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Title: Developing Partnerships


1
Developing Partnerships Cultivating Resources
for Your Program
  • Dr. Dianne G. Van Hook
  • Chancellor
  • Flex Workshop February 4, 2009

2
  • The only way to make it in life is to get up,
    get out, and do it.
  • Susana Bernacchi,
  • from the Internet

3
Identify resources by
  • Getting outside of your comfort zone
  • Knowing whats available
  • Looking at the bigger picture
  • Not being afraid to try
  • Askingaskingasking

4
So, how do you do that? You set the stage!
  • Whats your vision?
  • Whats your mission?
  • How do you plan and build your case?
  • Whats your timeline?
  • Whats your strategy?
  • What support is there for you?
  • Do you know how to network?
  • What support do you need to get it done?

5
State Your Vision.
6
Whats your vision?
  • A vision requires a visionary, someone who can
    see what may become possible if only one or two
    things fall into place. The visionary, who is
    usually but not always the leader, has to
    look at existing events for his or her group and
    be able to say, We can do a lot better and a lot
    different if X and Y can be made to happen.

7
A Vision Comes from Three Places Inside of You!
  • Experience
  • Experience lets you visualize from the way you
    live.
  • Knowledge
  • Knowledge lets you visualize from what youve
    learned.
  • Imagination
  • Imagination helps turn randomness into a vision.

8
A vision links the present to the future.
  • There is an old saying, The future is now, and
    whoever first said it probably had vision in
    mind.
  • A vision is a bridge between the present and the
    future Because enterprises are increasingly
    complex, you can easily lose focus while youre
    caught up in the pressures of simply getting the
    job done.
  • A vision moves and organization and its people
    beyond the status quo and keeps everyone sharply
    focused on why they are doing what theyre doing
    in the first place
  • The vision sustains and constantly renews
    commitment, keeping the department moving toward
    the future, focused on new ideas and services,
    and enables people to contribute not only to the
    operation of the department but to its progress
    as well.

9
A vision is based on reality.
  • Having a vision when you have little or no hope
    of bringing it to reality doesnt do you much
    good. All successful visions begin with a sober
    assessment of the strengths and resources. Those
    strengths include
  • People
  • Capital
  • Location
  • Network
  • Partners
  • Previous successes
  • Perception and reputation
  • Ability to change

10
A vision is not short-term.
  • A vision is something that will carry you through
    the achievement of several short-term goals, to
    achieve some sort of enduring greatness or
    distinction, something for which your group or
    enterprise will be known and remembered.
  • Every vision is different because its based on
    the experiences, strengths, and resources of the
    person having the visions.
  • But all visions should be the same in that they
    are a challenge a call to action to the
    people who will formulate a plan to execute the
    vision.

11
A vision is a reminder of why you joined the
group.
  • You cant gain the commitment of followers for
    long without a vision. Inevitably, things go
    wrong.
  • A vision reminds everyone why they are members or
    your group.
  • A vision tells people that, no matter what
    happens, their efforts are worthwhile.
  • By supplying a vision, a leader can hold a group
    together, even when things dont go as planned.
  • The group accepts that whatever barriers with a
    confidence they can overcome those barriers.

12
A vision attracts commitment and energizes
people.
  • People need a significant challenge, something
    they can commit to that is worthy of their best
    efforts.
  • Getting People to make an emotional investment in
    the pursuit of an incremental gain in quarterly
    profits is never easy, but people are willing,
    even eager, to commit voluntarily and completely
    to something they perceive as truly worthwhile.
  • Every enterprise faces obstacles in its
    development and growth, but with a shared vision,
    people will willingly persist and do what is
    necessary to turn an idea into a successful
    enterprise.

And, what a moment that is!
13
  • A vision depends on the ability to create a plan,
    the ability to create a team, and the ability to
    meld the two into an organization that can bring
    success to the marketplace.

14
A vision helps you stay ahead of the game.
  • A good leader, while managing in the present, is
    always looking ahead to see what threats are just
    over the horizon, and what opportunities are
    there, as well.
  • Vision is a kind of distant, early-warning radar
    that is set two steps into the future, like a
    chess player anticipating his response to all the
    possible moves an opponent may make, and knowing
    the outcome of the move after that as well.
  • Good leaders train themselves to keep looking
    outward the horizon and beyond it, while
    maintaining a firm linkage to the present and to
    reality. Keep your eye on the target, but pay
    attention to detail.

15
Keep the vision simple.
  • After it is spoken, or put down on paper, the
    vision should inspire an Aha! or But, of
    course! from whomever is asked to help make the
    vision a reality.
  • One obvious indicator of whether you want someone
    on your team to help make your vision a reality
    is how quickly he or she can grasp both the
    uniqueness and the obviousness of your vision.
  • If you have to convince them, move on to someone
    else.

16
A vision depends on the ability to clearly state
your vision develop plans to get there.
  • As you go from an idea or a dream to a vision,
    you will slowly begin the process known as
    planning.
  • The purpose of planning is to answer this
    question What should we be doing and how should
    we do it?
  • To give any organization its best possible chance
    of success, you must develop an idea, within the
    knowledge and experience of the team, and within
    the context of its marketplace where it is now
    and where its likely to be five years from now.
  • That plan will determine whether your vision is
    doable, and whether it can become a reality.
  • As youre doing your research, youre beginning
    to know what types of knowledge, you dont have,
    and what knowledge and experience will be
    essential to making your vision into a reality.

