Exploring Digital & Global Education   Discovering Work and Learning Strategies for the New Millennium

1. Describe the benefits of carrying out your first 3 priorities from phase II

2. Describe the steps in your department to carry out these initiatives. Describe the steps that must be taken outside your department to accomplish your priorities.

3. What possible obstacles might prevent these initiatives from being completed? How will you overcome these obstacles?

4. Describe a timeline to acomplish each step in the process listed above.

5. Describe the consequences of not accomplishing you top goals.

6. Describe the budget necessary to accomplish each step in the process as listed above.

7. Describe the impact on the annual budget for your department once these goals have been accomplished.

8. What important question has not been asked? Give your answer.

Make sure the public members of your committee and business and community leaders participate in the drafting and review of this report.

9. This section of the report is for the public member(s) response. Although the public members have participated in drafting the other responses, in this section they can further expand on any of the questions, offer support or dissent, and add their perspective. It is not necessary to respond to each question.

Responses from the Committees

Phase 3.1a
First three priorities: 1-Quality Control in teaching of Criminal Justice Courses. 2-Pass/Fail Rates on State Certification Exams; 3-Efficient Training. All three of these speak to "outcomes" of our programs; measuring the results of what we say we are going to achieve, graduates of our programs being successful at aplying what they obtained from the program, employers wanting to employ graduates of our programs. With a quality program achieving all of its objectives, the graduates not only obtain employment but are sought out as highly desired applicants, the employers support program efforts and the college secures strong community support for the program and initiatives to obtain additional resources for the program.
1. Staff trained on technology. Well-trained staff which make maximum use of the new technology provided. Better, more efficient customer service. Improved college-wide communications. 2. Updated technical equipment and software. Available computers for students. Access anywhere, anytime for students to financial assistance resources. Improved customer satisfaction. Equipment that will maximize productivity and uniform equipment throughout the department. 3. Service standards and comparability among campuses and sites. Documentation and reference materials available. Improved service to students. Best practice implementation from campuses will improve efficiency and communication among campuses.
A. Priority one: Acquire and regularly update state-of-the-art equipment with the guarantee of adequate network support to ensure the proper operation of systems and software and explore available technology to assist but not supplant personal advising/counseling. Benefits: (1) Higher student enrollment/retention (2) Increased completion rates (3) Provides a competitive edge when compared with other institutions (4) Increased access to information (5) Immediate updating as changes in pre-requisites occur (6) Easier for students to explore degrees, careers and transfer options (7) Increased interaction with more students through a variety of communication options (8) Frees staff to develop new initiatives to enhance student outcomes relative to enrollment, retention, career development and completion Summary: These up-to-date electronic systems will greatly assist in enhancing services to students and facilitate new initiatives relative to student enrollment, retention, career development and completion. B. Priority two: Focus on continuous staff development, training and collaboration. Benefits: (1) Higher student enrollment/retention (2) Increased completion rates (3) Provides a competitive edge when compared with other institutions (4) Consistency college-wide (5) Greater student satisfaction with services (6) Increased assistance to students in developing and meeting career goals (7) Higher staff morale Summary: We will be able to provide greater, expanded service to the community. C. Priority three: Continue proactive, as opposed to reactive, planning to ensure student success. Benefits: (1) Higher student retention (2) Increased completion rates (3) Provides a competitive edge when compared with other institutions (4) Brings the college to the community to meet the ever-changing needs (5) Increased coordination with the business/industry sector Summary: The counseling and career development centers want to be there when a student realizes they need us, with the information and services a student requires, and with a flexible and convenient way to deliver what is needed.
The top three priorities reported in Phase II were as follows: I. Marketing - identifying and analyzing specific niche groups needing distance learning courses. Communicating these findings to the entire faculty and staff for their full understanding and support while also coordinating the marketing effort throughout the institution and service areas. Telecourses and on-line courses need increased and improved marketing. II. Services - the institution needs to develop as many support services as possible to provide as much " high touch" as on-campus students enjoy as the "high tech" side of education expands. Sufficient manpower must be provided for this priority. III. Faculty training - institutional staff needs to be encouraged to buy into the use of technology in learning by experiencing its use in personal training, have upgraded computers to use with Internet access, and monetary incentives be provided to assure an on-going cadre of technology competent instructional staff. Included with this priority are the requirements that all students either own, or the college provide access to, an adequate computer and that telecourses and on-line courses regularly pass a content review and be upgraded appropriately. Benefits Priority I - Marketing is needed to maintain and increase enrollments throughout the college, but especially with the new technology dependent courses. Identifying who our students are and discovering their educational and service needs will direct the response. This effort will protect SPJC from inroads being made by other educational entities. The data acquired by distance learning can be shared with the rest of the college family, enhancing individual support levels. Priority II - Fully activating support services will better prepare distance learning students and make them feel more a part of the institution and the student body. Adequate services will foster student retention and success. Providing distance learning students with strong teaching and full student support services will continue a long SPJC tradition. Priority III - Faculty training for interactive courses and smart classroom utilization is mandatory if use of technology is to be successful. The constant effort to keep course content current is essential and professionally responsible. On average, the present five year review process is realistic as long as ALL courses for which SPJC gives credit are included.
1. Priority #1 · In order for our department to benefit we will need to secure the support of upper management. This is important as it facilitates the effort; shows support for the new initiatives, provides credibility to the project, and is a source of funding. A career staff representative sitting on the Cabinet would help give endorsement in adopting new initiatives. Priority #2 · We need to secure an investment in keeping our technology updated and our career staff adequately trained since so many rapid changes are being made in technology. This would enable our staff to meet the high demands of our users and continue to take the forefront in technological skills. Priority #3 · Consider to actively use the goal setting process and build this process into our annual evaluations. It would be advantageous to be able to process a merit pay increase and/or bonus for staff who continually participate in College initiatives, committee work, or tasks not associated within the realm of the job description. (Extra ECH is assigned to faculty when participation is outside their job descriptions). This would insure that we could provide a stable employee base and would help cut down on the high turnover.
PRIORITY 1 TECHNOLOGY IN THE CLASSROOM: When people think of computers and building construction, the first response is CAD...computer aided drafting. There is so much more however; programs in estimating, scheduling, word processing, engineering, etc., are everyday tools in the construction industry. TO adequately aducate future architects, builders, contractors, code administrators, etc., it is necessary to address the issue of technology in the workplace. An educational institution should not be a follower of trends, but rather should be an innovative leader that guides students into the future. Having the technology available is the first step in assuming the leadership role. PRIORITY 2 TECHNOLOGY AS AN INSTRUCTIONAL TOOL: Today, you cannot teach about tomorrow with yesterdays methods, and maintain effectiveness. As we have noted in earlier places of this report, student demographics have been evolving over time and technology is continually changing at an outstanding rate. We have to expect that the method of delivering instruction to this "new" clientele should address these changes. Teaching the new technologies (see Priority 1) without using the new instructional methods and tools available sends the wrong message to our students. This three-part goal needs to be considered and implemented by all full-time and adjunct faculty. 1. The instructor should use as much technology as possible, within the limits of the subject matter, to capture the students attention and wet their learning appetites. We must not limit ourselves to old instructional delivery methods, but rather invent new systems using the new technologies. After a review of the Building Arts curriculum, we cannot find one calss that could not utilize some alternate delivery method. 2. Distance learning should be explored as a viable method of delivering instruction. 3. The instructor should assign appropriate projects that could be researched over the Internet. PRIORITY 3 EDUCATE, NOT TRAIN: Early last summer, SPJC sponsored a symposium with industry, dealing with new technology in the workplace for the new millenium. As part of the program, four local Pinellas County industry leaders discussed the employability skills required for the year 2010. Interestingly, while all four speakers considered the knowledge of technology important, each speaker stressed that the following skills were necessary to compete in the year 2010: -Thinking: critical thinking and problem solving skills will be necessary. -Discipline: employees must be detail oriented and persistent. They must have a "willing to learn" attitude and be able to adapt quickly. -Communication: employees must have good speaking and writing skills. -Interpersonal Skills: Employees must have the skills necessary to work in a team. In addition, the speakers noted that the workforce in 2010 will need to have an understanding of business and finance, and be able to "handle their own careers". While technology is important, we musn't lose sight of what we want our "product" to be; we want to EDUCATE para-professionals, not TRAIN technicians. I think that this is what sets the SPJC educational experience apart from the training one might reveive from a "technical center". With exposire to the humanities, social sciences. fine arts, etc., and with interaction with students from other majors, the Building Arts students leaves SPJC with a very well-rounded, multi-disciplined education.
To take a proactive stance in embracing technology and to become proficient in using technology to enhance our teaching. 1. Students of the 21st century need and deserve this technology-based instruction. 2. Improves teaching and enhances learning. 3. Self-esteem of instructors is increased through successful implementation of technology. 4. Aids students in becoming workforce ready by being exposed to technology in action. 5. Provides good role model behavior for students. 6. Demonstrates the importance of life-long learning to students. To find the time to retrain and stay current in technology. 1. Will be beneficial in the classroom as well as in educational management (grading, gradesheets, computer-managed instruction, etc.). 2. Will be evident to students that we remain current in important fields. 3. Good role model for students. 4. Will show faculty and students that administration values technology and its implementation. To provide students and staff with access to the hardware and software needed to remain current in the ever-changing technology arena. 1. Knowledge begets knowledge is at work here. 2. Training, software updates, hardware updates are finely entwined and necessary to effective currency in field. Theatre: To improve the delivery of theatre instruction toward enhancing student productions. 1. Students will receive the best instruction possible on using professional theatre equipment which will enhance their learning as well as improving the quality of theatre productions. ESL: To improve the quality of ESL lab experiences. 1. .ESL students will benefit from improved lab equipment and software. 2. Individualized instruction can be provided by the Ellis Software package. 3. Pronunciation/Accent reduction can be more effectively approached in the ESL classroom.
