The Strategic Plan – 2008-2015:
Clarifying our Focus
Big Meeting 2012
Preparing for the Big Meeting
Feedback Form
Goal 1
Building Pathways
Objective 1.1 – Transition to College
Partner with others to increase the college going
rate of students from every high school and the
percentage of those graduates who apply and
enroll at Valencia.
Objective 1.1 – Transition to College
Partner with others to increase the college going rate of
students from every high school and the percentage of
those graduates who apply and enroll at Valencia.
• Recommendation
• Objective 1.1 is still a strategic focus of our
work and should remain unchanged through
2015
Objective 1.2 – Persistence
Increase the percentage of students who persist
at Valencia through key academic thresholds.
Objective 1.2 – Persistence
Increase the percentage of students who persist at
Valencia through key academic thresholds.
• Recommendation
• Objective 1.2 is still a strategic focus of our
work and should remain unchanged through
2015
Objective 1.3 – Goal Achievement
Increase the course and program completion rate
of Valencia students by decreasing the
withdrawal rate.
Objective 1.3 – Goal Achievement
Increase the course and program completion rate of
Valencia students by decreasing the withdrawal rate.
• Recommendation
• Course and program completion remains a
strategic focus of our work
• For greater clarity the language of Objective
1.3 should be amended
Increase the course and program completion
rate of Valencia students by decreasing the
withdrawal rate.
Objective 1.4 – Economic Development
Align plans for the Associate in Arts and Associate in
Science degree programs, and the resources to support
them, with the economic development needs of the region.
Recommendation
• The alignment of program planning with the economic
development needs of the region is firmly established
as part of our practice as an institution. Objective 1.4
no longer needs to be identified as a strategic focus of
our work.
Objective 1.5 – Access
Increase access to associate degree and higher
programs through university partnerships,
scholarships and financial support, and through the
addition of Valencia campuses and locations in
growing service district areas that are relatively
distant from existing campuses.
Objective 1.5 – Access
Increase access to associate degree and higher programs
through university partnerships, scholarships and financial
support, and through the addition of Valencia campuses and
locations in growing service district areas that are relatively
distant from existing campuses.
Recommendation
– Objective 1.5 is still a strategic focus of our work
– For greater clarity the language of Objective 1.5 should be
amended
• Delete – “…and through the addition of Valencia campuses
and locations in growing service district areas that are
relatively distant from existing campuses.”
• Add – “…and through the planning of Valencia campuses
and locations in growth service district areas.”
Goal 2
Learning Assured
Objective 2.1 – Learning Outcomes
Develop, align, and review program learning
outcomes to assure a cohesive curricular and cocurricular experience that enhances student
learning.
Objective 2.1 – Learning Outcomes
Faculty Compensation Plan – Institutional Effectiveness
• By May 13, 2012
– 100% of all academic programs will have developed
an an assessment plan that has been approved by
discipline / program faculty and the Learning
Assessment Committee.
– 90% of all of the academic programs will have
developed an improvement plans approved by
discipline / program faculty
• Actual – 100% of all programs completed
assessment plans plus additional discipline areas
Objective 2.1 – Learning Outcomes
Develop, align, and review program learning outcomes to
assure a cohesive curricular and co-curricular experience
that enhances student learning.
• Recommendation
• Objective 2.1 is still a strategic focus of our
work and should remain unchanged through
2015
Objective 2.2 – College-level Writing
Increase the percentage of students writing at the
college level.
• No College-wide efforts are currently underway
that are focused on college-level writing
• No program or discipline assessment plans are
focused on college-level writing
• Recommendation
• Objective 2.2 is in need of college-wide
leadership if it is to be a strategic focus of our
work through 2015
Objective 2.3 – Completion of Mathematics
Increase the percentage of students who
complete the math sequence within two years.
(Completion is defined as successfully completing the highest level
math course required for a program of study. The two-year
measurement period begins upon entrance to the College.)
Objective 2.3 – Completion of Mathematics
Increase the percentage of students who complete the math
sequence within two years. (Completion is defined as
successfully completing the highest level math course required for
a program of study. The two-year measurement period begins upon
entrance to the College.)
• Recommendation
• Objective 2.3 is still a strategic focus of our
work but for data reporting purposes the
objective should be reworded
“Increase the percentage of students who
complete the math sequence in AA
General Education within two years.”
Objective 2.4 – Completion of 15 college credits
Increase the percentage of students mandated
into developmental courses who complete within
three years the first 15 college level hours of their
programs of study.
Objective 2.4 – Completion of 15 college credits
Increase the percentage of students mandated into
developmental courses who complete within three years the
first 15 college level hours of their programs of
study.
• Recommendation
• Objective 2.4 is still a strategic focus of our
work but for data reporting purposes the
objective should be reworded
Delete – “…of their programs of study.”
Add – “…with Valencia.”
Objective 2.5 – Close achievement gaps
Close achievement gaps among students from
diverse backgrounds in completing six key
courses, leading to increased persistence and
program completion rates.
• The six courses include:
–
–
–
–
–
–
College Prep Mathematics Pre-Algebra (MAT0012C)
Beginning Algebra (MAT0024C)
Intermediate Algebra (MAT1033)
Comp 1 (ENC1101)
Political Science (POS2041)
College Algebra (MAC1105)
Objective 2.5 – Close achievement gaps
Close achievement gaps among students from diverse
backgrounds in completing six key courses, leading to
increased persistence and program completion rates.
