2025 TOPPEL STRATEGIC PLAN

Career Services is EVERYBODY's BUSINESS

Executive Summary

The Toppel Career Center has come a long way in accomplishing the goals set forth in our last strategic plan. We have implemented UShadow, a successful job shadowing program; enhanced our services with virtual options; developed off-site career education and networking opportunities; expanded services and opportunities for international students, graduate students, pre-professional students, alumni, and entrepreneurs; hired more full-time, part-time, and student staff; and opened a brand-new facility.

 

We know a career center can’t prepare students for life after college alone. Collaborating across and beyond the institution will help to increase our impact. Our plan focuses on five pillars, each pillar assuming one thing: every person at the University of Miami has a stake in our students’ future careers. We believe these pillars are critical to the success of our center, and to the success of UM students and graduates.

 

With a focus on transformative learning, we continuously adapt and change to meet student needs. To reflect changes in our world, the student body, and the University, our plan details revised mission and vision statements, introduces a guiding framework, and integrates the University’s Culture Transformation process. The plan outlines five areas of focus that will guide our work for the next five years. While changes might occur, the plan as it is presented here is a snapshot of our goals for the future.

About The Toppel Career Center

The Patricia & Harold Toppel Career Center provides innovative career services to students and alumni of the University of Miami. Professional staff at the Center assist students with their career development utilizing a three-part model that provides the tools necessary to Explore (strengths, interests, values, skills, and abilities), Prepare (career and industry research, practice interviews, and internships), and Connect (building meaningful relationships and growing a professional network). As the career center at UM, Toppel provides career programs, workshops, networkers, individualized advising, practice interviews, industry panels, walk-in peer advising, company presentations, on-campus interviews, and more to all undergraduate and graduate students and alumni.

 

Toppel has 13 full-time professional staff members, one part-time professional staff member, two support staff, two graduate assistants, nine Toppel Peer Advisors, five Interns, and nearly 40 Toppel Ambassadors. The career adviser to student ratio is close to 1:769.

Toppel 2025

As the Toppel Career Center prepares for the future and the University’s 100th anniversary, we seek to build the career center of tomorrow. Equipped with a state-of-the-art building and a diverse, highly-trained, and growing staff, Toppel is well positioned to solidify its role as one of the best career centers in the country. In order to achieve this, we look toward 2025 in two 5-year phases. The first phase, Career Services is Everybody’s Business, begins now with the integration of career education within and across the institution.

The process of planning for the future always begins with a look at the present. In planning for the next five years, we reexamined our mission and vision to ensure our overarching purpose remains clear. The following revised mission and vision resulted from these conversations:

 

MISSION

We prepare students to make educated decisions as they explore the ever-changing landscape of careers. We achieve this through innovation and strategic connections with the University community and beyond.

 

VISION

Empowering and connecting 'Canes to achieve a lifetime of career fulfillment.

Guiding Framework

The Toppel Career Center utilizes a variety of frameworks to guide the career education of University of Miami students and alumni. We employ tools based in various theoretical traditions, including Holland’s Strong Interest Inventory, the Myers-Briggs Type Indicator, and Gallup’s StrengthsFinder, among others. Furthermore, we know that career paths are not linear, so the Chaos Theory of Careers (CTC) by Pryor and Bright provides a foundation for our work. CTC helps students and alumni identify their strengths and gives them tools to anticipate and transcend possible obstacles to their career goals.

 

The Toppel Brand, Values, and Culture

Throughout the University and across the country, the Toppel brand is linked with a strong set of values. We utilized our partnership with Gapingvoid and identified 20 words describing who we are and what we stand for. We quickly learned our brand, values, and culture are one and the same. Our culture is the result of commitment to recruitment, selection, onboarding, and the continuous growth of our staff. We work to ensure our culture remains intact, even in the midst of transition and turnover, while creating collaborative opportunities that go on to provide students with innovative and customized service. The time and effort spent on developing and maintaining our brand, values, and culture started many years ago, and we are happy to be in line with the University’s focus on Culture Transformation, particularly its DIRECCT values (diversity, integrity, responsibility, excellence, compassion, creativity, teamwork).

