LOS ANGELES COMMUNITY COLLEGE DISTRICTSTRATEGIC PLANNING KICK-OFF The Road To Strategic Plan 2012 - 2017 May 24, 2011
VISION 2017 Next ExitRoad To STRATEGIC PLAN 2012-2017 AGENDA
AGENDA Chancellor’s Welcome and Introductions Committee Charge, Vision, and Timeline Status and Evaluation of the Current Strategic Plan Follow-up Accreditation Action Plans
OBJECTIVES Reach consensus on the timeline and vision Review and validate evaluation of the 2006-2011 plan Reach consensus on those parts of the old plan we want to keep Agree on who owns the follow-up accreditation action plans and the timeline for completing it.
COMMITTEE CHARGETo develop a comprehensive strategic plan for the LosAngeles Community College District that will articulate ashared mission and vision for the nine LACCD colleges andestablish a clear series of District goals, implementationstrategies, and benchmarks that can be used to guide localcollege planning efforts.
STRATEGIC PLANNINGStrategic planning consists of theanswers to a series of questions:Mission: Who are we? What is the LACCD about?Vision: Where do we want to go?Goals: What do we need to do to get there?
FUNDAMENTAL QUESTIONS•Where are we now? (Assessment)• Where do we need to be? (Gap / Future EndState)• How will we close the gap? (Strategic Plan)• How will we monitor our progress? (OutcomeMeasures)
10 STEP Process1. Planning Process2. Initial Assessment3. External Scan and Analysis4. Internal Scan and Analysis5. Preliminary Report on Planning Themes6. External and Internal Focus Groups and Online Forum7. District-wide Strategic Goals8. District-wide Strategic Initiatives9. Links to College Strategic Plans10.Periodic Assessment Process
COMMON ERRORS• The assumption that you can do without a strategic plan, and figure itout as you go along.•Creating a strategic plan without the participation of the peoplewhose buy-in is needed for it to become a reality.•Making decisions about the content of a strategic plan withoutconsensus.•Having a strategic plan focus on short term problems, or problemsthat can be solved quickly or relatively easy.•The strategic plan is too wordy, general or abstract.•Stopping with vision and not following up with strategies and actionplans.
STATUS OF THE CURRENT PLANBackground to 2006-11 DistrictStrategic Plan•Developed in 2005•Response to accreditation need•Set up planning framework including:•Cycle of activities and reports•Oversight District Planning Committee• (DSP)•Developed 5 goals and 33 objectives•Utilized a variety of outcome measures•Example: Effectiveness Report
STATUS OF THE CURRENT PLAN•Conducted summative assessment andscore card (handouts)•DPC Recommendations•Continue Goals and Objectives
Recommendations for 2012 planLimited number of goals and objectivesPrioritize goals (e.g., fiscal stability, studentsuccess)Consider goals more closed related toLACCD core missionUtilize common and well understoodmeasuresAssociate outcomes with intentionalactionsBe able to track and reporting onoutcomes (including showing results ofthese) Tracking system (IES)Less prescriptive overall
For Each GoalIn In 2011, does this goal and the objectives stillIn 2011, does this goal and the objectives stillmake sense? If so, what three objectives wouldyour group recommend keeping?What additional questions or outstanding issuesneeds to be addressed before a decision tokeep this goal for our next Strategic Plan can bemade?2011, does this goal and the objectives stillmake sense? If so, what three objectives would
Reporting Out At the end of the activity, each group will report out the key highlights of their discussion If your group did the same goal, we will ask you to add your input These will be compiled for future reference
Identify Roles in your Group Organizer: keep everyone on track Note-taker: fill out the forms Reporter: report out orally at the end Timekeeper: keep track of time