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2.  The process of collecting, analyzing, and
distributing information for tactical and
strategic purposes.

3.  To provide strategic intelligence by evaluating
potentially significant environmental changes
◦ Conveys both current environmental status and how it is
changing  trends
◦ Alerts planners to trends that are converging, diverging,
interacting, accelerating, or decelerating
◦ Ideal end-goal: allows for adaptive planning before these
trends occur or fully develop

4.  Often refers only to the environment that is
external to the organization
(also called the macroenvironment)
 Good strategic planning requires information on
internal organizational factors, so whenever
possible include these also
(unless obtained in separate processes)

5.  One cycle in the strategic planning process

7. Ad Hoc Periodic Continuous
General
Character
-istics
 Usually performed in response
to crisis
 Not as in-depth
 Forecasts are more short-term
 Tied to planning cycle
(e.g., every 3 years)
 In-depth
 Forecasts 5 to 10 years
 Also called Continuous Learning
 Structured, in-depth data collection
and analyses by dedicated staff
 Data gathered is more
comprehensive
Pros
 Allows for quicker turn-around
of scan results
 Lower commitment of resources
over time
 Predictable frequency
allows for appropriate
budget planning
 Frequency provides timely
information gathering for
planning
 Planning is proactive…
 Dedication of time by researchers
allows incorporation of data from
more sources
 Provides planners with more
comprehensive information
 Informs planners of critical changes
sooner
 Plans can be adjusted or adopted
more proactively
Cons
 Data can be more superficial
 Results may address immediate
issues, but are less
generalizable
 If only conducted in response to
crises, indicates lack of
organized institutional planning
efforts
 Planning response is reactive
 Reaction to unforeseen
changes in environment
(e.g., onset of recession)
may require Ad Hoc scan
to supplement information.
 Planning response is then
more reactive
 Requires ongoing institutional
commitment of resources (funding,
personnel, and time)

8.  Depends…
◦ Type of scan (Ad hoc, Periodic, Continuous)
◦ Your institution’s relationship to its service area
◦ How the scan information will be used
 Things to consider including:
◦ Customer analyses
 Current and potential students
 Current and potential students’ parents
 Current and potential employers
 Other institutions of higher education (for transfer students)

9.  Community relations
◦ Community satisfaction
◦ Community needs assessment
 Competitors
◦ Other public and private CCs,
universities, and technical colleges
 Campus (& District) Climate
◦ Students
◦ Staff
◦ Faculty
◦ Administration
 Macroenvironment: STEEP
◦ Socio-cultural
 Demographics
 population size and distribution
 age distribution
 education levels
 income levels
 race and ethnicity
◦ Socio-Cultural (continued)
 Attitudes about higher education
 Cultural shifts
◦ Technological
 New products and services  training
opportunities
 New manufacturing processes
 Infrastructure changes
◦ Economic
 Industry/career demand and decline
 Unemployment
 Inflation
◦ Environmental/Ecological
 New industry opportunities
◦ Political
 Political climate/stability
 State budget deficit or surplus
 Changes in legislation

10.  Rate factors on two dimensions:
◦ Potential impact on your institution
◦ Probability of occurrence
 Look for changes in current trends
 Look for potential interaction effects between
factors.