2016-2017协同战略规划流程
背景
学院在2010-2011学年完成了战略规划过程。 The plan, titled Essential Engagement, provided direction for the institution through the beginning of its sesquicentennial year, 2017. Yearly progress reports for this plan are available at /about/president. During the 2016-2017 academic year a planning process will result in a five-year plan to provide vision and guidance through spring of 2022.
策略策划委员会
The 策略策划委员会 (SPC) was selected to provide broad representation for the campus community, including external and alumni constituents. The committee will be chaired by the President who will be supported by the Director of Assessment, the Director of Marketing and Communication and the Secretary to the President. The committee will evaluate and make suggestions for improvement to the planning process, serve as communication links to the campus community and based on feedback draft a plan for consideration by the campus community.
协同规划过程的一般结果
The planning process will result in a shared understanding of who we are as expressed through our mission, vision and core values. Out of the process two to four transformational goals will be identified supported by three to five strategies each. Each strategy will have specific initiatives. The plan will fit within the context of the Nebraska State College System Strategic Plan. It will set a vision and direction for the institution over the next five years while positioning the institution for success many years into the future.
具体过程结果
- 重新考虑愿景和价值观。
- 优势、机会、抱负和结果。
- 通过社区讨论达成目标和策略的共识。
- 制定了转型目标（2到4个目标）。
- 为每个目标（3到5个）列出策略。
- 确定HLC质量倡议的潜在项目和主题。
- 为完成每个战略而选择的主动性。
- 高等教育最佳实践纳入计划。
- 为每项战略和倡议确定的评估和措施。
- 单位计划概述，以支持机构的战略计划。
- 制定了持续测量和评价的计划。
- 提供将计划、评估和预算联系起来的方法文件。
- 战略规划过程的文件记录。
协同战略规划过程目标
- Conduct a collaborative, open, and transparent planning process that builds consensus and promotes maximum participation where all voices are heard.
- 通过关注我们的共同使命来建立社区。
- 使用数据来定义现实并推动决策。
- 对学院的优势、机会和抱负有清晰的认识。
- Develop a common understanding and commitment to the College’s mission, vision and values.
- 让校园社区参与讨论高等教育的最佳实践。
- Empower the campus community to create measurable solutions and plan a vibrant future using continuous improvement.
- Further refine an understanding of the College’s strengths and distinctiveness to inform branding and marketing.
- 与校友和外部成员一起重新激活校园所有权。
- Consider strategies for the short-term future (3 to 5 years) while positioning the institution for long-term success (10 to 25 years).
过程概述
Phase One – Prepare
Who: President/SPC/Senates/President’s Council/Cabinet
Action: Develop process goals, process and timeline for creating a strategic plan.
Phase Two – Analyze
Who: SPC/Campus Community/Director of Assessment
Action: Analysis of strengths, opportunities, and aspirations, higher education best
practices, internal trends, external demographics, current strategic plan outcomes,
and current vision and values.
Phase Three – Create
Who: SPC
Action: Based on information gathered, identify themes and draft goals, strategies,
initiatives, vision and values.
Phase Four – Discuss/Prioritize
Who: SPC/Campus Community
Action: Feedback and discussion on drafts facilitated through area and town hall meetings.
Phase Five – Revise
Who: SPC
Action: Based input from campus community, develop final versions of goals, strategies,
initiatives, visions and values.
Phase Six - Share and close the loop
Who: SPC
Action: Share strategic plan with rationale for priorities and direction.