Strategic Planning Timeline Details

Summer 2017

  • The SFCC Strategic Plan is updated annually to ensure that we are focusing on our highest priorities. This year we further integrated the process to ensure that we are responding to documented needs. A matrix was created that included priorities that have arisen from the AQIP accreditation process and our work through initiatives such as Achieving the Dream and the Santa Fe Birth to Career collaboration. It also included issues that arose through the Employee Satisfaction Survey, the Student Satisfaction Survey, the Graduation Survey, etc. The Executive Team reviewed the matrix and gave their recommendations during a day-long strategic planning retreat which were then forwarded to the President and the Governing Board for final revisions. This process helped us to integrate and align the work that we are doing across campus and increase our ability to be successful.
  • After the priorities for academic year 2017-2018 were established, members of the Executive Team were assigned as “leads” for each short-term goal. They were then responsible for working with a team of stakeholders to develop an action plan that included strategies, milestones and a target. These plans will be used to track progress toward each goal throughout the year.
  • OPIE has also made efforts to improve the alignment between the Strategic Plan cycle and the AQIP accreditation cycle. Moving forward we will be on a four year planning cycle (rather than 5 year cycle) that better aligns with the 8 year AQIP cycle. The current Strategic Plan will be extended through 2020, allowing us to incorporate feedback from the Higher Learning Commission into the next major planning process and be better situated to address any concerns that might arise from that process.

Spring 2017

  • In the spring, KPI leads began conducting their bi-weekly updates with the entire Executive Team.  This allowed them to receive additional input from their colleagues in the latter stages of the planning cycle.
  • Significant work was done to update the documentation of the annual planning cycle and to look at the long-term calendar for planning.  In particular, the timeline was adjusted so that the strategic planning cycle would correlate with the 4 year accreditation cycle.
  • In order to initiate the next update of the Strategic Plan, OPIE began to create a matrix of potential institutional priorities related to our accreditation, our involvement with Achieving the Dream and the Santa Fe Birth to Career Network (B2C), and other systemic challenges that continually rose to the top in student and employee surveys, campus-wide meetings, etc.  The matrix will be used to help us determine what priorities should be addressed in the coming year.

Fall 2016

  • Beginning in August and continuing throughout the fall, KPI leads took part in a bi-weekly 10 minute check-in meeting with the President on the progress that was being made toward their milestones.  At each meeting, items that were completed were checked off of the Action Planning Worksheets and, if any adjustments needed to be made to tasks or timelines those were updated as well. This effectively increased accountability and resulted in more regular progress toward milestones than there had been in the past.
  • Executive Team KPI leads were also required to give a monthly update to the entire Executive Team.  This allowing for increased collaboration among the Executive Team on reaching individual KPI targets.
  • OPIE gave quarterly updates to the board, which included a mid-year review of how the 2016-2017  implementation process.
  • A mid-year update of the Action Plan worksheets was conducted by each of the KPI leads with their teams to adjust for any unforeseen circumstances and to add additional strategies.

Summer 2016

  • Over the summer, OPIE met with the KPI leads and gathered data for the 2015-16 Annual Report. This was presented to the Governing Board in August.
  • The Executive Team held a retreat to discuss how to improve implementation of the Plan and how to ensure that KPI leads were held accountable throughout the academic year for regular progress on their milestones.
  • KPIs were updated for the 2016-2017 academic year and each KPI was assigned to an Executive Team member “lead”.  These leads were responsible for working with the appropriate teams to determine strategies that would be implemented.  Action Planning Worksheets were developed for each KPI that laid out a month-by-month calendar of the milestones to be accomplished over the year.

Spring 2016

  • OPIE met with each of the Goal leads and KPI leads to ensure that the milestones are being addressed in a timely manner and to make adjustments in tasks and/or timelines. A mid-year progress report was presented to the Governing Board.
  • The Institutional Planning Committee met to review Goals 3 and 4. A number of KPIs were prioritized and streamlined. KPIs that were removed from the institutional plan will continue to be tracked at the appropriate division or department level.
  • Goal 4 was divided into two goals for clarity, “Ensuring Institutional Effectiveness” and “Promoting Social Responsibility”. This was done in order to communicate our institutional priorities more clearly.
  • SFCC is working to ensure that our budgetary resources are directed towards our highest priorities. The Budget Allocation process for FY17 was completed in March and the Technology Request process was completed in April.

Fall 2015

  • The Annual Report process, which includes gathering and analyzing data; evaluating success of strategies; updating KPIs; and drafting the report, was process mapped to improve effectiveness and efficiency for AY 2015/2016.
  • Strategy worksheets were updated through team meetings with each area.
  • Methodology for the calculation of each KPI was updated.
  • Initial discussions were held about the alignment of the Facilities Master Plan and Achieving the Dream Implementation Plan with the SFCC Strategic Plan.
  • The Institutional Planning Committee met to discuss streamlining the KPIs to further focus and align the Strategic Plan with the Achieving the Dream Implementation Plan.
  • Initial discussions were held to seek ways to address the Strategic Challenges brought forth in the AQIP Systems Appraisal.

Summer 2015

  • The 2015 SFCC Strategic Plan Annual Report was completed and presented to the Governing Board.
  • Began the annual review and update of KPIs through meetings with the leads in each Goal area.
  • The annual update of strategies began with stakeholders across campus.

