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STRATEGIC PLANNING

STRATEGIC PLANNING. Introduction, Process And Plan. Strategic Planning is a formal process designed to help an organization identify and maintain an optimal alignment with the most important elements of its environment. A DEFINITION. HOW STRATEGIC PLANNING DIFFERS FROM CONVENTIONAL PLANNING.

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STRATEGIC PLANNING

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  1. STRATEGIC PLANNING Introduction, Process And Plan

  2. Strategic Planning is a formal process designed to help an organization identify and maintain an optimal alignment with the most important elements of its environment. A DEFINITION

  3. HOW STRATEGIC PLANNING DIFFERS FROM CONVENTIONAL PLANNING • Major Difference: • Conventional: involves setting of goals and development of steps to achieve. • Strategic: involves aligning an organization with its environment.

  4. HOW DIFFERS (cont.) • Other: • Conventional: Identifies specific items that an organization expects to achieve within a specific time frame. • Strategic: Identifies directions and states of being that generally lack specificity.

  5. HOW DIFFERS (cont.) • Strategic planning offers the context for conventional planning. • Strategic planning deals with how we want to view ourself in contrast to others at some point in the future -- defines the niche we wish to carve out for ourself.

  6. AN OVERVIEW OF THE PROCESS

  7. STRATEGIC PLANNING PROCESS • Develop key performance outcomes • External environmental assessment • Internal environmental assessment • Analyze Strengths, Weaknesses, Opportunities and Threats in terms of impact on key performance outcomes. • Brainstorm possible directions and evaluate impact of each idea on each KPO. • Formulate strategies, mission, goals and objectives

  8. Strong economy Rapidly changing world/prevalence of technology>new programs new methods of delivery & new audiences Increase in students going to college>capture growth dollars Technology>greater interdisciplinary collaboration/integration of services More grant dollars available>college poised to attract Need for basic skills development Need for technology professionals in workforce Shortage of trained workers >higher rate of job placement & increase workforce programs Need for K-12 teachers >teacher preparation MOST SIGNIFICANT OPPORTUNITIES

  9. Multiple external forces on all>loosing focus on student centeredness Competition from others/flashy status of 4-year colleges can negatively impact our enrollment numbers. Cyclical nature of economy Excessive categorical $$$ impact ability of college to determine how best spend Shortage of qualified managers and faculty Rapidly changing technology, high cost of maintaining IT & lack of state funding Greater student demands on faculty, pressure to be all things to all>drive people out of profession Increased mandated services without adequate funding. MOST SIGNIFICANT THREATS

  10. Emphases on student success and IT Comprehensiveness, variety and quality of academic programs Quality and variety of student services. Entrepreneurial spirit Strong workforce preparation programs High quality of instruction Quality of staff/faculty preparedness Level of communication at all levels Location and appearance of campus Reputation as a leader Emphasis on marketing and enrollment management. MOST SIGNIFICANT STRENGTHS

  11. Lack of sufficient fiscal resources Lack of mechanism to track students Weak on procedures and evaluation of such Basic skills not as successful as like to be Tension between vocational and academic Lack of space & inefficient use of Under utilization of student services programs and lack of EdPlans Insufficient number of counselors Lack of clarity re IT competencies Personnel challenges: tenure, peer review, resist retraining. MOST SIGNIFICANT WEAKNESSES

  12. A PROPOSED STRATEGIC PLAN FOR CERRITOS COLLEGE 2001 – 2006

  13. GOALS • Increase retention, transfer, completion and job placement rates. • Increase enrollment while meeting the needs of the communities we serve. • Increase job placement rates and broaden the Contract Education program. • More fully integrate Information Technology into programs & operations. • Provide adequate support to achieve the Plan.

  14. I. Increase retention, transfer, completion and job placement rates. • Development of a comprehensive, integrated basic skills program. • Integration of math, English, reading, counseling and SCANS • Better integration of IT in the basic skills process. • Integration of basic skills into regular curriculum. • Development of a first year program.

  15. Development of mutually supportive communities of interest or cohorts. • Collect the best practices for creating communities in the classroom • Encourage and assist faculty in developing such communities. • Counseling Services • Be more prescriptive re students accessing elements of matriculation • Provide access in the evenings & on weekends. • Increase percentage of students with an EdPlan • Integration of counselors into Basic skills program.

  16. Increase the quality of instruction • Continuing development of courses and programs in order to keep current and discontinue non-relevant courses. • Encourage interdisciplinary courses. • Encourage development of courseware for alternative delivery methods. • More and better integration of IT into courses in a pedagogically sound manner. • Faculty/staff development that assists them in keeping up with changes in business & industry. • Actively recruit qualified faculty.

  17. II. Increase enrollment while meeting the needs of the communities we serve. • A. Program Development • Offer an A.S. degree • Expand weekend college and facilitate growth of PACE program. • Enhance and build non-traditional and alternative offerings and schedules • Expand college-bound program. • Offer a B.A. degree in teaching.

  18. B. Enrollment Management • Formalize/institutionalize the enrollment management process. • Do a continuous environmental scan in order to understand the needs of the region served. • Maintain and improve outreach to middle and secondary schools and promotion of college-bound program. • Continue to develop program-based and institutional marketing and recruitment tools. • Expand use of off-site facilities for college courses.

  19. III. Increase job placement rates as well as the number of workforce and job training grants and broaden contract education. • Make sufficient resources available to assist faculty in keeping up to date in their areas. • Increase outreach to business and industry. • Close gap between our trained students and needs of business and industry. • Institutional tracking of job placement and promotion.

  20. IV. More fully integrate Information Technology into college programs and operations • A. Processes/Practices • Identify present college practices/processes and, after review, reengineer these processes in the light of the potential of IT. • Study best practices in industry and education in order to learn how to integrate IT into college processes. • Develop a plan and timetable to implement. • Move towards an enterprise solution.

  21. B. Standards/Competencies • Investigate and develop minimum IT standards/competencies for students, faculty, staff and make IT competency a required part of the curriculum . • Provide sufficient IT support.

  22. V. Provide adequate support to achieve the plan • A. Training • Provide training to faculty for doing academic and career advisement. • Faculty/staff development that assists them in keeping up with changes in business & industry • Provide training for department chairs in leadership, diversity, cohort development and student advisement. • Provide support and mentoring for faculty and administrative staff.

  23. B. Diversity • Provide legitimate diversity training for screening committees. • Formalize consistent practices for process monitors on screening committees. • Share with screening committees goals regarding diversity. • Outreach to part-time and non-employees regarding how to do resumes, interview, etc. • Develop links with community based and religious organizations for recruiting faculty, staff, and students.

  24. C. Facilities, Resources and Planning • Strengthen the Planning/Budgeting Committee • Establish priorities for budgeting and planning through the shared governance process and publish the results. • Have open communication for priorities for budgeting and planning and for changes in priorities. • Plan for growth. • Find alternative sources of revenue for IT. • Integrate our Master Plan into State facilities plan.

  25. Dr. Morgan Lynn Donna Miller Dr. Erlinda Martinez Peter Hardash Bob Chester David Fabish Linda Clegg Don Sewell Bob Hughlett Donna Jones Pam Walker Randy Peebles Bob Colgan Ana Torres-Bower John Grindel Toni Ann Sallade Members of the Strategic Planning Committee

  26. Contact Information • Strategic Planning Web Site: www.cerritos.edu/sp • John Grindel: • X2226 • Jgrindel@cerritos.edu

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