Benefits of the first 3 priority from Phase II, question #5 is: (1) The priorities will improve instructing techniques and ultimately the student learning curve. (2) The priorities will provide students will easier access to curriculum support materials and materials used by instructor in class.
Priority # 1: To provide students with an open computer lab with 100 mixed platform computers and various software packages related to courses taught at SPJC. 1. This lab will provide flexibility regarding pedagogy, materials, access for students with various operating systems' orientations, courseware development and implementation of new courseware. 2. Student retention will be enhanced as students find they are provided with state-of -the art programs, internet resources, real-time computer based writing analysis, peer evaluations on-line and more. 3. The new lab and courseware will motivate students and increase retention. 4. The new lab will provide increased opportunities to communicate with students via email. 5. Web pages will offer students 24-hour information concerning classes and coursework. 6. Faculty/Staff will be able to utilize computer-managed instruction. Priority # 2: To provide computer labs and/or projector combinations in English, Reading, and ESL Labs. 1. Faculty will have the ability to incorporate Internet resources into the curriculum in a more convenient, relevant manner. The new computer labs will enhance current courseware use. 2. Students will be more motivated by this type of instructional delivery. 3. Web pages will offer students 24-hour information concerning classes and coursework. 4. Faculty/Staff can utilize computer-managed instruction. 5. This will permit staff to continue developing courseware for labs and CLAST reviews. Priority # 3: To provide all Learning Support Center Staff with computers on their desks. 1. Faculty/Staff can utilize computer-managed instruction without relying on student computers. 2. Staff can continue to develop courseware for labs and CLAST reviews even during peak usage in lab.
The specific properties identified in Phase II are: 1. Adding new faculty. 2. Addin a technician. 3. On-going training for mathematics faculty, especially training beyond the basics. 4. More conferences and seminars on technology. 5. Bring more outside speakers and presenters on technology, software, teaching methods, and diversity issues. The first three priorities arwe added full-time faculty, a technician, and training. Adding new faculty will facilitate the sharing of responsibilities within the department. With more faculty to share in the work load, faculty will have more time to devote to technology development and training. Adding a technician will provide support for the development of on-line and other technology based courses. On-going training will expand capabilities and efficiency of faculty to develop more technology based courses. The benefits to students are several. Students gain additional formats or platforms for learning. Students who have difficulty getting to campus for classes will gail access to mathematics courses they might not otherwise have. The college gains from these expanded options through expanded enrollment.
The possible benefits addressed were: - Faculty would be less resistant to change and more inclined to develop and use a multimedia approach. - Greater morale if financial and administrative support is perceived. - Faculty time would be more effectively utilized and productivity would increase if there were technical support and repair services available. - Faculty would receive training, technical support, instruction manuals, tects, etc., that would not inconvience them as the present system.
a. Optical Scanning, Storage and Retrieval would: -provide for computerized and on-line records availability -reduce the continuing increase in physical space -reduce the use of fire-proof cabinets for housing records -reduce the amount of time currently used to retrieve a student's record -improve, significantly, our ability to retrieve and manage student records -be cost effective b. Voice Recognition or Scanning: This new technology would reduce, tremendously, the time that is currently spent evaluating approximately 750 transcripts each month. currently, we spend from 20 to 30 minutes evaluating one transcfipt, depending on the length of the transcript. It is commonplace to spend up to one hour on a transcript, especially out-of-state transcripts. As distance learning becomes more prevalent, we expect the quantity of out-of-state transcripts to increase. Currently, we are experiencing a backlog, which affects the counseling and advising process and therefore slows the registration process for the student. this system would result in less backlog, thus enabling us to better serve the student. c. Automated Graduation Checking: This technology would eliminate the manual graduation checks for more than 3,000 students each year. The computer would perform this function and notify the student that he/she has met all graduation requirements for whatever degree or certificate he/she is pursuing. It would be left up to the student to inform us if he/she will participate in the graduation ceremony. This technology would save much time and stress that result from manually processing students for graduation.
1. One of the most effective ways for SPJC to increase enrollment is by increasing the efforts of the college recruiter. At this point that can only be done by hiring an additional recruiter (Information Coordinator.) This person should also be equiped with a laptop presentation. 2. Another effective means of increasing enrollment is to expand the scope of the Enrollment Management call center. This can be accomplished by expanding the hours and updating phone and computer equipment. 3. A third way enrollment can be improved is through quality improvements based on good research and tracking collected by the People Soft Enrollment/Prospect System planned for installation.
1. Paperwork will be substantially reduced thus allowing department staff to spend more time supporting academics and students. 2. Redundancy in process will be eliminated with same result as above. 3. Information for trend analysis will increase substantially to enhance future HR decision-making.
a. The first priority that we indicated was to secure computer hardware such as a multimedia projector, a scanner, and a digital camera as well as instructional software such as Authorware and Radiography based CD-ROMS. These items benefit students, employers, and the college by providing the means to produce the multimedia presentations that are fast becoming the standard for didactic and in many cases clinical instruction. b. Our second priority was to develop a Radiography Program web site. Benefits include easy access to instructor e-mail accounts and 24 hour access to class and clinic syllabi, program policies, and multimedia presentations. c. Benefits from the implementation of computer technology into the classroom cannot be achieved if instructors are unable to obtain the technical support required to trouble-shoot unforeseen hardware and/or software problems which may arise. Therefore, the onus for our third and final priority is placed upon the college to provide adequate computer support personnel to ensure the smooth implementation of computer technology into our program.
The computer system will provide more accurate appointment scheduling treatment plannning and dental charting enhancement. The new system will teach students computer skills that they may need in dental offices. Another mission (but not stated priority) is the creation of distance education for dental hygiene. This program would provide an alternative pathway for the eduation of dental hygiene students who may not be close to our campus or available on a full-time day time basis.
a. Our first priority is to provide more access to Funeral Services classes. More than 75% of our students commute from outside Pinellas County to come to class. By providing more delivery times of classes, we would increase enrollment and have more students completing graduation requirements in a more timely manner. Also scores on National Board examination would hopefully increase due to graduates taking the NBE in a more timely manner and increasing scores from completing course subject matter, more recently to taking the exam. b. By making instructors more efficient with technology supplied to them, the program will better serve our students by providing better access to classes and instructors through computer technology.
1. Re-accreditation - In March 1999, we will undergo our site survey for reaccreditation. It's successful completion is essential for the program to continue as a viable asset to our students and the community. Accreditation of the program permits graduates to sit for their national certification examination. If the program would not become reaccredited, those students would not be able to apply for national certification. 2. The current pass rate for the national certification exam in Health Information Management is 93%. The results from the students who took the exam in October, 1998, have not been dispersed to the different colleges. Our goal was to be above an 85% passing rate for this year. 3. The new certificate in Cancer Data Management was approved by the C & I Committee in November and approved by the Board of Trustees on December 14, 1998. This advanced certificate will train individuals to become tumor registrars. On completion of the program, students will be eligible to sit for their national certification examination.
Human Services students will be better prepared to enter the field as it is evolving; thus, they will be more employable. Employers will be hiring personnel who have been exposed to "cutting edge" approaches to their respective professions. The college will gain by continuing to have the reputation as an excellent source for well trained human services workers, which should keep enrollment high, which, in turn, will meet the growing demand for professionals in this field.
1. Recruitment and retention: If enrollment increases, the college may be able to allocate more resources to the department. In particular, more full-time faculty will be needed if we are to radically change the delivery of our curriculum. It is unrealistic to expect adjunct instructors to develop alternate modes of delivery. 2. Retention of clinical affiliates: It is important for students to be placed in clinical rotations as soon as they are ready so that their graduation is not delayed. 3. Involvement with Board of Clinical Laboratory Personnel: Through the Alliance of Florida MLT Educators, community colleges have a voice at Board meetings. Our presence may prevent the Board from implementing changes that could have a negative impact on the marketability of MLTs.
1. Benefits of the first 3 priority from Phase II, question #5 are: (1) Stress reduction is a high priority. Partial release time from teaching would help to decrease stress for learning of new technology. If could decrease stress with faculty who are trying to find time to learn new technology, then the faculty would be more enthusiastic about learning. (2) Need full time computer/technology support person to set up the computer-testing center? Hope to have a total of 30 computers for nursing students to do all of their testing. A consultant from Miami Dade C.C. will assist faculty in learning test bank, hopefully within the next year. Full time support person could then allow nursing lab personnel the time to spend with students. (3) Some nursing faculty find it difficult to find time to learn new technology that is available because of their current workload. Release time from clinical/theory is needed to give faculty the opportunity to learn. Start with faculty who have a high interest in learning so they can assist others as the need arises. Faculty who feel they are overworked & stressed (either with issues inside or outside the college) are less likely to have the energy leftover to learn new technology. Financial incentive goes hand-in-hand with release time. If the college would pay for courses & provide release time then faculty would be more willing to learn.