Spring 2015

  • Ongoing review of milestones was conducted to ensure progress, particularly for those areas that experienced the most challenges in the past.
  • OPIE participated in the budget process to ensure that strategic priorities were reflected in the budget for the next fiscal year.
  • The leads for the four Strategic Plan long-term goals met to review progress, communicate challenges and share ideas. Milestones were updated and areas needing additional focus for the remainder of the planning cycle were identified.
  • Division-level plans were completed. A streamlined approach to planning will now be employed increasingly with each dean and at the department level.

Fall 2014

  • OPIE worked with each of the Goal leads and the KPI leads to insure that the milestones are being addressed in a timely manner. A mid-year report was presented to the SFCC Governing Board on progress made toward established milestones.
  • Communication efforts were increased in order to reach out to a broad group of stakeholders in the SFCC Community.
  • The methodology for calculating each KPI was updated.
  • The timeline for the annual review process for AY15/16 was revised so that the cycle can be completed at the end of Academic Year.
  • Several new task forces were created around particular initiatives in the Strategic Plan including recruiting of working adults, increasing graduation rates and addressing the diversity gap in regards to Hispanic faculty.
  • The update of the plan for 2014-2015 was completed. Some new measures were added while others were modified or removed for further study. Targets for each KPI were set based on historical performance, comparisons with benchmark institutions, and institutional priorities.

Summer 2014

  • OPIE developing an annual progress report for Year One, including reporting and analysis of the KPIs for academic year 2013-14. The 2014 SFCC Strategic Plan Annual Report was completed and presented to the Governing Board.
  • The budget taskforce began updating the documentation for the New Budget Request process and creating a training plan.
  • The Institutional Planning Committee (IPC) began regular meetings to review progress and to evaluate planning processes.
  • The annual review and update of KPI outcomes and effectiveness of measures began with stakeholders across campus.
  • A budget taskforce refined the prioritization rubric for New Budget Request Process in preparation for the next budget cycle.

Spring 2014

  • OPIE began working with SFCC divisions to create division-level plans, which include missions, long-term goals, short-term goals, strategies and timelines. Some Departments have also opted to create department-level plans.
  • A taskforce was formed to assess how well the new budget process functioned.
  • An Annual Action Plan document was created and publicized which summarized key strategies.
  • A taskforce was formed to develop a comprehensive evaluation of the strategic planning process.
  • The new budget request process was initiated for Fiscal Year 2015 including communication about the process, training sessions, online application submittal and review and ranking of applications.

Fall 2013

  • Four taskforces—one for each of the long-term goals—were established. KPI leads were tasked with organizing stakeholder groups to help implement strategies.
  • A strategy brainstorming session was held with members of the SFCC staff. Based on the feedback received, KPI leads began identifying and refining strategies to be implemented. Strategy Charters for each proposed strategy were completed. Each Strategy Charter documented the specific objectives of the strategies themselves, major milestones and timelines.
  • Development began for a new budget request process tied to the Strategic Plan. A task force working on the new budget request process began piloting the new process.
  • Methodology was developed to calculate each KPI annually.
  • Fliers, posters, bookmarks, etc. were used to promote awareness of SFCC’s mission, vision and values.

Summer 2013

  • The SFCC Governing Board held a retreat on the 2013-2018 Strategic Plan. Their feedback was incorporated into the strategic plan.
  • Meetings with external focus groups were concluded and summarized. Based on the feedback, strategic objectives and KPIs were revised.
  • KPI leads were identified and tasked with developing strategies to meet the objectives.
  • Work began on gathering and analyzing data for the Strategic Plan. Several of the KPIs required the college to implement new systems or modify existing ones to gather and analyze data that had not been formally reviewed previously.
  • The SFCC Governing Board formally adopted the 2013-2018 Strategic Plan.
  • Work began on developing strategies to move the long and short-term goals forward. Two strategy development sessions were held when faculty returned to campus for Convocation.
  • The Communications Committee worked with the Office of Marketing and Public Relations to develop marketing and PR materials that communicated and promote the strategic plan.

Spring 2013

  • OPIE met with Staff Senate, Faculty Senate, and Student Government Association to discuss the process for updating SFCC’s Strategic Plan for 2013-2018.
  • The Strategic Planning Coordinating Committee met for the first time and created these subcommittees: Communications, Environmental Scan and Mission, Vision and Values.
  • An internal survey was developed for students, faculty and staff. Student Government, Student Ambassadors and Phi Theta Kappa helped to promote the internal survey.
  • An external survey was developed for business leaders, public officials, neighbors and community members representing stakeholders across different interests. A link to the survey was posted online and promoted through various channels.
  • Three internal forums, facilitated by professional moderators, were held with students, faculty and staff to help develop the mission and values.
  • SFCC Governing Board members were individually interviewed for their perspectives and input on the mission and values.
  • Held two half-day retreats, facilitated by professional moderators, with students, faculty and staff to refine the mission, vision and values and develop draft strategic goals.
  • The Strategic Planning Coordinating Committee met on a regular basis to synthesize feedback received. The group developed the recommendations for mission, vision, values, long-term goals for the college, and Key Performance Indicators (KPIs).
  • External focus groups were organized to further gather the input from Santa Fe’s local stakeholders on the strategic plan.

 

For more information, please contact Julie Gallegos, Director of Planning and Quality, 505-428-1520, julia.gallegos@sfcc.edu.