All Team Comments Merged

Strategic Issues Reports

All Team Comments Merged

(Reports Updated as of May 31, 2011)

The Issues reports prepared in March 2010 by the 2009-10 goal teams have been amended with updated reports from the 2010-11 goal teams.

Comments from the 2010-11 goal teams are at the end of each original report from 2009-10.

Supplemental report data is provided on the Big Meeting 2009-10 web page,

as follows:

Nick Bekas – SL Data East Spring 2010 – Excel sheet

Nick Bekas - SL Data Osceola Spring 2010 – Excel sheet

Nick Bekas – SL Data West Spring 2010 – PDF file

Nick Bekas – SL Data Winter Park Spring 2010 – Excel sheet

Jeff Cornett – PowerPoint for the Enterprise Resource Planning – PowerPoint file

Jeff Cornett – graduation rates by ethnicity – Excel sheet

Jeff Cornett – graduation rates by income – Excel sheet

Jeff Cornett – Florida graduation rate data – Excel sheet

Jeff Cornett – full time enrollment trends – PDF file

Kurt Ewen – Foundations of Excellence report – Word document

Shelby Fiorentino – Goal 4, name change SWOT replies

FL Next Generation PreK-20 Education Strategic Plan – PDF file

IR – Key Data Analysis Sept 2009 – PDF File

Joe Lynn Look – Gold Standard Articulation Response – PDF file

Marjorie McKillop – Report on Strategic Issue 6 – PDF file

Nemir Matos-Cintron – Hybrid Courses – Excel sheet

Jessica Morales – several documents related to college transitions, all listed under her name, including four Word docs, one PowerPoint, and two PDF files

Cheryl Robinson – Registration Action Plans – Word document

Cheryl Robinson – Registration Headcount Comparison data – Word document

Jennifer Robertson – Baccalaureate Degrees – PDF file

Adriana Rodriguez – Review of the Strategic Plan – PDF file

Joyce Romano – Direct Connect Reports – two Word docs and one Excel file

Additional supplemental reports from 2010-11 teams has beenadded to the Big Meeting 2010-11 web page:

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.)

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.)

17) How will we define “meaningful improvement?”

20) How do we define “Optimal Learning Conditions?”

25) What data model will be used to carry out this work, and how will we organize for data sharing and accountability?

“Issues Bin” for Big Meeting 2010

The following issues were suggested for the Issues Bin by the goal teams in their reports and/or by the senior staff who reviewed strategic initiatives underway in December 2009. Numbering is provided for reference only, and does not suggest any priorities. A reference has been added to one or more of the 14 strategic issues from the 2008 Strategic Plan that appear above, on pages 2-3).

1. Access. This relates to Strategic Issues #1 and #13 on page 2 of this document.

Who is not being served by the college who may need us, and why aren’t they being served? What is the unmet demand?

Related to this:

Can “universal design” be integrated into our work as a default setting?

Do students who need counseling services have access?

Do we know what aspects of their experience leads students to feel as if they are “just a number?”

Does our enrollment management plan express intentions that we believe we can and will honor?

2. Alternative delivery. This relates to Strategic Issues 8 and 14 on page 2.

What do we know about who is successful with different delivery modes, and what can we do to improve the success rates of those who are less successful in specific modes? To what extent do our students experience a digital divide?

3. Withdrawal. This relates to Strategic Issues 1 – 4, on page 2.

Why do students withdraw?How are withdrawal and completion related? How is withdrawal related to success in meeting goals?(See Strategic Issue 6, Team 1 comments.)

4. Persistence. This relates to Strategic Issue 2, on page 2.

Should objectives 1.2 and 2.4 be merged and placed under Goal 2?

They currently read as follows:

1.2 Persistence – Increase the percentage of students who persist at Valencia through key academic thresholds.

2.4 Completion of 15 college credits – Increase the percentage of students mandates into developmental courses who complete within three years the first 15 college level hours of their programs.

5. Closing Gaps.This relates to Strategic Issues 3 and 4 on page 2.

Is it possible to close achievement gaps?

6. Access, growth and quality. This relates broadly to the 14 strategic issues, and especially to 2, 8, and 13 on page 2.

How do we balance access, growth, and quality issues?

