Strategic Planning Framework
The Strategic Planning Framework is the context within which 91³Ô¹ÏÍø operates to achieve its Mission and Vision. This framework is the foundation of a strategic management approach in which 91³Ô¹ÏÍø’s leadership team takes responsibility for:
- Driving Student Success by tracking progress and improving teaching and learning.
- Cultivating Community Engagement by fostering and recognizing the value of partnership with community members and businesses.
- Optimizing the 91³Ô¹ÏÍø Experience for students, the community, and employees by initiating dialogue and feedback opportunities.
- Emphasizing Institutional Effectiveness by defining data and resources critical to planning strategically for the college’s current and future goals.
The decisions guided by this framework lead to continuous improvement of 91³Ô¹ÏÍø’s student services, instructional programs, community enrichment, and operations. In this model, planners at all levels use the framework as shared vision, mission, standards, data, and goals to evaluate and create departmental strategic plans. College leadership then allocates resources to support ongoing and future operations and projects essential to improving overall effectiveness.
Strategic Planning Framework
The Strategic Planning Framework is the context within which 91³Ô¹ÏÍø operates to achieve its Mission and Vision. This framework is the foundation of a strategic management approach in which 91³Ô¹ÏÍø’s leadership team takes responsibility for:
- Driving Student Success by tracking progress and improving teaching and learning.
- Cultivating Community Engagement by fostering and recognizing the value of partnership with community members and businesses.
- Optimizing the 91³Ô¹ÏÍø Experience for students, the community, and employees by initiating dialogue and feedback opportunities.
- Emphasizing Institutional Effectiveness by defining data and resources critical to planning strategically for the college’s current and future goals.
The decisions guided by this framework lead to continuous improvement of 91³Ô¹ÏÍø’s student services, instructional programs, community enrichment, and operations. In this model, planners at all levels use the framework as shared vision, mission, standards, data, and goals to evaluate and create departmental strategic plans. College leadership then allocates resources to support ongoing and future operations and projects essential to improving overall effectiveness.
Yearly Planning Documents
- ÌýÌý
91³Ô¹ÏÍø Planning
91³Ô¹ÏÍø planning at 91³Ô¹ÏÍø County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at 91³Ô¹ÏÍø County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at 91³Ô¹ÏÍø,Ìýto ask questions,Ìýand provide input.Ìý
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for 91³Ô¹ÏÍø that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resourcesÌý and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with 91³Ô¹ÏÍø faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of rolesÌýand timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (5)Ìý
Current Core PrioritiesÌý
Drive Student Success
Cultivate Community Engagement
Optimize The 91³Ô¹ÏÍøÌýExperience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. DirectorÌýof Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
91³Ô¹ÏÍø Planning
91³Ô¹ÏÍø planning at 91³Ô¹ÏÍø County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at 91³Ô¹ÏÍø County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at 91³Ô¹ÏÍø,Ìýto ask questions,Ìýand provide input.Ìý
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for 91³Ô¹ÏÍø that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resourcesÌý and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with 91³Ô¹ÏÍø faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of rolesÌýand timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (5)Ìý
Current Core PrioritiesÌý
Drive Student Success
Cultivate Community Engagement
Optimize The 91³Ô¹ÏÍøÌýExperience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. DirectorÌýof Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
91³Ô¹ÏÍø planning at 91³Ô¹ÏÍø County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at 91³Ô¹ÏÍø County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at 91³Ô¹ÏÍø,Ìýto ask questions,Ìýand provide input.Ìý
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for 91³Ô¹ÏÍø that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resourcesÌý and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with 91³Ô¹ÏÍø faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of rolesÌýand timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
Ìý
2021 Executive Leadership Planning Retreat
Location:Ìý F 30
Date:Ìý June 30, 2021
Time:Ìý 12:00 - 4:00
Agenda details:
12:00 ÌýÌý ÌýLunch
12:30 ÌýÌý ÌýSatisfaction/Mission Review ReportsÌý
- Pace - Todd Mobray
- Noel Levitz - Todd Mobray
- College Brand- Brandon SteinertÌý
- Combined Student Poll Report - Stephanie Joiner
1:30ÌýÌý ÌýMission Review Listening Session- Myrna Perkins
2:15ÌýÌý ÌýMission Review Results - Todd Mobray
2:30ÌýÌý Ìý****BREAK****Ìý
2:45ÌýÌý ÌýGroup Mission Workshop
The College's new Planning Model is in place click on the Strategic Planning Documents links below to review.
