The Strategic Plan – 2008-2015: Clarifying our Focus

Big Meeting 2012

Preparing for the Big Meeting

Feedback Form

Goal 1Building 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 2Learning Assured

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.

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 ofstudy.

• 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 3Invest 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 4Partner 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.

June 30, 2011:$56.7 millionMay 31, 2012: $55.1 million

Endowment Value 2000-2012

Nearly 90 percent of U.S. charitable giving comes from individuals, offering the foundation huge opportunity to increase that share of our giving.

Individual15%

Corporations38%

Foundations38%

Other8%

Total Giving by Source07/01/2010 - 06/30/2011

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 Total Numbers of Individuals Served

2008-2009 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.