The Goal Team submitted the following Strategic Issues as listed in the 2008-13 plan as
being related to Goal 4:
Strategic Issues Brief
Goal Team: 4
Prepared by: Ed Ames
Strategic Issue from 2006 Situational/Needs Analysis: Issue 8: The college lacks the
human, fiscal, technological, and physical resources to meet all of the current needs of
students and all who want to be students.
*Procurement- student involvement/community partnerships
*Internship opportunities
*Cooperating organizations (preferred vendors)
Notable internal changes related to Strategic Issue: This year the Procurement Office
will be working with the students (through Student Development) to coordinate activities
surrounding Earth Day (April 22, 2010). In the past, the Procurement and Facilities
Department held a Sustainability Day that was open to the public. By working with the
student side, they will see the efforts from the business side of the college with our green
initiatives and excellent results.
Preferred vendors will also participate to show their goods that are sold to the college
while meeting our goals.
Notable external changes related to Strategic Issue: Procurement has worked closely
with the FMSDC (Florida Minority Supplier Diversity Council) and in April 2009 hosted
the Chapter meeting in our new signature building on West Campus. In July 2009, our
Senior Buyer, Annmarie Wise was awarded ‘Buyer of the Year’ from FMSDC for
significant improvement in spending with small, local, and minority owned companies.
Valencia Community College’s Procurement Department was also nominated for
Company of the Year by the African American Chamber of Commerce because of the
increase in spending among local, African American companies. While we did not win
this award, the nomination was an honor and our efforts were greatly appreciated.
Update(s) suggested to the Issue Statement and/or to the Situational/Needs Analysis
narrative:
Will be working on an Internship plan for Business Students who are interested in how a
Procurement Office is operated.
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Resources consulted in preparation of update(s):
Met with Victor Collazo and several students regarding the upcoming Earth Day
activities on West Campus.
Worked with Malik Ali, President of FMSDC with regards to the Chapter Meeting held
at the college.
Report from Goal Team 4.3/4.4 – March 4, 2010
Prepared by: Susan Stone and Barbara Frazier
Notable internal changes related to Strategic Issue:
-The amount allocated for Instruction in the operating budget has increased by 26.2%
over the last three years. Some of this may be attributed to an increase in instructional
cost, but Valencia has been intentional about providing courses for students when they
need them (Precision Scheduling). This directly supports Goal 1.3 – Goal Achievement
- The amount allocated for Staff Program Development in the operating budget has
increased by 36% over the last three years. We continue to evaluate the needs of the
employee for professional development and training to ascertain its effectiveness. This
increase is consistent with Goal 3 – Invest in Each Other
Notable external changes related to Strategic Issue:
With state cuts to college programs running as high as 20% in some areas, Valencia
Community College’s efforts to emerge as a first-tier investment the for philanthropic
community is mission critical. One of the areas that can greatly benefit from this
practice is to support our Capital Outlay projects. Efforts should be made to identify key
partners with whom we share mutual goals and objectives. These partners can be from
our business or educational community. The Valencia/UCF Joint-Use Facility project is
a shining example of the results that could be achieved through joint ventures.
In the future, companies with clean green, health care or information technology
initiatives would be great partner to support for example, the Lake Nona campus as well
as some of our newly-proposed baccalaureate degree programs.
Update(s) suggested to the Issue Statement and/or to the Situational/Needs Analysis
narrative:
The College’s operating, technology and capital budgets has made significant strides in
aligning with the Strategic Plan.
Resources consulted in preparation of update(s):
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The Valencia Session Report – May 19, 2009
-Operating Budget FY 0607-0910
-PECO Allocations FY 0707-0910
-Conversation with Keith Houck, Vice President of Administration
- Strategic Indicators Report - 2005-2006
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The complete list of issues from which these were selected follows:
Strategic Issues (from the 2008-13 Strategic Plan)
Strategic issues are those issues that must be resolved if the College is to achieve its
mission. The strategic goals are aimed at helping to resolve the strategic issues and to
move the College toward its vision and the achievement of the Big Hairy Audacious
Goals. (See Section IX, which follows, for a list of the Strategic Goals and the Big Hairy
Audacious Goals.)
Strategic issues that Valencia faces in 2008 are:
1. Many students from diverse backgrounds do not have equal access to college. (See p.
8.)
2. Many students whose stated goal is to obtain a certificate or a degree are not successful
in reaching critical milestones in their educational plans. (See p. 11.)
3. Gaps in student achievement exist among student cohorts related to ethnicity and
income. (See p. 14.)
4. The composition of the group that graduates each year does not match the diversity of
entering cohorts. (See p. 16.)
5. Diversity is not fully utilized as a strength throughout the curriculum and the College.
(See p. 18.)
6. While the College does not control all factors that lead to student success, many
students fail to complete their courses with a grade of C or better for reasons potentially
under the control of the College. (See p. 19.)
