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Diane Dann, Director, Institutional Advancement. Crai

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Diane Dann, Director, Institutional Advancement. Craig Taylor, Director, Research ... Provide a unifying vision for Lane through the crafting of an overarching ... – PowerPoint PPT presentation

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Title: Diane Dann, Director, Institutional Advancement. Crai


1
Lane Community College
Strategic Planning
2
What is strategic planning?
  • Strategic planning is a process to link knowledge
    with action. It is both professional activity
    and social interaction and serves to link
    knowledge and authority, to translate concepts,
    ideas, and information into practice via
    organized implementation processes.
  • David T. Conley. Strategic Planning in Education
    An Exploratory Study. (1992)

3
The Strategic Planning Team
  • Jerry Moskus, President
  • Alen Bahret, President, LCCEF, Computer Services
  • Margaret Bayless, President, LCCEA, English
    Foreign Languages
  • Carol Beckley, Budget Analyst, College Operations
  • Mary Bolton, Secretary, Presidents Office
  • Pamela Brooks, President, ASLCC
  • Sandy Cutler, State Director, Oregon Small
    Business Development Center Network
  • Diane Dann, Director, Institutional Advancement
  • Craig Taylor, Director, Research and Assessment
  • Mary Spilde, Vice President, Instruction and
    Student Services
  • Linda Waddell, Executive Assistant to the
    President
  • Ron Johnson, Director, Strategic Planning Project

4
Todays PresentationOutline
  • Why a College Council review?
  • Approval and adoption process.
  • The context of strategic planning at Lane.
  • An outline of the Strategic Plans content.
  • The specific role of Council representatives in
    the review process.

5
Why a College Council Review?
  • College Council is Lanes most representative
    body. This review process will allow for
  • Open access between the planning team and the
    campus community, via their council
    representatives.

6
Why a College Council Review?
  • By using the College Council as a conduit, the
    Strategic Planning Team hopes to hear feedback
    that points out areas of common agreement and
    areas of specific concerns regarding the
    Strategic Plan from the points of view of major
    stakeholders of the campus community.

7
Timeline for the College Council Review Process
  • TODAY Presentation of the draft Strategic Plan
    to College Council members.
  • COLLEGE COUNCIL MEETING OF JANUARY 5TH, 1999
    Council representatives report back the opinions,
    observations, and reactions of their
    constituencies to the Strategic Plan.

8
Approval Adoption Process
  • Strategic Planning Team weighs the input and
    reactions provided by College Council and makes
    appropriate changes to the Strategic Plan.
  • Strategic Planning Team submits final report and
    Strategic Plan to President Moskus. (January 15)
  • President submits plan with his endorsement to
    the Board of Education for adoption at February
    1999 Board meeting). Following Board adoption
  • Executive Leadership Team assigns
    responsibilities and timelines for accomplishment
    of the Plans strategies, goals and objectives.

Following Councils review
9
Presentation of the draft Strategic Plan.
Context for planning
  • Philosophy
  • Objectives
  • Processes

10
Presentation of the draft Strategic Plan.
Content
  • An outline of the Strategic Plan.
  • Vision, Mission, and Core Values.
  • Operating Principles.
  • Critical Issues.
  • Strategies, goals, and objectives.

11
Planning Philosophy
  • The reason for undertaking strategic planning is
    to set a context for decision-making within the
    institution.
  • The purpose of the planning process is to
    formulate an institutional direction and to focus
    Lanes organizational development efforts to
    better achieve the colleges mission.
  • The desired outcome of the planning process is to
    present a plan which is a meaningful document,
    useful to everyone who is associated with Lane or
    interested in the achievement of its mission.

12
General Objectives Outcomes
  • Establish a framework for future actions based
    upon community needs and the shared values of the
    colleges Board and staff.
  • Provide a unifying vision for Lane through the
    crafting of an overarching statement of the
    colleges goals and priorities.
  • Provide a tool for Board and staff to use in
    soliciting community and legislative support of
    Lanes plans, and
  • Establish clear measures and targets for
    evaluation of Lanes progress toward achieving
    our long-term goals.