17
Examples of Vision Are Many at COC
18
The GO! Program
  • 5 week, 100 online courses
  • All transfer level courses taught by 15
    departments
  • For Fall 2008 we offered 26 sections with an
    average class size of 31, which exceeds the
    overall average class size
  • For Spring 2009 we will be expanding the number
    of offerings as well as departments participating

19
The PAL Program
  • An intensive cohort model covering three sections
    of either Math or English with the same
    instructor
  • English and Math sequences are paired with
    Counseling classes to provide additional support
    to students
  • This Fall we have 4 Math cohorts and 2 English
    cohorts at both VLC and CCC and during the day
    and evening
  • We look forward to increased retention of
    students progressing through this coursework
  • For Spring 2009, based on feedback from our
    faculty, we will be revising the format to be two
    8 week courses still using the cohort model and
    pairing with Counseling classes

20
Field Studies
  • Interdisciplinary Approach
  • Team Teaching
  • Lets students do versus listen
  • Active versus passive
  • Creates moments memories
  • Learning community approach
  • Disciplines involved
  • Geology
  • Photography
  • Biology
  • Survey
  • Geography
  • American Sign Language
  • Communication Studies
  • Sociology

They are there now!
21
The Zone
  • Started with a new idea on ACCESS and SUCCESS
    form
  • Interdepartmental
  • From start to finish less than 8 months
  • Did so within existing budget dollars
  • FTES generating
  • Tutoring lab developed for COC Athletes
  • Located in Hasley Hall 203
  • Hours are 8-1 pm, Mon.-Fri. and 5-9 pm Tues.
    Wed.
  • Fall 2008 331 athletes utilized The Zone and
    logged over 800 hours per week!

Academic Support for Athletes
Mike Sanders, Athletic Counselor
22
Institute of Teaching and Learning/Associate
Program Award
  • At the January 12th Board of Governors meeting
    in Sacramento, College of the Canyons was one of
    six colleges recognized by the BOG. We were one
    of two that received the Exemplary Program Award
    showcasing our Institute for Teaching and
    Learning (ITL) and our Associate Program (AP)!

23
GET Lab Tech
  • The GET Lab Tech is designed to train entry level
    lab technicians for cross disciplinary jobs. 
  • The curriculum development and some of the
    equipments is funded from an Industry Driven
    Regional Collaborative grant (IDRC). 
  • The majority of equipment is being purchased with
    the Department of Commerce grant. 
  • The program requires high end laboratory
    equipment such as a scanning electron microscope,
    atomic force microscope and other sophisticated
    lab equipment. 
  • The new lab will be in Aliso Lab.
  • It is anticipated to begin in fall 2009.

24
Clarify Your Mission.
25
Next Whats your mission?
  • The mission you create is the path to your team
    attaining its getting to its vision
  • Dont define and target an untakeable hill.
    The cost is too high.
  • Approach your mission incrementally. Do many
    small things well, and youll have a big success.
  • Bring your group into mission development and
    planning at an early stage. Listen to what they
    have to say, and make the modifications you need
    at the start.
  • Work to get ownership of the mission from
    everyone in the group. Your followers are going
    to do the heavy lifting, so they have to know
    what theyre in for once the efforts begin.
  • Make certain that you have a point of no
    return. If the mission is not going well, know
    how far you can go and still regroup. Youre not
    General Custer and leading shouldnt be the
    Battle of the Little Bighorn.
  • Lead people manage events. Keep your troops
    motivated.

26
Develop a Plan.
27
Move from an idea to a plan
  • Why should anyone buy your idea?
  • Will it last? Is it enduring or a fad?
  • Can it be profitable?
  • Can it be implemented? Is it doable?
  • Will this help you move toward your vision?
  • Will doing this satisfy your needs or someone
    elses?
  • How will you do it?
  • Whats the WOW factor for you!

28
What do you need to move forward?
  • Department plans.
  • College-wide context and change ideas.
  • Personal professional development plans.
  • Networking plan.
  • But most of all, the will, desire and energy to
    do so.

29
How do you keep going?
  • Lead the Effort
  • Use an outside-in perspective.
  • Be a cheerleader.
  • Understand the critical role of context.
  • Get ahead of the curve (create next generation
    products, processes, and solutions).
  • Implement the best ideasno matter from where
    they come.
  • Educate people as you goyoull build your team!

30
Be a role model. Learn all of the time!
  • Share information and be accessible.
  • Emphasize and value continual learning.
  • Dont punish mistakes or failures.
  • You learn constantly and share what you have
    learned.

31
Design Your Strategy.
32
Strategies
  • Learn more about who you are serving (students,
    transfer, institutions, companies, community
    organizations.
  • Get feedback about their needs and preferences.
  • Conduct frequent surveys.
  • Determine where you want your customers
    involved. (Dont ask for input if you dont
    intend to use it.)
  • Develop simple written plans.

33
Develop a plan.
  • Make sure yours is current and clear.
  • Set a definitive strategic direction. What are
    you going from and to?
  • Let others know.
  • Invite comments and feedback. Cultivate a spirit
    of openness.
  • Keep an open mind. Feedback from departments you
    dont think have a comment, may help the most.
  • Make speed, flexibility, and innovation a reflex.
  • Speed Make sure information flows between
    units.
  • Flexibility Keep an open mind. Dont become a
    dictum of your own structures.
  • Innovation Back new ideas and act quickly.
    (Strategize, approve, process.)