 

Diversity & Inclusion

Innovation

Tenacity

Quality Service

Passion

CORE VALUES

The Five Pillars

After planning, research, and benchmarking, five core areas of focus emerged during our strategic planning process. These core areas - the five pillars - are essential in propelling the Career Center into the first phase of Toppel 2025. The needs of all stakeholders -including students, alumni, employers, and campus partners - have continued to evolve over the years and are reflected in the goals and objectives within each pillar.

  • Formally Align Career Services with the Educational Mission of the University

    As a unit within the Office of the Provost, the Toppel Career Center’s career education model is  driven by the academic needs of UM students. By making sure career education is embedded throughout the U, many more hands will have a role in shaping the career development of each student.

     

    Goals and Objectives

    Integrate career advising within schools and colleges

    Complete by Spring 2025

    The alignment of career and academic advising institutionalizes the current informal liaison model between these two functions.

     

    Implement a Career Champions Program

    Launch Spring 2017

    A strategic group of faculty, staff, parents, alumni, and student leaders who help further students' career education and professional development.

  • Deliver Creative & Customized Service

    The Toppel Career Center must continue to evolve to meet the ever-changing needs of all UM students. By tailoring approaches for special and diverse populations and by staying on top of emerging technologies, Toppel can provide students with unlimited access to relevant, personalized information, and industry experts who will inform and guide them with industry-specific career plans both in-person and virtually.

     

    Goals and Objectives

    Enhance virtual service delivery by recording and livestreaming programs and workshops and implementing a virtual version of the Career Champion Program

    Launch Fall 2016

     

    Enhance and expand services specific to special and diverse populations (First Generation, Black, Veteran, and LGBTQ Students)

    Complete by Spring 2018

     

    Integrate an industry focus into existing major-/minor-based model

    Launch by Fall 2018

     

  • Utilize Data in Storytelling

    The Toppel Career Center derives value from the benefit it provides UM students both in terms of educational and developmental outcomes as well as post-graduation outcomes. Understanding this impact and sharing the story of that impact is critical to our success. By developing a comprehensive plan for the collection and distribution of data across the U, we can ensure we and our internal and external constituents make choices supported, and enhanced by  data.

     

    Goals and Objectives

    Implement a strategic and comprehensive plan for data collection, storage, and analysis

    Complete by Spring 2018

     

    Develop and implement a student success campaign in partnership with University Communications, Enrollment Management, and the Alumni Association

    Complete by Fall 2018

     

    Strengthen measurement and reporting of student learning and other outcomes

    Complete by Fall 2017

     

  • Expand Opportunities for Students to Develop Career Readiness Competencies

    Employers are looking to hire students and recent graduates who know how to use their skills, strengths, and interests. We believe it’s critical to empower students to become career ready in today's job market. The core competencies of career readiness prepare students for a successful transition to life after college. Students enhance these competencies in a variety of ways, both in and outside of the Toppel Career Center, we aim to integrate knowledge and application of these competencies at an institutional level. To accomplish these objectives, we will utilize partnerships and communication between constituents including the Parents Council, Alumni Relations, Corporate Relations, and University Advancement.

     

    Goals and Objectives

    Implement Career Crawls

    Pilot to begin Spring 2016

     

    Expand Professional Development Academy Delivery Formats

    Begin Spring 2016

    The Professional Development Academy is designed to help students develop knowledge and skills for career readiness and success. With a focus on personal and professional development, the Academy curriculum is based on the core career readiness competencies outlined by the National Association of Colleges and Employers and supported by key stakeholders at the University of Miami and the Toppel Career Center.

