Information Resources to Support Strategic Planning
Strategic Planning Resources at SMC
SMC
Office of Institutional
Research
A wealth of data on Jacqueline Nagatsuka's page
including SMC
Enrollment Data
SMC College
Policies and
Planning
Including Master Plans for Education and
Technology, Board Policies and Administrative Regulations
District
Planning and Advisory Council (DPAC)
Including agendas, minutes, and documents
Relevant Databases
RAND
California
An extensive demographic database on California and its cities and
counties.
Includes information on California public policy issues, statistics on
business, employment, population, real estate, and crime rates, school
test scores and monthly reports on the California economy.
Professional
Development Collection
Over 550 full-text journals of interest to professional educators,
librarians and education researchers. Offers information on a wide
variety of educational topics ranging from children's health and
development to pedagogical theory and practice. This database also
contains more than 200 educational reports.
ERIC
ERIC, the Educational Resource Information Center contains more than
2,200 digests along with references for additional information and
citations and abstracts from over 980 educational and education-related
journals.
Books in the SMC Library
Relevant Library of Congress Subject Headings
community
colleges
educational
planning
educational
innovations
educational
change
Titles
1,001 exemplary practices: in America's two-year colleges.
Call Number: LB2328 .O54 1994
Location: Faculty
Reserve
California Community Colleges. Task Force for the Chancellor's
Consultation Council. 2005 : a report of the Task Force for the
Chancellor's Consultation Council.
Call Number: LB2328 .C345 1998
Location: Faculty Reserve
McClenney, Kay. Building communities through strategic planning : a
guidebook for community colleges.
Call Number: LB2328 .B9 1991
Location: Stacks
Common ground : exemplary community college and corporate partnerships
/ Larry Johnson, ed.
Call Number: LC1085.2 C66 1996
Location: Stacks
Community colleges : policy in the future context / edited by Barbara
K. Townsend and Susan B. Twombly.
Call Number: LB2328.15 .U6 C655
2001
Location: Stacks
Santa Monica College (Santa Monica, Calif.) Master plan for education :
achieving the Santa Monica College vision.
Call Number: LA245 .S263 2002
Location: Faculty Reserve
Preparing our schools for the 21st century [electronic resource] /
edited by David D. Marsh.
Call Number: ELECTRONIC
BOOK
Location: Online
Sustaining financial support for community colleges / Stephen G.
Katsinas, James C. Palmer, editors.
Call Number: LB2342 .S97 2005
Location: Stacks
Relevant Journals Held by the SMC Library
Community college journal
Latest 5 years to
present in SMC Library's Print
Holdings
Community college journal of research and practice
From 01/01/1997 to 1 year ago in Academic Search Premier and
Professional Development Collection
Community college review
From 03/01/1990
to present
in Academic Search Premier, MasterFILE Premier and Professional Development Collection
Community college times
From
Latest year to
present in SMC Library's Print
Holdings
Community college week
From 07/29/1996
to present
in Academic Search Premier, MasterFILE Premier and Professional Development Collection
Chancellor's Office Resources
Chancellor's
Office Systemwide Strategic Plan
Chancellor's
Office Strategic Planning Background Documents
Chancellor's
Office Inventory of Approved and Projected Programs
Environmental
Scan: A Summary of Key Issues Facing California Community Colleges
Pertinent to the Strategic Planning Process
(July 2005)
Strategic Planning at Other Colleges
Los Angeles
Community
College District Environmental Scans
Pasadena
City College Strategic Directions and Annual College-wide Goals
CSU-LA
Strategic
Planning Coordination Committee
Maricopa
Strategic Plan
Articles on Strategic Planning
Strategic
planning in higher education. By:
Dooris, Michael J.; Kelley, John M.; Trainer, James F.. New Directions
for Institutional Research, Fall2004 Issue 123, p5-11, 7p
Abstract: The
authors present an overview of strategic planning, examine its history
and mystique, and conclude that planning, if properly implemented, can
have a powerful impact on advancing and transforming colleges and
universities.
Applying
ad hoc institutional research
findings to college strategic planning. By: Clagett, Craig A.. New
Directions for Institutional Research, Fall2004 Issue 123, p33-48, 16p
Abstract: Environmental scanning, enrollment forecasting, budget
analyses, and institutional effectiveness assessment are examples of
the explicit contributions institutional research offices make to
campus strategic planning.