7. Not all students receive academic support tailored to their needs as they move through
the curriculum. (See p. 20)
Suggested addition from Team 1 that may fit within Issues 7 and 13:
Impediments in systems, processes and curricula
(examples cited: process complexity, controllable and uncontrollable; curricular
pathways (dual enrollment); website; complex on-line records evaluation;
perception)
8. The college lacks the human, fiscal, technological, and physical resources to meet all
of the current needs of students and all who want to be students. (See p. 24.)
9. Students, faculty and staff do not always have access to up-to-date, effective
technologies that support learning and professional success. (See p. 26.)
10. Many of the issues that stand in the way of our students’ success require resources
and expertise from other organizations with complementary missions, if the issues are to
be resolved. (See p. 30.)
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11. Valencia can expect delays and challenges in hiring due to the highly competitive
market for key positions. (See p. 32.)
12. Current faculty and staff have unrealized potential that should be developed to further
the College’s goals. (See p. 35.)
13. College staffing levels, systems and processes can sometimes lead students to feel as
if they are “numbers” rather than persons to be served. (See p. 36.)
Suggested addition from Team 1 that may fit within Issues 7 and 13:
Impediments in systems, processes and curricula
(examples cited: process complexity, controllable and uncontrollable; curricular
pathways (dual enrollment); website; complex on-line records evaluation;
perception)
14. The College’s operating, technology and capital budgets do not always align clearly
with the strategic plan. (See p. 38.)
Additional Issues to Consider
In addition to the issues listed above, the team in 2010-11 will consider whether any of
the additional plan-related issues contained in the 2008-13 strategic plan relate to goal 1,
and if so, will seek to update information where that is needed, for consideration at Big
Meeting in March 2011.
An Agenda of Plan-related Issues to Be Considered Systematically by College Councils,
Committees, and Leadership Teams during 2008-2013
As the Strategic Plan is carried out, the following issues should be systematically
studied by appropriate councils, committees, and leadership teams, and the results
should inform the annual review of the strategic plan:
- How do we define and measure learning? What is our theory regarding the
assessment of learning?
- What constitutes Student Success? How does learning differ from student
success?
- How will we define “meaningful improvement?”
- What are the contributions that a student can make to achieve his or her goals?
- What does it mean for a student to achieve his or her potential?
- How do we define “Optimal Learning Conditions?”
- How do we measure the extent to which we are accessible? How can we describe
what it means to “Build Pathways?”
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- How do we define and practice collaboration? How should we communicate in a
collaborative college?
- How is our commitment to valuing diversity honored through the work
envisioned by this plan?
- How will employees define their learning pathways, and how will we measure an
employee’s engagement in the learning process?
- What data model will be used to carry out this work, and how will we organize
for data sharing and accountability?
- As part of our “culture of evidence”, what do we accept as evidence of progress
against our goals and objectives? How do we validate that changes in our
proposed key indicators are meaningful and are having the intended effects on
achieving our objectives?
- What constitutes meaningful data? Should we compare statistics by socioeconomic
indicators, rather than by race? What is the usefulness of such a
comparison?
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Attachment G – Baseline Data Needed
Goal 4 – Partner with the Community (6 items needed)
Objective 4.1: Community Investment
By 2013, Valencia will emerge as a first-tier investment for the philanthropic community,
supporting the missions of the Valencia Foundation and the College.
The amount of gifts made to the Valencia Foundation in 2008-09. (Available from
Geraldine Gallagher.)
Objective 4.2: Alumni Involvement
By 2013, significantly increase the membership and the active involvement of alumni in
giving of their time and resources to support Valencia.
1. The number of members of the alumni association in 2008-09. (Available from
Barbara Shell.)
2. Financial donations to the Foundation by those identified as alumni, in 2008-09.
(Available from Geraldine Gallagher.)
Objective 4.3: Community Engagement
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 service, authentically raising our profile in the
community and leading to Valencia becoming an investment of choice.
The methods used to tell the Valencia story to the community in 2008-09 and the groups
and numbers of people reached with college messages. (Available from the Marketing
Office, Lucy Boudet.)
Objective 4.4: Workforce Development
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.
1. Any survey data available, and GPA data for graduates who transferred in Fall 2008.
(Available from IR.)
2. Numbers of companies and individuals served by Valencia Enterprises in 2008-09.
(Available from Joe Battistia, Valencia Enterprises.)
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Attachment H – Initiative Report Template
Initiative Report
Goal Team:
Initiative Name:
Prepared by:
Person(s) consulted in obtaining information about the status of this initiative:
Summary of progress made on the initiative to date:
Information about upcoming work on the initiative:
Any data or results that can be shared that reveals how those involved with this
initiative are gauging the success of the initiative:
(Add pages as needed.)