     

    Redesign Existing UShadow Program

    Beginning Fall 2016

    The UShadow Program provides University of Miami students the opportunity to ‘shadow’ a UM alumnus or employer in the community throughout a typical workday. The goal is to help students learn about a career field or work environment and assist with their career education. While previously a spring-semester program, UShadow will expand offerings to students in additional semesters and serve as an on-going opportunity for students to explore and alumni/employers to get involved.

     

    Create and Implement a Career Mentorship Program

    Beginning Spring 2017

    The Career Mentorship Program is an opportunity for undergraduate students to meet with alumni in their industry of interest for guidance, support, and mentorship. The Career Mentorship Program will utilize a virtual platform to create pairs selected by the student. Student and alumni connections will use the NACE Career Readiness competencies as a basis for exploration and discussion. Coordinated by both the Toppel Career Center and Alumni Relations, this program will have a combination of both in person and online interactions.

  • Strengthen the Foundation for the Toppel of Tomorrow

    The foundation of the Center is necessary to its success. By creating supplemental services and innovative ways to raise money, we will increase our visibility on campus. In addition, we will utilize relationships with community partners to increase revenue and outcomes.

     

    Goals and Objectives

    Reimagine and re-organize departmental structure

    Complete by Spring 2025

     

    Continue expanding the physical assets of the Toppel Career Center to meet needs related to organizational growth and technological advances

    Complete by Fall 2025

     

    Develop and implement plans for revenue generation that will enhance and support the Toppel mission and vision

    Complete by Fall 2017

     

TOPPEL CAREER CENTER

5225 Ponce De Leon Blvd.

Coral Gables, FL 33146

P: 305-284-5451

E: toppel@miami.edu

CONNECT

2025 TOPPEL STRATEGIC PLAN

Career Services is EVERYBODY's BUSINESS

The Toppel Career Center has come a long way in accomplishing the goals set forth in our last strategic plan. We have implemented UShadow, a successful job shadowing program; enhanced our services with virtual options; developed off-site career education and networking opportunities; expanded services and opportunities for international students, graduate students, pre-professional students, alumni, and entrepreneurs; hired more full-time, part-time, and student staff; and opened a brand-new facility.

 

We know a career center can’t prepare students for life after college alone. Collaborating across and beyond the institution will help to increase our impact. Our plan focuses on five pillars, each pillar assuming one thing: every person at the University of Miami has a stake in our students’ future careers. We believe these pillars are critical to the success of our center, and to the success of UM students and graduates.

 

With a focus on transformative learning, we continuously adapt and change to meet student needs. To reflect changes in our world, the student body, and the University, our plan details revised mission and vision statements, introduces a guiding framework, and integrates the University’s Culture Transformation process. The plan outlines five areas of focus that will guide our work for the next five years. While changes might occur, the plan as it is presented here is a snapshot of our goals for the future.

TOPPEL 2025

Guiding Framework

The Toppel Career Center utilizes a variety of frameworks to guide the career education of University of Miami students and alumni. We employ tools based in various theoretical traditions, including Holland’s Strong Interest Inventory, the Myers-Briggs Type Indicator, and Gallup’s StrengthsFinder, among others. Furthermore, we know that career paths are not linear, so the Chaos Theory of Careers (CTC) by Pryor and Bright provides a foundation for our work. CTC helps students and alumni identify their strengths and gives them tools to anticipate and transcend possible obstacles to their career goals.

 

The Toppel Brand, Values, and Culture

Throughout the University and across the country, the Toppel brand is linked with a strong set of values. We utilized our partnership with Gapingvoid and identified 20 words describing who we are and what we stand for. We quickly learned our brand, values, and culture are one and the same. Our culture is the result of commitment to recruitment, selection, onboarding, and the continuous growth of our staff. We work to ensure our culture remains intact, even in the midst of transition and turnover, while creating collaborative opportunities that go on to provide students with innovative and customized service. The time and effort spent on developing and maintaining our brand, values, and culture started many years ago, and we are happy to be in line with the University’s focus on Culture Transformation, particularly its DIRECCT values (diversity, integrity, responsibility, excellence, compassion, creativity, teamwork).

