Outcomes/measures tracked and tools utilized
Project plans associated with strategic planning tasks start in September and have a maximum duration of one year. Cabinet liaisons are responsible and accountable for each task's progress, monitoring outcomes and milestones, allocating resources, and directing staff as appropriate. Task leaders lead the project teams, which develop a project plan and execute all components of the plan (5.C.1, 5.C.2).
Progress on the tasks are periodically reviewed by the Cabinet during the weekly "Improvement Strategies" Cabinet meeting. Annual progress is communicated to the College's faculty and staff at the all-staff meeting at the beginning of each Fall and Spring term. Updates also appear online and are included in the annual report to the community (5.B.3, 5.C.3).
At the end of the first year of work on the strategic goals (2014–2015), 7 of the 13 tasks were completed to the point that the tasks were operationalized. These tasks included academic advising changes, a new enrollment plan for the College with established targets, revisions to the academic planning and development cycle, updates to internal processes such as room scheduling to improve student satisfaction, creation of a new marketing plan, and better alignment of the budgeting and planning processes (5.C.1, 5.C.2). Remaining strategic planning tasks are in-process or operationalized. Task forces still working on AQIP and strategic planning items continue to meet with the Cabinet and update progress on a quarterly basis.
Summary results of measures
Figure 4.1 below shows the status of the strategic planning goals at the College.
Comparison of results with internal targets and external benchmarks
The President's Cabinet monitors each task to ensure satisfactory progress is being made to implement and complete the goals of the project. Resources are allocated as needed to assist with the implementation process.
Interpretation of results and insights gained
A primary outcome of the strategic planning process was the alignment of planning and AQIP processes on campus. The alignment provided greater focus for the College community and allowed for investment of time, resources, and buy-in by the campus community. Adoption of the projects by key Cabinet members and regular updates from the task force chairs provided a mechanism for accountability that generated high levels of success for the projects. This framework for strategic planning and AQIP projects has provided for a more integrated level of success. This has translated to greater levels of operationalization by departments and high levels of accountability by Cabinet members. While not every project achieved all of its outcomes, all of the projects moved the campus forward in important activities focused on student success.