34
Designing Your Goals
  • Planning and persistence are key factors in
    ensuring that the goals you set will be achieved.
    Here are some things to consider as you design
    your goals
  • Determine in advance the benefits of your goals,
    to yourself and to the organization.
  • Be prepared to sell others on the benefits of
    your goals.
  • Dont be afraid to enlist others to help you
    achieve your goals.
  • Be patient but persistent as you work toward your
    goals.
  • Believe in yourself, and in your ability to
    attain your goals.

35
Setting Goals
To get things done its important to set goals,
but what is the difference between a good goal
and one that misses the mark? The best goals
are
  • Few in number, specific in focus
  • Not too hard, not too easy
  • Mutually agreed upon, with others who will work
    toward the goal
  • Visualized and written down
  • And when it comes to deciding exactly what goals
    to focus on, ask yourself these questions
  • What actions give you the greatest impact?
  • What one thing will you do differently? How will
    you keep your commitment to doing that one thing?

36
What is the structure to do so?
  • Online Program Planning Forms
  • Concentric Circle Model
  • Analyze secondary effects of decisions.
  • Zero Defects Model
  • Anticipate and plan for unexpected outcomes.

37
How do you get started?Analyze your
organizations capacity for leading change.
Organizational Infrastructure
See the big picture first!
38
Roadblocks
  • Bloated bureaucracy
  • Entrenched culturemired in the past
  • Getting the sequence wrong
  • Zero defects analysis
  • A way of thinking and doing that reinforces the
    fact that we should do things right the first
    time.
  • As we do, we increase staff self-confidence and
    morale and enhance customer satisfaction.
  • Trying to do too much before youve done the
    above
  • Slowing downclogging momentum

39
Zero Defects AnalysisGetting it Right First
Time
  • Defects have significant costs
  • Time,
  • Money,
  • Resources,
  • Lost opportunities,
  • Unnecessary snafus, and
  • Lost reputations.

40
Zero Defects was coined by Phillip Crosby in
his 1979 book, Quality is Free.His Position
wasWhere there are Zero Defects, there are
no costs associated with issues of poor quality
hence quality becomes free something we can all
attain.
41
  • Zero Defects is
  • A way of thinking and doing that reinforces the
    fact that we should do things right the first
    time.
  • As we do, we increase staff self-confidence and
    morale and enhance customer satisfaction.

42
Zero Defects is a philosophy or a mentality.
Its not a program because there are no distinct
rules to abide by.Hence it is applicable to any
situation business, profession, or industry evant
or plan.
43
Zero Defects is not about being perfect. It is
about changing your perspective.What are some
examples?
44
  • Zero Defects does this by demanding that you
  • Recognize the cost of processes
  • Continuously think of where glitches and flaws
    can occur
  • Work to address these flaws
  • Anticipate and
  • Dont assume.

45
  • Zero Defects is a standard against which any
    system, process, or outcome can be analyzed.

46
  • Zero Defects is the best way for us to resolve
    the discord before the slack we cut for ourselves
    and what we expect of others.

47
Build a Case.
48
What is a case?
  • A clear statement of needanswers the question
    so what?
  • Clarifies who, what, why, when, where, and what
    difference it will make.
  • Compels others to be interested and to act.

49
Where does it come from?
  • You!
  • Needs
  • Planning
  • Passion
  • Commitment
  • Analysis of internal external forces
  • Vision

50
What contributes to its strength?
  • Analysis
  • Zero defect approach
  • Doing your homework
  • Thinking bigfrom the outside in
  • Simple talking points used over and over again

51
Who needs to know what your case is?
  • Those whose help you will need.
  • Administrators
  • Department Staff
  • People across the campus
  • Network of Resources
  • Foundation
  • Economic Development
  • Grants
  • Public Information, etc.

52
Identify Support.
53
Those with whom you will need to coordinate
  • Public Information
  • Facilities
  • Business partners
  • Fellow faculty
  • Foundation
  • Administrators
  • High school district
  • Other colleges
  • Other agencies

54
Delineate a Timeline.
55
Whats your timeline?
  • Internal Timelines
  • Budget
  • Staffing
  • Curriculum
  • Scheduling
  • Facilities
  • How it impacts what other departments are doing

56
Whats your timeline?
  • External Timelines
  • Policy Directors
  • States Condition
  • Grant Deadlines
  • Local Initiations
  • Emergent Opportunities

57
When should you start?
  • As soon as you get the ideaseize the energy it
    creates.
  • Before you need it.
  • In the early steps, before you get wedded to your
    own idea.

58
What's Your Strategy?
59
How do you develop a strategy?
  • Use your common sensedont over analyze it.
  • Use your department plan.
  • Incorporate emerging internal and external
    information.
  • Ask for the help you need.
  • Get started.

60
Who can help you?
  • College Planning Team (CPT)
  • COC Foundation
  • Executive Cabinet
  • Division Deans
  • Office of Instruction
  • Foundation
  • Resource Council

61
How do you get external input if you dont have
it yet?
  • Office of Institutional Development
  • Economic Development Department
  • Business Network
  • Data Base
  • VIA
  • Chamber of Commerce
  • HR Network
  • College Networks

62
How do you communicate your strategy?
  • Succinctly
  • Deliberately
  • In a timely manner
  • Not in jargon
  • With flexibility (as opportunities emerge
    incorporate new information if you need it)

63
What do others need to know anyway?
  • What difference will it make for our students?
  • How will it impact them?
  • How will it propel our college forward?
  • Whats the return on the investment?

