Strategic Planning at Valencia

Valencia's Committment to Community

 

Purpose of This Plan

As we prepare to celebrate Valencia’s 50th anniversary in 2017, Valencia is proud to complete our Impact Plan for 2016-2022. Looking back over Valencia’s storied history, we are building upon a foundation of excellent planning that was established by the college’s early leaders, faculty and staff. Now, as then, Valencia faculty and staff have worked collaboratively in the process of creating this thoughtful impact plan—as a map to guide us for the next seven years.

Building on the deep work conducted as a result of the previous plan (see Appendix on Pillars), Valencia College commits to serving our community by Making a Positive Impact on Education; Transforming Our Regional Workforce and Economy; and Forging a Better Quality of Life.

Deeply rooted in the college’s experience, these commitments project our core work from 2016-2022, calling us to action to improve our students’ lives and the life of the community that we serve. Although Valencia has served the community through its service to students, the college is embarking on a community partnership that we have not yet experienced. As we execute this Strategic Plan, Central Florida will begin to see Valencia as an essential partner in addressing and solving the region’s problems and goals.

The three commitments were developed during 2014-16 through a collaborative process involving faculty, staff, students, and our community. Just as important as drawing up the plan, however, is adjusting the plan based on what we learn. Because the impact plan is designed to evolve, each year there will be changes in goals and the objectives we use to reach those goals, but it is important to note that despite the evolution of the plan from year to year, our mission and our vision will not change.

 

Design Principles

Facilitators and team members will apply the following design principles during the review process:

  • To build on the college’s foundation (Mission, Vision, Values)
  • To trust those closest to the work
  • To ensure the process is kept simple
  • To maintain an open collaborative process
  • To guarantee the process will be kept transparent
  • To actively communicate the status of the process to the college community
  • To heavily involve and encourage faculty and staff input
  • To strive for consensus among participants
  • To work at a strategic not operational level
  • To continue to build on work currently done at the college

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Steering Committee

The Steering Committee is responsible for the oversight of the college-wide strategic planning process, and act as liaison between campus and college-wide planning.

Steering Committee Responsibilities:

  • Develop a specific timeline within the strategic planning calendar
  • Attend campus based meetings to share information from work teams
  • Compile information from campus meeting to bring back to the steering committee
  • Make recommendations to the Executive Council on new strategic initiatives
  • Review final reports
  • Learn the new strategic planning software
  • Share information from the steering committee to campus leadership teams

 

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Work Teams

Work teams will assess the current status of significant college-wide work, collect and interpret data, monitor related strategic issues, make recommendations on how the work should progress between 3 to 5 years, and prepare a report that will contribute to the development of the college’s 5yr Strategic Plan.

Composition of the Work Teams

Members of the review teams will be identified by the Strategic Plan Steering Committee and Executive Council. These members will include faculty, career service, professional, administrative, and executive staff who have direct responsibility for the work at each of the campuses or college-wide offices.  

Responsibilities of the Work Teams

The teams will answer the following questions during the review process:

  • What are we doing well?
  • Where are the gaps, and in what ways can we improve?
  • How do we partner with the community?
  • Where do we want to go with this work in the next five years?
  • What is currently happening at the college to help us get there?
  • What measures can we use to help us identify progress towards the strategic initiative?
  • List major activities that will assist in moving the work forward

Work Team Facilitators

Each team will have a two designated Facilitators who are directly tied to the work. The Facilitators will be responsible for the following:

  • Lead the review process of each work team
  • Schedule work team meetings
  • Lead outcomes and assessment discussion
  • Collect data and information
  • Participate in training session after Academic Assembly
  • Learn the new planning software
  • Draft final strategic initiatives work report

Work Product:

Final Report

  • Elements:
    • History Overview
    • Where we are
    • Data for decision making
    • Data analysis
    • Where we want to go
    • Draft outcomes / objectives (timeline)
    • Draft assessment measures

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The Power to Serve: Valencia's Five-Year Impact Plan

Impact Planning Definitions

 

Contact Information:

Susan Ledlow
Sponsor
VP, Academic Affairs & Planning
P: 407-582-3423
E: sledlow@valenciacollege.edu

Karen M. Borglum
Facilitator
AVP, Curriculum & Assessment
P: 407-582-3455
E: kborglum@valenciacollege.edu

Noelia Maldonado Rodriguez
Co-Facilitator
Coordinator, Institutional Advancement
P: 407-582-3487
E: nmaldonado5@valenciacollege.edu

 

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