Strategic
planning at Carroll Community
College. By: Clagett, Craig A.. New Directions for Institutional
Research, Fall2004 Issue 123, p113-119, 7p
Abstract: Guided by clear
planning principles, and under the custodial care of a governance
council, the model strategic planning process at Carroll Community
College is evidence-driven, connected to budget decisions, and
continuously refreshed.
Models
and tools for strategic planning.
By: Trainer, James F.. New Directions for Institutional Research,
Fall2004 Issue 123, p129-138, 10p
Abstract: The authors present an
overview of strategic planning, examine its history and mystique, and
conclude that planning, if properly implemented, can have a powerful
impact on advancing and transforming colleges and universities.
Integrating
Accreditation into Strategic Planning. Barker, Thomas S.; Smith,
Jr., Howard W.; Community College Journal of Research and Practice, v22
n8 p741-49 Dec 1998 (EJ578003).
Abstract: Examines strategic-planning models developed for higher
education and compares them with accreditation models. States that
accreditation can be integrated into the institution's
strategic-planning process to add unity to the institution's efforts to
effectively serve both internal and external constituents.
Strategic
Planning in Schools: an oxymoron?
By: Davies, Brent; Ellison, Linda. School Leadership & Management,
Nov98, Vol. 18 Issue 4, p461-473, 13p, 3 diagrams
Abstract: This paper
argues that traditional approaches to school planning no longer serve
the needs of schools. In particular, it puts forward the view that
strategy, as applied to school planning, is only of partial use. It
argues that there should be a new way forward for schools seeking to
meet the challenge of effective leadership and management in the new
millennium. This would utilise the concept of 'strategic intent'
encapsulated in a new model which replaces the limited 'school
development planning' framework.
Linking
Strategic Planning, Institutional Assessment, and Resource Allocation:
Paradise Valley Community College's Model. Kranitz, Gina; Hart,
Kenneth R., 1998 (ED421195)
Abstract: As an institution having undergone many changes over the past
13 years in the Maricopa Community College District, Paradise Valley
Community College (PVCC) in Arizona has developed and implemented its
strategic planning process, institutional effectiveness and student
outcomes assessment model, and resource allocation (budget) process
over the last 5 years. The introduction to this paper notes the
structure and size of both the Maricopa District and PVCC, and provides
a summary of PVCC's 10-year accreditation by the North Central
Association. The paper explains the relationship between the strategic
planning process and assessing institutional effectiveness and student
outcomes, and ties these processes back to the budget allocation
process. In addition, the content describes the functions of key
personnel in the development and implementation of the strategic
planning and budgeting processes and the model assessing institutional
effectiveness and student outcomes over the past 5 years, as well as
the evolving activities of these personnel. The conclusion provides
lessons learned and still being learned from the development and
implementation of these processes.
Strategic
Planning in Practice: An Analysis of Purposes, Goals, and Procedures.
Conley, David T., 1993 (ED358530)
Abstract: Findings of a study that examined the application of
strategic planning in American school districts are presented in this
paper. Methodology involved content analysis of the strategic plans of
79 school districts throughout the United States, focussing on their
mission statements, core beliefs and parameter statements, and
objectives and strategies. Findings indicate that school districts do
not distinguish in practice among the technicist, political, and
consensual planning processes. Conclusions, supplemented by a survey of
the school districts, are that: (1) interactive planning methods need
an organizational context that supports continued dialog; (2) strategic
planning appears to be a useful tool for school-community
communication; (3) most districts' interactive planning models
exhibited an incongruence between mission statements and strategies;
(4) the planning process contained inherent conflicts of interest; and
(5) a fine line exists between political and rationalist elements in
strategic planning. Six figures are included.
Making
Strategic Planning Work with Numbers: Responses to Enrollment Decline.
Halfond, Jay; Diffenbach, John, 1992 (ED359855)
Abstract: This paper addresses the problem of shaping new strategies in
the face of current enrollment declines at many colleges and
universities. It describes an approach that applies a long term
planning model that can incorporate the short-term realities of lower
enrollments and budget constraints with projections for new strategic
initiatives. The paper notes that too often the immediate budget
pressures pushes creative strategic planning aside, therefore, it is
necessary to have some sort of linkage in the planning process between
long range strategic alternatives and the immediate market demands and
budgetary realities. This article describes an approach to linkage that
focuses on attaching numbers to strategic ideas. The paper argues that
ideas are empty if not grounded in a pragmatic context where enrollment
and financial projections can be intermingled with strategic factors to
simulate a variety of future scenarios. The planning model presented
assists a dean in anticipating the college's future while forcing a
disciplined and comprehensive perspective of strategic alternatives. A
sample simulation is provided following discussions of the model's
construction, usage, and outcomes.