•
Recommendation
• Objective 2.5 is still a strategic focus of our work but for data
reporting purposes the list of courses should be expanded to
the top 10 highest enrolled courses for New Students
identified during the Foundations of Excellence Self Study in
2009
• The list would be expanded to include the following courses:
–
–
–
–
Intro to Humanities (HUM1020)
Intro to Psychology (PSY1012)
Speech (SPC1608)
Student Success (SLS1122)
Proposed Objective 2.6 – Online Success
Close achievement gaps in course completion among students in
different instructional modalities.
• Recommendation
• The dramatic increase in enrollment in on-line
classes since 2005-2006 and the disparity in
course success between face-to-face and online
sections suggests that the proposed objective
should be a strategic focus of our work.
Goal 3
Invest in Each Other
Objective 3.1 – Collaboration
Strengthen Valencia’s collaborative culture through
learning and leadership development opportunities
in the effective use of collaborative approaches, and
through regular review and evolution of our shared
governance system.
Review of Valencia’s
Collaborative
Governance Process
Completed Spring 2012
Objective 3.1 – Collaboration
Strengthen Valencia’s collaborative culture
through learning and leadership development
opportunities in the effective use of collaborative
approaches, and through regular review and
evolution of our shared governance system.
• Recommendation:
– Objective 3.1 is still a strategic focus of our work and
should remain unchanged through 2015
Objective 3.2 – Career Growth
By 2013, Valencia will have a robust system of
career growth and planning in which all Valencia
employees will participate.
(Note: This does not include faculty, who have a
separate faculty development program.)
• Cornerstone Talent Management Suite
– SPD Redesign
– PDP Redesign
Objective 3.2 – Career Growth
By 2013, Valencia will have a robust system of
career growth and planning in which all Valencia
employees will participate.
• Recommendation:
– Objective 3.2 is still a strategic focus of our
work and should remain unchanged
through 2015
Objective 3.3 – Employee Wellness
Increase the percentage of employees engaged
in self-reported wellness practices.
• Employee participation in in Valencia’s
wellness program (Sponsored activities and
the fitness centers.
– 2008/2009 – Total participants is 314
– 2010/2011 – Total participants is 582
Objective 3.3 – Employee Wellness
Increase the percentage of employees engaged in
self-reported wellness practices.
• Recommendation:
– Objective 3.3 is still a strategic focus of our work but
the language of the objective should be amended to
read as follows:
Increase the percentage of employees enrolled /
participating in Valencia’s wellness program
Goal 4
Partner with Community
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.
Endowment Value 2000-2012
June 30, 2011:$56.7 million
May 31, 2012: $55.1 million
Total Giving by Source
07/01/2010 - 06/30/2011
Other
8% Individual
15%
Foundations
38%
Corporations
39%
Nearly 90 percent of U.S. charitable giving comes from individuals,
offering the foundation huge opportunity to increase that share of
our giving.
Our Valencia Foundation Donors
 Donations from 7/1/08 to 5/31/12 were $15.8 million.
 Giving expanded year over year from $1.9 million to $2.7
million, as of 5/31, including the $600,000 Aspen Institute
Prize.
 Of all donors, 61.3 percent increased their donation between
2011 and 2012.
 366 contributors were brand new to the foundation.
 The faculty/staff giving campaign brought in 22 new donors,
thanks to chairs Patti Riva and Katie Shephard.
 The number of gifts grew from 6,054 to 7,371 in 2011.
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.
• Recommendation:
• Objective 4.1 is still a strategic focus of our
work and should remain unchanged
through 2015
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..
Academic Year
Active Alumni
on Record
2008:
8698
2009:
22417
2010:
24763
2011:
34477
2012:
Not yet calculated
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..
• Recommendation:
• Objective 4.2 is still a strategic focus of our
work and should remain unchanged
through 2015
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 services, authentically
raising our profile in the community and leading to
Valencia becoming an investment of choice.
Objective 4.3 – Community Engagement
Valencia Community Engagement
• At Learning Day this year, we served 48 organizations and
coordinated 113 service projects
• In April, 2012 we conducted the first community
engagement survey of Valencia employees.
– More than 500 employees, responded
– 75% of respondents are active members of a professional
organization with 20% of respondents involved in leadership
positions
– 62% of respondents volunteer between one to more than ten
hours to community service every month
• Our students, volunteered more than 11,000 hours this year
to more than 112 non-profit groups, a contribution that
equals more than $200,000
• External Communication, Events, Mass Mailings (Vitae)
Mass Emails, Video News Releases, New Stories
Objective 4.3 – Community Engagement
• New Influencers' Campaign, November 2011-June
2012, Reached 306,000+ Community and Business
Leaders
– http://wp.valenciacollege.edu/together/
• New Economic Impact Study, March 2012
– http://news.valenciacollege.edu/impact/
– Valencia Counts
• Student Video Contest to Spotlight Student Stories
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 services, authentically
raising our profile in the community and leading to
Valencia becoming an investment of choice.
• Recommendation:
• Objective 4.3 is still a strategic focus of our
work and should remain unchanged
through 2015
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.
Valencia Continuing Education
Fiscal Year
2008-2009
Total Numbers of
Individuals Served
14,512
2009-2010
16,521
2010-2011
16,876
2011-2012*
16,841
*7/1/2011 – 6/11/2012
Valencia Continuing Education (Valencia Enterprises)
has served over 300 organizations since 2008 through
fiscal year 2011-2012. In the current fiscal year CE has
served 17 new organizations.
Objective 4.4 – Workforce Development
Recommendation:
The work associated with Objective 4.4 is still a
strategic focus for the College but for data reporting
purposes the objective should be split.
• Objective 4.4 - “Increase reported satisfaction by
Valencia graduates with their preparedness for
upper division studies.” (This will become
Objective 1.6)
• Objective 4.5 - Increase the number of
organizations and individuals served by Valencia
Continuing Education, contributing to meeting key
workforce needs of the community.