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Attachment I – Dr. Shugart’s Goal Essay
Goal One Essay – October 2009
By Sandy Shugart
Goal Four: Partner with the Community
When a college commits itself so completely to an agenda of improving student learning
results, as we have, there is a danger of becoming so focused on the internal programs
and systems of the college, the variables we control, that we can neglect the community
we serve. No one could reasonably describe Valencia as self-absorbed, but the risk
remains as we engage in our daily work and manage the challenges our recent economic
situation has created so we can do our daily work. But Valencia has a rich tradition of
partnering with and serving the community. Perhaps it was born out of our earliest
history, when there was a heated debate in the community over whether a comprehensive
public community college was even needed in Orlando, now that a public university had
been established.
Fortunately for Orlando, the advocates for the creation of Valencia prevailed at last,
including the founding president of the university, Dr. Charles Millican, who foresaw
along with Raymer Maguire and others the possibility of a partnership between the
university and community college that would better serve our community than either
could alone. Today, UCF takes in almost 750 new freshmen from Osceola and Orange
counties each year; Valencia takes in more than 3500. Most are headed toward further
study at UCF or elsewhere after graduation, and although UCF is the third largest
university in the U.S., it is still true that sixty percent of their graduates are transfers, the
majority from Valencia. By partnering in our community, we have created the most
powerful engine for college access in America.
This same power through partnership has animated other aspects of our work, as well.
Over the past decade, the Valencia Foundation has grown its endowment from about $15
million to over $60 million, and has been ranked first among community college
foundations several years in a row. The recent major gifts campaign, the college’s first,
exceeded its goal of $20 million and elevated Valencia in the minds of local
philanthropists as a serious opportunity to invest major gifts. On several occasions the
college has been recognized for its effective ties to local employers. More importantly,
our internship program has flourished and placement of graduates in challenging, relevant
work has been the norm for many years. In many of our technical programs, partnering
with local employers is vital to our performance. Nowhere is this more evident than in
allied health and nursing programs, where millions of dollars in funding and in-kind gifts
of equipment and services have enabled us to remain at the top of our game and grow our
capacity to serve both them and our students. The same could be said for engineering,
IT, legal studies, and many other areas in the college.
While our tradition of partnering has been strong, though, it was clear in our discussions
of Valencia’s future that led to this goal that we needed to raise our game to another
level. State support may never return to pre-recession levels. These funds will have to be
replaced from other sources such as grant-writing (clearly a partnership activity in the
current environment), local support from county and other sources, and from
philanthropy at the local level. As aspirations and readiness for college continue to
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increase in the community – in part a product of our partnership with the schools – many
more students will come to us in need of financial support if the promise of access to
college is to be fulfilled. This will increase the demand on partnering for resource
development. In the next phase of the Foundation’s development, we must grow into a
“first-tier” investment for the major givers in our region, known and unknown. An
endowment surpassing $100 million would still be just a strong beginning for our work.
And as ardent as our supporters are, it still remains true that Valencia is often “the best
kept secret” in the community. I and you have struggled with this reality for years. We
need the understanding, support, and advocacy of the public and of “key influentials” in
the community. Somehow, though, even our best efforts seem to come up short in the
face of continuing misunderstanding or undervaluing of the community college mission.
Although, our enrollment is bursting at the seams, now is not the time to go silent in our
public messaging and outreach, but to re-craft the message for goals other than or in
addition to outreach to students.
Partnering is not always about securing support or resources. Valencia has much to give
to the community at a time when it couldn’t be more in need. The quality of our
workforce development efforts over the next few years may well determine whether our
community limps out of the recession or leaps out by taking advantage of the shortage of
fully qualified knowledge workers in key industries. Valencia needs to sustain and
enlarge its entrepreneurial spirit in both credit programs and in customized training and
development programs for emerging businesses. Watch for new programming
opportunities to emerge as resources permit in areas vital to the emerging economic
opportunities in Orlando touching the Medical City, the Orlando International Airport,
the new economic strategy of Osceola County, and others. And look for creative
partnerships to provide the resources to grow these programs.
Over the past several years, Valencia Enterprises, though not yet the financial home run
we had hoped for, has established a strong reputation for excellence among major
employers in the community, positioning us to be the training partner of choice for many,
especially in leveraging new companies and jobs to come to greater Orlando. We have
never been better positioned for this work, but have yet to fully prove ourselves and
emerge as an economic development leader in the region. The college has recently
become much more active in connecting to the emerging economic activities, sponsoring
colloquia on them in the community and actively pursuing opportunities to brainstorm
with community partners on how we can be of help in this work. Look for this effort to
grow. We will know we have arrived in this work when a major new employer in the
region indicates that Valencia’ partnership for creating their new workforce was the
deciding factor in their decision to relocate or expand here.
One of our potentially most powerful assets is our alumni. The past few years have seen
a serious renewal of efforts and engagement with alumni. With a genuine membership of
over 17,000 and tens of thousands more to whom we can reach out, Valencia alumni can
be a powerful partner to the college in service to the community, in advocacy for the
college and its mission, and in development. Watch for several important initiatives to
make our communication with alumni and with the whole community more effective and
more strategic. Similarly, through effective voluntarism and service learning, our current
students can grow in impact on the community while they learn lifelong habits and
principles of stewardship.
