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The Power to Serve: Valencia’s Five Year Impact Plan

The Power to Serve: Valencia’s Five Year Impact Plan. Susan Ledlow, Ph.D. Vice President of Academic Affairs and Planning Karen Borglum, Ed.D . Assistant Vice President for Curriculum and Assessment. VISION

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The Power to Serve: Valencia’s Five Year Impact Plan

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  1. The Power to Serve: Valencia’s Five Year Impact Plan Susan Ledlow, Ph.D. Vice President of Academic Affairs and Planning Karen Borglum, Ed.D. Assistant Vice President for Curriculum and Assessment

  2. VISION Valencia is a premiere learning college that transforms lives, strengthens community, and inspires individuals to excellence. MISSION Valencia provides opportunities for academic, technical, and lifelong learning in a collaborative culture dedicated to inquiry, results, and excellence. Design effective and efficient pathways to learning and education Build Pathways Implement optimal learning environments for students Coordinate student needs and College goals with community partners Establish operational systems based on collaboration and deep stewardship of our work Learning Assured Partner with Community Invest in Each Other

  3. Interviewswereinspiredby:Thevisionof ValenciabeingachangeagentinCentralFlorida TODAY The strategic reach of Valencia College is far bigger than its identity as a state college & local partner. Advocate&Supporter Philanthropist ThinkTank Partner Educator Partner Educator TOMORROW There are opportunities for Valencia to expand its spheres of influence beyond its current role as a state college. The college’s strategic reach can impact unprecedented segments and industries in the Central Florida community.

  4. NEW STUDENT EXPERIENCE COLLABORATIVE DESIGN (with community) COLLABORATIVE DESIGN (with each other) PROGRAM ALIGNMENT TO COMMUNITY COLLEGE IS WHAT STUDENTS EXPERIENCE VALUE PROPOSITION L I U N F V E E S S O T Y E P T I A I C N N R H U U O M T N T E P M M H E O E G C A R G DIRECTCONNECT2.0 N E GROW PEOPLE, GROW THE ECONOMY CONNECTION &DIRECTION POST-TRADITIONAL STUDENTS PIPELINE IMPACT ON STUDENT LEARNING IMPACT ON COMMUNITY ASSESSMENT FOR LEARNING PURPOSE OF ASSESSMENT = IMPROVE LEARNING INCLUSIVE EXCELLENCE ECOSYSTEMS, PURPOSEFUL PATHWAYS & PARTNERSHIPS G ONLINE N I N D B R U E A P I L R E A D L U T ANYONE CAN LEARN ANYTHING… S H S W A A Y S ESSE QUAM VIDERI: TO BE RATHER THAN TO SEEM START RIGHT COMMUNITY CONNECTIONS ADJUNCT DEVELOPMENT GROWVALENCIA’SCAPACITYFORMISSION PLANNING AND ANALYTICS TALENT AND INNOVATION BUSINESS STRATEGY CAMPUSES STEWARDSHIP TECHNOLOGY

  5. Methodology This study was designed as a Strategic Visioning Exercise to co-opt and collaborate with local leaders on mapping the future of Central Florida, identifying the emergent sector needs, and envisioning an expanded role for Valencia. Individual in-depth interviews were conducted from May 10 – June 2, 2016 with 38 leaders across 8 sectors of Central Florida. Business Hospitality Engineering Civic Life& Public Arts & Healthcare Education KeyLeadersidentified byValenciaCollege’sdatabase ofAdvisoryBoardmemberstobuild a convenience sample ofrespondents.

