Simply put, strategic planning is rigorous, cyclical assessment of where we are, where we want to be, how do we get there, and how do we measure progress.  This process begins with assessing the external and internal environment in which the college operates.  It is an analysis of internal and external factors that allows the planning team to see the organization as a whole in relation to its environment.  This is one of the key accomplishments of effective planning.  The results of the analysis should:

1. Point out the most significant indicators of need;
2. Aid decision makers by placing the institution’s priority issues in context; and
3. Help define or describe the significance of a strategic issue.

At this time, college-level planning is largely achieved through the leadership of the Planning and Budget Committee and the Office of Planning, Research, and Institutional Effectiveness.  The Planning and Budget Committee has implemented a planning and budget cycle that uses Appreciative Inquiry (AI) as its guiding focus.  AI budget requests are submitted on an annual basis by programs asking them to address mission, vision, and strategic goals of the college, and those requests are collated and reviewed by Vice Presidents and the President’s Cabinet.  Once AI proposals have been identified for funding in the coming year, the College’s budget office takes the necessary steps to create budget accounts for the new programs.  The Office of Planning, Research, and Institutional Effectiveness plays a support role for the institution by conducting research and analysis on student enrollment trends, student success, providing data to campus decision makers and by writing ad hoc reports for campus groups engaged in program evaluations.  The office has spearheaded the development of an on-campus Data Warehouse and provides frequent training to campus representatives on the use of data for decision making and program evaluation.  The office has taken the lead in developing the environmental scan and strategic planning document for the college, meeting with governance groups to discuss recent trends, the environmental context it faces, and formulating draft strategic goals for discussion.  As a result of those discussions, the college has identified six strategic goals for the immediate future (2008-09).  The goals are focused on the following themes:

1. Improving communication of the college’s programs and outcomes
2. Improving staff development
3. Increasing student access, student success, and positive student learning outcomes
4. Reviewing and adjusting of budget priorities to enhance access and student success
5. Facilitating the revitalization of college facilities and the Measure L Bond campaign
6. Launching new programs that respond to the emerging trends in the region and world

Environmental Scan & Strategic Plan, 2008

Strategic Goals 2008-09