Upon further reflection of our priorities in Phase II, it appears that a change is in order. (After all, isn't this part of the value of working through this EDGE Committee process?) We chose to reprioritize our changes, projects and goals listed below upon further reflection on total faculty efforts and energies required and our subsequent interactions with the PTA Advisory Committee and other PTs and PTAs. Benefits of carrying out our first three priorities 1. Paralleling the SPJC and PHCC PTA program curricula and linking interactive classroom communication for teaching lecture courses between campuses (formerly goals 2 and 3). · Lecture courses will be taught at the same time and in the same sequence on both campuses. · The cost of delivery of PTA lecture courses will decrease. · Coordination efforts involved in having two programs operating in different session sequencing will be lessened. · Faculty will have less travel time and more time for developing course materials. · By having interactive video courses originate from both SPJC and PHCC, a greater perception of program partnership may be generated. · Faculty will grow in their abilities to use new technology for teaching. 2. Developing strategies to cope with a decreasing number of available student clinical placements (formerly goal no. 1). · Assurance of continued quality in clinical education courses for students. · Assurance of a variety of clinical education experiences, as required by the Commission of Accreditation in Physical Therapy Education of the APTA. 3. Developing strategies to cope with an anticipated decrease in qualified program applicants (formerly goal no. 4). · Assurance of an adequate number of well-qualified program applicants to meet program and community needs.
A. Promotion of communication between the student and the program will benefit the student, faculty and administration. B. Promotion of the utilization of various software programs will expand the curriculum base of available information which could be used to supplement current methods of teaching and learning. C. The utilizationof new teaching technologies in the classroom will broaden the base of and choice of learning for the student. Teaching strategies that incorporate pictoral animation and realistic representation of the topics under discussion promote learning.
- accreditation: we will have the only veterinary technician distance program and we can't have a program without it. - quality curriculum: consistent curriculum but flexible delivery This is what will put us above the other programs that become accredited. - accessible: people are going to choose the program that fits their schedule.
There are obvious benefits to the Business Technologies Department in carrying out our first three priorities -- of euqipping faculty, equipping classrooms, and emphasizing effective interpersonal relations among faculty and students. The benefits are that we will continue to serve the community in relevant ways, we will contribute to the reputation and stature of the College, we will be a motivating force for the professional development of faculty and students alike, and we will provide an atmosphere of excitement and enjoyment in learning and teaching.
1. The benefits of carrying out each of our first three priorities from Phase II are already evident. 1.1 We are fulfilling the mission of meeting the needs of students in an open door institution and believe that the mission should be reaffirmed as the wave of technology sweeps across post-secondary education. We believe that technology can and will play an important role in enhancing our efforts to meet the needs of those in our community who walk through the open door hoping to accomplish their goals and aspirations for the future. 1.2 The benefits of maintaining quality in delivery of instruction are numerous. Students will learn efficiently and be prepared for their responsibilities as literate citizens and contributing members of the American and/or global workforce. Increasing our use of technology will enhance the quality of instruction so that individual needs can be more effectively met. The standards will be maintained whether or not technology is the dominant mode of teaching in a particular course offering. The importance of the relevancy of what is being taught to the needs of the society and the learner will be a major consideration. We will be building on an already outstanding history of quality in teaching and in honoring the needs and goals of our students and the community. 1.3 The benefits of using technology to assist in fine-tuned placement of students in ESL and developmental disciplines are already being seen. The CPT is working well for placing incoming students into appropriate developmental classes. ESL is using technology in the Language Arts computer lab for composition instruction. When ESL students take the CPT as they enter the college, that instrument serves to redirect them to the Comprehensive English Language Test, with which they can be accurately placed in an appropriate level of instruction for non-native speakers.
1. Benefits of the first 3 priorities from Phase II: A) Expand the industrial relations and partnerships to provide changes and updates to the curriculums. The major benefit is to provide the necessary changes to the curriculum required for our students to stay abreast of industry developments and also identify the necessary equipment, including software that is required for those changes to take place. The steps required include: 1) Develop the necessary industry surveys. 2) Distribute that survey instrument. 3) Compile the results. 4) Determine what changes are necessary in the curriculum. 5) Provide the feedback to industry. 6) Revise what changes are necessary and implement the request for equipment updates. B) Offer flexible course schedules for industry on-site program delivery. The steps required include: 1) Determine the industry need. 2) Survey the industry for potential courses and programs. 3) Meet with the industry managers to develop schedules. 4) Meet with the employees for information meeting. 5) Offer the courses at on-site industry locations. C) Locate additional industry facilities for advanced lecture and laboratory usage and development. The steps required include: 1) Determine the location convenient for the College as well as the industry. 2) Determine the costs and build out for special rooms and labs. 3) Receive approval to leases or rent determined by the courses and fees.
Carrying out the priorities from Phase II will give faculty more development time to improve the quality of instruction, investigate new delivery and instructional methodologies and attend training. This will help to keep the mathematics’ faculty on the cutting edge. By providing the latest technology to students, faculty and staff, the college and that mathematics department will maintain the status of being on the forefront of innovation and a state of the art institution. It must be pointed out that faculty from the St. Petersburg / Gibbs mathematics department have been innovative and willing to use the latest technology to enhance and present instruction. This includes the use of graphing calculators and computers. Faculty of this department were among the first group to submit project ADEPT proposals and pursue the use of alternative instructional strategies. Members of this department developed and teach both online and telecourses. The goals and changes suggested are based on their experience.
a Provide fixed or portable multimedia presentation units for every classroom and lab in the Natural Science building. Demand from instructors for multimedia devices capable of projecting information from a computer is steadily increasing. Every instructor should be able to gain access to such devices whenever they are needed. b Implement WebCT so that every instructor including adjuncts is trained and can use this for their classes. SPJC has already committed a large stake in the use of WebCT since the license was purchased for all Community Colleges in the state of Florida. Instructional Computing is already doing a fine job of making people aware of WebCT and has recently started a training program for full-time faculty. In time it is hoped that all faculty will have the opportunity to participate in a training program, so that everyone will be able to make use of these course tools. We feel that there needs to be a method of remuneration or release time for computer training and development of computerized course materials. c Develop the Bay Pines facility for on site and distance learning field trips. The SPJC Bay Pines site offers a unique opportunity for the college. It is unfortunate that most educators outside of the field of science do not realize the importance of the science laboratory and field trip experience. The laboratory which is an active hands on experience allows the student to have a much better understanding of lecture material. Several studies from the National Science Foundation, The Carnegie Foundation and others have cited the extremely low level of scientific literacy among Americans in comparison to the western Industrial nations. Yet our educational system continues to ignore and devalue the need for science laboratory and field experience. This is SPJC's opportunity to really be in the forefront in one area in the new millennium. With a few cosmetic upgrades to the physical facility at SPJC's Bay Pines site along with the addition of technology linking it with SPJC's Seminole Campus the college could be doing something that no one else in the country, as far as we know, is doing. That is, conducting distance learning real-time (as well as delayed video) field trips for courses designed for increasing scientific literacy among secondary school teachers. Few of those currently teaching science in secondary and middle schools have any degree in a scientific discipline. This would be a opportunity to at least give those teachers considerable background which they would use to allow students to understand the relevance of science to events of their daily lives. This would also show them the importance of having an understanding of making informed decisions and weighing in on community decisions about such things as water usage and resources, sewage treatment, air quality, bacterial contamination of game fish, and many other local issues. How we do this is to use two way video and audio at the Bay Pines site, which is an ecological laboratory in itself. Aboard teaching vessels with small groups of students interacting with the larger group in classrooms, perhaps on SPJC sites or Weekend classrooms at local high schools students would have a "virtual" laboratory experience. A particular session of a course could be taught in the middle of Boca Ciega Bay with 10 or 12 students aboard one of SPJC' s floating classrooms interacting not only with the on board instructor but with those students taking the course who could not be on the field trip. There should be different students from the course who actually go on the field trip each week (or each time there is a trip). The real-time video and audio links to classrooms at these distant sites would allow the students in their classrooms to repeat some things done in the field and ask questions about different results. If the college decides to make a real commitment to making SPJC's Bay Pines Site a real world class teaching facility we should expect a first class waterfront teaching laboratory/lecture building right on the Bay Pines Lagoon. We often lose sight of the intellectual resources we have in this community in the sciences. We should invite those retired members of this community who should be a great resource to us to participate more. The SPJC Bay Pines site linked with the technology described would provide a mechanism for the college to take advantage of this valuable resource.
A. EQUIPMENT, TRAINING & RENOVATION -Updated and new equipment will improve the overall quality of the course delivery system and content. An advantage for students would be the exposure to technology. -Ongoing training will ensure that faculty, students and staff maintain currency with technological changes and enhance ability to network. -Facility renovation will improve the quality of the learning enviroment. B. CHANGES IN CURRENT COURSES -Alternative courses delivery and improved marketing will increase student enrollment. C. NEW OPPORTUNITIES -New approaches and off-campus sites will increase SPJC's commitment to lifelong learning and visibilty in the community.