20
What will the next few years bring in the area of partnering, then?






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Renewed emphasis on philanthropy and grants to fund our most important
initiatives;
Efforts to strengthen Valencia’s contribution to economic development and
workforce development in the community, including new programming in credit
and non-credit models;
Efforts to activate our alumni in service and in advocacy;
A formal strategy of communication with the community and cultivation of
opinion and partnership in support of our mission;
A higher profile in the community at every level for the work of the college;
Increased emphasis on our advocacy with government at every level, particularly
in partnership with influential advocates in the community; and
Expanded partnerships with both the Osceola and Orange County school systems.
These efforts will call on the capacity of many in the college to partner with the
community – not just the “front office,” but deans and directors and leaders at every level
of the college will be asked to spread their entrepreneurial, partnering wings and fly.
21
Attachment J – List of Initiatives from 09-10 Goal Team
Goal Team FOUR Initiative Reports
(Reports Updated as of March 15, 2010)
Goal Team: 4
Initiative Name: Create a strategic communications plan
Prepared by: Susan Kelley
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 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. 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
are being held this year to better inform this work.
Information about upcoming work on the initiative:
A nationally-recognized consultant has been 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.
Work is also underway to create a new media web site that will encourage greater
coverage of Valencia’s news.
The plan will include projected measures for the various aspects of this work.
22
Initiative Report
Goal Team: 4
Initiative Name: Create new resource development plans.
Prepared by: 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 Foundation recently completed a highly successful capital campaign, and is
engaged in a number of activities to build its donor base in an interim period before the
next capital campaign is launched. These activities include the development of “niche
donor” giving and planned giving. The Foundation continues to lead the nation’s
community college foundations in securing funding. Support for faculty endowed chairs,
for student scholarships, and for many of our community engagement activities flow to
the college via the Foundation.
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. The development of outcomes and measures for the strategic plan
taking place in 2010 will help to spur grant development that will support its execution.
In 2009-10, a special effort has been made regarding the stimulus funding available
through the federal and state agencies. Valencia has applied for funding for a number of
green renovation projects, and we anticipate applying for additional funding that is being
made available to education this spring.
The Office of Resource Development has also worked 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.
A meeting will be held with Deans in Spring 2010 to review grant opportunities, the grant
development process, and to learn more about the interests and needs of the various
departments of the college.
Goal Team 4 – Initiative Report – Draft pending review by Gaby Hawat
Initiative: 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:
23
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 last fall, and progressing next month
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
has been developed with the Chamber, and both public and private sector organizations
have provided support for requests for earmarked federal funds for Valencia’s green
renovations. This work is also enabling the College to assist in efforts to attract
businesses to Central Florida.
24
Initiative Report
Goal Team: 4 – Partner with the Community
Initiative Name: Substantive review of Valencia Enterprises Strategy
Prepared by: Amy Bosley
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.
25
Attachment K – Summary of Report from Goal Team 1 - 2009-10
(Developed by Susan Kelley)
Goal Four: Summary of Progress and Work Underway (October 2010)
Goal 4: Partner with the Community
 Coordinate student needs and College goals with community partners.
 Actively respond to community needs and goals
Objective 4.1: Community Investment - By 2013, Valencia will emerge as a first-tier
investment for the philanthropic community, supporting the missions of the Valencia
Foundation and the College.
Objective 4.2: Alumni Involvement - By 2013, significantly increase the membership
and the active involvement of alumni in giving of their time and resources to support
Valencia.
Objective 4.3: Community Engagement - 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
service, authentically raising our profile in the community and leading to Valencia
becoming an investment of choice.
Objective 4.4: Workforce Development - 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.
The 2009-10 goal team projects that the current practices will be influential in helping the
college achieve these objectives. Concerns were noted in several teams regarding the
availability/creation of baseline data as well as the need to staff appropriately and employ
technology to support the work. The team established short-term measures that will assist
in monitoring progress toward these ultimate aims:




Establish Valencia as a first tier investment opportunity for community partners
and subsequently received increased gifts from private wealth donors who wish to
invest in the community.
Increase the membership and the active involvement of alumni in giving their
time and resources to support Valencia.
Ultimately, we want the community to think first of Valencia when it needs a
partner to accomplish its objectives and to show the community that Valencia
students, faculty, staff, alumni, and retirees are committed partners in meeting the
needs of our region.
Valencia’s constituents report the highest levels of satisfaction with our students,
programs, and services.
26
Overview of Selected Efforts to Achieve the Goal
Engaging and Investing in our Community – It is often said that Valencia is the “best kept
secret in Orlando.” The college is working to disprove that statement in a variety of ways.
We will identify and secure new or renewed partners to increase our resources and raise the
profile of the college. The college will expand viability studies to tell the story of the program,
with a communication plan for each industry and project programs that don’t exist and for
which there are workforce needs.