  6. InterviewProcess& Questions PRE-INTERVIEW THEINTERVIEW An Interview Request by President Shugart DiscussionExploredThreeMajorTopics: What is your vision of Central Florida? What are your sector’s growth & needs? What role should Valencia College play? Participants were shown a brief video introducing the study objectives to set a general baseline for all interviews. • Exploring the current state and future growth of the Central Florida region: • What is the current state of Central Florida's economy? • Where is it headed? • What is your vision? • What is driving the economy forward? • What are the avenues of growth? • What economic trends should we be aware of that may shape future needs of Central Florida? • Identifying organizations’ positioning to respond to the future: • What is the status of your sector in the economy? • What impact does it have on the Central Florida Community • How is your sector growing? • What will drive your sector forward? • What are your needs today? • What is needed for future growth? • Envisioning & co-creating the role of Valencia College in the future: • How can Valencia College be more strategic in developing its career, workforce and continuing education? • How can Valencia College improve its educational partnerships? • How can Valencia College strategically enhance the quality of life in Central Florida? INTERVIEWBOOK Discussion Topics Sent Prior to Interviews Respondents were sent the discussion topics prior to the interview to digest what would be covered and think through their answers.

  7. Future VisionofCentralFloridaLeadersarehopefulforamorepositivefuture • PositiveVisionoftheFuture • Moreamenities • Betteraccesstogood healthcare • Bloomingcultural center • Higherwages • Moreeducated populace • Higheremployment • Thrivingeconomy Negative Vision of the Future • Population growth will diminish resources • Low wages will prevent upward mobility • Crime will continue to rise • Infrastructure will fall to disrepair • Lack of green spaces will lead to higher pollution, lack of a healthy & happy community

  8. Improved Partnerships ReachingtheHard-to-Reach–StartingwithOsceolaandImmigrantPopulations Leaders state there are pockets of individuals who are less likely to go to college or believe careers are an option for them. Leaders feel Valencia College could partner with organizations like the Chamber of Commerce & reach out to families early. There is a need to inform them about the accessibility of college education & possible career paths. Osceola County and the Hispanic population are key starting points. 01 ProvidingEarlyEngagement– PartneringwithK through12 SchoolSystems Leaders believe inspiration needs to start earlier on, as early as kindergarten. Leaders want to expand the list of “typical careers” students think of pursuing beyond doctors, lawyers, and business management. Valencia College could be the coordinating partner to introduce K through 12 students to diverse career options and get them thinking that higher education is a possibility early on. 02 BringPeopleClosertoJobs –Coordinatea UnifiedWorkforce PlacementEffort Leaders would like to see Valencia College come together with the Chamber of Commerce & CareerSource to identify the emerging career pathways & career progression in Central Florida . At this time, leaders don’t feel there is a real coordinated effort to bring careers to students and the general community .Leaders would like to see a unified consortium that guides the community closer to local jobs. 03

  9. Improved Partnerships GoingBeyondtheCampus–TakingEducation totheMarketplace Leaders believe there is great opportunity for Valencia College to get out of the campus & bring education to businesses & students. Leaders identified three areas of opportunity : (1) Professors could go to businesses & conduct onsite training for larger groups (2) To ease dual enrollment transportation challenges, professors could teach at high schools (3) Valencia College could replicate the downtown sharing model of utilizing other campuses to provide convenience. 04 HoldCollaborationSummits– IncreasePartnershipAcross Sectors Although Valencia has an Advisory Board, leaders feel current collaboration meetings are not held often enough and aren’t focused on cross-sector collaboration. Leaders are hoping to have more regular meetings to discuss their sector needs, as well as foster collaboration across & within sectors. 05 TransformEducation Quality& StudentLife– InitiateaPlanningEffort A few leaders provided an abstract partnership idea, where they suggested having all educational institutes converge with the goal of improving overall educational quality & student life in Central Florida. Leaders wanted to see more global efforts made in shaping the future of our educational system and subsequent workforce planning efforts. 06

  10. Programmatic Alignment AidEntrepreneurialLife– Inspiring& ProvidingEducationalGuidance Leaders are looking for Valencia College to foster Central Florida’s entrepreneurial spirit and encourage all types of community members to start their own businesses. They are looking to show even those without a four-year degree that being a business owner is possible. Leaders believe Valencia College could provide workshops, certifications or training courses to prepare prospective business owners. 01 ConductJobTaskAnalysis–AlignIndustryNeedstoCurrentPrograms Leaders stated there is a need for Valencia College to communicate more with sector leaders and periodically check in on what skill-sets are needed for various careers. Business leaders believe Valencia College could create a career audit or a “need-gap analysis” to ensure what is being taught at Valencia College is what is needed to prepare graduates for their jobs today and in the future. 02 OfferEarlyServiceLearningOpportunities–CreateMore PreparedStudents Leaders are looking for students who graduate to have a more in-depth understanding of the career they choose. They are expecting graduates to come in with some basic knowledge and skills that shouldn’t need to be taught on the job. Leaders are looking for Valencia College to expose students through internships, mentoring, and co-ops to produce more prepared workers. 03