64
Once youve got a strategy, whose support do you
need to proceed and get it done?
  • Your ownnever give up on yourself.
  • Your teamwhoever you need to make it work.
  • People across the campus who play a role behind
    the scenes.
  • People who can get barriers out of your way.
  • People who will tell you the truth.
  • People who will help you get better.
  • People who will cheer you on and work behind the
    scenes for you.

65
How do you get started? Build and Use networks.
66
Networking Why Do It?
  • Helps others understand what we do and what in it
    for them.
  • Builds bridges and connections
  • To resources,
  • To expertise, and
  • To opportunities for our students.
  • Helps us leverage what we have with what others
    have (and perhaps dont know they have) and
    enable us to create something greater than either
    (any) of us could do alone.

67
  • Helps us to think beyond our own boundaries and
    structures to other possibilities that create
    opportunities.
  • Creates an awareness of what were doing.
    (Keller, Attitude is Everything Once you state
    your intention, providence follows.).
  • Enhances possibilities that what you want to
    occur will occur.
  • Opens doors to more opportunities.

68
How Do you Get Started?
  • Know where you want to end up (what the
    results/outcomes should/could be).
  • Indentify internal external stakeholders
    (partners in your effort).
  • Figure out who knows who can open doors.
  • Articulate (succinctly) your vision and desired
    goal.
  • Ask for what you want.
  • Let people knowyour possibilities will grow.

69
There are many ways in which a person can
network.
  • Develop informal contacts with men and women
    inside ones college
  • Develop informal contacts with men and women
    outside ones college
  • Telephone others
  • Referring others for help and information
  • Join professional organizations
  • Shadow someone/some place in the community

70
What can you expect to achieve or see as positive
outcomes of building a network?
  • Professional advancement
  • Opportunities to further develop their skills
  • A professional network
  • A safe environment in which to try out new
    behaviors
  • A greater understanding of the profession
  • A reciprocity of skills
  • A support system
  • Deepened self-confidence
  • Visibility on campus and in the community
  • Results

71
Networking Made Easy
  • One of the most important skills you can develop
    to enhance your career is networking, that is,
    taking time to connect with others who share your
    professional interest. Here are field-tested
    ways to connect with others
  • Call individuals doing work you admire. Most
    people are willing to speak to another person who
    shows an interest in their work, job, or
    opinions. Often called informational
    interviewing. This can be a viable way for you
    to develop lasting professional contacts. Be
    sure to ask for referrals of other individuals
    the interviewer recommends you contact.
  • Develop your contact list. At the end of the
    day, think about who you met at work, lunch, or
    after work. List them in your database with
    information about what they do, their interests,
    and so on. Plan a follow-up breakfast or lunch
    with someone youve met to get to know them
    better. By developing your contacts, they will
    be there when you need them.
  • Join professional associations. Its easy to
    compile an excellent source of professional
    contacts in your community by joining
    professional associations that interest you.
    Such groups typically host monthly meetings and
    annual conferences that allow you to develop an
    even broader array of contacts.
  • Write articles for trade and industry journals.
    Not only will you feel good to see your work in
    print, but youll dramatically raise your profile
    both inside and outside your organization.
  • Dont be afraid to use your professional network
    to seek referrals and additional contacts. In
    fact, calling on others will tend to strengthen
    relationships and increase the likelihood that
    they will call on you for help as well.

72
What You Shouldnt Do. . .
  • Assume
  • Who is interested
  • Who knows what
  • Who is already a supporter
  • Give up
  • Judge yourself too harshly
  • Fail to do your homework
  • History
  • Structure
  • Rules regulations
  • Relationships
  • Fail to use manners

73
Networking Why Do It?
  • It gets results
  • University Center
  • Customized training for businesses
  • Noncredit Program
  • Clinical Education Center
  • Canyon Country Campus
  • Del Valle Fire Training Facility
  • Nursing Collaborative
  • Create Grant
  • Reinstatement of Football at COC
  • Cougar Flats Field Station

74
Communication and Networking Tips
  • Improve the quality, not just the quantity, of
    your communication. More communication is not
    necessarily better communication.
  • Communicate sooner rather than later. Dont wait
    for problems to occur head them off before they
    have a chance to develop.
  • Find out the way each person prefers to
    communicate. Some people communicate best on the
    phone, others face-to-face or via e-mail.
  • Dont be a slave to your desk. Meet and network
    with others on their own turf.
  • Keep up with technology. There are more ways to
    communicate than ever before. Stay on top of the
    latest developments.

75
So, what networks do we already have?Focus on
them.
  • Service Learning
  • Foundation Sponsors
  • Foundation Donors
  • Advisory Committees
  • Internship Hosts
  • Business Training Partners
  • Field Trip Locations
  • Project-based Learning
  • Grant Partners
  • External Granting Organizations
  • Professional Organization Networks
  • Community-Based Organizations in Santa Clarita

76
Service Learning
77
What is Service Learning?
  • Service-learning is a teaching and learning
    strategy that integrates meaningful community
    service with instruction and reflection to enrich
    the learning experience, teach civic
    responsibility, and strengthen communities.
  • Students can make valuable contributions to the
    world as they gain challenging educational
    experience.
  • Service Learning increases community involvement
    and strengthens leadership skills through direct
    service, connects community-based work with
    academic study, and builds meaningful
    relationships between members of the college and
    the community.