7. Capital needs. This relates to Strategic Issues 8 –104, on page 2.

How will we meet our capital needs for buildings, technologies, and campuses?

Can partnerships with others provide a solution to meeting joint capital needs?

What are our plans for virtual campuses, and the growth of on-line and hybrid offerings?

8. Economic and workforce development. This relates to strategic issues 2, 8 and 10, on page 2.

How closely are we aligned with regional economic development plans and needs, including economic recovery?

And related to this, how should the roles of provosts, deans, and the workforce office evolve in support of entrepreneurial program efforts in support of students, business and industry?

Is anything missing in support of goal 4, objective 4, which is 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.)

9. State system changes. This relates to Strategic Issue 8, on page 2.

How can we best use opportunities to change our name or add baccalaureate programs (or to opt not to one or both) to better meet our mission?

10. Collaboration. This relates to all of the strategic issues, and especially to 10 and 12, on page 2.

How can we best advance our work under collaboration and shared governance? Do we need to consider next steps or goals regarding collaboration and shared governance? What concrete steps do we want to take to advance our work in support of the values we hold regarding collaboration? Do we need a "program review" of shared governance?

Comments from Team 4:

The team noted that we need to address what it means to collaborate with partners in any definition of collaboration that is developed. Also, the team understands that the Internal Communication Strategy Design Team is reviewing the concept of collaboration at the college. The current definition being used by that team, which is internally focused by definition, is:

Collaboration: At Valencia, collaboration is a strategy employed to gather information, generate creative solutions to problems, and ultimately, inform the decision-making process. Collaboration at Valencia is not a way to make everyone feel equal and/or included, an extended consensus-building process – not designed to get “buy-in,” always appropriate, necessary, or useful, or a way to avoid making difficult decisions or avoid personal accountability.

Strategic Issues related to Goal 1

On January 21, the Goal Team selected the following Strategic Issues as listed in the 2008-13 plan as being related to Goal 1, and added one new issue:

Many students from diverse backgrounds do not have equal access to college. Objectives 1.1, 1.4, 1.5 (pathway) Follow up: Adrian Manley

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. Objective 1.2 (goal achievement) Follow up: Joyce Romano

4. The composition of the group that graduates each year does not match the diversity of entering cohorts. Follow up: Daryl Davis

7. Not all students receive academic support tailored to their needs as they move through the curriculum. Objectives 1.3, 1.5 (support) Follow up: Kimberly Finley

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. Objective 1.5 (dual enrollment growth & why?) Follow up: Jeff Cornett

13. College staffing levels, systems and processes can sometimes lead students to feel as if they are “numbers” rather than persons to be served. Objectives 1.1, 1.2, 1.3, 1.4, 1.5(based on the consequence of the issue.) Follow up: Sally Witkamp

14. The College’s operating, technology and capital budgets do not always align clearly with the strategic plan. Objectives 1.1, 1.2, 1.3, 1.4, 1.5. Follow up: Melissa Pedone

Issues were suggested to be added to Goal 1:

Goal Team 1 suggested adding:
Impediments in systems, processes and curricula

(examples cited: process complexity, controllable and uncontrollable; curricular pathways (dual enrollment); website; complex on-line records evaluation; perception) Follow up: none identified

(From Amy and Susan – this addition might be considered as part of issue 13.)

Strategic Issues related to Goal 2

In its first meeting, Goal Team 2 selected the following Strategic Issues as listed in the 2008-13 plan as being related to Goal 2, and noted the relationship.

1. Many students from diverse backgrounds do not have equal access to college. Relates to how low income students achieve success. Relates also to Goal One.

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. Relates toObjective 2.4 (goal achievement) Relates to how low income students achieve success.

3. Gaps in student achievement exist among student cohorts related to ethnicity and income.

Relates to Objective 2.5 and how low income students achieve success.

4. The composition of the group that graduates each year does not match the diversity of entering cohorts. Relates to how low income students achieve success.

5. Diversity is not fully utilized as a strength throughout the curriculum and the College.

Relates to Objective 2.5 and the curriculum. We use diversity to enable students to feel a part of the whole and to enhance student learning.

