Outcomes/measures tracked and tools utilized

The strategic planning task force used an external scan of best practices and the John Bryson model on strategic planning for public and non-profit organizations as a framework. The framework valued participation by both internal and external constituencies. This participation was captured with surveys and listening sessions. The surveys and listening sessions involved hundreds of students, community members, and employees. During this process, the College revised and adopted new mission, vision and values statements. The strategic planning processes also provided the College with specific insights on issues where it needed to focus resources. The events, discussions, listening sessions, and surveys undertaken by the College created the foundation for the current plan.


Summary results of measures

As part of the strategic planning process, the College re-examined the core statements of mission, vision, and values in Spring 2014. A subcommittee of the strategic planning task force surveyed examples from other institutions and undertook extensive discussion and drafting of new statements.  More than 200 students, faculty, and staff contributed to the discussion.  The new core statements were approved by the Cabinet and adopted by the Board of Trustees.


Comparison of results with internal targets and external benchmarks

The College followed its strategic planning process by devoting resources to key priorities. This spreadsheet shows deliberation by the President's Cabinet on these strategic projects. In the first year of the plan, the Cabinet received slightly more than $1.3 million in funding requests. The Cabinet reviewed all funding requests and prioritized needs based on available funding, the specificity and timing of anticipated activities described in the request, and whether the activity might be accomplished from already budgeted funds. Of the $1.3 million, $621,000 was recommended for the FY 2016 budget. This process of prioritized funding of strategic priorities tied to the plan is undertaken by the Cabinet each year.  


Interpretation of results and insights gained

The College is currently in the midst of developing the next three-year strategic plan. From analysis of the current processes and gains achieved, and the scope of the previous cycle, the College is reducing the extent of external input while maintaining the overall structure of environmental scanning and SWOT analysis. The work being conducted by external consultants on the Facilities Master Plan and the next 50 year plan also necessitates a narrower scale of work. Within the context of implementing the strategic plan, the College experienced initiative fatigue with 13 strategic planning task forces working simultaneously. Moving forward, the College will prioritize and stage projects over the lifespan of the new strategic plan.

File  Cabinet - Improvement Strategies