Phase 3.2a
The three priorities will require us to monitor the instructors we hire to ensure they are able to impart the knowledge needed by the students. Agencies need to provide remedial training to those candidates they select to enter the academies, who need help before the academy training begins. We must verify the success of meeting our education/training objectives. We will need to develop comprehensive followup procedures for evaluating our graduates on the job. We will need to develop comprehensive evalluation procedures of faculty performance and program outcomes. We need to secure the cooperation and support of the employers to be an integral part of graduate follow-up and faculty and program evaluation. We will need to utilize technology, video-conferencing to enhance the delivery of our courses, as well as finding the subject-matter-experts from the field to assist in development of curriculum and programs. We will need to develop partnerships with the disciplines we serve and perhaps consider housing agency training personnel in our site to strengthen this partnership effort.
Internal to department. 1. Allocate time needed for training. Improve cross-training. 2. Use the technology provided to eliminate repetitive and manual processes. 3. Meet regularly with all sites to discuss procedures and practices. Communicate with other colleges and visit as many as possible to compare procedures. External to department. 1. Funding needed to train staff and to hire new staff with the experience and training needed. 2. Funding needed to replace obsolete equipment and replace it on a more frequent basis. 3. May need some funding for documentation and reference materials but most steps are internal to department.
A. Priority one: Acquire and regularly update state-of-the-art equipment with the guarantee of adequate network support to ensure the proper operation of systems and software and explore available technology to assist but not supplant personal advising/counseling Inside steps: (1) Use Unit Plans to define computer needs and staff roles (2) Increase the use of technology in communicating with students (cyber-advising, email, interactive orientation options, ListServes, etc.) Outside steps: (1) SPJC must budget money to update the computers, printers and software (2) SPJC must commit to the network/computer support needed to keep the system online (3) SPJC must monitor equipment adequacy as needs evolve and technology changes B. Priority two: Focus on continuous staff development, training and collaboration Inside steps: (1) Identify local training opportunities (staff development options, workshops, speakers) (2) Define areas where training is deficient through a variety of assessment tools (3) Develop college-wide approaches to cyber-advising (4) Identify professional development presentations from organizations and institutions within the state (5) Continue participation in discipline meetings on each site Outside steps: (1) The SPJC Staff Development Office must look for presentations that are relevant and schedule them in coordination with the counseling/career development calendar (2) SPJC must budget for participation in professional development activities (3) SPJC must use technology (via telecourse or distance learning coordinators) to bring presentations on campus C. Priority three: Continue proactive, as opposed to reactive, planning to ensure student success Inside steps: (1) Draw up a plan to explain the rationale for moving the SLS classes into the counseling area (2) Identify intrusive retention methods and work to gain approval for those methods at SPJC (ie. Noel Levitz test already used by Student Support Services) (3) Expand the use of the Career Development Centers in helping students establish career goals (4) Expand the use of the Career Development Centers to assist SPJC graduates in job placement (5) Continue to use Unit Plans to detail annual goals (6) Facilitate the use of technology to identify and disseminate information to groups of students (ie. ListServes, electronic Bulletin Boards) (7) Continue working with faculty to identify and refer students experiencing academic, career or personal difficulties Outside steps: (1) SPJC decision makers must ask for input, listen and respond to suggestions from the front line staff in our areas (2) SPJC must establish policies and procedures for confidentiality as it relates to technology
Priority I A. Create a survey instrument to achieve a current profile of distance learning students - telecourse and internet. B. Analyze the data and ultimately distribute throughout the college. C. The committee recommends that teleconferences be made the responsibility of Open Campus/Corporate Training because they have the marketing base in place and the methodology to best accomplish this goal. Technical aspects would remain the responsibility of Instructional Television Services. No obstacles to these initiatives are foreseen. Priority II A. Expand the on-line availability of student handbooks, syllabii for telecourse students, use of student e-mail and increased availability and promotion of the cyberlibrary through the internet. Possible obstacles include general college rigidity when considering time and place requirements of the students vs. administrative services. The distance learning student, by definition, cannot always take advantage of what is offered; for instance, the Department of Corrections enrollees who are widely scattered in mostly rural areas. Priority III A. Share knowledge and training with other colleges as well as with in house staff. B. Instructional designers have already been active in their role of assisting. This should continue. C. A uniform check list should be developed for program directors to assure all on-line courses are meeting academic requirements and that there is a consistency between on-line, on-campus and telecourse offerings. A possible obstacle to (C) is the current structure. The responsibility for consistency in quality of on-line courses can be accomplished with centralization with telecourses that has the technical and administrative support. 3. Non-departmental initiatives Priority I A. Enrollment management would take the profile data developed by Distance Learning and use it as a basis to research student needs while also identifying additional businesses, professions, service related industries, etc. for potential additional niche markets. Manpower requirements are a possible obstacle to fulfilling this priority depending on the size of the project or whether it was conducted in increments or not. This could be overcome with some temporary hires. Priority II A. Student Aid B. Financial Aid C. Telephone Registration D. Asynchronous Registration The committee envisions some potential obstacles in these areas which could be overcome once the institution philosophically repositions itself as to how it deals with them. Some headway has already been achieved with the introduction of phone registration. Priority III A. Administrative involvement is required to monitor all courses and to place them in the department that can best offer them with a full student support system.
2. Priority #1 · Develop a cohesive "Unit Plan" within the department, and submit plan for revision, approval, and implementation. Outside the department, we need to compile a survey on our user needs along with developing and implementing a better marketing plan within the scope of the college. As part of this plan, we need to consider a name change that more accurately reflects the role we play at the college. Priority #2 · As a program we need to check into new paradigms, investigate other options, and consider alternative solutions. We should investigat partnering with a technological and/or consulting company. This would help insure our department to stay technologically current, keep our equipment updated and stay within the budget guidelines of our department. Priority #3 · We need to actively use the goal setting process in conjunction with the career staff evaluation. We would then need to develop a tracking process for career staff participation in different committees, specialized training and staff development process. After development, along with department securing upper management support, we would need to reallocate department funding to support this initiative.
PRIORITY 1 TECHNOLOGY IN THE CLASSROOM: The first step to carry out this innitiative is to establish a state of the art computer lab for the Building Arts Department. This lab must have the latest software for CAD, estimating, scheduling, word processing, etc., and should be the industry standard PC based platform. The lab should be networked to all Internet access for research as well as for distance learning capabilities. PRIORITY 2 TECHNOLOGY AS AN INSTRUCTIONAL TOOL: All instructors will be encourages to utilize the latest technologies. Adjunct instructors may need to see new technology in action (demonstrations), and may need training. The instructors will have to be aware of the campus Instructional Support Staff, and understand how they can assist the instructor. PRIORITY 3 EDUCATE, NOT TRAIN: It will be important to continually stress to our adjunct instructors (and our students, too) that our job is to educate future manages, not to train technicians.
To take a proactive stance in embracing technology and to become proficient in using technology to enhance our teaching. 1. Steps needed: a) Staggered release time for faculty. b) In person training is necessary. c) Incentives must be offered. 2. The obstacles are time and money. 3. Overcome the obstacles: a) Designated phone number for software questions. It's a problem when people cannot get their questions answered as needed. b) Give release time for training and practice. c) More financial support for workshops and conferences. d) One-hour training segments for flexibility. e) Subs provided so faculty can attend training sessions. To find the time to retrain and stay current in technology. 1. Steps needed: a) Training must be distributed fairly to all. This is true for students, faculty, and staff. b) Training must be at convenient sites and times. 2. The college must fund the needed training and the release time for faculty and staff to attend the training. This would include subs for classes and additional OPS workers and student assistants for staff. 3. Overcome the obstacles: a) Marshal administrative support. b) Develop convenient training options c) Provide subs for classes missed by faculty and OPS and student assistants for staff. To provide students and staff with access to the hardware and software needed to remain current in the ever-changing technology arena. 1. Steps needed: a) Must be a budgetary priority of program director. b) Requests must start from faculty for equipment they will use. 2. Overcome the obstacles: a) Time for training must be provided. b) Space must be found to accommodate computers needed to serve student population. c) Budgets must include maintenance and updates. d) Support of administration, faculty and staff in making efforts to meet goal. 3. Theatre: To improve the delivery of theatre instruction toward enhancing student productions. · Newer lighting and sound equipment will enhance the students experiences in Production courses. · New computer equipment for storage of information regarding the theatre program (costume database, etc.) will enhance organization of the program. · Financial support is needed to provide the new lighting and sound equipment. 4. ESL: To improve the quality of ESL lab experiences. · Establish an ESL lab with appropriate hardware and software. · Purchase Ellis software for 17 ESL computers. · Set reasonable schedules so that all students have access to software. 1. Administration at the institutional, campus, and departmental level need to address these important issues: a) Courses need to be offered at SPJC, not USF. b) Lab fee must be waived for faculty and staff. c) Loaner textbooks or voucher must be provided for purchasing texts. d) Classes must be offered other times than weekends. e) Video camera needed for the department. f) Storage closet needed in Speech classroom. g) Big screen TV needed in Speech classroom. h) Instructional Computer needed in every classroom. i) Enough computers available so that students can take essay tests on computer. j) Redefine the job of Word Processing department so that they can work one-on-one converting faculty ideas (words) into electronic form (PowerPoint, web pages, etc). 2. Obstacles are time and money. 3. Overcome these obstacles: 1. Apply for grants as appropriate. 2. Set aside an appropriate percentage of budget for necessary items. 3. Reassess priority of budget items institutionwide, campuswide and departmentwide. 4. Theatre: The campus and the institution must financially support the renovation and equipping of the Fine Arts Auditorium on the Clearwater Campus. 5. ESL: The institution must provide financial support for 17 computers, Ellis software, network access, printer, and single-beam projector. DESCRIBE A TIME LINE TO ACCOMPLISH EACH STEP FOR EACH PRIORITY. 1. Unit plan for 1998 has provided for some of these items. 2. Some of the items can be addressed at a departmental level. 3. Some training is available now, but faculty do not find it convenient when they are teaching full loads. 4. The 1999 Unit Plan should include other needed items. 5. Theatre: The improvements to the facility are scheduled through the institution. Plans include beginning in summer, 1999. Sound and lighting equipment must be purchased immediately so that it can be used to support off-site production during the renovation. 6. The computers have been secured from a project which updated Math labs. The networking is in ST 113. Financial support for Ellis software must be provided asap. A single-beam projector must be secured and mounted. DESCRIBE THE CONSEQUENCES OF NOT ACCOMPLISHING YOUR TOP GOALS. 1. Expensive equipment, which has already been purchased, will not be used if training is not provided and taken advantage of. 2. Faculty presentations will be of low technological quality. 3. Faculty morale will be low. Creative ideas which cannot be implemented will cause frustration and discouragement. 4. Students will not have advantages of best technology available. 5. Students might choose to attend college elsewhere. 6. Students who matriculate will be underprepared for schools with higher levels of technology use. 7. The Theatre program will remain stagnant or even regress unless provisions are made to support off-site production while the Fine Arts Auditorium is under renovation. 8. The ESL program which is growing rapidly, will stagnate. Students need more independent work and the most efficient way to provide it is through software.
