Diane Dann, Director, Institutional Advancement. Crai

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Lane Community College
Strategic Planning
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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)

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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

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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.

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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.

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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.

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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.

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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
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Presentation of the draft Strategic Plan.
Context for planning

• Philosophy
• Objectives
• Processes

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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.

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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.

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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.

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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.

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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.

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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.

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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)

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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.

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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.

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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.

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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.

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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?

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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.

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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

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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.

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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
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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
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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.

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The Strategic PlanOutline a 4 section plan.

• Vision, Mission, and Core Values Statements
• Operating Principles
• Critical Issues
• Strategies, Goals, Objectives

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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.

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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.

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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.

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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.

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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.

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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?

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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?

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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?

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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.

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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.

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In Conclusion

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