78
Who can participate?
  • Students
  • Faculty
  • Community partners

79
Service-Learning Community Partners 2008-09
  • Ahead with Horses
  • American Association of Critical Care, SFV
  • American Cancer Society
  • American Red Cross
  • Avenues Supported Living Services
  • Betty Ferguson Foundation
  • Big Brothers/Big Sisters of Ventura County
  • Book of the Year
  • Boys Girls Club of SCV
  • Bridgeport Elementary School
  • Burbank Unified School District
  • Carousel Ranch
  • Castaic Chamber of Commerce
  • Castaic Middle School
  • Child Family Center / Kids Corner Preschool
  • Children's Health Environmental Coalition
  • City of Angels Medical Center
  • City of Santa Clarita Community Center
  • City of Santa Clarita Volunteers
  • COC Drive Thru Flu Clinic
  • COC Foundation
  • COC Sustainable Development Committee
  • Diabetes Walk
  • Friends of the River
  • Friends of the Santa Clara River
  • Flu Clinic Facey
  • Flu Clinic Kaiser
  • Friends of the Santa Clara River
  • Gentle Barn
  • Girl Scouts of America

80
Service-Learning Community Partners 2008-09
  • Grace Resource Center
  • Habitat for Humanity of SF/SCV
  • HandsOn Santa Clarita
  • Heads Up - Therapy on Horseback
  • Heal the Bay
  • Healthy Children Healthy World
  • Henry Mayo Newhall Memorial Hospital
  • Highlands Elementary School
  • Hunger Defense Fund
  • James Foster School
  • Jeopardy Family Center, LAPD Foothill Area
  • Junior Achievement of Southern California
  • LARC Ranch
  • LA County Department of Children and Family
    Services
  • LA County Registrar Pollworker Program
  • Leukemia Lymphoma Society
  • Make-A-Wish of Greater Los Angeles
  • McGrath Elementary School
  • Meadows Elementary School
  • MEND (Meet Each Need with Dignity)
  • Michael Hoefflin Foundation for Children's Cancer
  • Muscular Dystrophy Association
  • Neighborhood Legal Services
  • New Leash on Life
  • Newhall Even Start
  • North Lake Elementary School
  • North Park Elementary School
  • Oak Hills Elementary School
  • Old Orchard Elementary School
  • Palmdale School Distric/Head Start

81
Service-Learning Community Partners 2008-09
  • Partnered for Progress
  • Penny Lane Centers
  • Placerita Canyon Nature Center
  • ProCare Hospice
  • Project Kindle
  • Providence Holy Cross Medical Center, Tattoo
    Removal Clinic
  • Rancho Camulos Museum
  • Saddle Up Therapeutic Riding Stables
  • Samuel Dixon Family Health Center
  • Santa Clarita Adult Day Health Care
  • Santa Clarita Valley Chamber of Commerce
  • Santa Clarita Valley Service Center
  • SCOPE Santa Clarita Organization for Planning
    the Environment
  • SCV Domestic Violence Center
  • SCV Education Foundation
  • SCV Food Pantry
  • SCV Historical Society
  • SCV International Charter School
  • SCV Resource Center
  • SCV Senior Center, Committee on Aging
  • SCV Special Olympics
  • Sierra Vista Boys Girls Club
  • Single Mothers Outreach
  • Summerhill Villa
  • Sunrise at Sterling Canyon
  • TreePeople
  • United States Postal Service
  • Valley Trauma Center
  • Valley View Community School
  • William S. Hart Museum

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What are the requirements for students?
  • Complete and have instructor sign Project
    Agreement Form.
  • Attend a Volunteer Service-Learning Center
    orientation.
  • Fill out required forms for the Service-Learning
    Program.
  • Contact agency and set initial interview
    appointment to complete the Placement Agreement
    Form. This should include the type of work to be
    performed, the student's responsibilities, and
    schedule
  • Attend any required training and/or orientation
    sessions.
  • Show respect for the policies and expectations of
    the agency.
  • Use professional behavior in doing the service
    requested.
  • Be dependable in fulfilling hours at the agency.
  • Keep track of hours through verification form.
  • Give 24 hour advance notice to agency if case of
    absence.
  • Hand in verification form, and complete Student
    Survey Form.
  • Fill out Evaluation Form and Student Attributes
    Form.

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Sponsors of Foundation Events
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Sponsors of Foundation Events
  • Get a list of all companies who have supported
    our golf tournaments, Silver spur, Cougar Big
    Win, Athletic Hall of Fame, Focus the Nation
    Conference, signs in the stadium, names of rooms
    in University Center, Library endowment donors,
    Library room donors (named), Cougar Den block
    owners, donors to Grants/In-kind
  • Business Partners (from Economic Impact Report)

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Foundation Donors
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Foundation Donors
  • The Foundation has a list of over 2,200 donors
    who have contributed to the college.
  • Check with the Foundation to see if there has
    been a specific donation that would apply to a
    program/idea you are developing.

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Foundation Mini-Grants
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  • The mini grant program provides faculty with an
    opportunity to apply for a 1000 grant to support
    innovative and cutting edge activities that
    enhance student access and success.

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Key Requirements
  • The project must provide outcomes that are
    consistent with student success.
  • The project must enhance students ability to
    access college courses.
  • The project must be innovative.
  • The project must be cutting edge and/or
    entrepreneurial?

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Important Information
  • Application must demonstrates how the project
    meets the key requirements.
  • Proposals should be brief and concise. (two
    pages)
  • Proposals must provide adequate information on
    student outcomes, timeline and budget.