13
Specific Objectives Characteristics
The Strategic Plan will
  • Respond to strategic issues that will affect Lane
    Community College in the near future.
  • Emphasize and respond to the needs of our
    students, community and other constituents.
  • Be flexible and easy to update.
  • Be easy to understand for Board, staff, students,
    and the public, and
  • Be meaningfully linked to financial and
    operational planning.

14
Planning Processes
  • Mandated Utilize a broadly inclusive process for
    strategy formulation.
  • In order to accomplish this work an interactive,
    social approach to planning was adopted. The
    Strategic Planning Team agreed to always make its
    decisions by consensus.

15
Planning tools Environmental Scanning
Desired outcomes
  • To ascertain, through a variety of methods, the
    perceptions of our community and campus
    constituencies as to Lanes strengths and
    weaknesses, the opportunities currently available
    to Lane, and the threats that Lane is currently
    facing.

16
Planning tools Environmental Scanning
  • 1996 Public Perception Survey.
  • Instructional Services Future Search conference
    (4/97).
  • Instructional Services Program Review (Spring
    1997).
  • Strategic Planning Team External Scan (Summer
    1997)
  • Board of Education Community Walk Abouts (8/97)
  • Strategic Planning Team Internal Scan (9/97)

17
Planning tools Analysis and Synthesis
  • Initial analysis of Future Search information by
    a team from Instruction.
  • Further analysis of Future Search data and
    reports from other scanning exercises were
    summarized and presented to Board by the
    Strategic Planning Team in November, 1997.
  • Synthesis of all information received to this
    point led to formulation of six Critical Issues.

18
Planning tools Strategy Formulation
Six Critical Issues
  • Life-long learning.
  • Rapid technological change.
  • An increasingly diverse population.
  • Internal systems need to be refocused.
  • Producing more learning with shrinking financial
    resources.
  • Continuing demand for workforce and workplace
    training.

19
Planning tools Strategy Formulation (continued)
Examination of the Critical Issues
  • Two member dyads from the team were assigned to
    examine each of the Critical Issues in detail and
    report back to the entire team about the issue
    and its potential impact on Lane.
  • After all teams had reported back on the issues
    the Team began to formulate institutional
    strategies that proactively address each issue.

20
Processes Review/revision of vision, mission,
and values.
  • April 6th, 1998. Strategic Planning Team met
    with Board of Education and College Council to
    establish a framework of values by which the
    review and revision of these statements could be
    conducted.
  • April-June The team conducted a review and
    revision process, using the information from the
    work-session to frame the proposed changes.

21
Processes SynthesisMeaningful Linkages Team
  • An independent work team of individuals from
    college operations, instruction, and student
    services areas worked during May and June to
    answer the question How can we assure that the
    Strategic Plan carries meaning?

22
Processes SynthesisMeaningful Linkages Team
Report
Along with specific recommendations for changes
to internal systems, their report emphasized
that
  • The college should be learner centered.
  • The college should be flexible, adaptable, and
    operate using principles of continuous
    improvement.
  • The college should develop and support the use of
    empowered work teams.
  • The college should be supportive of its
    employees.
  • The college should always strive to create and
    maintain a trusting culture.

23
Processes General Staff Input
Participation.In-service Activities
A Report Card for Lane and group discussion
activities were developed to
  • 1) familiarize all college staff with the
    proposed new vision, mission, and values
    statements
  • 2) engage the majority of the campus community in
    the planning process by offering meaningful input
    to the process

24
Processes General Staff Input
Participation.In-service Activities
  • 3) check staffs perceptions of importance and
    performance in each value area
  • 4) provide a baseline for future measurement of
    improvement of performance in all value areas
    and
  • 5) provide a check on the Planning Team's
    perceptions and perspectives by seeking ideas
    from all staff about proposed strategies and
    implementation sub-strategies.