Steps: A. The Department would need to: (1) select, purchase and install new technological equipment in classrooms (2) faculty develop lessons plans for Power Point use (3) assess multi-media resources currently used, develop a list of multi media resources to be purchased, put forth list to Department Chair Steps: B. Outside the Department the following needs to be addressed: (1) Purchase the requested materials. (2) Provide training for use of materials
Priority # 1: To provide students with an open computer lab with 100 mixed platform computers and various software packages related to courses taught at SPJC. 1. The steps have already been taken. We await the renovation of the LA Building and the move to our new center. 2. Obstacles include possible loss of funding and unexpected delays in the renovation project. 3. Migration to 100% Windows Platform would eliminate current courseware/tutorials developed by staff for use in labs and Learning Support Center. 4. Due to item #3, there is a great need for training and time to train. Priority # 2: To provide computer labs and/or projector combinations in English, Reading, and ESL Labs. 1. We must continue to request equipment, training and support in our Unit Plans. 2. Obstacles include lack of space and possible lack of adequate funding in the renovation project to completely furnish the LA Building when it reopens in January of 2000. Priority # 3: To provide all Learning Support Center Staff with computers on their desks. 1. Quality and timely training must be provided. 2. Release time for training must be provided. 3. Obstacles include funding for staff computers and no history of staff having individual computers. 4. The recent support of the Board, the President, the Provost and the administration is helping to overcome these obstacles.
The department must be authorized to hire additional full-time faculty. Then, the advertising, interviewing and selection process begins. A technician has already been hired and is in place to assist faculty in course development. Several faculty are currently enrolled in training courses designed to teach them how to develop on-line and other technology-based courses. Additional faculty need to participate in these courses as time and their schedule permit. Requirements from outside our department include the budgeting and authorization to hire new faculty. Training courses needed to continue to be offered each semester at times convient to faculty.
Within the department, the following were the considerations: - Make a detailed request of the administration as to what they require and what they are willing to support. - Provide training on a regular basis at a convenient time and location. The use of the Activity Period for this purpose was mentioned. Current policy involves donation of large amounts of time outside of required faculty hours and frequently at some distance from campus. - Become familiar with and utilize qualified technical personnel already on campus-request their advice. - Consider grant proposals as means of hiring technical support and providing additional faculty training with workshops, seminars and travel to appropriate meetings and conferences. Outside the department, other than the administrative request, it was decided to continue to request advice and support, from individuals and businesses in the community.
Steps that must be taken within the Central Records Department in order to carry out each of the above initiatives are: a. Assign a committee, including AIS persons, to write, in detail, the current status and current needs for improvement and outcome if initiatives are approved. b. Seek the support of the Associate Vice President of Educational and Student Services by presenting the committee's report. the Associate Vice President has the responsibility to discuss our goals with the Vice President of Educational and Student Services, who takes it on to the President's Cabinet if the President approves. Steps that must be taken outside Central Records: a. The proposal must be approved. b. Administrative Information Systems and perhaps a vendor in some cases must be notified and given time limits. Other than the Central Records Office staff, these would be the main players.
1. Hire an additional recruiter (information Coordinator) and equip that person with a laptop computer. 2. Expand the hours of the Enrollment Management Call Center to 8:00 a.m. to 7:30 p.m. Monday through Thursday, and 8:00 a.m. to 4:00 p.m. on Friday. / Purchase new phone equipment. / Purchase 6 Dell Computers for the Call Center. 3. Install and train for People Soft Enrollment/Prospect System.
1. Staff must be trained to maximize the benefits of the new system. 2. HR staff must establish a presence at campus sites etc. to build credibility for the HR funciton and the associated process changes. 3. Management accountability standards should be established to reinforce the expectation for college managers relative to administrative as well as academic process results. 4. Personnel rules must be rewritten to reduce the one-size-fits-all approach to HR management and flexibility with budgetary controls integrated into the compensation plan.
a. The first step that must be made within our department involves securing the necessary funds required to purchase the computer hardware and software that we have identified. After this major hurdle is cleared, the next step is for the faculty to acquire the training necessary to develop web pages. This skill can be obtained via in-house training offered at SPJC and/or by enrolling in web page creation classes at the University of South Florida. b. Steps that should be taken outside of our department are primarily fiscally driven. Obtaining the computer hardware and software that we have identified may take years to acquire via departmental funds unless the college appropriates these funds from another source. Additionally, increased computer use by faculty site wide will require additional computer support personnel. This has an inherent additional cost that will somehow have to be absorbed by the college.
Computer system: Equipment has been purchased and need to be installed by: cabinets built for hardware hardware installed software installed Program customized for our department Staff and faculty training Staff and faculty utilization Run the appointment scheduling as a test for one term then go live with it. These steps require in and out of department personnel.
a. Within our department we must first identify specific courses in which we could modify the method of delivery. Because the make up of our students is every changing we must be adaptive to be able to meet these needs of our students. In addition we must stay current with our accrediting body to remain in good standing with standards of accreditation with the use of distance learning methods i.e. computer. The ever-present source of funding must be located to provide for tech support and hardware to keep the instructors going. In addition the college must be supported of new methods of delivery, which do not fall into the standard semester system. We must move away from the teacher as the center of the learning system and focus on the student. b. Outside the program, we must get the support of funeral homes in providing clinical spaces and local support to distance students. In addition we must get the future students to be more responsible for their own learning and be more self-directed toward their goals.
1.a. Re-accreditation - A self study document must be completed before the surveyers come in March for the site visit. Information is requested concerning the college, the program, the faculty, the students and the curriculum. The completion of the report is a group effort. Faculty, students and advisory committee members all contribute to its documentation. Re-accreditation can be denied if the site team feel there are problems with the program, the curriculum, faculty, etc. We will hopefully have addressed any of these concerns prior to their visit. 1.b. The American Health Informaiton Management Association (AHIMA) in conjunction with CAAHEPare the two accrediting bodies for Health Information Management. They award accreditation based on the Self Study and the reports filed by the site visit team. 2.a. The Advanced Certificate in Cancer Data Management had to go through the normal rigors of Curriculum and Instruction Committee to be approved. After three trips to the committee and several rewrites the curriculum is approved and then goes to the Board of Trustees. Eleven new courses were written and submitted. At any point in the process someone could suggest the certificate be tabled or withdrawn. Perseverance and stubborness help you to prevail over this somewhat tedious process. 2.b. The Curriculum and Instruction Committee must evaluate and approve the curriculum for each program. Once it has been approved by this committee, it goes to the Board of Trustees for final approval. Either group could deny any or all of the proposed curriculum. 3.a. Exam Pass Rates - We try to prepare students for taking their national examination by holding a review session each Sept. The students are encouraged to attend these two Saturday review dates, however it is the student's decision as to whether they will attend or not. 3.b. Professionals within the state also offer review days or weekends for students to attend and prepare for the examination. However,it is the student, who must schedule the time and expound the energy to prepare sufficiently to successfully pass the national exam.
Full-time and adjunct staff will need to work closely in implementing the initiatives, which would include being familiar with the technologies themselves. The staff also would have to meet to discuss the methodologies needed to assure (screen for) the suitability of personnel wishing to enter the human services field. Likewise, ongoing sessions would be necessary to review new material for the curriculum as well as new teaching and supervision strategies. Some coordination with departments that use computer technology would be necessary to implement 2.1a. Also, coordination with community social services agencies will be necessary to enhance supervision of practical experiences.
1. Recruitment and retention Within department: Development of department web site, participation in career exploration activities. Outside department: Funding for professional tutors for at-risk students; help from instructional computing in web site development; help of counselors, science instructors, and affiliates in recruitment efforts; promotion of program by institutional advancement 2. Retention of clinical affiliates Within department: Maintain good relationships with lab managers, explore ways the college can be of assistance to clinical instructors or be of service to the laboratories. Try to make clinical instructors feel a part of the college, for example, have on-campus meetings with them, invite them to graduation. Outside department: Provide incentives for clinical instructors, for example, some type of formal recognition and tuition waiver for SPJC courses. Provide "train-the-trainer" program to help them be more effective and confident bench-instructors. 3. Involvement with Board of Clinical Laboratory Personnel Within department: Instructor-in-Charge should try to attend at least 2 of the 4 Board meetings a year. Outside department: Financial support for travel and subs.
