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Development of STRATEGIC PLAN through 2015. DEVELOPMENT STEPS. Strategic Plan Model Used. Adapted from Peter Drucker’s model:. Tentative Timeline for Development. Developed Strategic Plan Questions. Survey and focus group questions designed to:

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strategic plan model used
Strategic Plan Model Used

Adapted from Peter Drucker’s model:

developed strategic plan questions
Developed Strategic Plan Questions

Survey and focus group questions designed to:

  • Map to the components of a strategic plan (i.e. values, vision, mission, goals, etc.)
  • Be tailored to the specific knowledge and language of each stakeholder group
strategic plan surveys
Strategic Plan Surveys
  • Students (current)
    • Credit - 173 submitted
    • Continuing Education - 60 submitted
  • Employees - 141 submitted
  • Community Representatives – 13 submitted
  • Board of Regents – 5 submitted
focus groups of community representatives board
Focus Groups of Community Representatives & Board

Held on February 4th & 5th at Region XVI Service Center

  • 113 invitations sent to CEOs, Board and other comm. Reps.
  • 37 attendees participated
slide8
RESULTS

for Mission & Core Purpose

from

Surveys & Focus Groups

board of regents survey mission
Board of Regents Survey: MISSION

What makes AC unique?

  • I\'m not sure `unique` is the right word, but AC does things better than many community colleges. It has excellent faculty and programs, especially workforce development and developmental level courses.
  • Dedicated leadership and faculty and community support.
  • Dedicated faculty and staff
  • Having somewhat of a family atmosphere.
  • Location
  • Affordability
  • Ability to address current needs
  • Willingness to respond to community needs, especially work force training.
board of regents survey core purpose
Board of Regents Survey: CORE PURPOSE

If AC did not exist, how would Amarillo be different?

  • Fewer affordable educational opportunities = lower college graduate demographic
  • There would be large gaps in access to education, certificate programs, job training and workforce development.
  • Unemployment would be adversely affected.
  • Could not attract business & industry (e.g. Bell Helicopter)
  • There would be more difficulty in readily finding qualified people to do quality jobs or fill quality jobs.
  • Health care could not staff RNs, therapists, etc.
  • Quality of life would be diminished if AC was not there in partnership with the Arts and Cultural entities.
slide21
PROPOSED:

VALUES

VISION

CORE PURPOSE

MISSION

who proposed these why
Who Proposed These & Why?
  • President’s Cabinet proposes the values, vision, core purpose & mission.
  • Drafted after reviewing:
    • the results of all survey and focus group answers and
    • considering the environmental survey.
slide23
REVISING & VETTING

AC’s

MISSION

why must the mission be vetted
Why must the mission be vetted?

SACSCOC Core Requirement 2.4: The institution has a clearly defined, comprehensive, and published mission statement that is specific to the institution and appropriate for higher education. The mission addresses teaching and learning and, where applicable, research and public service. (Institutional Mission)

SACSCOC Comprehensive Standard 3.1: The mission statement is current and comprehensive, accurately guides the institution’s operations, is periodically reviewed and updated, is approved the governing board, and is communicated to the institution’s constituencies. (Institutional Mission)

why must the mission be vetted1
Why must the mission be vetted?

Ensuring Fulfillment of AC Board Policy:

1. A broad representation of the College stakeholders should have input regarding the mission to be sure that it represents AC.

Ensuring Fulfillment of SACSCOC Requirements:

2. Mission must include EVERYTHING (e.g. instruction and public service) that AC is doing to serve all of its stakeholders (i.e. students, community, employees, Board of Regents, etc.)

why must the mission be vetted2
Why must the mission be vetted?

Ensuring Fulfillment of SACSCOC Requirements:

3. Must select effectiveness indicators for the mission. Once the mission is used, results from these effectiveness indicators must be produced regularly, used systematically in making decisions, and reported publicly.

4. When considering the revised AC mission, must be sure that AC reflects within the mission or elsewhere as instructed by the Board of Regents, how the current economic downturn and budget limitations will be reflected within AC’s mission.

questions considered in vetting the mission
Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #1: Does this proposed mission statement must include EVERYTHING (e.g. instruction and public service) that AC is doing to serve all of its stakeholders (i.e. students, community, employees, Board of Regents, etc.)? IF NOT, what is missing?

questions considered in vetting the mission1
Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #2: Does it appear that the proposed effectiveness indicators for the mission will provide the answers necessary to determine annually whether AC is accomplishing its mission? If not, what is missing?

questions considered in vetting the mission2
Questions Considered in Vetting the Mission

MISSION

Amarillo College – enriching the lives of our students and our community.

