Developing Partnerships & Cultivating Resources for Your Program

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 Developing Partnerships & Cultivating Resources

3. Identify resources by: • Getting outside of your comfort zone • Knowing what’s available • Looking at the bigger picture • Not being afraid to try • Asking—asking—asking Developing Partnerships & Cultivating Resources

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

5. State Your Vision. Developing Partnerships & Cultivating Resources

6. What’s 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.” Developing Partnerships & Cultivating Resources

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 you’ve learned. • Imagination • Imagination helps turn randomness into a vision. Developing Partnerships & Cultivating Resources

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 you’re 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 they’re 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. Developing Partnerships & Cultivating Resources

9. A vision is based on reality. • Having a vision when you have little or no hope of bringing it to reality doesn’t 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 Developing Partnerships & Cultivating Resources

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 it’s 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. Developing Partnerships & Cultivating Resources

11. A vision is a reminder of why you joined the group. • You can’t 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 don’t go as planned. • The group accepts that whatever barriers with a confidence they can overcome those barriers. Developing Partnerships & Cultivating Resources

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! Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

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 it’s likely to be five years from now. • That plan will determine whether your vision is doable, and whether it can become a reality. • As you’re doing your research, you’re beginning to know what types of knowledge, you don’t have, and what knowledge and experience will be essential to making your vision into a reality. Developing Partnerships & Cultivating Resources

17. Examples of Vision Are Many at COC Developing Partnerships & Cultivating Resources

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 Developing Partnerships & Cultivating Resources

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 Developing Partnerships & Cultivating Resources

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! Developing Partnerships & Cultivating Resources

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 Developing Partnerships & Cultivating Resources

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 Awardshowcasing our Institute for Teaching and Learning (ITL) and our Associate Program (AP)! Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

24. Clarify Your Mission. Developing Partnerships & Cultivating Resources

25. Next: What’s your mission? The mission you create is the path to your team attaining its getting to its vision: • Don’t define and target an “untakeable” hill. The cost is too high. • Approach your mission incrementally. Do many small things well, and you’ll 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 they’re 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. You’re not General Custer and leading shouldn’t be the Battle of the Little Bighorn. • Lead people; manage events. Keep your troops motivated. Developing Partnerships & Cultivating Resources

26. Develop a Plan. Developing Partnerships & Cultivating Resources

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 else’s? • How will you do it? What’s the WOW factor for you! Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

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 ideas—no matter from where they come. • Educate people as you go—you’ll build your team! Developing Partnerships & Cultivating Resources

30. Be a role model. Learn all of the time! • Share information and be accessible. • Emphasize and value continual learning. • Don’t punish mistakes or failures. • You learn constantly and share what you have learned. Developing Partnerships & Cultivating Resources

31. Design Your Strategy. Developing Partnerships & Cultivating Resources

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. (Don’t ask for input if you don’t intend to use it.) • Develop “simple” written plans. Developing Partnerships & Cultivating Resources

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 don’t 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. Don’t become a dictum of your own structures. • Innovation: Back new ideas and act quickly. (Strategize, approve, process.) Developing Partnerships & Cultivating Resources

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. • Don’t 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. Developing Partnerships & Cultivating Resources

35. Setting Goals To get things done it’s 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? Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

37. Self Assessment New Responsibilities Delivery Systems Roles Institutional Research Risk Taking Leadership Mission Community Involvement Partnerships Marketing Team Approaches Institutional Cultures Economic Development Values Learning Organizations Access Values Innovation Local Culture How do you get started?Analyze your organization’s capacity for leading change. Organizational Infrastructure See the big picture first! Developing Partnerships & Cultivating Resources

38. Roadblocks • Bloated bureaucracy • Entrenched culture—mired 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 you’ve done the above • Slowing down—clogging momentum Developing Partnerships & Cultivating Resources

39. “Zero Defects” AnalysisGetting it Right First Time • Defects have significant costs: • Time, • Money, • Resources, • Lost opportunities, • Unnecessary snafus, and • Lost reputations. Developing Partnerships & Cultivating Resources

40. “Zero Defects” was coined by Phillip Crosby in his 1979 book, “Quality is Free.”His Position was:“Where there are “Zero Defects,” there are no costs associated with issues of poor quality; hence quality becomes free – something we can all attain.” Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

42. “Zero Defects” is a philosophy or a mentality. It’s 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. Developing Partnerships & Cultivating Resources

43. “Zero Defects” is not about being perfect. It is about changing your perspective.What are some examples? Developing Partnerships & Cultivating Resources

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 • Don’t assume. Developing Partnerships & Cultivating Resources

45. “Zero Defects” is a standard against which any system, process, or outcome can be analyzed. Developing Partnerships & Cultivating Resources

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. Developing Partnerships & Cultivating Resources

47. Build a Case. Developing Partnerships & Cultivating Resources

48. What is a “case?” • A clear statement of need—answers the question: so what? • Clarifies who, what, why, when, where, and what difference it will make. • Compels others to be interested and to act. Developing Partnerships & Cultivating Resources

49. Where does it come from? • You! • Needs • Planning • Passion • Commitment • Analysis of internal & external forces • Vision Developing Partnerships & Cultivating Resources

50. What contributes to its strength? • Analysis • Zero defect approach • Doing your homework • Thinking big—from the outside in • Simple talking points used over and over again Developing Partnerships & Cultivating Resources