The Foundation Board will begin to lay plans for the next capital campaign, while continuing to
pursue individual and corporate giving in 2010-11, including the continuation of events such as
Taste for Learning and the annual donor gala. The Foundation will continue its efforts to share
the college’s story as well, helping to raise the profile of the institution.
Industry forums will continue, along with initiatives aimed at supporting entrepreneurship and
the president will hold meetings with selected, key community leaders to discuss the college
and our future plans.
Increasing Alumni Involvement – The Alumni Relations office has focused on increasing the
connection with and participation of alumni through targeted efforts.
Vitae will continue to be published and grow in its readership. In addition, the use of social
networking tools such as Facebook will continue to feature news about and for our alumni.
Scholarship funds will continue to be raised for the existing scholarship accounts, and the
awards made in Spring 2011.
The 6th Annual Valencia Alumni 5K Walk, Run & Roll will continue to grow and offer
opportunities for volunteerism and serve as an Alumni Association friendraiser/fundraiser.
Alumni chapter networks will continue to be developed. A Bridges to Success alumni reunion
took place in July 2010 and a Nursing 40th Anniversary alumni reunion will take place in Spring
2011. The Association of Honors Alumni will have a gathering in August, 2010.
A major new activity will be launched in Fall 2010: Valencia Homecoming. This will enable
alums and retirees to have opportunities to come back to campus to network with former
classmates, colleagues, professors and staff.
Supporting Workforce Development – The college is seeking to improve support for
workforce development through two angles: satisfaction with preparation for the workforce as
reported by graduates as well as a commitment to continuing education through the work of
Valencia Enterprises. To that end:
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.
27
Focus groups and/or follow up surveys with graduates will assist in determining the level of
student satisfaction with their preparation for career and/or upper division studies.
28
Attachment L – Full Draft Report from Goal Team 4 - 2009-10
The report on the following pages was prepared by the team in summer 2010, and
reflects information submitted as of October 17, 2010.
29
GOAL TEAM FOUR – 2009-10 Report to the College – DRAFT – Reflects goal team edits
with changes/remaining questions in red italics
Goal 4: Partner with the Community


Coordinate student needs and College goals with community partners.
Actively respond to community needs and goals.
Objective 4.1: Community Investment
By 2013, Valencia will emerge as a first-tier investment for the philanthropic community, supporting
the missions of the Valencia Foundation and the College.
Objective 4.2: Alumni Involvement
By 2013, significantly increase the membership and the active involvement of alumni in giving of their
time and resources to support Valencia.
Objective 4.3: Community Engagement
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 service, authentically raising our profile in the community and leading to Valencia
becoming an investment of choice.
Objective 4.4: Workforce Development
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.
2009-10 Goal Team Members
Andrea Alfano
Ed Ames
Cecil Battiste
Rachid Bendriss
Melody Boeringer
Bill Booth
Michael Bosley
Lucy Boudet
Valerie Burks
Gordon Cain
Victor Collazo
Carmen Diaz
Ann Farrell
Shelby Fiorentino
Ed Frame
Barbara Frazier
Liz Gombash
Elisha Gonzalez-Bonnewitz
Gaby Hawat
CoCintheane Hutchinson
Tyron Johnson
LeSena Jones
Donna Marino
Ron Oliver
Juan Olvera
Christie Pickeral
Larry Rosen
Barbara Shell
Erin Smith
Susan Stone
Katherine Suarez
Nicole Valentino
Martha Williams
Falecia Williams
30
Objective 4.1: Community Investment
By 2013, Valencia will emerge as a first-tier investment for the philanthropic community,
supporting the missions of the Valencia Foundation and the College.
Long-Term Target: (Identify “where do we want to go, ultimately.”)
Establish Valencia as a first tier investment opportunity for community partners and subsequently
received increased gifts from private wealth donors who wish to invest in the community.
Short Term Targets 1, 2, & 3: (Identify the “What can we bite off in the next three years?”)
1. By 2013 Valencia Foundation will have initiated relationships with and increase giving from the
top 100 largest employers in Central Florida as noted by Orlando Business Journal.
2. Increase the awareness of Valencia and its programs among the top 100 employers in Central
Florida as noted by Orlando Business Journal.
3. Increase individual contributions to the Valencia Foundation by 10%.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
 Initiate relationships with 100 % of the top 100 largest employers.
 Collaborate with business and industry on new Bachelor Degree program(s).
 Provide support to community through economic and workforce development initiatives.
 Strengthen support of community leaders through advocacy and foundation board participation.
 Involve college employees in sharing the story of Valencia.
 Strengthen Marketing and Strategic Communication efforts through new and traditional media.
 Provide opportunity for those who desire to support Valencia by increasing and directing
planned giving efforts.
 Continue to work with Faculty and Staff giving committee to enhance colleague support.
 Increase retiree knowledge of current Valencia programs and services and offer an opportunity
to become involved at a meaningful level.
