STRATEGIC
PLANNING
Introduction, Process
And Plan
A DEFINITION
 Strategic Planning is a formal process
designed to help an organization identify
and maintain an optimal alignment with the
most important elements of its
environment.
HOW STRATEGIC PLANNING
DIFFERS FROM
CONVENTIONAL PLANNING
 Major Difference:
– Conventional: involves setting of goals
and development of steps to achieve.
– Strategic: involves aligning an
organization with its environment.
HOW DIFFERS (cont.)
 Other:
– Conventional: Identifies specific items
that an organization expects to achieve
within a specific time frame.
– Strategic: Identifies directions and states
of being that generally lack specificity.
HOW DIFFERS (cont.)
 Strategic planning offers the context for
conventional planning.
 Strategic planning deals with how we want
to view ourself in contrast to others at
some point in the future -- defines the
niche we wish to carve out for ourself.
AN OVERVIEW OF THE
PROCESS
STRATEGIC PLANNING
PROCESS
 Develop key performance outcomes
 External environmental assessment
 Internal environmental assessment
 Analyze Strengths, Weaknesses,
Opportunities and Threats in terms of
impact on key performance outcomes.
 Brainstorm possible directions and
evaluate impact of each idea on each KPO.
 Formulate strategies, mission, goals and
objectives
MOST SIGNIFICANT
OPPORTUNITIES
 Strong economy
 Rapidly changing
world/prevalence of
technology>new
programs new methods
of delivery & new
audiences
 Increase in students going
to college>capture growth
dollars
 Technology>greater
interdisciplinary
collaboration/integration
of services
 More grant dollars
available>college poised
to attract
 Need for basic skills
development
 Need for technology
professionals in workforce
 Shortage of trained
workers >higher rate of
job placement & increase
workforce programs
 Need for K-12 teachers
>teacher preparation
MOST SIGNIFICANT
THREATS
 Multiple external forces
on all>loosing focus on
student centeredness
 Competition from
others/flashy status of 4year colleges can
negatively impact our
enrollment numbers.
 Cyclical nature of
economy
 Excessive categorical $$$
impact ability of college to
determine how best spend
 Shortage of qualified
managers and faculty
 Rapidly changing
technology, high cost of
maintaining IT & lack of
state funding
 Greater student demands
on faculty, pressure to be
all things to all>drive
people out of profession
 Increased mandated
services without adequate
funding.
MOST SIGNIFICANT
STRENGTHS
 Emphases on student
success and IT
 Comprehensiveness,
variety and quality of
academic programs
 Quality and variety of
student services.
 Entrepreneurial spirit
 Strong workforce
preparation programs
 High quality of
instruction
 Quality of staff/faculty
preparedness
 Level of communication
at all levels
 Location and appearance
of campus
 Reputation as a leader
 Emphasis on marketing
and enrollment
management.
MOST SIGNIFICANT
WEAKNESSES
 Lack of sufficient fiscal
resources
 Lack of mechanism to
track students
 Weak on procedures and
evaluation of such
 Basic skills not as
successful as like to be
 Tension between
vocational and academic
 Lack of space &
inefficient use of
 Under utilization of
student services programs
and lack of EdPlans
 Insufficient number of
counselors
 Lack of clarity re IT
competencies
 Personnel challenges:
tenure, peer review, resist
retraining.
A PROPOSED STRATEGIC
PLAN FOR CERRITOS
COLLEGE
2001 – 2006
GOALS
I.
Increase retention, transfer, completion and job
placement rates.
II. Increase enrollment while meeting the needs of
the communities we serve.
III. Increase job placement rates and broaden the
Contract Education program.
IV. More fully integrate Information Technology
into programs & operations.
V. Provide adequate support to achieve the Plan.
I. Increase retention, transfer,
completion and job placement
rates.
 Development of a comprehensive,
integrated basic skills program.
– Integration of math, English, reading,
counseling and SCANS
– Better integration of IT in the basic skills
process.