91³Ô¹ÏÍø Strategic Planning from
Ìý
Executive Leadership Planning Retreat
Date Thursday June 20th, 2019Ìý- 12:00 PM-4:00 PM
Room L-116 -ÌýÌýÌý
12:00-12:30 - Lunch
12:30-12:35 - Dr. Heilman Introduction
12:35-12:40Ìý- High level who does what
12:40-12:50 - Title III information - Cathie Oshiro
12:50-12:55 - HLC information - Myrna Perkins
12:55-1:00 - College Mission Review Schedule and connection to Board ENDs
1:00-1:05Ìý- Review Strategic Plan Framework
1:05-2:00Ìý- Review last year's goals and discuss next years.
-
New Student Success Goals
2:00-2:15Ìý- Break
2:15-3:30 - FinalizeÌýgoalsÌýand align KPIÌý
3:30-4:00 - Final comments and assignments.
Ìý
Explanation of who does whatÌýand timelines
Ìý
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Ìý
Time-line
Ìý
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
Executive Leadership Planning Retreat
Date Thursday, JulyÌý12, 2018Ìý- 12:00 PM-4:00 PM
Room L-136
12:00-12:30-Lunch
12:30-12:45-
12:45-1:15-KPI's How do we define and measure our outcomes?
1:15-1:30-Break
1:30-2:30- Review last years strategic plan goals. 2:30-3:30-Agree on Strategic Planning Goals and align KPI - Discussion on what 91³Ô¹ÏÍø aspires to become.
3:30-4:00 - final comments and assignments.
Ìý
Explanation of who does whatÌýand timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
Maturity Scales
91³Ô¹ÏÍø Planning Training Fall 2017 & Winter 2018
91³Ô¹ÏÍø Institutional Effectiveness Training-91³Ô¹ÏÍø County Campus
AugustÌý 9th, 2017 8:30 - 11:00a.m. - Student Union
7:45-8:25am-Dr. Hellman - Introduction
8:30-9:00am-Informational Topics - VP Simmons, VP Maddy, VP Dean
9:00-9:30am-HLC Accreditation (,Ìý,Ìý),,Ìý,
9:30-10:00am-, 2 Year Academic & Student Services Plans
10:00-11:00am-
Ìý
91³Ô¹ÏÍø Planning Training-Fort Riley - Grandview Plaza
Monday, October 9th, 2017 9:00-12:30p.m.
9:00-9:15-Dr. Heilman - Introduction
9:15-10:00-Informational Topics - VP Dean, VP Maddy, VP Simmons
10:00-11:30-HLC Accreditation, (,Ìý,Ìý),
,ÌýÌý(Page 4),Ìý, 2 Year Academic & Student Services Plans,Ìý
Ìý
91³Ô¹ÏÍø Planning Training - Fort Leavenworth
Friday February 2nd, 2018 11:00am-2:00pm in Room 20
A light lunch will be provided starting at 11:00am
11:00 - 12:00Ìý- Lunch
11:30 - 11:45Ìý- Dr. Heilman - Introductory remarks
11:45 - 12:45Ìý- Information Topics - VP Dean, VP Maddy, VP Simmons
12:45 - 2:00Ìý- HLC Accreditation,Ìý,Ìý,Ìý
,Ìý,Ìý, 2 Year Academic & Student Services Plans,Ìý.
Ìý
Executive Planning Retreat
Thursday, June 08, 2017 - 12:00 PM-4:00 PM
Room L-136
12:00-12:30-Lunch
12:30-1:00-High level who does what
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Dean Information Services, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership CouncilÌý
DefinesÌý
Defines Core Priorities (4)-No changes until 2017
Defines Goals (8) 2 for each Core Priorities
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops theÌýÌý(Can useÌýÌýor create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of workÌý
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview () and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and FinanceÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
1:00-1:30-ÌýHow do we define and measure our outcomes?
1:30-1:45-Break
1:45-2:45- Review last years strategic plan goals. Beginning this year we will align specific goals with Guided Pathways.
