21 st CENTURY ACCELERATING THE JOURNEY TO LEARNING
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
21st CENTURY
ACCELERATING THE JOURNEY TO
LEARNING
AGENDA
What are we seeing at GCCCD?
What will the campus become?
Who we are and our holistic approach
How do we fund it?
How do we get it all done?
What infrastructure do we need?
WHO WE ARE
Scott HimelsteinDirector, Cepal & Interim Director, MTLC
University of San Diego
Tom Heffernan AIA, LEED AP Principal
Gensler Architects
Bonnie MossPrincipal
CliffordMoss
Sunita V. Cooke, Ph.D.President
Grossmont College
Dan StonemanInformation Technology Specialist
Gafcon, Inc.
Yehudi “Gaf” Gaffen CEO
Gafcon, Inc.
SOLUTION HOLISTIC INTEGRATED APPROACH
COMPONENTS
INFORMATION TECHNOLOGY
FACILITIES DESIGN
PROFESSIONAL DEVELOPMENT
CURRICULUM &INSTRUCTION
FUNDING
PROGRAMMANAGEMENT
21st CENTURYLEARNING
COLLEGE PRESIDENT
CURRICULUM AND INSTRUCTION
CASE STUDYGROSSMONT-CUYAMACA CCD
Established: 1961
Today more than 18,000 students enroll everysemester. The College offers more than 150 degree andcertificate programs. More than 2,100 students receiveassociate degrees and certificates each year.
Established: 1978
Cuyamaca College serves more than 9,000 students.The College has 125 degree and certificate programs.More than 800 students receive associate degrees andcertificates each year.
Established: 1961
Location: Eastern San Diego County
Mission: Provide outstanding learning opportunitiesthat prepare students to meet community needs andfuture challenges of a complex, global society.
Changing Lives Through Education
CURRICULUM AND INSTRUCTION
CURRICULUM & INSTRUCTIONGROSSMONT COLLEGE
Advancements in technology will enhance the curriculum and instruction at Grossmont College by…
Increasing the access to, speed of, and quantity of information flow
Requiring bridging of gaps in technology access and therefore access to information
Relying on multifunctional, creative learning environments
Requiring ongoing engagement with students and between students
Maximizing the need to help students focus
Changing Lives Through Education
CURRICULUM AND INSTRUCTION
Need to balance access to information with usefulness/accuracy of information
Requires enhanced skills in critical thinking and judgment
Forces the synthesis of large amounts of information Need to see relationships between similar and yet
disconnected concepts/ideas
EFFECT ONSTUDENTS
Changing Lives Through Education
CURRICULUM AND INSTRUCTION
Engage with students in an ongoing manner (24 hours/day)? Balance information dissemination, experiential learning,
assignments (independent and group) Appreciate the changing nature of assessment and
accountability Augment professional development for new mechanisms
and styles of learning Embrace technology and change Adapt to variety of skill sets within the classroom
EFFECT ONEDUCATORS
Changing Lives Through Education
CURRICULUM &INSTRUCTIONDESIGN
WHAT WILL
BECOMETHE CAMPUS
CHANGING COURSE,CONNECTING CAMPUS DESIGN TO A DIGITAL NATIVE STUDENT
DESIGN
PARADIGM SHIFTSARE REDEFININGHIGHER EDUCATION
DESIGN
NETWORKED STUDENTS LEARNING ANYTIME,ANYWHERE
FLEXIBLE SPACE
Six-part survey conducted via smart phones 250+ college students and graduate student
responses 68% undergraduate, 32% graduate students Individual surveys targeted study modes:
lectures, collaboration, studying or working alone, group studying, and time between classes
Questions focused on activities performed in a given week and students’ on-campus experiences and preferences
DESIGN
METHODOLOGY
DESIGN
DESIGN
RESEARCH FINDINGS
TODAY’S CAMPUSES AREN’T WORKING FOR STUDENTS
DESIGN
DESIGN
DESIGN
DESIGN
DESIGN
TECHNOLOGY IS NOT THE KEY TO GREAT SPACES
CLASSROOMS ARE WIRED, BUT NOT INSPIRED
DESIGN
QUESTION 1ARE CAMPUSES STILL CRITICAL TO LEARNING?