7. Not all students receive academic support tailored to their needs as they move through the curriculum. Relates to Objectives 2.2 – 2.5

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. Relates to both Goals One and Two.

9. Students, faculty and staff do not always have access to up-to-date, effective technologies that support learning and professional success. Relates to Objectives 2.2 – 2.5 and also to Goal 3.

13. College staffing levels, systems and processes can sometimes lead students to feel as if they are “numbers” rather than persons to be served. Related to retention.

Strategic Issues Related to Goal 3

The goal team groups that discussed objectives 3.1/3.2 selected Strategic Issues 11 and 12 as relating to Goal 3, Invest in Each Other.

The team that met for Objective 3.3 decidedthat strategic issues 11, 12, and 14 had primary relevance to Goal 3, objective 3, while issues 5, 8, 9, and 13 were of secondary relevance.

Strategic Issues Related to Goal 4

Theteams for objectives4.1 and 4.2 met jointly and selected issue 9 as being related to the goal and objectives 4.1 and 4.2.

The teams for objectives 4.3 and 4.4.met jointly, and selected strategic issues 2, 8, 10, 11, 14 as relating to the goal and objectives 4.3 and 4.4.

Strategic Issues Brief #1 – Adrian Manley

Many students from diverse backgrounds do not have equal access to college. Objectives 1.1, 1.4, 1.5 (pathway)

Strategic Issue from 2006 Situational/Needs Analysis: Diversity

“The students in our future will be increasingly diverse in background and needs. The college is expecting an increase in students over the age of 44. Also expecting more minorities specifically Hispanics to enroll in Valencia.

Notable internal changes related to Strategic Issue:

Notable external changes related to Strategic Issue:

Update(s) suggested to the Issue Statement and/or to the Situational/Needs Analysis narrative:

We have experienced a surplus of older students returning to school. However, the turn in the economy is seems to be more of a motivating factor. Many come after just losing their jobs. It should be noted that this increase of 44 year olds and above come with extra issues than they would with just a career change.

Resources consulted in preparation of update(s):

Situational needs Analysis

Goal Team Two Comments – February 9, 2010 – This is not just an issue of demographics, but also of the way in which our systems may create barriers to access. Do we have information about that? Who is not here, and why? How do we serve students who do not have on-line access? Do we know which second language populations are not here? Do we know how our systems may be difficult to use for those with disabilities (for example, the on-line application)?

We need to confirm the source of expected increase of students over the age of 44, noted by Adrian.

Nick Bekas provided additional demographic data to add to this issue via a separate report.

Also, the following was submitted by Lynn Dorn of Team 2, who received this from Joyce Romano:

. . . there are various ways in which we connect with the community to connect Valencia with persons who are homeless and/or seeking job skills although there is not a formal and comprehensive network as you described in Seminole County.

David and Elizabeth were the faculty involved with the Prometheus project that John Scolaro organized. It was modeled after Riches for the Poor and offered a humanities course for homeless persons as a way to help them discover their potential. It was connected with the Coalition for the Homeless and other local agencies (Elizabeth and David will remember the other agencies names – I recall one was a women’s center.) We tried to develop a sustainable model when the grant funds (several years) ran out but were unable to. Elizabeth and David will be able to tell you when they last offered the course.

We award Homeless Tuition Waivers to qualified students based on a state statute that allows it. As part of this, various individuals serve as mentors /advisors to these students. For example, I am currently helping one student complete his degree through this program.

A number of our College Transitions staff represent Valencia on community boards that serve this population or other disadvantaged populations.

We participate on the Children’s Cabinet in both Orange (Grace Acevedo) and Osceola (Nelson Sepulveda) counties. This connects various agencies in order to address the needs of children and families, including educational opportunity.

John Stover runs a summer program with the Coalition of the Homeless called Life Strides that focuses on getting students into the Office Systems Technology program (West Campus) and continuing as a cohort to obtain a certificate and degree for employment.

Kenya Richardson represents Valencia with a community network that focuses on foster youth who are “aging out” of the system. City of Light is one organization that has been promoting this work and we are connected to them through a member of the Valencia Foundation Board. Again, there is a tuition waiver available through state statute for which these students are eligible and Kenya also helps them with other financial aid eligibility and advising issues.