2:45-3:45-Agree on Strategic Planning Goals and alignÌýÌý- What is the Data we need to tell the story we want to tell?
Maturity Scale
Survey Results
Maturity Scale Presentations
Fall Professional Conference Days-Morning
August 10, 2016 - 8:30 AM-11:30 AM
Student Union-91³Ô¹ÏÍø County Campus
Morning Schedule:
8:30-9:00ÌýÌýÌý
9:00-9:30ÌýÌý
9:30-9:35ÌýBreak
9:35-10:00Ìý
10:00-11:30Ìý
The Fall face to face session on August 10 from 8:30-11:30 will be in the Student Union at the 91³Ô¹ÏÍø County Campus -Ìý.
Ìý
Fall Professional Conference Days-Evening
August 10, 2016 - 6:00 PM-9:00 PM
Library L-136 - 91³Ô¹ÏÍø County Campus
Evening Schedule:
6:00-6:30ÌýÌýÌý
6:30-7:00ÌýÌý
7:00-7:05ÌýBreak
7:05-7:30Ìý
7:30-9:00Ìý
The evening face to face Fall session from 6:00-9:00 will be in L-136 Library at
91³Ô¹ÏÍø County Campus -Ìý.
The handouts provided will be:
For those attending remotely, you can click on the links above for copies.
The on-line HLC Core Criteria Maturity Scale is a Word document for people
either face to face or on-line can fill out the document and email toÌýirbibarton@bartonccc.edu
Adjunct Faculty Meeting
August 11, 2016 - 4:15-5:00
T-Building S-118 - 91³Ô¹ÏÍø County Campus
Schedule:
Websites
The evening face to face Fall session from 4:15-5:00 will be in S-118 Library
at 91³Ô¹ÏÍø County Campus -Ìý.
Fall 91³Ô¹ÏÍø Planning Training
Fort Riley - Grandview Plaza
November 04, 2016 9:30 AM-12:30 PM
Courtyard Marriott Convention Center, Junction City
9:30-10:15ÌýÌýÌý
10:15-10:50ÌýÌýÌý
10:50-11:00ÌýBreak
11:00-11:30Ìý
11:30 (lunch)-12:30Ìý
Ìý
Executive Planning Retreat
Thursday, July 14, 2016 - 9:00 AM-1:00 PM
Room L-136
9:00-9:30-High level who does what
Board
- approves Strategic Framework
- receives monthly updates
- provide input
President, VP, Dean of Administration, Dean of Information Services
- Manage strategic development of college’s financial resources
- allocate resources to support critical ongoing operations and special improvement project
Executive Leadership Council
- definesÌý
- defines Core Priorities (4)-No changes until 2017
- defines Goals (8) 2 for each Core Priorities
- Drive Student Success
- Cultivate Community Engagement
- Optimize Employee Experience
- Emphasize Institutional Effectiveness
- develops theÌýÌý(Can useÌýÌýor create new one)
Presidents Staff
- monitors plan monthly
- changes strategic plan when necessary
- manages strategic plan implementation
Ìý
1. VP, Academic Deans & Student Services
- produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
- define support plans (tactical) for Academic/Student Services Plan of work
- shape institutional strategy
- improve processes
- identify both long and short term improvements
- define how limited institutional resources need to allocated
- develop formal performance management plans
Time-line
VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
- These meetings advance the Executive Leadership planning retreat goals
- Produce Academic/Student Services Plan of Work
- Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
- These meetings focus onÌýÌýand critical issues that will influence the future of the college in such areas asÌý
3. All departments conduct reviews/program reviews & strategic budget development January through May
- These reviews focus on Academic/Student Services Plan of Work
4.ÌýDean of Information Services and other leaders
- Monthly brief Board on status of plans and solicit feedback
- Provide planning information at Professional Conference Days, division/department meetings
9:30-10:00-Ìý&ÌýÌýHow do we define and measure our outcomes?
10:00-10:15-Break
10:15-11:15- Review last years strategic plan goals and decide if we want to use theÌýÌýas this years strategic plan goals.
11:15-11:45-Agree on Strategic Planning Goals and alignÌýÌý- What is the Data we need to tell the story we want to tell?
11:45-12:00-Break
12:00-1:00-Working lunch-Title III
Maturity Scales
Training
Maturity Scale Presentations
Planning Documents
Ìý