2. Steps: A. Department would need to enter the monetary need into the Unit Plan. Find human resources to teach so nursing faculty could have release time. Find individuals who are motivated, committed & enthusiastic for change. Find full time computer support person. B. Need to look at college loading for programs with clinical/lab components. College needs to revisit & review the ECH Loading system. Decrease # of students per clinical group from 12 to 8. Decrease # of clinical groups per instructor. C. College needs to Offer reduced health club memberships. Offer sick child/older parent care. Biggest obstacle to meeting the above is the lack of financial support. All the above require money to accomplish. One way to overcome the obstacle for release time is team teaching.
Benefits of carrying out our first three priorities 1. Paralleling the SPJC and PHCC PTA program curricula and linking interactive classroom communication for teaching lecture courses between campuses (formerly goals 2 and 3). · Lecture courses will be taught at the same time and in the same sequence on both campuses. · The cost of delivery of PTA lecture courses will decrease. · Coordination efforts involved in having two programs operating in different session sequencing will be lessened. · Faculty will have less travel time and more time for developing course materials. · By having interactive video courses originate from both SPJC and PHCC, a greater perception of program partnership may be generated. · Faculty will grow in their abilities to use new technology for teaching. 2. Developing strategies to cope with a decreasing number of available student clinical placements (formerly goal no. 1). · Assurance of continued quality in clinical education courses for students. · Assurance of a variety of clinical education experiences, as required by the Commission of Accreditation in Physical Therapy Education of the APTA. 3. Developing strategies to cope with an anticipated decrease in qualified program applicants (formerly goal no. 4). · Assurance of an adequate number of well-qualified program applicants to meet program and community needs. Steps to be taken within and outside the department in order to carry out the initiatives above. 1. Paralleling the curricula and teaching between SPJC and PHCC via interactive video. · Plans have already been made between the college for the paralleling and, program applicants to the expansion program at PHCC are being notified of the change to the current SPJC accept date. · Faculty teaching loads must be evaluated and modified as needed in light of these changes and faculty training needed for interactive video teaching. · Compatibility of technology equipment between the campuses must be assured. · Adequate and compatible transmission times and TV classroom facilities must be secured at both colleges. · Provide opportunity for faculty to observe courses being taught by interactive video prior to teaching courses. · Adequate classroom support (instructor or facilitator) must be available at the receiving site. · Adequate technology support staff must be available at both the sending and receiving sites. · In order to establish adequate communication between faculty and the "distance" students (to support interactive video teaching), faculty need to acquire adequate training to establish web pages. Faculty can acquire these via in-house training at SPJC and/or by enrolling in web page creation classes at USF. Developing strategies to cope with a decreasing number of available student clinical placements (formerly goal no. 1). · Assurance of continued quality in clinical education courses for students. · Assurance of a variety of clinical education experiences, as required by the Commission of Accreditation in Physical Therapy Education of the APTA. 3. Developing strategies to cope with an anticipated decrease in qualified program applicants (formerly goal no. 4). · Assurance of an adequate number of well-qualified program applicants to meet program and community needs. Steps to be taken within and outside the department in order to carry out the initiatives above. 1. Paralleling the curricula and teaching between SPJC and PHCC via interactive video. · Plans have already been made between the college for the paralleling and, program applicants to the expansion program at PHCC are being notified of the change to the current SPJC accept date. · Faculty teaching loads must be evaluated and modified as needed in light of these changes and faculty training needed for interactive video teaching. · Compatibility of technology equipment between the campuses must be assured. · Adequate and compatible transmission times and TV classroom facilities must be secured at both colleges. · Provide opportunity for faculty to observe courses being taught by interactive video prior to teaching courses. · Adequate classroom support (instructor or facilitator) must be available at the receiving site. · Adequate technology support staff must be available at both the sending and receiving sites. · In order to establish adequate communication between faculty and the "distance" students (to support interactive video teaching), faculty need to acquire adequate training to establish web pages. Faculty can acquire these via in-house training at SPJC and/or by enrolling in web page creation classes at USF. 2. Developing strategies to cope with a decreasing number of available student clinical placements. · Seek collaboration with the new USF PT program in training clinical instruction to utilize the 2 to 1 student to clinical instructor clinical education model at selected, common clinical sites. · Increase the number of PTA clinicians enrolled in the on-going Florida Consortium of Clinical Educators' CI Certification Workshop via appropriate advertising and personal invitations. · Work with the college administration and the program advisory committee to develop appropriate "perks" to make continuing affiliation with SPJC more attractive. · Initiate physical therapy clinics at the HEC and PHCC West Campus to provide additional clinical education experiences for students. (Additional benefit: faculty keep up clinical practice skills.) 3. Developing strategies to cope with an anticipated decrease in qualified program applicants. · Better inform the public (our possible customers) of our history as one of the oldest, most respected programs in the U.S. via re-development of the program brochure/information sheet, posting on the Internet, and newspaper advertising. · Become more involved with local high school career days. · Increase involvement (on the part of faculty and current students) in PT community activities-as an "advertisement" to both the public and physical therapy employers. · Continue efforts to be aware of marketplace changes through newspaper articles and advertisements, magazines, professional journals, the APTA web site and consultation with physical therapy employers/personnel during clinical coordination visits.
In-house, we must inform our students of our availability via email, how messages will be handled, and what they can expect in response to their messages. As for the utilization of hardware and software we must help in acquiring funding to finance the purchase of these new items. In respect to the utilization of said some time should be sat aside to allow the learning, limitations, and use of purchase equipment and software. As for the school technical support as well as financial support will be necessary. Technical and financial support will have to be on a continuous basis if the school and its programs are to maintain the technology.
- accreditation: (inside dept) Meet AVMA requests, have more contact with the clinics, and improved testing accountability. - quality curriculum: ( inside dept) Using expert teachers not necessarily on campus, reassignment time for development, instructors that regularly attend CE hours and are up to date on new products, procedures, and trends, etc. ( outside dept) Flexable pay scales to get experts, guest speakers and course developement. Computer and video/imaging support. - accessibility: ( inside dept) More use of web based education, lessen live chats, emphasize independent study, and developement time. ( outside dept) Eliminate semester system.
2.1 The steps within the department to carry out the above initiative are all interrelated. The steps to carry out the initiatives within the department include: Maintaining and offering developmental and ESL instruction appropriate for the level at which the incoming student is entering the developmental/college programs. Using diagnostic assessment to determine the students' skill needs once they have been placed in courses by their performance on the CPT Reading and studying current research, professional publications, internet resources, library resources Conducting informal classroom research for improving teaching and learning Adjusting instruction to meet the students' learning needs Being aware of and using a variety of instructional strategies and resources Having self-input, peer input, student input, departmental input into efforts for maintaining quality in delivery of instruction 2.2 The steps that must be taken outside our department include: Publicizing our goals so that the community knows how supportive we are of the needs and concerns of its members Making certain that we stay abreast of current trends to keep our program adaptable and effective Keeping the communication lines open between the community, the schools, businesses, other organizations, and our college Using technology in ways that enhance the effectiveness of our program
a) Development of Industrial survey - Fall, 1999 b) Survey of Industry - Spring, 2000 c) Search for additional facilities - Fall, 1999
There are several steps that must be taken within the departments. First, the faculty must be provided release time in order to develop courses using alternative instructional modalities and attend needed training. Second, additional faculty must be hired to replace the five faculty positions lost over the past several years due to retirements and resignations. Third, fulltime, budgeted faculty must be hired to specifically teach the evening classes. Outside of the department, there are policy changes that are needed. The college teaching load policy and procedure must be change to allow for release time to any faculty member who is developing and maintaining a course where major components are presented using technology. This should include that guarantee of a release time or a reduction in required teaching load. In addition, flexibility in office hours is needed to accommodate the needs of students who are taking courses at a distance.
Provide fixed or portable multimedia presentation units for every classroom and lab in the Natural Science building. Within the department, certain rooms will have to be modified so that these devices can be installed. Little modification is required if portable units are used. Funding will be required from outside the department. Implement WebCT so that every instructor including adjuncts has the opportunity for training and can use this for their classes. The Online Teaching course currently given by Instructional Computing could be turned into a requirement for all instructors in the department. Funding for the course and compensation for the participants would need to come from outside the department. Develop the Bay Pines facility for on site and distance learning field trips. Decisions would need to be made about which components of which courses offered by the department could be taught at the Bay Pines facility. Funding for development of the Bay Pines site would have to come from outside the department.
A. EQUIPMENT, TRAINING & RENOVATION Steps (Equipment) 1. Continue to request equipment (internal). 2. Explore alternative strategies (internal). 3. Nake equipment available to department (external). Steps (Training) 1. Continue to identify, and participate in training sessions (internal). 2. When appropriate share information with department (internal). 3. Make training opportuinities available (external). Steps (Renovation) 1. The timeline and range of issues related to the facility renovation are external to our department. 2. One the process begins, the department would work with the project team (internal).
1st: TO MAINTAIN QUALITY INSTRUCTION -Workshops, faculty development and enhancement -Financial and release time support for continuing education -Financial and release time support for attending work-related conferences 2nd: TO MAKE AVAILABLE A VARIETY OF COURSE OFFERINGS -More faculty input on scheduling -More faculty input on new course offerings, and continued support for new offerings -Building a base of adjunct faculty for each department through increased advertising for adjunct positions -Faculty must create and market new course offerings and collaborate to create new programs 3rd: TO ENHANCE MARKETING AND PUBLIC AWARENESS OF COURSE OFFERINGS -Advertisement for classes with flyers, posters and classroom announcements -Press coverage on campus offerings and programs -Career fairs, visits to local businesses and industries, high school articulation meetings and on-campus events