25
1996 Public Perception Survey
Future Search conference
Program Review
External Scan
Community Walk Abouts
Internal Scan
Institutional Values meeting
Meaningful Linkages Report
In-service Report Card
In-service Discussion Groups
26
1996 Public Perception Survey
Future Search conference
Program Review
External Scan
Community Walk Abouts
Internal Scan
Institutional Values meeting
Meaningful Linkages Report
In-service Report Card
In-service Discussion Groups
27
Processes Summary
The Strategic Planning Team believes that by
using these participative processes we have been
able to meet our objectives.
  • 1.We have created this plan by drawing on the
    collective intelligence of our surrounding
    community and Lanes own human resources.
  • 2.We have created a plan that carries meaning for
    all of us.

28
The Strategic PlanOutline a 4 section plan.
  • Vision, Mission, and Core Values Statements
  • Operating Principles
  • Critical Issues
  • Strategies, Goals, Objectives

29
Vision, Mission and Core Values Statements
  • Were seen and reviewed by all staff at the
    September 22nd In-service during the Report Card
    for Lane exercise.
  • Input from that session resulted in some changes
    to language and a new ordering of the Core
    Values.

30
Vision, Mission and Core Values
  • Everything begins with the identification of an
    institutions core values--those qualities that
    are unique to a college, that have been part of
    its past, are part of its present, and that
    should be retained in the future. Core values
    guide the development of the organization by
    establishing what it will and will not do under
    particular circumstances.
  • Richard Alfred and Patricia Carter, Staying
    Competitive New Tactics For Organizational
    Development., Community College Journal, Dec/Jan,
    1997-98.

31
Operating Principles
  • Describe specific values and ideals for change at
    Lane that the college has adopted and made a
    commitment to support.
  • Are derived from the work of many groups at Lane
    already working on inducing change, and from the
    literature on organizational development in
    higher education.
  • Have not been reviewed yet by the campus
    community.

32
Critical Issues
The Critical Issues were introduced to staff
through the In-service group discussion exercises
  • Life-long learning.
  • Rapid technological change.
  • An increasingly diverse population.
  • Internal systems need to be refocused.
  • Producing more learning with shrinking financial
    resources.
  • Continuing demand for workforce and workplace
    training.

33
Strategies, goals, objectives
  • These strategies and goals represent Lanes
    proactive responses to the internal and external
    trends that are changing the environment in which
    we function (the Critical Issues).
  • Achievement of these goals will be accomplished
    through implementation of the plan. The
    Executive Leadership Team will ultimately be
    responsible for implementation.

34
Review by the CouncilWhats your role?
As a College Council representative we would like
for you to
  • Read and become familiar with the entire planning
    document.
  • Meet with your constituency and review the plan
    with them.
  • Bring back to the January 19th Council meeting a
    report on how your constituency views the plan.
    What are the areas of common agreement, and where
    are there areas of concern?

35
Review by the CouncilQuestions for your
constituency
  • Will the Strategic Plan, as written, assist us in
    removing barriers to student success?
  • Do the Mission and Core Values, together with the
    Operating Principles provide us with tools that
    enable us to help achieve Lanes vision?
  • Are there specific strategies, goals, and
    objectives that our group in particular can adopt
    as initiatives we can champion on campus?

36
Review by the CouncilQuestions for your
constituency
  • Does the Strategic Plan provide support for our
    efforts to work more effectively with our
    colleagues across departments and divisions?
  • Does the plan help us to view issues from a
    college-wide perspective so priorities and
    decisions can be discussed with the best interest
    of the whole institution in mind?
  • From our point of view, is the Strategic Plan in
    general something that we are comfortable
    supporting?

37
Review by the Council For your convenience...
  • The draft Strategic Plan is posted on the Lane
    web page.
  • From the home page select College Business
    then under Presidents Office select Strategic
    Planning.
  • For extra copies, the Plan can be downloaded and
    printed from the web page.

38
Review by the Council For your convenience...
Questions?
  • Call me, Ron Johnson, at extension 2544
  • Or email me.
  • Available to attend your meetings to discuss the
    Strategic Plan.

39
In Conclusion
  • Thank you
  • for contributing to the Strategic Planning
    Process at Lane Community College.
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