Question #3: Does the mission statement indicate how the current economic downturn and budget limitations will aid AC in determining its scope of operations? IF NOT, what should the Board require of AC in making these determinations?

who vetted the mission
Who vetted the mission?

Existing Groups of Stakeholders:

  • Students
    • Credit – Student Government Association (4/21/10)
  • Employees
    • Administrators Association (Requested – no response)
    • Classified Employees Council (4/22/10)
    • Faculty Senate (4/9/10)
    • Listening & Learning – all employees invited (West Campus 3/22/10 & Washington Street campus 3/23/10)
    • ITS Division (4/7/10)
    • Assessment & Development Division (4/8/10)
who vetted the mission1
Who vetted the mission?

Existing Groups of Stakeholders:

  • Employees (continued)
    • Administrators Association (Requested – no response)
    • Classified Employees Council (4/22/10)
    • Faculty Senate (4/9/10)
    • Instructional Assessment Subcommittee (3/26/10)
    • Non-Instructional Assessment Subcommittee (3/23/10)
    • Listening & Learning – all employees invited (West Campus 3/22/10 & Washington Street campus 3/23/10)
    • ITS Division (4/7/10)
    • Assessment & Development Division (4/8/10)
    • Continuing Education Division (4/19/10)
    • Enrollment Mgmt. Division (4/26/10)
    • VP Council (4/28/10)
who vetted the mission2
Who vetted the mission?

Existing Groups of Stakeholders:

  • President’s Cabinet
    • Reviewed “word-smithing” responses regarding proposed mission
    • Decided to recommend the proposed mission to Board of Regents
    • Decide to recommend an annual review of the mission at each June Board of Regents meeting
  • Board of Regents
    • Scheduled to approve/revise proposed mission at August 13, 2010 BOR meeting
what is the proposed mission
What is the proposed mission?

MISSION

Amarillo College – enriching the lives of our students and our community.

what is being proposed
What is being proposed?

VALUES

At Amarillo College, we value:

  • Student Success
  • Quality Education
  • Opportunity for All
  • Collaboration
  • Community Responsiveness
  • Responsible Stewardship

VISION

  • At Amarillo College, we aspire for every student to have a success story.

CORE PURPOSE

  • At Amarillo College, we help each student to succeed.
what is being proposed1
What is being proposed?

GOALS

  • Ensure Student Success
  • Expand Student Access
  • Promote Academic and Economic Viability
  • Ensure the College’s Future
development of strategies and tasks for accomplishing goals
Development of Strategies and Tasks for Accomplishing Goals
  • Developed the Environmental Scan (11/10)

President’s Cabinet; Updated (

  • Developed AC’s list of Policies (Constraints) based on Environmental Scan

Danita McAnally & Mark Hanna

development of strategies and tasks for accomplishing goals1
Development of Strategies and Tasks for Accomplishing Goals
  • Identified Concerns & Issues

Front Line Managers - (4/23/10)

Conversations on Student Success – (5/7/10)

  • Proposed Topics for Strategies & Tasks based on Concerns & Issues (6/4/10)

Senior Administrators

development of goals through action plans
Development of Goals through Action Plans

Finalize Strategies and Tasks to accomplish Goals

President’s Cabinet – (7/6-8/2010)

Vet Strategies & Tasks (7/15/2010)

Front Line Managers & Sr. Administrators

Entire Strategic Plan through 2015 edited by Strategic Plan Writing Team (7/19-8/2/2010)

Approved by President’s Cabinet (8/3/2010)

publication of strategic plan through 2015
Publication of Strategic Plan through 2015

Published the Strategic Plan, primarily as a web document, with a limited number of print copies –

College Relations (8/4/10)

approval and distribution of strategic plan through 2015
Approval and Distribution of Strategic Plan through 2015

Submit to Board of Regents for approval

President’s Cabinet (8/13/2010)

Distribute to all stakeholders

Employees beginning with

General Assembly – (8/18/10)

Community – September and October 2010

Students – Fall 2010

Employers via Advisory Committee Mtgs. – Fall 2010 and Spring 2011

employees involved in developing strategies and tasks1
Employees involved in Developing Strategies and Tasks

Frontline Managers:

Assessment & Development:

  • Cara Crowley
  • Kara Larkan-Skinner
  • Delton Moore

College Relations:

  • Jena McFall
  • KACV :
  • Linda Pitner
  • Lynne Groom
  • Lee Proctor
  • Jackie Smith

Continuing Education:

  • Sherrie Nunn
  • Kim Davis
  • Megan Eikner
  • Leslie Shelton
  • Luke Morrison
employees involved in developing strategies and tasks2
Employees involved in Developing Strategies and Tasks

Frontline Managers (continued):

Continuing Education (continued):

  • Charlotte Modersitzki
  • Toni Gray
  • Sondra Beighle
  • Eric Wallace
  • Alex Chancia
  • Kim Crowley
  • Cindy Crabtree

Enrollment Management:

  • Dale Longbine
  • Kay Mooney
  • Jodi Lindseth
  • Maury Roman
  • Diane Brice
  • Jason Norman
  • Brenda Rossnagel
  • Heather Atchley
  • Melissa Wilson
employees involved in developing strategies and tasks3
Employees involved in Developing Strategies and Tasks

Frontline Managers (continued):

Finance & Administrative Services:

Lynn Thornton

Bruce Cotgreave

Vickie Shelton

Sharon Doggett

ITS:

Jeff Gibson

Terry Kleffman

Linda Hendrick

employees involved in developing strategies and tasks4
Employees involved in Developing Strategies and Tasks

Instructional:

Department Chairmen

  • Craig Clifton
  • Daniel Ferguson
  • Mary Graff
  • Kim Hays
  • Lynae’ Jacob
  • Dr. Lana Jackson
  • Dr. Michael Kopenits
  • Duane Lintner
  • Mary Clare Munger
  • Anne Nail
  • Dr. James Rauscher
  • Victoria Taylor-Gore
  • Dr. Kathryn Wetzel
  • Henry Wyckoff
employees involved in developing strategies and tasks5
Employees involved in Developing Strategies and Tasks

Instructional

Program Directors:

Ron Faulkner

Doug Adcock

Becky Burton

Donna Cleere

Valerie Hansen

Lisa Holdaway

Kelly Jones

Shawna Lopez

Janet Martin

Judy Massie

Lisa Meehan

Mark Rowh

Dana Scott

Tonya Tackitt

Sheree Talkington

employees involved in developing strategies and tasks6
Employees involved in Developing Strategies and Tasks

Instructional

Program Coordinators:

Dr. Bob Banks

LaVon Barrett

Steven Beckham

Edie Carter

Dr. Judith Carter

Judy Carter

Ann Fry

Judy Isbell

Judy Johnson

Sandra Jefferson

Jonathan Kohler

Catheryne Lankford

Robert Mathews

Trace Megenbier

employees involved in developing strategies and tasks7
Employees involved in Developing Strategies and Tasks

Instructional

Program Coordinators (continued):

Bruce Moseley

Gay Mills

Terry Moore

Vince Salinas

Carol Summers

Tony Thomas

Joan Urban

Beverly Vinson

Other Instructional Staff:

Mark Hanna

Brian Nixon

employees involved in developing strategies and tasks8
Employees involved in Developing Strategies and Tasks

Senior Administrators:

President’s Cabinet:

  • Dr. Paul Matney
  • Robert Austin
  • Terry Berg
  • Lee Colaw
  • Ellen Green
  • Dr. Russell Lowery-Hart
  • Danita McAnally
  • Ellen Green
  • Damaris Schlong

Instructional Deans:

  • Bill Crawford
  • Dr. Shawn Fouts
  • Jerry Moller
employees involved in developing strategies and tasks9
Employees involved in Developing Strategies and Tasks

Senior Administrators (continued):

Associate Deans:

  • Patsy Lemaster
  • Lou Ann Seabourn
  • Theresa Rider
  • April Sessler

Executive Directors of Branch Campuses:

  • Daniel Esquivel
  • Renee Vincent

Division Chairs:

  • Robert Boyd
  • David Hernandez
  • Judy Johnson
  • Sheryl Mueller
  • Ed Nolte
  • Jack Stanley
employees involved in developing strategies and tasks10
Employees involved in Developing Strategies and Tasks

Strategic Plan Writing Team :

President’s Cabinet Members

  • Dr. Paul Matney
  • Danita McAnally
  • Robert Austin

Administrators

  • Mark Hanna
  • Joe Wyatt

Faculty Members

  • Becky Burton
  • Joan Urban
thank you for assisting ac with developing the strategic plan through 2015 and revising its mission
THANK YOU for Assisting AC with Developing the STRATEGIC PLAN through 2015 and Revising Its Mission

Copyright 2010

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