  11. Programmatic Alignment IdentifyMultiplePathwaysForward–HighlightStepstoMove UptheLadder Leaders feel there is a need to educate those who don’t currently understand the value in a community college education. They stated a need to show community members and current students what is possible with a two-year degree and how, through continuing educational pathways, they could rise to a well paying career. 04 EnableWorkerstoStayUp-To-Date–EvolveSkillBuilding& CertificationCourses Across all segments, leaders see job skills shifting and feel there is a need for new certifications and programs to enable workers to evolve within their current jobs such as computer programming, electrical engineering & fire safety. They also identify the aging population as a missed segment to reintroduce into the workforce, especially in healthcare sector. 05 ProvideSoftSkillsDevelopment–Increasethe ProfessionalismofGraduates Leaders state that a large issue with applicants’ development is soft skills. They believe many have an inability to communicate, lack of professionalism, and are unskilled during the job application process. Leaders feel there is an opportunity for Valencia College to create their own program or partner with UCF’s Integrated Business Program to aid soft skill development prior to graduation. 06

  12. Improving Quality of Central Florida EncouragePhilanthropy & CivilService 03 InspireaLive-Work-Play Community 011 Leaders believe Central Florida doesn’t have a strong philanthropic culture, in part due to the large transient population and Orlando not being called “home” for many. There is an opportunity to encourage more participation in community services and building a culture of giving back. Leaders feel there is a lack of culture and togetherness felt across Central Florida. Specifically, they identify a need for increased green space and improved pedestrian safety. Leaders see an opportunity to be a real live, work, & play community, however some strategic efforts need to be made. InspireBusinessesto GiveBack 04 Bea Forcein Fighting LowWages& Poverty 02 Leaders expanded the ideas of building a philanthropic community to businesses. Business can adopt a daycare, community organization, food bank, etc., to get involved & Improve the overall quality of life. Valencia College could lead this effort and inspire business involvement. Leaders mentioned the fight against low wages & poverty starts with easing access to education at the Community College level. Leaders see Valencia as taking on an advocate role in the fight to increase wages and reduce poverty across Central Florida.

  13. Improving Quality of Central Florida 07 Createa More HolisticStudent 0 51 ReducingCitySilos Leaders are optimistic with the revitalization of downtown. However, leaders are not seeing this same emphasis in other areas of Central Florida, specifically in the arts. Leaders would like to see a collaborative effort to revitalize cities across Central Florida. Leaders brought up the idea of not just educating students but trying to make them better members of the community. This included the mind, body, and soul of our students to ensure they are more well-rounded individuals, truly contributing to the community. 08 EncouragingDiversityin theWorkforce 06 ImproveTransportation Leaders feel that transportation across Central Florida is a problem for many people. There is a general need to connect our communities and get students to class. Leaders would like to see what efforts Valencia College could generate to ease campus access and improve transportation for the community. Leaders mentioned a need for many careers to better reflect our community demographics. Women and Hispanics are said to need most representation.

  14. CAPACITY PLANBUILDING THE PLAN ONE STEP AT A TIME

  15. Capacity to Serve Affordability (Loren and Sandy) Capacity and Capital (Loren and Amy) Access, Diversity, Achievement (Susan, Joyce, and Campus Presidents) Systems and Technology (John) Innovations in Teaching and Learning (Susan) Knowledge Management (John and Susan)

  16. Moving To Execution • Executive Oversight Team • Review work team’s work (where applicable) • Create assessment measures • Form teams • Develop timelines for work • Tie evidence-based practice to working theory

  17. Closing https://www.youtube.com/watch?v=XZVIWZGheXY

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