The Learning-Centered Initiative

Strategic Plan 2008-2013

In May, 2006, the College Planning Council recommended a plan to the President for future strategic planning cycles at Valencia through the year 2025. The cycles were designed to complement the existing accreditation cycles with the Southern Association of Colleges and Schools (SACS) and would integrate strategic planning into all college processes.

Work on the first cycle, the Strategic Plan for 2008-2013, began in earnest in the Fall of 2006. The Data and Situational/Needs Analysis Task Force gathered internal and external data about both community and college needs and presented an analysis overview to share with the college on Learning Day, Oct. 31, 2006.

Integrated Strategic Planning

"Defining and Delivering Measurable Value: a Mega Thinking and Planning Primer," by Roger Kaufman. Performance Improvement Quarterly , 18(3), 6-16.

The concept of Mega thinking places the focus for strategic planning on the value an organization delivers to society. This fundamental shift, from the usual focus on internal means and processes, broadens the entire planning process by generating goals that are clear to all stakeholders, eliciting measurable outcomes, and creating plans that are flexible and sensitive to future change.

Three guides direct the processes of Mega thinking. The Organizational Elements Model (OEM) aligns institutional elements (outcomes, outputs, products, processes, and inputs) with identified levels of planning, and helps to identify the questions an institution should ask to define the societal results - the shared vision. Kaufman's Six Critical Success Factors provide a framework for creating the process for strategic planning at the Mega level, and lead to identifying gaps between current results and societal "need," a vital component in planning for results. Finally, the Six-step Problem Solving Model offers a practical guide for closing those institutional gaps from current results to desired results.

The strength of the Mega Planning paradigm is its focus on results visible to the environment external to the organization, and keeping a clear vision of those desired results during the entire improvement process, from planning, implementation, and assessment. By focusing on desired external results, organizations can become a more proactive force for positive change to immediate stakeholders and to the future.

 

Strategic Planning Organizational Structure

All committees and task forces report to the College Planning Council

  • Planning Steering Committee (10 members)
  • Planning Committee (28 members)
    • Task Force 1: Situational/Needs Analysis
    • Task Force 2: Mission, Vision, Values
    • Task Force 3: Strategies, Goals, Objectives
    • Task Force 4: Communication
    • Task Force 5: Evaluation

Initial Planning Cycle Documents

  • Organizational Chart for Strategic Planning
  • Strategic Planning Timeline
  • Draft Principles
  • Plan for Planning - recommended by the College Planning Council, May 2006
  • Charges of the Strategic Planning Task Forces

 

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