– Integration of basic skills into regular
curriculum.
– Development of a first year program.
 Development of mutually supportive
communities of interest or cohorts.
– Collect the best practices for creating
communities in the classroom
– Encourage and assist faculty in developing such
communities.
 Counseling Services
– Be more prescriptive re students accessing
elements of matriculation
– Provide access in the evenings & on weekends.
– Increase percentage of students with an EdPlan
– Integration of counselors into Basic skills
program.
 Increase the quality of instruction
– Continuing development of courses and
programs in order to keep current and
discontinue non-relevant courses.
– Encourage interdisciplinary courses.
– Encourage development of courseware for
alternative delivery methods.
– More and better integration of IT into courses
in a pedagogically sound manner.
– Faculty/staff development that assists them in
keeping up with changes in business &
industry.
– Actively recruit qualified faculty.
II. Increase enrollment while
meeting the needs of the
communities we serve.
 A. Program Development
– Offer an A.S. degree
– Expand weekend college and facilitate growth
of PACE program.
– Enhance and build non-traditional and
alternative offerings and schedules
– Expand college-bound program.
– Offer a B.A. degree in teaching.
 B. Enrollment Management
– Formalize/institutionalize the enrollment
management process.
– Do a continuous environmental scan in order to
understand the needs of the region served.
– Maintain and improve outreach to middle and
secondary schools and promotion of collegebound program.
– Continue to develop program-based and
institutional marketing and recruitment tools.
– Expand use of off-site facilities for college
courses.
III. Increase job placement rates
as well as the number of
workforce and job training grants
and broaden contract education.
 Make sufficient resources available to assist
faculty in keeping up to date in their areas.
 Increase outreach to business and industry.
 Close gap between our trained students and
needs of business and industry.
 Institutional tracking of job placement and
promotion.
IV. More fully integrate
Information Technology into
college programs and operations
 A. Processes/Practices
– Identify present college practices/processes
and, after review, reengineer these processes in
the light of the potential of IT.
– Study best practices in industry and education
in order to learn how to integrate IT into
college processes.
– Develop a plan and timetable to implement.
– Move towards an enterprise solution.
 B. Standards/Competencies
– Investigate and develop minimum IT
standards/competencies for students, faculty,
staff and make IT competency a required part
of the curriculum .
– Provide sufficient IT support.
V. Provide adequate support to
achieve the plan
 A. Training
– Provide training to faculty for doing academic
and career advisement.
– Faculty/staff development that assists them in
keeping up with changes in business & industry
– Provide training for department chairs in
leadership, diversity, cohort development and
student advisement.
– Provide support and mentoring for faculty and
administrative staff.
 B. Diversity
– Provide legitimate diversity training for
screening committees.
– Formalize consistent practices for process
monitors on screening committees.
– Share with screening committees goals
regarding diversity.
– Outreach to part-time and non-employees
regarding how to do resumes, interview, etc.
– Develop links with community based and
religious organizations for recruiting faculty,
staff, and students.
 C. Facilities, Resources and Planning
– Strengthen the Planning/Budgeting Committee
– Establish priorities for budgeting and planning
through the shared governance process and
publish the results.
– Have open communication for priorities for
budgeting and planning and for changes in
priorities.
– Plan for growth.
– Find alternative sources of revenue for IT.
– Integrate our Master Plan into State facilities
plan.
Members of the Strategic
Planning Committee

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Dr. Morgan Lynn
Donna Miller
Dr. Erlinda Martinez
Peter Hardash
Bob Chester
David Fabish
Linda Clegg
Don Sewell
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Bob Hughlett
Donna Jones
Pam Walker
Randy Peebles
Bob Colgan
Ana Torres-Bower
John Grindel
Toni Ann Sallade
Contact Information
 Strategic Planning Web Site:
www.cerritos.edu/sp
 John Grindel:
– X2226
– Jgrindel@cerritos.edu