DESIGN
RESEARCH FINDINGS
DESIGN
MOST ON-CAMPUS TIME IS SPENT WORKING ALONE
Studying/working alone on-campus TimeIn-betweenclasses
Group Lectures Studying in groups on campus
CATALYST FOR LEARNING
DESIGN
QUESTION 2HOW WILL CAMPUSES NEED TO CHANGE TO FACILITATE LEARNING IN AN INCREASINGLY DIGITAL WORLD?
DESIGN
CATALYST FOR INNOVATION
DESIGN
QUESTION 3WHAT DO STUDENTS THEMSELVES WANT THE CAMPUS TO DO?
DESIGN
CATALYST FOR INNOVATION
DESIGN
INFORMATION TECHNOLOGYTECHNOLOGY
INFORMATION TECHNOLOGYTECHNOLOGY
DIGITIZE, COLLABORATE, SHARE (REAL-TIME?)
STUDENT 1
STUDENT N
STUDENT 2
DATA CENTER
S T O R A G E
SERVER POWER
TECHNOLOGY
MONITOR STUDENT OUTCOMES
Learn
ReportAnalyze
Database
TECHNOLOGY
IT RESOURCE PLANNING
DEMANDS Bandwidth Storage Server
CONSIDERATIONS Scalable Flexible Cost Efficient
TECHNOLOGY
SCHOOL TAX & BOND MEASURE WINS SINCE 2001
0% 20% 40% 60% 80% 100%
83%
31%
61%
Percent Passing
55% Vote Bond
2/3 Vote Bond
2/3 Vote Tax
Source: www.CaliforniaCityFinance.com
FUNDING
OVERVIEW: KEY PREDICTORS OF ELECTORAL SUCCESS
ELECTION SUCCESS!
OUR UNIQUE STORY (Need!)
OUR PLAN (Our Solution)
WHO VOTES
RESOURCES: Time‐$$$‐People
FUNDING
1. ENGAGE Tell Our Story!
1. ENGAGE Tell Our Story!
2. Build & Mobilize Support!
2. Build & Mobilize Support!
3. GOTV!3. GOTV!
36
PRIMARY Campaign Strategies Opinion Leader Engagement Stakeholder & Voter Engagement Media/Social Media Direct Mail & Phone Voter Contact
FACILITIES BOND COMMUNICATIONS STRATEGY FUNDING
FUNDING
ELECTION STORY Election Day: Nov 6, 2012Benefitting Grossmont-CuyamacaCommunity College District
NEEDPROP V Project List
AFFORDABILITY! $398M /$16.94/$100KAV
BALLOT LANGUAGE Ballot Question300-word Argument
NEEDSNEEDS
YOUR PLAN
VOTER SUPPORT
VOTER SUPPORT
OPTIMAL MEASURE OPTIMAL
MEASURE
FUNDING
ADVANTAGE #1GREAT PACKING
PROP V PACKAGINGPROJECT LIST
Creating Veterans Support Centers on Grossmont and Cuyamaca Campuses
Modernizing college technology
Renovating/expanding educational and career training facilities for science, medical, public safety, green technology, and other fields.
Create an East County Workforce Solutions Training Center
Rehabilitate deteriorated roofs, electrical, plumbing, and ventilation
Increase energy efficiency and reinvest the savings into instruction
Improve safety/security, and access for disabled students
FUNDING
QUALITY Ballot Package and Brand.
Early Opinion Leader Work (Pre-Electoral).
Coalition-Building: Early aggressive YES work with opinion leaders + push for “sea of endorsements.”