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  • Request for proposals will be sent via email by
    March 15, 2009
  • Proposal deadline will be May 15, 2009.
  • Funding will be for fall 2009-spring 2010
  • For more information email Michele Edmonson or
    call ext. 3435
  • Faculty travel does not qualify for funding
    through this program.

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Mini GrantsFunded for Fall 2008
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  • Podcast Video on the Geology of the Santa Clarita
    Valley
  • Vincent Devlahovich
  • Illuminating Sound
  • Bernardo Feldman
  • Network of Animation Student Learning Community
  • Jeff Baker
  • Radiation Monitors for the Study of Nuclear
    Chemistry
  • Rebecca Eikey
  • Organic Chemistry Model Kits for Student Check
    Out
  • James Anderson

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  • Drama Students as Patient Models for Nursing
    Program
  • Mary Corbett
  • Virtual Dissection Lab for Molecular and Cellular
    Biology
  • Kelly Cude
  • ARTstART 09 Arts Festival
  • Fine Performing Arts Faculty Collaboration
  • Equipment Video Downloads For BioSci 202
  • Miriam Golbert
  • Promotional BBQ for the Culinary Arts Program
    Outreach
  • Cindy Swanke

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Advisory Committees
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Companies Participating in COC Advisory
Committees
  • Accurate Surveys
  • Albertsons
  • Alfred Mann Foundation
  • Armstrong Survey
  • Barbanel Treuer P.C.
  • Bernards
  • Bioness, Inc.
  • Castaic Lake Water Agency
  • Castaic Union School District
  • Child Family Center of Santa Clarita
  • City of Glendale
  • City of Santa Clarita
  • Costco
  • CRC Enterprises
  • CW Driver
  • Danielson Surveying
  • DermaPort
  • Family Health Center, Inc.
  • Gothic Landscape Inc.
  • Greater Los Angeles Agency on Deafness Inc.
    (GLAD)
  • Horizons Surveys
  • Hovell Pilarski Engineering Inc.
  • Hyatt Regency
  • ISSI
  • Justice Deputy Office of Supervisor Michael D.
    Antonovich
  • Karma Technology
  • Kelly, Crowley Jennett LLP
  • Klassen Corporation
  • Landscape Development Inc.
  • Law Office of Steven R. Fox
  • Lundgren Management
  • M M Company
  • McCarthy Buildings Companies
  • NeuroSystec Corporation
  • Newhall Health Center

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Companies Participating in COC Advisory
Committees
  • Lundgren Management
  • Newhall Land
  • Newhall School District
  • North Lake Surveying
  • Office of the Public Defender
  • Pardee Homes
  • Posh Pastries
  • Professional Land Consultants
  • Psmoas Company
  • Ralphs
  • Rocky Mountain Chocolate Factory
  • Rothman Hahn Inc.
  • Rudolph Sletten, Inc.
  • Safeway Southern California
  • Santa Clarita Service Center
  • Saugus Union School District
  • SCV Department of Public Works
  • SCV Senior Center
  • Smart Final-Training
  • Sorenson Video Relay Services
  • Special Education Local Plan (SELPA)
  • Stater Brothers
  • Stay Green, Inc.
  • Stellar Microelectronics
  • Stone Fire Grill
  • Strack Engineering
  • Sulphur Spring School District
  • The Oaks Grille _at_ TPC Valencia
  • US Dept. of Justice Drug Enforcement
    Administration
  • Val Verde Health Center
  • Valencia County Club
  • Voorheis Vorheis Inc.
  • William S. Hart Park
  • Williams S. Hart Union High School District

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Internships
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How do you develop meaningful internships?
  • Find out what is available.
  • Meet directly with the employer.
  • See if it is a good fit.
  • Prepare a job description.
  • Delineate how you will communicate.
  • Clarity expectations.
  • Tour the facility.
  • Invite representatives of the business to see our
    site.

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Field Trips
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What are field trip options?
  • Anywhere
  • 7000 local businesses
  • Regional partners
  • CACT
  • Internships
  • Create Grant
  • SBDC
  • College and university programs and ancillary
    offerings

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Business Training Partners
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Business Training Partners
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SBDC Partners
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Project-Based Learning
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Project-based learning benefits our college
programs/departments.
  • Get the word out about what we are doing.
  • New resources will come to the table. If
    businesses see a need for something we havent
    asked for, they will volunteer to gill it.
  • Cultivate interest in businesses to create
    internship/job opportunities for our graduates.
  • Enhance our base for advocacy and fundraising in
    the community.
  • Expand learning opportunities for our departments
    to cultivate themselves here in the Santa Clarita
    Valley and beyond (regional, national,
    international focus).

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Project-based learning benefits our businesses.
  • At a time when their budgets are strained, new
    resources are available to them.
  • It gives then a chance to present new future
    employees.
  • It exposes them to context and know-how they
    currently do not have.

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Project-based learning expands opportunities and
enables
  • Students to get practical, real-life experience
  • Students to get exposed to and network with
    employers
  • Students to add something to their resumes that
    future employers value
  • Businesses to see what our curriculum can
    produce
  • Faculty to contribute to experiential learning
    base of our students and
  • Faculty a chance to market programs and the value
    of these programs in our community.

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Grants
Over 26 million since 2004-05
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Grant Partners
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Access Resources.
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What about speakers and lecturers?If you dont
have leads of your own, where do you start?
  • Local Businesses
  • Economic Development Department
  • We deliver Contract Ed to 500 Business partners.
  • ETP Partners
  • SBDC Partners
  • Grant Partners
  • Community Partnerships
  • Network of Organizations

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Network
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What if you need a sponsor for a program or
activity? ASK!
  • Describe what you need.
  • Access success form
  • Seed money needed
  • Dont put all your apples in one cartpursue
    multiple tracks.