Suggested Measures for Short Term Targets 1, 2, & 3: (Identify “How will we know?”)
1. Review of foundation records will reveal initiated relationships with corporations.
2. Review of foundation records will reveal increase in significant contributions from 13 to 25 of
top largest employers.
3. Establish baseline data of community perception, measured and compared each year from 2010
to 2013.
4.
Increase in individual donations as determined by VSE survey data.
Will the current activities and plans at the college move the needle on this goal? Yes.
31
Illustrative List of activities and indicators of progress on Objective 4.1 during 2009-10
The Valencia Foundation recently completed a highly successful capital campaign, and is engaged in a
number of activities to build its donor base in an interim period before the next capital campaign is
launched. These activities include the development of “niche donor” giving and planned giving. The
Foundation continues to lead the nation’s community college foundations in securing funding. Support
for faculty endowed chairs, for student scholarships, and for many of our community engagement
activities flow to the college via the Foundation.
The Marketing and Media Relations Department launched the use of social media to feature video,
photos, and stories about Valencia events and achievements, including a college Facebook page and
YouTube Channel, and individual pages for several AS programs. A new web page for the media has
been added to Valencia’s site. Faculty and staff are more knowledgeable of and involved in telling the
college’s story, as a result.
The Executive Dean and Special Assistant to the President for Strategic Initiatives has worked to align
the college with numerous economic and workforce development initiatives, in part through forums held
on campus for key industries and through launching partnership efforts with the Chamber and the private
sector.
List of Major Activities Planned for Objective 4.1 during 2010-11
The Foundation Board will begin to lay plans for the next capital campaign, while continuing to pursue
individual and corporate giving in 2010-11, including the continuation of events such as Taste for
Learning and the annual donor gala.
A Senior Writer will be hired in the Marketing and Strategic Communications Department who will
increase the level of our “story telling.”
The Foundation will continue its efforts to share the college’s story as well, helping to raise the profile of
the institution.
Industry forums will continue, along with initiatives aimed at supporting entrepreneurship.
The president will hold meetings with selected, key community leaders to discuss the college and our
future plans.
32
List of Significant Challenges or Opportunities Anticipated Related to this Objective
Given the competition among higher educational institutions, how do we set ourselves apart and
compete? Educate our faculty and staff about the role we each can play to increase giving and build
relationships?
What can we learn from other top tier organizations?
How can we connect our message to the personal interests and needs of the givers, improving our story
telling. Also, we might consider the kind of story – one that resonates with donors, and show a return on
investment. We want to increase awareness, but also sustain communications with current donors.
If we change our name, how might that impact giving and top tier relations?
Clarify what enables a donor to have something named for them? Only buildings? What other ways can
we recognize gifts?
When we talk about fund raising, we should also talk about “friend-raising.”
Links to data that support the report on Objective 4.1
The Valencia Foundation maintains records on donor contacts and resulting contributions.
The Executive Dean for Economic Development has records on industry forums and initiatives.
The Marketing and Strategic Communications web site will feature news releases. The Department will
have records of its use of social media and the web to tell the college story.
33
Objective 4.2: Alumni Involvement
By 2013, significantly increase the membership and the active involvement of alumni in giving of
their time and resources to support Valencia.
Long-Term Target: (Identify “where do we want to go, ultimately.”)
Increase the membership and the active involvement of alumni to 100% in giving of their time and
resources to support Valencia.
Short Term Target: (Identify the “What can we bite off in the next three years?”)
1. By 2013, the number of active alumni (those opting to maintain alumni membership) will
increase by 30% to 32,500. (Baseline: 25,000) (revised)
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)






Enhance and expand modes of communication.
Enhance and expand technological resources for interactions with and between alumni.
Increase the number of unduplicated, current alumni records in database.
Engage alumni in fundraising efforts.
Provide alumni activities/events to meet diverse interests and needs.
Provide opportunities for volunteer service to college and community.
Suggested Measures for Short Term Target: (Identify “How will we know?”)






Increase varieties of communications.
Establish measures for technological interactions.
Track numbers of returned communications to alumni.
Foundation benchmarks to measure alumni financial donations.
Participation in collaborative alumni activities/events.
Develop a tracking system for alumni volunteerism.
Will the current activities and plans at the college move the needle on this goal?
Adequate staffing and the resources to keep up with advancing technology and constantly changing
alumni information will determine the pace of alumni program growth.
34
Illustrative List of activities and indicators of progress on Objective 4.2 during 2009-10
Valencia’s alumni who elected to become members of the Alumni Association grew from 16,688 to
24,815 over the past year.
Vitae magazine continued to be published twice a year, and was circulated to over 26,000 alumni and
friends of the college.
Active alumni chapter networks grew from 5 to 7, and chapter meetings were held on campus.
Alumni fund raising for scholarships continued, with over $24,000 added to the Foundation’s
scholarship endowment as a result of alumni efforts. This included 3 new scholarships launched in 200910. Scholarship awards from these alumni accounts totaled $36,285.
