STRATEGIC STRATEGIC PLANNINGPLANNING

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 Major Difference:

– Conventional: involves setting of goals and development of steps to achieve.

– Strategic: involves aligning an organization with its environment.

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.

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.

AN OVERVIEW OF THE PROCESS

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

MOST SIGNIFICANT OPPORTUNITIES

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 THREATS

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 STRENGTHS

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 WEAKNESSES

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.

A PROPOSED STRATEGIC PLAN FOR CERRITOS

COLLEGE 2001 – 2006

GOALSI. Increase retention, transfer, completion and job

placement rates.

II. Increase enrollment while meeting the needs of the communities we serve.

III. Increase job placement rates and broaden the Contract Education program.

IV. More fully integrate Information Technology into programs & operations.

V. Provide adequate support to achieve the Plan.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Members of the Strategic Planning Committee

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

Contact Information

Strategic Planning Web Site: www.cerritos.edu/sp

John Grindel: – X2226– Jgrindel@cerritos.edu