 

The Five Pillars

After planning, research, and benchmarking, five core areas of focus emerged during our strategic planning process. These core areas - the five pillars - are essential in propelling the Career Center into the first phase of Toppel 2025. The needs of all stakeholders -including students, alumni, employers, and campus partners - have continued to evolve over the years and are reflected in the goals and objectives within each pillar.

Career Services is EVERYBODY'S BUSINESS

About The Toppel Career Center

The Patricia & Harold Toppel Career Center provides innovative career services to students and alumni of the University of Miami. Professional staff at the Center assist students with their career development utilizing a three-part model that provides the tools necessary to Explore (strengths, interests, values, skills, and abilities), Prepare (career and industry research, practice interviews, and internships), and Connect (building meaningful relationships and growing a professional network). As the career center at UM, Toppel provides career programs, workshops, networkers, individualized advising, practice interviews, industry panels, walk-in peer advising, company presentations, on-campus interviews, and more to all undergraduate and graduate students and alumni.

 

Toppel has 13 full-time professional staff members, one part-time professional staff member, two support staff, two graduate assistants, nine Toppel Peer Advisors, five Interns, and nearly 40 Toppel Ambassadors. The career adviser to student ratio is close to 1:769.

EXECUTIVE SUMMARY

The Toppel Career Center has come a long way in accomplishing the goals set forth in our last strategic plan. We have implemented UShadow, a successful job shadowing program; enhanced our services with virtual options; developed off-site career education and networking opportunities; expanded services and opportunities for international students, graduate students, pre-professional students, alumni, and entrepreneurs; hired more full-time, part-time, and student staff; and opened a brand-new facility.

 

We know a career center can’t prepare students for life after college alone. Collaborating across and beyond the institution will help to increase our impact. Our plan focuses on five pillars, each pillar assuming one thing: every person at the University of Miami has a stake in our students’ future careers. We believe these pillars are critical to the success of our center, and to the success of UM students and graduates.

 

With a focus on transformative learning, we continuously adapt and change to meet student needs. To reflect changes in our world, the student body, and the University, our plan details revised mission and vision statements, introduces a guiding framework, and integrates the University’s Culture Transformation process. The plan outlines five areas of focus that will guide our work for the next five years. While changes might occur, the plan as it is presented here is a snapshot of our goals for the future.

The process of planning for the future always begins with a look at the present. In planning for the next five years, we reexamined our mission and vision to ensure our overarching purpose remains clear. The following revised mission and vision resulted from these conversations:

 

Diversity & Inclusion

Innovation

Tenacity

Quality Service

Passion

CORE VALUES

2025 TOPPEL STRATEGIC PLAN

Career Services is EVERYBODY'S BUSINESS

2025 TOPPEL STRATEGIC PLAN

Career Services is EVERYBODY'S BUSINESS

  • Formally Align Career Services with the Educational Mission of the University

    As a unit within the Office of the Provost, the Toppel Career Center’s career education model is  driven by the academic needs of UM students. By making sure career education is embedded throughout the U, many more hands will have a role in shaping the career development of each student.

     

    Goals and Objectives

    Integrate career advising within schools and colleges

    Complete by Spring 2025

    The alignment of career and academic advising institutionalizes the current informal liaison model between these two functions.

     

    Implement a Career Champions Program

    Launch Spring 2017

    A strategic group of faculty, staff, parents, alumni, and student leaders who help further students' career education and professional development.

  • Deliver Creative & Customized Service

    The Toppel Career Center must continue to evolve to meet the ever-changing needs of all UM students. By tailoring approaches for special and diverse populations and by staying on top of emerging technologies, Toppel can provide students with unlimited access to relevant, personalized information, and industry experts who will inform and guide them with industry-specific career plans both in-person and virtually.