The Alumni Relations Office began to actively use Facebook to communicate with members, and to
provide another means of networking for members.
List of Major Activities Planned for Objective 4.2 during 2010-11
Vitae will continue to be published and grow in its readership.
Scholarship funds will continue to be raised for the existing scholarship accounts, and the awards made
in Spring 2011.
The 6th Annual Valencia Alumni 5K Walk, Run & Roll will continue to grow and offer opportunities for
volunteerism and serve as an Alumni Association friendraiser/fundraiser.
Alumni chapter networks will continue to be developed. A Bridges to Success alumni reunion will take
place in July 2010 and a Nursing 40th Anniversary alumni reunion will take place in Spring 2011. The
Association of Honors Alumni will have a gathering in August, 2010.
The Alumni Facebook page will continue to feature news about alums and of interest to our alumni
community.
A major new activity will be launched in Fall 2010: Valencia Homecoming. This will enable alums and
retirees to have opportunities to come back to campus to network with former classmates, colleagues,
professors and staff.
A list of prominent alums will be maintained for reference.
Plans will be made to increase our support for alumni career development.
35
List of Significant Challenges or Opportunities Anticipated Related to this Objective
While there is consensus as to how we define alums (anyone who has taken a class here), it was noted
that this complicates data collection.
We should be clear about why we want alums to be more involved, and note that it is not just for money.
We need and want their continued interest in Valencia, and we want to continue to serve their needs as
we can, as they progress through life.
Resources from professional organizations and societies might be helpful, as well as from some 4-year
alumni associations, since we share alums.
Links to data that support the report on Objective 4.2
The Alumni Relations Office collects and maintains data on alumni contacts and the ways in which they
give back to the college and the community.
36
Objective 4.3: Community Engagement
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 service, authentically raising our profile in the community and leading to
Valencia becoming an investment of choice.
Long-Term Target: (Identify “where do we want to go, ultimately.”)
Ultimately, we want the community to think first of Valencia when it needs a partner to accomplish its
objectives and to show the community that Valencia students, faculty, staff, alumni, and retirees are
committed partners in meeting the needs of our region.
Short Term Targets 1, 2, & 3: (Identify the “What can we bite off in the next three years?”)
1. Develop a mechanism for capturing, recording, and summarizing community involvement data for
college students, faculty, and staff.
2. Institutionalize a service learning program at Valencia to connect student learning and achievement
of student outcomes to service outside the college.
3. Increase membership and active participation of key industry organizations and individuals on
program advisory boards.
How will we accomplish this? (Current college programs aligned with this target contained in the
goal team report on initiatives.)
Preliminary work on understanding current Valencia faculty practices, programs, and assignments
regarding service learning has been conducted. Best practices and baselines have been established but
the work is currently at a plateau and needs to be given direction for renewed growth. Some courses are
coded as “service learning enhanced” in the Banner system.
Over 30 program advisory boards are currently in place to review curriculum and results in
predominantly A.S., A.A.S., and certificate programs. By working with college and faculty leadership
in all areas, key industry organizations and individuals can be identified, targeted, and engaged as part
of the advisory board process.
Suggested Measures for Short Term Targets 1, 2, & 3: (Identify “How will we know?”)
1. Share powerful stories of Valencia’s service and our people’s impact on the community.
2. By 2013, a program focused on college-wide support, coordination, delivery, and assessment of
Service Learning will be in place.
3. By 2013, an audit of program advisory boards would yield an increase in membership. Further
analysis would confirm the participation and engagement of key industry organizations and individuals
as identified by college and faculty leadership.
Will the current activities and plans at the college move the needle on this goal?
Baseline data is needed to fully understand the nature and intensity of faculty, staff, and student
involvement in the community.
Service Learning has been explored but a commitment of both staff and fiscal resources has not been
37
made.
Illustrative List of activities and indicators of progress on Objective 4.3 during 2009-10
Economic Development and Community Engagement
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 last fall, and progressing next month 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 that
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 has been developed with the Chamber, and both public
and private sector organizations have provided support for requests for earmarked federal funds for
Valencia’s green renovations. This work is also enabling the College to assist in efforts to attract
businesses to Central Florida.
Social media are being used to document and share the story of Valencia’s engagement with the
community. Video clips are being created and stored for use in telling the story of our engagement.
Despite a sluggish economy, 532 students completed internships in twelve industry areas: arts and
entertainment, business, communications, computer engineering, engineering technology, health science,
horticulture, hospitality and culinary, information technology, public service, science, and social
science. Of the 532 students, 21 completed their public service with local or international organizations
through the Service Learning Program.