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So, how do you work our networks, partners, and
support?
  • Clearly describe what it is you need.
  • How many?
  • For What?
  • What will it let you do (outcomes)?
  • What is the specific description (type, model,
    etc.)?
  • Spacehow many times/hours per week?
  • By whom?
  • Send it forward on Access Success form.
  • Executive Cabinet will review the following
    Tuesday and process it.
  • You will get feedback in 10 days.

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Personal Brand Equity Evaluation
Management guru Tom Peters offers the following
considerations to help you figure out where
youre going in your organization by looking at
where you are right now.
  • I am known for the following 2 to 4 items.
  • My current project is provocative/challenging me
    in the following 2 to 4 ways.
  • My new learnings in the last 90 days include the
    following 2 to 3 items.
  • My public local/regional/national/global
    visibility program consists of the following 2
    to 3 items.
  • Important new additions to my Rolodex in the last
    90 days are the following 2 to 4

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Who do you call?
  • Advisory Committees, Audrey Green x3294
  • CWEE, Stan Wright x3889
  • Employee Training, Bruce Getzan x3144
  • Foundation, Cathy Ritz x3639
  • Grants, Theresa Zuzevich x3644
  • Institutional Research, Barry Gribbons x5500
  • Service Learning, Jennifer Hauss x3422

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What's the glue that holds it all together?
The most important ingredient in enhancing
resources is relationships!
126
Do people/businesses/entities trust you/your
organization?
  • Are you a person of integrity?
  • Do you play fairly (no surprises)?
  • Are you genuine and straightforward in your
    intent?
  • Do you follow through?
  • Can you be counted on to help in the relationship
    on both good and less than stellar times?
  • Can you admit your mistake, take responsibility
    for it, then move on?

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If you cant or dont, your relationships wont
thrive because people cant count on you to be
consistent, honest, and fair and therefore, they
cant depend on you.
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What about leadership?
  • Personal Power It is all about your
  • Charisma,
  • Passion to achieve,
  • Strength of your convictions,
  • Ability to communicate and inspire, and
  • Leadership skills.
  • Relationship Power It derives from
  • Your network of contacts and friends you make and
    develop at work,
  • Your network in the community, and
  • The perception of the college in the community
    (our reputation).

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  • Task Power It is inherent in the jobs you are
    assigned.
  • Position Power It is demonstrated by
  • Your reputation a a leaser in your department,
    and
  • How you are regarded in the college.
  • Knowledge Power It is based on
  • Special expertise and knowledge you have of your
    job, department, and the college, and
  • How you help others get their jobs done.

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Leadbe a mentor to others.
  • LISTEN
  • Ask good questions.
  • Further develop a mentees plans.
  • Influence, but dont determine others plans.
  • Help others solve problems.
  • Expect others to use their own best judgment.
  • Help others find their own skills and potential.
  • Do not expect others to be Just like they were.
  • Challenge and prod others.
  • Give others advice on technical or organizational
    matters, serving as expert resources.
  • Share ups and down.
  • Provide others with realistic personal
    information.

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Resources Crucial to Successful Change Efforts
  • 1. TimeRealistic, yet reasonable timeline.
  • 2. LeadershipEveryone needs an actual leader.
    Leaders
  • Challenge the process
  • Inspire a shared vision
  • Enable others to act
  • Model the way and
  • Encourage the team! Celebrate, Celebrate! Dare
    to play music!

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Resources Crucial to Successful Change Efforts
(Continued)
  • 3. Chance to network
  • A rich resource to change is the experience of
    others.
  • Visit sites talk to others, observe and shadow
    mentors.
  • Many new ideas come from an opportunity to
    network.
  • You will return with a renewed faith and
    confidence in your ideas.
  • Changes need a support base and encouragement
    from colleagues to dare to try their ideas. The
    insights of people who are not directly involved
    are an invaluable resource to change.
  • Networking, both within and outside of the
    organization, provides perspective.

133
Resources Crucial to Successful Change Efforts
(Continued)
  • 4. Empowerment occurs when people
  • Feel survival is in own hands
  • Have important work to do sense a clear purpose
    and are communicated to achieve that purpose
  • If people lack a sense of control, they do not
    seek possibilities. If they have no purpose,
    direction, or commitment, they simply react or
    come to a dead stop.

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  • Leadership often focuses on seemingly mundane
    tasks raising profitability, fixing a problem,
    expanding the membership of a group, or winning a
    championship.
  • Any of these things can be done without belief.
  • They are, after all, just tasks that can be
    mastered by hard work and discipline. And people
    will often decide that its in their own best
    interest to provide the hard work needed to
    accomplish a task, without the pushing and
    prodding of a leader, if only to see something
    through to completion.
  • But for a group to truly move forward to
    achieve a higher purpose takes a commitment by
    the group to the leaders vision. What is yours?

135
Personal attributes needed for initiative.
  • Take time to be creative. Schedule a regular
    appointment with yourself to think about the big
    picture and new ways to solve old problems.
  • Be open to new ideas. Listen to your coworkers,
    encourage their creativity, and respect their
    opinions.
  • Put your ideas into action. Coming up with an
    idea is only part of the equation. Ideas are
    worthless if you do not follow through.
  • Be persistent. Not everyone is going to agree
    with your ideas, and even if they do, it may take
    some time to bring them around to your way of
    thinking.
  • Take risks. The biggest organizational payoff
    occur in an environment where risk taking is
    encouraged.