     

    Goals and Objectives

    Enhance virtual service delivery by recording and livestreaming programs and workshops and implementing a virtual version of the Career Champion Program

    Launch Fall 2016

     

    Enhance and expand services specific to special and diverse populations (First Generation, Black, Veteran, and LGBTQ Students)

    Complete by Spring 2018

     

    Integrate an industry focus into existing major-/minor-based model

    Launch by Fall 2018

     

  • Utilize Data in Storytelling

    The Toppel Career Center derives value from the benefit it provides UM students both in terms of educational and developmental outcomes as well as post-graduation outcomes. Understanding this impact and sharing the story of that impact is critical to our success. By developing a comprehensive plan for the collection and distribution of data across the U, we can ensure we and our internal and external constituents make choices supported, and enhanced by  data.

     

    Goals and Objectives

    Implement a strategic and comprehensive plan for data collection, storage, and analysis

    Complete by Spring 2018

     

    Develop and implement a student success campaign in partnership with University Communications, Enrollment Management, and the Alumni Association

    Complete by Fall 2018

     

    Strengthen measurement and reporting of student learning and other outcomes

    Complete by Fall 2017

     

  • Expand Opportunities for Students to Develop Career Readiness Competencies

    Employers are looking to hire students and recent graduates who know how to use their skills, strengths, and interests. We believe it’s critical to empower students to become career ready in today's job market. The core competencies of career readiness prepare students for a successful transition to life after college. Students enhance these competencies in a variety of ways, both in and outside of the Toppel Career Center, we aim to integrate knowledge and application of these competencies at an institutional level. To accomplish these objectives, we will utilize partnerships and communication between constituents including the Parents Council, Alumni Relations, Corporate Relations, and University Advancement.

     

    Goals and Objectives

    Implement Career Crawls

    Pilot to begin Spring 2016

     

    Expand Professional Development Academy Delivery Formats

    Begin Spring 2016

    The Professional Development Academy is designed to help students develop knowledge and skills for career readiness and success. With a focus on personal and professional development, the Academy curriculum is based on the core career readiness competencies outlined by the National Association of Colleges and Employers and supported by key stakeholders at the University of Miami and the Toppel Career Center.

     

    Redesign Existing UShadow Program

    Beginning Fall 2016

    The UShadow Program provides University of Miami students the opportunity to ‘shadow’ a UM alumnus or employer in the community throughout a typical workday. The goal is to help students learn about a career field or work environment and assist with their career education. While previously a spring-semester program, UShadow will expand offerings to students in additional semesters and serve as an on-going opportunity for students to explore and alumni/employers to get involved.

     

    Create and Implement a Career Mentorship Program

    Beginning Spring 2017

    The Career Mentorship Program is an opportunity for undergraduate students to meet with alumni in their industry of interest for guidance, support, and mentorship. The Career Mentorship Program will utilize a virtual platform to create pairs selected by the student. Student and alumni connections will use the NACE Career Readiness competencies as a basis for exploration and discussion. Coordinated by both the Toppel Career Center and Alumni Relations, this program will have a combination of both in person and online interactions.

  • Strengthen the Foundation for the Toppel of Tomorrow

    The foundation of the Center is necessary to its success. By creating supplemental services and innovative ways to raise money, we will increase our visibility on campus. In addition, we will utilize relationships with community partners to increase revenue and outcomes.

     

    Goals and Objectives

    Reimagine and re-organize departmental structure

    Complete by Spring 2025

     

    Continue expanding the physical assets of the Toppel Career Center to meet needs related to organizational growth and technological advances

    Complete by Fall 2025

     

    Develop and implement plans for revenue generation that will enhance and support the Toppel mission and vision

    Complete by Fall 2017

     

5225 Ponce De Leon Blvd.

Coral Gables, FL 33146

P: 305-284-5451

E: toppel@miami.edu

Career Services is EVERYBODY'S BUSINESS

TOPPEL CAREER CENTER

5225 Ponce De Leon Blvd.

Coral Gables, FL 33146

P: 305-284-5451

E: toppel@miami.edu

CONNECT

EXECUTIVE SUMMARY

The Toppel Career Center has come a long way in accomplishing the goals set forth in our last strategic plan. We have implemented UShadow, a successful job shadowing program; enhanced our services with virtual options; developed off-site career education and networking opportunities; expanded services and opportunities for international students, graduate students, pre-professional students, alumni, and entrepreneurs; hired more full-time, part-time, and student staff; and opened a brand-new facility.