Results
of the Survey of RP Group Members: An Element in Strategic Planning for
the Research & Planning Unit. Hom, Willard; California
Community Colleges, Sacramento. Office of the Chancellor., 2003
(ED475981)
Abstract: This document focuses on a stakeholder survey for a research
unit. Although it covers just one part of the overall planning process
that the Research & Planning (RP) Unit at the California Community
Colleges Chancellor's Office, the researchers did survey other groups
in the strategic planning effort. The stakeholder survey focused on
four general propositions relating to RP's strategic planning: (1)
factors that contribute to overall satisfaction with RP Unit
performance; (2) simple performance ratings of the RP Unit; (3)
institutional researchers at the community colleges perceive many
different system-level needs; and (4) institutional researchers at the
community colleges perceive specific areas of research need that the RP
can or should address. RP staff created a brief questionnaire for
implementation as an e-mail survey. The questionnaire had six items to
be rated and three open-ended questions. The six items were (1)
credibility; (2) responsiveness; (3) analytic capability; (4) clarity
of communication; (5) relevance; and (6) overall satisfaction. The
numeric ratings came from 30 to 34 respondents, depending on which of
the six ratings dimensions is considered. The responses came from a
listserv of approximately 200, for a response rate of 19.5%.
Strategic
Planning for a New Century: Process over Product. ERIC Digest.
Howell, Elaine; ERIC Clearinghouse for Community Colleges, Los Angeles,
CA., 2000 (ED447842)
Abstract: This digest compares long range planning with strategic
planning in the community college, focusing on examples of colleges'
strategic planning processes and on the future of strategic planning.
Long range planning tends to be static, focusing on developing a plan
based on what has already happened, while strategic planning emphasizes
process over product, focusing on long-range thinking rather than a
long-range plan, exploiting new and different opportunities as they
emerge. Strategic planning starts with environmental scanning, a
process of studying the external environment via newspapers, literature
and periodicals for emerging issues that pose threats or opportunities
to an institution. Evaluation of these issues is followed by trend
forecasting, goal setting, and implementation and monitoring of
results. The strategic planning process of the future will require a
new organizational culture--one with decentralized decision making,
collaborative governance, structure and systems aligned with
institutional values and goals, and the ability to thrive on chaos.
Contains 13 references.
A
Strategic Planning Workbook. Austin, William; Salem Community
Coll., Carneys Point, NJ., 1999 (ED425791)
Abstract: This workbook outlines the Salem Community College's (New
Jersey) Strategic Planning Initiative (SPI), which will enable the
college to enter the 21st Century as an active agent in the educational
advancement of the Salem community. SPI will allow college faculty,
staff, students, and the local community to reflect on the vitality of
the college and its current and future relationship with all of its
stakeholders. The strategic planning process will establish a set of
eight planning teams: (1) academic assessment and program review; (2)
community/customized education; (3) enrollment management and
recruitment; (4) facilities; (5) financial planning; (6) information
technology; (7) institutional advancement; and (8) student retention.
Included in the workbook are four sections: (1) overview of the
strategic planning process; (2) vision, mission evaluation and
development; (3) meeting guidelines for strategic planning, which
include information gathering and exploring, identifying and assessing
alternative actions, creating criteria for choosing alternatives for
action, and proposal development and planning; and (4) strategic plan
format (template). Appendices A through D provide general expectations
and principles that guide the planning process, a glossary of SCC
strategic planning, tips on writing proposals and plans, and a sample
meeting evaluation form.
Strategic
Planning in Community and Technical Colleges: A Survey of Four Southern
States. Greer, Linda Bartlett, 1999 (ED464676)
Abstract: This study analyzes some of the factors and processes which
may influence strategic planning at technical and community colleges
within four southern states: Florida, North Carolina, South Carolina,
and Texas. The investigation examined 59 colleges in terms of four
areas: (1) demographics of the institutions; (2) policies, practices,
and size of planning teams; (3) software tools used in strategic
planning; and (4) characteristics of the chief executive officer (CEO).
