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Strategic Planning

Strategic Planning. Doing Things On Purpose, For Good Reason, and With Good Information. Strategic Planning Defined.

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Strategic Planning

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  1. Strategic Planning Doing Things On Purpose, For Good Reason, and With Good Information

  2. Strategic Planning Defined Strategic planning is a “[s]ystematic process of envisioning a desired future and translating this vision into broadly defined goals or objectives and a sequence of steps to achieve them.” (www.BusinessDictionary.com)

  3. Key Purpose of Strategic Planning “The central objective of strategic planning is to position the institution so that it can shape and exploit its environment.... Either the future will dictate to the campus or the campus will position itself to take maximum advantage of the exciting changes that are just around the corner.” (Rowley, Lujan, and Dolence, Strategic Change in Colleges and Universities)

  4. Ultimate Goal Produce a workable, user-friendly, 5-year Strategic Plan that will drive all major college decisions, including those having to do with budgeting, hiring, developing new academic programs, and so on. The Strategic Plan is to be understood as a dynamic, and not as a static, document.

  5. Timeline • February 2013: Establish Strategic Planning Council and SPGs membership • February/March 2013: SPGs begin meeting • By end of March: Draft of Strategic Plan created • April: Draft reviewed by various constituent groups • May: SPGs review feedback and make revisions accordingly; Strategic Plan then revised accordingly • June: Strategic Plan submitted to the Board for review and approval; subsequently, Strategic Plan distributed campus-wide • July: Operational plans begin to be developed for 2013 - 2014 • Fall Semester 2013: Strategic Planning Council brought together for an orientation concerning the Council’s role; Strategic Plan then discussed with the members of Council

  6. ACCJC Rubric for Planning Effectiveness

  7. ACCJC Accreditation Standards That Relate to Planning • Standard IB: “Improving Institutional Effectiveness” • I.B.2: “The institution sets goals to improve its effectiveness consistent with its stated purposes. The institution articulates its goals and states the objectives derived from them in measurable terms so that the degree to which they are achieved can be determined and widely discussed. The institutional members understand these goals and work collaboratively toward their achievement.” • I.B.3: “The institution assesses progress toward achieving its stated goals and makes decisions regarding the improvement of institutional effectiveness in an ongoing and systematic cycle of evaluation, integrated planning, resource allocation, implementation, and re-evaluation. Evaluation is based on analyses of both quantitative and qualitative data.” • I.B.4: “The institution provides evidence that the planning process is broad-based, offers opportunities for input by appropriate constituencies, allocates necessary resources, and leads to improvement of institutional effectiveness.”

  8. “Is There a Right Way and a Wrong Way to do Strategic Planning?” • http://www.youtube.com/watch?v=ZFuniFSP2fo&playnext=1&list=PLE9DCD1340E6A2A4C&feature=results_main

  9. Board of Trustees’ Strategic Priorities • Student Access • Student Success • Employee Diversity and Development • Effective Utilization of Resources • Innovation and Relevance for Programs & Services • Partnerships with Industry, Business, Agencies & Education

  10. Governance Structure: Strategic Planning Council (SPC) • Sponsored by the college President and chaired by the Dean of Institutional Planning and Effectiveness • Helps to fulfill Hartnell’s obligation to communicate to internal and external constituencies key quality assurance information pertaining to the college’s strategic planning efforts • Large group • Broad representation to include persons both internal and external to the college • Some representation by presidential appointment • Meets twice a year to review reports (e.g.) and offer suggestions for subsequent planning efforts

  11. Governance Structure: Strategic Planning Groups (SPGs) • 6 small working groups (task forces), one for each of the BOT Strategic Priorities • Ad hoc or other sub-groups developed as necessary • SPG representation • key college constituencies • persons with specific expertise related to the group’s BOT Strategic Priority focus • Each group elects its own chair • Groups meet regularly • An end-date is in sight • General oversight of this process by the Office of the Dean of Institutional Planning and Effectiveness

  12. Primary Tasks of Each Strategic Planning Group • Establish the goal(s) related to the group’s strategic priority • Establish the targeted outcomes for that goal/those goals • Establish Key Performance Indicators (KPIs ) that will be used as metrics pertaining to the targeted outcomes • Help to determine the group(s) (or individuals) that will develop and implement the strategies used to achieve the identified outcomes for the goal(s)

  13. Examples of Work Related to the Primary Tasks • Read (and discuss) relevant articles • Analyze the results of • internal and external environmental scans • relevant leading and lagging indicators • Meet regularly to develop and refine targeted outcomes and KPIs • Enlist the help of others when necessary

  14. Operational Groups • Appropriate group(s)* formed to develop strategies for achieving targeted outcomes • Strategies listed on “Strategic Planning Project Operational Plan” template • On a regular basis, groups meet to review and, if necessary, revise the operational plans • Enlist the help of others, when necessary • Groups meet with the Dean of Institutional Planning and Effectiveness as necessary *In some cases, individuals per se might do this work.

  15. Examples of Strategic Planning Goals • “WHCCD will maintain its student success indicators above the California Community College statewide average, placing emphasis on basic skills and goal attainment.” (West Hills Community College District) • “Foster and advance mutually-beneficial, unique relationships with The Ohio State University and its Newark campus.” (Central Ohio Technical College) • “Valencia creates learning experiences designed to support each student’s needs and aspirations.” (Valencia Community College) • “Student Success - Provide distinctive learning experiences that foster lifelong success.” (The University of Memphis)

  16. Examples of Targeted OutcomesGoal: Maximize student access, learning, and success (COTC) • Increase transfer opportunities for students to continue education • Strengthen program offerings to meet workforce needs • Strengthen the delivery of student services college-wide • Provide a learning environment that supports the achievement of student learning outcomes • Optimize points of access to the College • Increase enrollment of nontraditional students • Expand enrollment of traditional-age students

  17. Examples of Key Performance Indicators (KPIs) for Targeted Outcomes • Goal: Maximize student access, learning, and success • Enrollment • Retention • Completions & Graduation Rates • Time to Completion • Job Placement/Transfer Rates • Student Satisfaction

  18. Strategic Plan Template • The following link will bring you to the website containing information about Onondaga Community College. Scroll to the bottom of the site and then click on the link to “A Framework for Success – 2011 to 2016 Strategic Plan” (which Onondaga posts as a PDF file). • http://www.sunyocc.edu/index.aspx?menu=91&collside=489&id=3907

  19. Questions and Comments?

  20. Richard J. Prystowsky, Ph.D. Interim Dean of Institutional Planning and Effectiveness Hartnell College 411 Central Avenue Salinas, CA 93901 rprystowsky@hartnell.edu 831-755-6809

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