 

We know a career center can’t prepare students for life after college alone. Collaborating across and beyond the institution will help to increase our impact. Our plan focuses on five pillars, each pillar assuming one thing: every person at the University of Miami has a stake in our students’ future careers. We believe these pillars are critical to the success of our center, and to the success of UM students and graduates.

 

With a focus on transformative learning, we continuously adapt and change to meet student needs. To reflect changes in our world, the student body, and the University, our plan details revised mission and vision statements, introduces a guiding framework, and integrates the University’s Culture Transformation process. The plan outlines five areas of focus that will guide our work for the next five years. While changes might occur, the plan as it is presented here is a snapshot of our goals for the future.

TOPPEL 2025

As the Toppel Career Center prepares for the future and the University’s 100th anniversary, we seek to build the career center of tomorrow. Equipped with a state-of-the-art building and a diverse, highly-trained, and growing staff, Toppel is well positioned to solidify its role as one of the best career centers in the country. In order to achieve this, we look toward 2025 in two 5-year phases. The first phase, Career Services is Everybody’s Business, begins now with the integration of career education within and across the institution.

About The Toppel Career Center

Guiding Framework

The Toppel Career Center utilizes a variety of frameworks to guide the career education of University of Miami students and alumni. We employ tools based in various theoretical traditions, including Holland’s Strong Interest Inventory, the Myers-Briggs Type Indicator, and Gallup’s StrengthsFinder, among others. Furthermore, we know that career paths are not linear, so the Chaos Theory of Careers (CTC) by Pryor and Bright provides a foundation for our work. CTC helps students and alumni identify their strengths and gives them tools to anticipate and transcend possible obstacles to their career goals.

 

The process of planning for the future always begins with a look at the present. In planning for the next five years, we reexamined our mission and vision to ensure our overarching purpose remains clear. The following revised mission and vision resulted from these conversations:

 

The Toppel Brand, Values, and Culture

Throughout the University and across the country, the Toppel brand is linked with a strong set of values. We utilized our partnership with Gapingvoid and identified 20 words describing who we are and what we stand for. We quickly learned our brand, values, and culture are one and the same. Our culture is the result of commitment to recruitment, selection, onboarding, and the continuous growth of our staff. We work to ensure our culture remains intact, even in the midst of transition and turnover, while creating collaborative opportunities that go on to provide students with innovative and customized service. The time and effort spent on developing and maintaining our brand, values, and culture started many years ago, and we are happy to be in line with the University’s focus on Culture Transformation, particularly its DIRECCT values (diversity, integrity, responsibility, excellence, compassion, creativity, teamwork).

 

The Five Pillars

After planning, research, and benchmarking, five core areas of focus emerged during our strategic planning process. These core areas - the five pillars - are essential in propelling the Career Center into the first phase of Toppel 2025. The needs of all stakeholders -including students, alumni, employers, and campus partners - have continued to evolve over the years and are reflected in the goals and objectives within each pillar.

  • Formally Align Career Services with the Educational Mission of the University

    As a unit within the Office of the Provost, the Toppel Career Center’s career education model is  driven by the academic needs of UM students. By making sure career education is embedded throughout the U, many more hands will have a role in shaping the career development of each student.

     

    Goals and Objectives

    Integrate career advising within schools and colleges

    Complete by Spring 2025

    The alignment of career and academic advising institutionalizes the current informal liaison model between these two functions.

     

    Implement a Career Champions Program

    Launch Spring 2017

    A strategic group of faculty, staff, parents, alumni, and student leaders who help further students' career education and professional development.