Phase 3.3a
College needs to develop administrative policy and procedures that deal with compensation to faculty for developing and managing on-line courses. We will need funds for staff and program development training and continue to utilize grants to obtain some of the additional funding to enhance program development and delivery. We need to prioritize--we need sufficient staff to successfully balance with conditions at maximum capacity; staff development personnel at Allstate Center.
1. Lack of funding - funding muat be available for equipment replacement and training. A "train the trainer" approach will reduce the training funds needed. 2. Lack of employee and management commitment - obtain commitment by demonstrating the value and return in efficiency and improved customer service.
A. Obstacles: (1) Decisions made by those removed from the process (2) Budget constraints (3) Assessment of staffing needs and assignments without departmental input B. Solutions: (1) Direct staff involvement in planning, budgeting and program execution (2) Awareness of the demands on the counseling/career development areas (3) Input in budget decisions relative to all departmental concerns including technology
3. Priority #1 · It would take sound planning and a solid justification based on experience, research, and survey and would require minimal funding in the effort to secure upper management support. Priority #2 · It will require time and a minimum of expense, along with study and research to compare other options and other initiatives. Priority #3 · Obstacles would include not getting support and funding from upper management. However, there is an initiative in place for faculty and administrators that rewards extra work, (extra ECH) so that support could be expanded to include career.
PRIORITY 1 TECHNOLOGY IN THE CLASSROOM: The only obstacle that stands in the way of this innitiative is money. Existing studio space can be converted to support the necessary technology. PRIORITY 2 TECHNOLOGY AS AN INSTRUCTIONAL TOOL: Time. Adjunct instructors do not spend enough time on campus to attend training sessions and to adequately utilize Instructional Support Staff. Typically, adjunct instructors to teach one or two courses a year. It will be hard to justify to them the added preparation time for each course when the class is not taught that often. PRIORITY 3 EDUCATE, NOT TRAIN The attitude of the Instructor-in-Charge and the adjunct faculty (and the Building Arts Advisory Committee) is consistent with this innitiative. CHoosing the proper adjunct instructors will be important to assure that we do not CREATE any obstacles. OVERCOMING THE OBSTACLES.... PRIORITY 1 TECHNOLOGY IN THE CLASSROOM: The Department will work closely with the Provosts Office and the Grants Office to find and secure any available funds. PRIORITY 2 TECHNOLOGY AS AN INSTRUCTIONAL TOOL: First, finding adjunct instructors who: - are willing to use new technologies. - need little or no additional training. Second, utilizing school resources such as the Instruction Support Staff. More than likely, I will have to be the go-between for the adjunct faculty and Instructional Support. Finally, as "Instructor-in-Charge", I will have to set the standards for utilization of these new technologies in my own classes, and encourage and assist the adjunct instructors to utilize the technologies in their own classes. PRIORITY 3 EDUCATE, NOT TRAIN: There shold be no obstacles here; as stated earliers, the attitude of the Instructor-in-Charge and the adjunct instructors is consistent with this innitiative. Choosing the proper adjunct instructors will be important to assure that we do not CREATE any obstacles.
See 3.2
Financial obligations may hinder purchasing of equipment. We will overcome the potential lack of funding by requesting the materials in the unit plan. Building renovation may hinder materials being purchased. We will overcome the problem by requesting materials that are removable and portable.
Priority # 1: To provide students with an open computer lab with 100 mixed platform computers and various software packages related to courses taught at SPJC. 1. The renovation of the LA building will give us the space (somewhat limited), and hopefully the budget will allow for state-of-the-art software and hardware. One obstacle will be training and time for learning how to use the computers and the software. The training must come with the computers. Priority # 2: To provide computer labs and/or projector combinations in English, Reading, and ESL Labs. 1. Some computer/projector combinations have been purchased with 1998 Unit Plan monies. We must continue to request the needed hardware in a systematic way through campus coordination of unit plan money. The biggest obstacle is a possible loss of funding. If enrollment drops, we may not have the funds available to us to continue to update as necessary. Priority # 3: To provide all Learning Support Center Staff with computers on their desks. 1. We need the support of administration and the commitment to the reality that instructional assistants need access to computers on their desks. As software packages allow for course management, this need becomes more crucial. One of the obstacles to this and many of the other items previously mentioned is the need for a solid and adequate support staff to maintain the machines and keep the software up and running.
The biggest and most frequent obstacle to these initiatives is limited resourced, particularly financial. As the college buys more computers and other equipment, funds for new faculty are diminished. As a result, the hiring of new faculty may be delayed or not allowed. This impacts the availability of faculty to participate in training courses. In addition, if training course offerings are limited by funding constraints or other problems, some faculty will not have access t the training they need.
The following were considered major obstacles: - A lack of financial support for requested services was perceived as the major obstacle. - Insufficient equipment and time for use of technology/multimedia in all classrooms. - Attempting to make all courses fit the model of an on-line course. - Trying to be all things for all people. Our resources are finite. We cannot the needs of our population with an infinite number of teaching strategies. - Determining the state monies availabe. If there is state support for this effort, how is it allocated and to whom?
Possible obstacles would be: a. Non-supportive attitude of Associate Vice President and/or Vice President of Educational and Student Services b. Lack of funding c. Administrative Information Systems problems It is possible these obstacles may be overcome by continuing to point out the need for SPJC to better service the students and community by adhering to the proposals.
The only real obstacle to any of these initiatives is finding the funding. 1.Personnel and a laptop computer will be requested on the Enrollment Management Unit Plan. 2. Facilities may have budget to pay for an improved phone system. And desk-top computers will be requested through TOG. 3. The College is already funding the People Soft installation.
1. The usual resistance to change. 2. Communication, perserverance and small steps.
The primary obstacle to our initiatives is acquiring the necessary funds required to purchase the computer hardware and software that we have identified. To solve this dilemma, additional sources of funding for the program must be secured. Up until recently, lab fees generated by programs at the Health Education Center were not funneled back into the originating program's budget. Currently, however, these lab fees are now directed back to the originating program where they are to be employed to supplement their annual allocation for educational materials and supplies. This substantiates the fact that the funds necessary to purchase educational materials and supplies can be acquired if the Radiography Program, Health Education Center, and SPJC continue to find innovative means to appropriate funds.
You end up waiting for the first thing to be done which holds up the entire process. Right now we are waiting for cabinets to be built and lines dropped in the program while are hardware and software are sitting in boxes. Hopefully following up with appropriate departments will prevent equipment and software from becoming outdated in the carton.
a. The primary obstacle will be technical support from the College in handling all computer-related problems. The motivating of the instructors of wanting to learn a completely new approach will also have to be address as their workload is increased. Funding for the implementation of new software and hardware. The College and other departments must also be willing to adapt to new methods of delivery. There has to be a team approach to meeting our goals from not only the Funeral Services program but form the whole College.
See previous question
The biggest obstacle would be failure to schedule regular, ongoing meetings to accomplish the above, which would be overcome by scheduling meetings well in advance at a time that is convenient for most to attend.
The biggest obstacle will be time. Until the department can support more than 1 full-time faculty, this obstacle may be impossible to overcome.
. Present viable care to college administration outside department. Biggest obstacle to meeting the above is the lack of financial resources. Could possibly overcome obstacle by: Seek grant funding. Engage community in seeking outside funding. Encourage local agencies to allow faculty full access to documents governing practice.
1. Teaching via interactive video. · Inadequate faculty time for training and/or resources for training. To overcome these obstacles, faculty loads must be evaluated and time allotted for training. The college needs to make resources available - including sufficient technology support. · Incompatibility or other problems in video transmission technology between SPJC and PHCC. This must be worked out by appropriate personnel representing the two colleges. It also may require additional funding. · Inadequate transmission times /classroom facilities available. Although some faculty flexibility in scheduling of classes may be necessary, administrators of the two colleges need to agree on transmission times and classroom facilities. 2. Developing strategies to cope with a decreasing number of available student clinical placements. · College administrative resistance to offering "perks' to clinical instructors which cost the college additional dollars. Outside resources may be available or more creative ways of offering "perks" within budgetary constraints might be found. · Additional costs/faculty efforts necessary to operate physical therapy clinics. These must be clearly delineated and solutions found from exploring the operating costs associated with similar clinics (e.g., Dental Hygiene) and how these are financed. Additional support personnel time (e.g., secretarial support) may help compensate for faculty effort required to operate clinics. 3. Developing strategies to cope with an anticipated decrease in qualified program applicants. · Not being pro-active enough in terms of current applicant trends. Close attention must be paid to current PTA applicant trends and appropriate measures must be developed and instituted early enough to have the desired effect.
First funding then technical support. As s ommunity college we must first recognize that the majority of our clientele are limited in paying for their education, additional fees would only deter them. Alternative sources should be pursued, perhaps potential local sources of funding should be considered. Those programs having lab fees should have such fees returned to the prospective department to aid in the purchase and support of related equipment and software. Hopefully, the program itself will find innovative means to aid in the appropriation of funding. Technical support also equates to finances. The school will have to improve its allocation of funding for technical support. As the job market stands, it will be difficult to acquire skilled technicians when salaries outside this education arena are difficult to match. Once aquired, the most obvious is that technical support will be shared, perhaps each campus can better organize and calloborate its utilization of technical support.
- accreditation: time, administrator time to do the reports, faculty involvement, site visit impossible in the conventional way. Plan: Involve more faculty in the submition of accreditation report, assign specific tasks, request comments from AVMA. - quality curriculum: money for experts, conventional rules for pay, office hours, and office location. Plan: udate the way people are payed for expertise, guest lecturing etc. Flexible thinking and implementation of rules governing pay, office hours and office location. - accessibility: no computer specialists, no time off for development, no current links to experts. Plan: Hire department computer specialist, assign some develpment time and hire an video/imaging specialist to obtain video, pictures etc to keep on the cuting edge of veterinary medicine.
3.1 The possible obstacles that might prevent these goals from being completed would include: Change in the community college system regarding the open door policy; if the door starts closing the mission of the community college will be at-risk Possible outsourcing of developmental and ESL services and instruction so that SPJC and our department do not have an opportunity to fulfill our unique function within the community Decline in the number of full-time faculty needed to handle the ongoing activities and responsibilities necessary to the success and effectiveness of the overall program (committees; SACS reviews; curriculum development, changes, deletions, and additions; troubleshooting problems with technology on and off campus; serving as community and school liaisons, etc.) Drastic cutbacks in community college funding 3.2 Overcoming and/or avoiding these obstacles will require vigilance on the part of all members of our department, even of our college as a whole. The open door policy, which is historically the basis for the existence of community colleges, will need to be publicized when forces bent on instituting elitism start surrounding and impinging on the well-being of the college, programs, and efforts to have the student/client as our highest concern. Outsourcing has become part of the "wave" of the present/future. The fact that it has, does not automatically guarantee that it is the "best" means for learning to be successful, even if outsourcing may be the thriftiest. We need to monitor the outsourcing trend so that we can safeguard the quality of our program and the multi-faceted instruction that the members of our department provide. Overcoming drastic cutbacks in funding for community colleges will be a major challenge if that event occurs. Cutting back as a result of financial limitations, however, should not mean that the quality of what we offer will become compromised. We will still maintain the high standards that we have felt are so important, even if we have fewer offerings.
3. If these priorities are not accomplished, the programs in the Engineering Technology Department would not expand to meet the needs of our local industry.
The major obstacle to these initiatives is the lack of money. The college has to investigate new ways to raise the funds needs to support the rapid changes occurring in technology.
In all three cases the main obstacle would be lack of availability of funding from outside of the department. This obstacle can only be overcome by the committees that provide funding for these projects.
Our primary obstacle is related to funding. THe equipment requests are costly. Our department has submitted unit plans for two consecutive years detailing our equipment needs. Another obstacle is related to time constraints. It is difficult to infuse technology within our current courses because some of the strategies are time intensive and faculty need additional training. Since the moneys for equipment are such an expensive item; it might be worth-while to have the college's grant division investigate alternaitve funding sources for technological improvements. Open-ended courses will require creative scheduling for faculty.