Phone Voter Contact: Targeted! Aggressive schedule. Paid GCCCD students +high-tech online system. YES ID Goal: 12,000.
Mail Voter Contact: 4-5 targeted mailers (broadest targets possible).
BEST = 113,000 HH / Riskier = 94,000 HH / High risk = 77,000 HH
Media: Cooperate with the media yes, BUT… stay out of spotlight, stay on message, and don’t push media at the expense of mail and phone.
Adequate Resources
Quality, Committed, RELENTLESS Team!
ADVANTAGE #2GREAT STRATEGY FUNDING
Prop V “Organics”Within the 88-Day Campaign Window
• Competition for $ - Fierce from Start! Presidential General Election attracts many tax measures to the ballot.
• Poway Bond Crisis explodes, making national news.
• San Diego MAYORAL Race sucks up $10m+ in local $.
• San Diego USD Bond attracts additional unwanted attention and possible opposition campaign.
• State Ballot Measures attract additional controversy.
AFTER FILINGFOR THE BALLOT FUNDING
ADVANTAGE #3GREAT COMMUNICATIONS FUNDING
PROP V ELECTION RESULTS VOTERS* %Prop V – YES 95,802 58.22%
Prop V – NO 68,752 41.78%
Election ResultsTurnout: Overall (77%) Prop V only (67%)
55% support is required to pass a Prop 39 election
FUNDING
Electoral Projections Turnout: 70-80% 88,554 – 96,604 votes to WIN Electoral Goal: 100,000 YES votes
Challenges
1. Tech PLANNING - Deliberate Effort Required
2. Many Valuable Assets are “Invisible”
3. Gaining Faculty & Staff Support
4. Tech Bonds Break “The Rules”
5. Political Fishbowl – More Intense
6. Tech Endowments are Complex
7. Articulating Community ROI
8. Ensuring an Adequate Runway Needed for Electoral Success
NEEDSNEEDS
YOUR PLAN
VOTER SUPPORT
VOTER SUPPORT
OPTIMAL MEASURE OPTIMAL
MEASURE
TECH BONDSMORE PRECISION & EFFORT REQUIRED FUNDING
PROGRAM MANAGEMENT
According to Project Management Institute (PMI), The Standard for Program Management, 2nd Ed., "A Program is a group of related projects managed in a coordinated manner to obtain benefits and control NOT available from managing them individually. Programs may include elements of related work outside of the scope of the discreet projects in the program... Some projects within a program can deliver useful incremental benefits to the organization before the program itself has completed."
WHAT ISPROGRAM MANAGEMENT
PRINCIPALS OFPROGRAM MANAGEMENT PROGRAM
MANAGEMENT
Governance
Planning
Alignment
Integration
Assurance
Management
Finances
Infrastructure
Improvement
DISCUSSION
Scott HimelsteinUniversity of San [email protected]
Tom Heffernan AIA, LEED AP Gensler [email protected]
Bonnie Moss [email protected]
Sunita V. Cooke, PH.D. Grossmont [email protected]
Dan StonemanGafcon, [email protected]
Yehudi “Gaf” Gaffen Gafcon, [email protected]
Related Documents
![Duplicate Gallbladder: Overview and Management Challengesof stone formation in the duplicate gallbladder is the same as with a single gallbladders [16]. Therefore there is no indication](https://static.cupdf.com/doc/110x72/5e763f5dbb1011641e2f607d/duplicate-gallbladder-overview-and-management-of-stone-formation-in-the-duplicate.jpg)
![Receptor aComplex · [CANCER RESEARCH 61, 3632–3639, May 1, 2001] Silencing and Reactivation of the Selective Estrogen Receptor Modulator-Estrogen Receptor aComplex1 Hong Liu, Eun-Sook](https://static.cupdf.com/doc/110x72/60bc48b8ba9a3113a5631a2e/receptor-acomplex-cancer-research-61-3632a3639-may-1-2001-silencing-and-reactivation.jpg)