Approximately half of the colleges used software tools for strategic
planning (41%) and the other half was either in the process of
obtaining them (8%) or did not use them at all (51%). There was an
extremely wide range in the size of colleges, the size of planning
teams, and the CEO scores. Most colleges claimed to do college-wide
planning every year or every two years and had strategic planning goals
that were closely aligned with the mission and vision of the college.
An analysis of variance for CEO scores indicated no significant
differences among the institutions in terms of goal attainment. The
only statistically significant finding was that colleges with
well-written strategic planning guidance documentation tended to
exhibit a higher goal attainment level. (Contains 17 tables, 2 figures,
and 55 references.)
Strategic
Planning Process Resource Manual. Mohammadi, John; Capital
Community-Technical Coll., Hartford, CT., 1997 (ED431442)
Abstract: Capital Community-Technical College (CCTC) (Connecticut) has
developed a comprehensive institutional effectiveness model that will
guide the college toward the year 2002. Its primary purposes are to
improve the quality of decision making, to enhance the quality of its
students' outcomes, and to improve the effectiveness of the institution
in fulfilling its stated goals and missions. This document provides
comprehensive factual trends and information about the state of
Connecticut, CCTC's service region, the student population, and the
curriculum profile at the college. The report includes six major
sections: (1) an overview of institutional strengths and concerns; (2)
CCTC's mission, vision, strategies, and priorities for the 21st
century; (3) CCTC's approved planning, assessment and evaluation
process; (4) summary results from an environmental scanning workshop
held to identify critical trends that will impact the college in the
next five years; (5) comprehensive data on the social and economic
status of the state and the college's service region; (6) detailed
information on student demographics. This document is a tool for the
strategic planning committee to use in examining the socioeconomic and
demographic changes over time and to help identify patterns for the
future of Capital Community-Technical College.
A
New Paradigm for Community Colleges: A Strategic Planning Issue.
Barr, Robert B., 1993 (ED359997)
Abstract: California's community colleges face tremendous challenges,
from diminishing fiscal resources to increasing student diversity. To
meet these challenges, community colleges may have to transform how
they think about themselves. Organizational restructuring in two-year
colleges requires the adoption of a new paradigm about the nature of
community colleges. The key assumption in the existing paradigm is that
the purpose of community colleges is "to provide instruction." The
proposed new paradigm is based on the declaration that "to produce
learning" is the purpose of community colleges. Under the old paradigm,
community colleges are judged not on the basis of their output, but on
the basis of inputs. The focus on instruction, rather than on learning,
has made educational innovation suspect. Once this key assumption of
the old paradigm is recognized, it becomes easier to recognize and undo
the corollary assumptions. Under the old paradigm, faculty were
primarily teachers providing classroom-based instruction. Under the new
paradigm, faculty become designers and managers of learning experiences
and environments. The new paradigm calls on colleges to judge their
success not on the quality of instruction but on the quality of
learning, allowing for fulfillment of the student outcomes
accountability movement. Under the old paradigm, productivity is
defined as cost per hour of instruction per student, while under the
new paradigm, it is defined as cost per unit of learning per student. A
table lists and compares assumptions of the old and new paradigms in
the seven categories of mission, purposes, criteria for success,
structures, means to ends, nature of roles, and learning context.
Strategic
Planning, Operational Planning, and Measures of Effectiveness: An
Integrated Model. Donsky, Aaron P., 1992 (ED353026)
Abstract: While various paradigms exist for planning in two-year
colleges, from master planning to quality circles, three major elements
invariably appear in planning activities: strategic or formal planning,
operational planning, and effectiveness measures. Strategic planning
attempts to systematically assess an institution's relationship with
its external environment, relating internal strengths and weaknesses to
external threats and opportunities. Operational planning, or planning
at the level of organizational units, attempts to channel institutional
activities in the areas of finance, facilities, enrollment, human
resources, and organization. The institutional effectiveness element
measures how well a community college performs its missions relative to
the needs of its constituency, making effectiveness measures unique to
each institution. However, these three elements cannot be pursued
separately. One approach to combining them is the Integrated Planning
Effectiveness Model (IPEM), producing a methodology that avoids
duplication of effort and leads to one all-encompassing effectiveness
document for an institution. In an IPEM, the institutional mission
statement is the initial point of departure, linking the separate
processes of strategic and operational planning. Further, each
organizational unit performs both types of planning. Both strategic
effectiveness measures, as well as operational effectiveness measures,
become incorporated into one institution-wide effectiveness/action
document. A review of planning paradigms and a list of references are
included.
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