  • Deliver Creative & Customized Service

    The Toppel Career Center must continue to evolve to meet the ever-changing needs of all UM students. By tailoring approaches for special and diverse populations and by staying on top of emerging technologies, Toppel can provide students with unlimited access to relevant, personalized information, and industry experts who will inform and guide them with industry-specific career plans both in-person and virtually.

     

    Goals and Objectives

    Enhance virtual service delivery by recording and livestreaming programs and workshops and implementing a virtual version of the Career Champion Program

    Launch Fall 2016

     

    Enhance and expand services specific to special and diverse populations (First Generation, Black, Veteran, and LGBTQ Students)

    Complete by Spring 2018

     

    Integrate an industry focus into existing major-/minor-based model

    Launch by Fall 2018

     

  • Utilize Data in Storytelling

    The Toppel Career Center derives value from the benefit it provides UM students both in terms of educational and developmental outcomes as well as post-graduation outcomes. Understanding this impact and sharing the story of that impact is critical to our success. By developing a comprehensive plan for the collection and distribution of data across the U, we can ensure we and our internal and external constituents make choices supported, and enhanced by  data.

     

    Goals and Objectives

    Implement a strategic and comprehensive plan for data collection, storage, and analysis

    Complete by Spring 2018

     

    Develop and implement a student success campaign in partnership with University Communications, Enrollment Management, and the Alumni Association

    Complete by Fall 2018

     

    Strengthen measurement and reporting of student learning and other outcomes

    Complete by Fall 2017

     

  • Expand Opportunities for Students to Develop Career Readiness Competencies

    Employers are looking to hire students and recent graduates who know how to use their skills, strengths, and interests. We believe it’s critical to empower students to become career ready in today's job market. The core competencies of career readiness prepare students for a successful transition to life after college. Students enhance these competencies in a variety of ways, both in and outside of the Toppel Career Center, we aim to integrate knowledge and application of these competencies at an institutional level. To accomplish these objectives, we will utilize partnerships and communication between constituents including the Parents Council, Alumni Relations, Corporate Relations, and University Advancement.

     

    Goals and Objectives

    Implement Career Crawls

    Pilot to begin Spring 2016

     

    Expand Professional Development Academy Delivery Formats

    Begin Spring 2016

    The Professional Development Academy is designed to help students develop knowledge and skills for career readiness and success. With a focus on personal and professional development, the Academy curriculum is based on the core career readiness competencies outlined by the National Association of Colleges and Employers and supported by key stakeholders at the University of Miami and the Toppel Career Center.

     

    Redesign Existing UShadow Program

    Beginning Fall 2016

    The UShadow Program provides University of Miami students the opportunity to ‘shadow’ a UM alumnus or employer in the community throughout a typical workday. The goal is to help students learn about a career field or work environment and assist with their career education. While previously a spring-semester program, UShadow will expand offerings to students in additional semesters and serve as an on-going opportunity for students to explore and alumni/employers to get involved.

     

    Create and Implement a Career Mentorship Program

    Beginning Spring 2017

    The Career Mentorship Program is an opportunity for undergraduate students to meet with alumni in their industry of interest for guidance, support, and mentorship. The Career Mentorship Program will utilize a virtual platform to create pairs selected by the student. Student and alumni connections will use the NACE Career Readiness competencies as a basis for exploration and discussion. Coordinated by both the Toppel Career Center and Alumni Relations, this program will have a combination of both in person and online interactions.

  • Strengthen the Foundation for the Toppel of Tomorrow

    The foundation of the Center is necessary to its success. By creating supplemental services and innovative ways to raise money, we will increase our visibility on campus. In addition, we will utilize relationships with community partners to increase revenue and outcomes.

     

    Goals and Objectives

    Reimagine and re-organize departmental structure

    Complete by Spring 2025

     

    Continue expanding the physical assets of the Toppel Career Center to meet needs related to organizational growth and technological advances

    Complete by Fall 2025

     

    Develop and implement plans for revenue generation that will enhance and support the Toppel mission and vision

    Complete by Fall 2017

     

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