136
Be a team spirit player.
  • Have clear rules and expectations.
  • Agree upon your purpose.
  • Compromise to make progress.
  • Listen more than you talk.
  • Be cheerful about helping out.
  • Volunteer for challenging or unusual assignments.
  • Go out of your way to help coworkers by
    volunteering to fill in for them when they are
    sick or on vacation.

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A good team cares for its members.
  • Help each other to be right dont look for
    things that are wrong.
  • Look for ways to make new ideas work rather than
    reasons why they wont.
  • If in doubt, check it out! Dont make negative
    assumptions.
  • Help each team member win and take pride in
    others victories (we, us, our not they, them,
    their).
  • Speak positively about each other and the
    organization at every opportunity.
  • Maintain a positive mental attitude no matter
    what the circumstances.
  • Act with initiative and courage, as if it all
    depends on you.
  • Do everything with enthusiasm its contagious.
  • Whatever you want power, respect, enthusiasm,
    compassion, recognition give it away first.
    What goes around comes around.

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Empower your team.
  • As a member of a team, you have a choice you
    can wait for someone to empower you to take
    action, or you can empower yourself. You have
    the power within yourself to be as active a
    participant as you want to be. Its simply a
    matter of taking initiative to speak up and to
    involve yourself in the groups discussions and
    activities. Here are tips for empowering
    yourself as a member of a team
  • Commit yourself fully to the team and to its
    goals.
  • Take an active role in helping to define the
    goals of the team.
  • Use your own skills to complement the skills of
    other members of your team.
  • Take responsibility for team progress.
  • Be willing to play the role of devils advocate
    when necessary.

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Be a star.Traits of star initiators include
  • According to Robert Kelley, author of How to Be a
    Star at Work, masters of star-quality initiative
    do the following
  • They seek out responsibility above and beyond the
    expected job description.
  • They undertake extra efforts for the benefit of
    coworkers or the larger group.
  • They stick tenaciously to an idea or project and
    follow it through to successful implementation.
  • They willingly assume some personal risk in
    taking on new responsibilities.

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Deliver above and beyond service.
  • Be a hero! Superb service doesnt take much more
    effort than lousy service its simply an
    attitude adjustment.
  • Never settle for less than the best. Your work
    is a direct reflection of you. Make it shine!
  • Search for models of great service. Look around
    your organization and find the people who are
    stars at work. Study them learn what makes
    them tick. Se if you can do what they do.
  • Follow through on your actions. Make sure the
    actions you take have the desired effect not
    just when you do them, but a week, a month, or a
    year later.
  • Encourage others to follow your example. Your
    refusal to compromise your standards of quality
    and service will motivate others to do the same.

141
The Intrapreneur's Ten Commandments
  • Gifford Pinchot, author of Intrapreneuring,
    offers the following tips to intrapreneurs
  • Come to work each day willing to be fired.
  • Ask for forgiveness rather than permission.
  • Do any task to make your dream work, regardless
    of your job description.
  • Follow your intuition about people and build a
    team of the best.
  • Work underground publicity triggers the
    corporate immune system.
  • Be true to your goals, but be realistic about how
    to achieve them.
  • Ask for advice before you ask for resources.
  • Never bet on a race unless you are running in it.
  • Keep the best interests of the company and its
    customers in mind, especially when you have to
    bend the rules or circumvent the bureaucracy.
  • Honor and educate your sponsors.

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Make a commitment to learning.
  • Learn from mistakes.
  • Ask others how they would have handled a
    situation that didnt turn out well.
  • Be on the lookout for ways to increase your value
    to the organization.
  • Dont wait for learning opportunities to be
    dropped in your lap actively seek them out.
  • Learn something new each and every day by talking
    to your coworkers about their jobs and how what
    they do relates to your job.

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Unleash employeeinnovation and creativity.
  • Just think how great it would be if all employees
    had the opportunity to contribute their ideas to
    their organizations and be appreciated for doing
    so. Fortunately, organizations today are
    increasingly relying on all workers, not just
    their managers, to find new creative ways to do
    business. According to Grace McGartlan,
    president of GM Consultants of Toronto, Ontario,
    anyone can unleash the untapped innovation and
    creativity in the workplace by applying the
    following principles
  • Discover how individuals are creative every
    person has his or her own approach to generating
    new ideas. Ask for input, but remember that
    people have different work styles.
  • Define challenges specifically focus on areas
    where creative solutions are needed instead of
    wasting time on areas that generate little or no
    return to the individual or organization.
  • Minimize fear of failure find ways to absorb
    risk. Regard mistakes as learning opportunities.
    Rewarding employees who take prudent risks will
    encourage them to innovate even more.
  • Take personal responsibility develop an
    organizational climate for innovation. Start
    with yourself and the people within your personal
    sphere of influence.
  • Encourage active communications set up hot
    lines among groups for quick, ongoing interactive
    idea exchanges.
  • Enhance your own creative skills and behavior
    Set an example.

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Increase chances for success.
  • Change has no absolute laws.
  • It is rather, a domain of possibilitiesa game of
    chance.
  • Using strategies doesnt generate anything, it
    does enhance possibilities.
  • Human qualities of daring, instinct, and
    intuition are powerful elements in the process.

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Get it Done!
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