slides oct04

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Education

Published on June 19, 2007

Author: The_Rock

Source: authorstream.com

Strategic Planning at Portland Community College:  Strategic Planning at Portland Community College – A Blueprint for the Future – Why is planning necessary?:  Why is planning necessary? Planning collegewide is not an option—it is a necessity. With limited resources, heightened public scrutiny and increased demand for education and training, what we do now to prepare for the future will reap benefits that generations of district residents will enjoy. Jesus 'Jess' Carreon Former President Portland Community College What is the PCC Educational Master Plan ? :  What is the PCC Educational Master Plan ? The Educational Master Plan (EMP) is a strategic guide for the college that Helps us achieve college goals Clarifies core functions of the college Provides a context for campus and department planning Serves as a yardstick for decision-making Establishes benchmarks for success Enables us to link plans to the allocation of resources Provides for greater community understanding of where we are heading in the future Basic foundation of the EMP :  Basic foundation of the EMP The Educational Master Plan builds on college Vision, Mission, Values and Goals statements that are already in place. Outcome: A comprehensive planning document:  Outcome: A comprehensive planning document The EMP includes strategic directions and action plans to guide the college in seven key areas: Educational Programs and Services Student Access and Development Community and Economic Development College Workforce Fiscal Affairs Technology Facilities Outcome: Process to use the plan and keep it current:  Outcome: Process to use the plan and keep it current Once the EMP is fully implemented, it will provide a process to Monitor progress toward goals Provide useful information about internal capacity and performance Promote continuous improvement Communicate results Review and update planning assumptions Revisit and update the plan on a regular basis Outcome: A planning culture:  Outcome: A planning culture Perhaps the most important outcome of this process is the development of an institutional culture committed to planning and built on-- Consensus around the need for planning Orientation to strategic thinking Belief that people can be successful in achieving their objectives General planning timeline:  General planning timeline Phase 1 – Develop the planning framework: Blueprint for the Future Phase 2 – Move from Blueprint to Educational Master Plan (EMP) Phase 3 – Implement the Educational Master Plan: Areas of Institutional Focus What’s been done so far? Phase 1:  What’s been done so far? Phase 1 Nov 2001-Mar 2002: Environmental scanning sessions featured speakers on the following topics-- Legislative and fiscal environment Economic and labor market trends Population and demographic changes Technology trends Issues facing higher education in general and community colleges in particular Phase 1, continued:  Phase 1, continued Apr-May 2002: Forums with community leaders 8 meetings were held throughout the district with leaders from business and industry, civic, educational and community-based organizations. The forums were facilitated by President Carreon and provided valuable information about what the college can do to serve district residents. May 2002: Institutional Climate survey An on-line survey obtained feedback from staff about the college mission, organization and working environment. Phase 1, continued:  Phase 1, continued May 2002: Planning retreat The district planning retreat held on May 31 focused on key messages from the environmental scans, community forums and institutional climate survey. Participants identified institutional characteristics and core competencies and talked about possible future direction for the college. Attendees included managers and representatives from faculty, academic professionals and classified staff. Phase 1, continued:  Phase 1, continued Jul-Sept 2002: Planning Task Force Over the summer, the Planning Task Force drafted Strategic Directions and Action Areas that form the ‘blueprint’ for the EMP and developed a plan for collegewide and community review of the draft. Task force members included the president and campus deans, faculty and classified staff, and students. Phase 1, continued:  Phase 1, continued Fall 2002: Review and approval College, staff, students, and community leaders reviewed a draft of Blueprint for the Future: Strategic Directions and Actions. Substantial revisions were made based on input from staff, and in December 2002, the PCC Board formally approved the Blueprint. Phase 2: District Planning Council:  Phase 2: District Planning Council Following approval of the Blueprint document, a District Planning Council was appointed.* Initially, the work of the Planning Council focused on completing the Educational Master Plan. On an on-going basis, the Council regularly reviews information about the external environment, monitors progress of the plan, updates the plan and recommends new priorities for institutional focus. *You’ll find a list of current members on the Planning web site. Phase 2: EMP Activities:  Phase 2: EMP Activities In March 2003, Planning Task Groups (approximately 125 faculty and staff) participated in a one-day work session to recommend major activities for each Key Area of the EMP. The Planning Council reviewed and prioritized Task Group recommendations and identified leaders for all ‘High’ priority activities. The President’s Cabinet subsequently identified 25 of these high priorities as Areas for Institutional Focus during 2003-04 and 2004-05. Phase 3: Implementation:  Phase 3: Implementation In Fall 03, we began the most important phase of the planning process—implementing the EMP. Campuses, departments/programs and college committees started to incorporate EMP priorities into their operational plans and goals and began (or continued) work on areas of institutional focus. The District Planning Council drafted connections between planning and budget development activities; further discussion by Cabinet helped to refine and clarify how these two processes work together. In Spring 04, activity leaders reported on progress for each Area of Institutional Focus. Next steps….:  Next steps…. During 2004-05, under the leadership of President Pulliams, we will Undertake several new strategic initiatives that address current Areas of Institutional Focus. Begin a 3-year cycle to review and update each Key Area of the EMP Blueprint document. Revisit the Indicators of Institutional Effectiveness and establish new performance measures where necessary. The planning ‘journey’:  The planning ‘journey’ Over time… The plan will change--and become more focused. Thinking will change--and become more strategic. Institutional culture will change--and become more oriented to planning for the future.

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