List of Major Activities Planned for Objective 4.3 during 2010-11
Developing Resources Contacts: Gaby Hawat, Falecia Williams, Joe Battista, Kaye Walter, Liz Gombash
Identify and secure new or renewed partners to increase our resources
Local or state workforce agencies
Key companies or industry groups
Other educational entities (UCF, Tech Ctrs, private university partners, etc)
Raising Profile Contacts: Kaye Walters, Provosts, Felicia Williams, Joe Battista
Raise the profile of the college with all of our partners and key influentials in the community. The
viability studies currently provide labor data for existing programs. These should be expanded to tell the
story of the program, with a communication plan for each industry. Also, the college needs to project
programs that don’t exist and for which there are workforce needs. This connects to the community and
our profile, and what they need to know about us.
Check on status of grant for service learning at the end of July/beginning of August
38
List of Significant Challenges or Opportunities Anticipated Related to this Objective
Do we have a plan? Do we need to centralize? This connects to goals 1 and 2. We need to manage the
process of program development at the college, especially since the Strategic Budget Initiatives are not
available to us. The Senior Team needs to articulate what we are trying to achieve through Service
Learning, and then decide what process the development of this program should follow. Curriculum? SBI?
Where does this connect?
We need to develop a program development process that offers a robust model that accommodates
programs that are not curricular. We must manage the process by which value propositions, such as service
learning, come to us.
It is challenging to collect data on engagement. Some areas already collect, such as Take Stock in Children.
We have pockets of data, but no system to collect it comprehensively for all service learning efforts. A
concern has been expressed about the need to collect student volunteer data as part of a co-curricular
transcript.
The College should hold an event to celebrate our involvement and collect data at the event.
Consider whether we need a service learning and a community engagement advisory committee?
Should we have a General Education course that includes service learning as a part of the course? This
could be in the Honors Program, as well.
We need a centralized location or source of information on what is happening, perhaps an office of civic
engagement.
Community involvement by staff should not be part of our evaluation of our job performance.
Links to data that support the report on Objective 4.3
Limited data on community engagement may exist in Valencia Volunteers records.
Baseline service learning data was collected as part of a faculty survey several years ago.
Limited data may be housed in the Internship and Workforce Services office, the Honors office, Bridges
office, and Marketing and Strategic Communications.
39
Objective 4.4: Workforce Development
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.
Long-Term Target: (Identify “where do we want to go, ultimately.”)
Valencia’s constituents report the highest levels of satisfaction with our students, programs, and services.
Short Term Targets 1 and 2: (Identify the “What can we bite off in the next three years?”)
1. Develop a mechanism for capturing, recording, and summarizing student satisfaction with
preparedness for continued studies and/or entry into the workforce.
2. Increase the number of industry partners who choose Valencia Enterprise to meet their training needs
by 10%.
How will we accomplish this? (Current college programs aligned with this target contained in the goal
team report on initiatives.)
Alumni Affairs has attempted to gauge satisfaction with limited success. In years past, a survey was
conducted of recent graduates, however, the survey has not been administered in the recent past.
Valencia Enterprises actively solicits business with community partners and local employers.
Suggested Measures for Short Term Targets 1 and 2:
1. By 2013, the college will have a method for capturing student satisfaction data, recording the data
in a central repository, and summarizing the results for use with internal and external audiences.
2. By 2013, an evaluation of the number of partnerships developed would reveal an increase of 10%
in new client participation.
Will the current activities and plans at the college move the needle on this goal?
Baseline data are needed to understand the current status of students’ satisfaction with their preparedness
for upper division and/or workforce entry.
Valencia Enterprises will review baseline data to understand factors that influence training needs and
selection criteria for key industry partners.
Suggested Measures 1: (Identify “How will we know?”)
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Illustrative List of activities and indicators of progress on Objective 4.4 during 2009-10
Valencia Enterprises
Two preliminary, fact-gathering meetings were held to in Spring 2010 resulting in data to be reviewed
regarding Valencia Enterprise performance, position, and strategy.
List of Major Activities Planned for Objective 4.4 during 2010-11
Valencia Enterprises
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.
Student Satisfaction
Focus groups and/or follow up surveys with graduates will assist in determining the level of student
satisfaction with their preparation for career and/or upper division studies.
List of Significant Challenges or Opportunities Anticipated Related to this Objective
- Certificate completers may have been overlooked.
- There was concern about the multiple points of time at which we propose to gather information for the
measures.
- There was concern regarding how we define “satisfaction.” Consider using student learning outcomes
as a measure of assessing this. That method would demonstrate whether an employee can do what the
university or employer needs or expects him or her to do.
- Utilize alumni database to contact students after they leave Valencia.
Links to data that support the report on Objective 4.4
Valencia Enterprises collects and maintains data on clients and results.
West campus student services may distribute a fall and spring student survey.
The Honors program conducted a student survey.
No data on student satisfaction is gathered on a regular basis. Data on student performance in the upper
division is available, as well as data on completers’ wages.
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Attachment M – Weave Online Report on Goal 4 – November 17, 2010
A print out of a PDF file containing all entries into the WEAVE Online system that have
been linked to goal 1 is attached.
Weave report from Kurt will be inserted here.
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