Phase 3.4a
1-Starting with SPSI Advisory committee, plan of action for evaluation program graduates must be developed. Agency personnel must be assigned to work with SPSI personnel to develop plan so that it will be ready to start within 12/month period. 2-Comprehensive plan of faculty development (both full time and adjunct) must be developed for use of training in technology to support instruction. Committee needed at SEPSI to develop objectives and timelines; committee should be in place in 1999. 3-Second committee established to develop faculty evaluation procedures. The procedures should evaluate faculty performance and recommend ways of enhancing/improving instruction.
1. Complete the purchase and installation of equipment replacement in the next six - twelve months. Train staff in the same time frame. 2. The PeopleSoft student system project is slated for summer 2000 completion. Train the staff and prepare documentation during this time. Twelve months after implementation is needed for the system to be debugged and improved where needed. 3. Twelve months for best practices review at each campus and for visits to other colleges.
A. Priority one: (1) By year 2000: update all equipment to complete web access and compatible systems (2) By year 2000: assess, purchase and install new software (3) By year 2000: begin using the state advising system (FACTS) (4) In the years that follow: continue annual review of technological concerns B. Priority two: (1) By year 2000: all staff should be trained on the web and feel comfortable using it for inquiry and research (2) By year 2001: all staff should be trained on PeopleSoft and the conversion from REGIS should be complete (current projection of conversion: Oct. 2000) (3) In all years: staff development needs must be addressed annually as college changes and grows C. Priority three: (1) By year 2000: intrusive retention measures should be in place (2) By year 2000: begin moving SLS classes under counseling (3) By year 2002: SLS classes completely under counseling (4) In all years: on-going discussion of proactive measures
4. Accomplishment Timeline Priority I - Midterm,