Strategic Planning Framework
The Strategic Planning Framework is the context within which Barton Community College operates to achieve its Mission and Vision. This framework is the foundation of a strategic management approach in which Barton’s leadership team takes responsibility for:
- Driving Student Success by tracking progress and improving teaching and learning.
- Cultivating Community Engagement by fostering and recognizing the value of partnership with community members and businesses.
- Optimizing the Barton Experience for students, the community, and employees by initiating dialogue and feedback opportunities.
- Emphasizing Institutional Effectiveness by defining data and resources critical to planning strategically for the college’s current and future goals.
The decisions guided by this framework lead to continuous improvement of Barton’s student services, instructional programs, community enrichment, and operations. In this model, planners at all levels use the framework as shared vision, mission, standards, data, and goals to evaluate and create departmental strategic plans. College leadership then allocates resources to support ongoing and future operations and projects essential to improving overall effectiveness.
Yearly Planning Documents
2022-2023 Resources
2022-2023 Resources
Barton Planning
Barton planning at Barton County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at Barton County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at Barton, to ask questions, and provide input.
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for Barton Community College that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resources and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with Barton faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of roles and timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (5)
Current Core Priorities
Drive Student Success
Cultivate Community Engagement
Optimize The Barton Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Director of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
2021-2022 Resources
2021-2022 Resources
Barton Planning
Barton planning at Barton County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at Barton County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at Barton, to ask questions, and provide input.
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for Barton Community College that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resources and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with Barton faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of roles and timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (5)
Current Core Priorities
Drive Student Success
Cultivate Community Engagement
Optimize The Barton Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Director of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
2020-2021 Resources
2020-2021 Resources
Barton planning at Barton County Community College is an ongoing effort to anticipate, predict and align future activities and provide a framework to advance the College’s vision, mission, ENDs and goals. It must be clear to the entire organization where we are going, why we are going there, and how we will get there.
Planning always starts with the Vision, Mission, Core Priorities and Board ENDs. As priorities move through the two-year academic planning process columns on the spreadsheet denote connectivity to the above guiding statements. Employees at all levels are given opportunity to impact their departmental plans in support of the two-year academic/student services plan which feeds strategic planning.
Face to Face meetings are scheduled at Barton County Campus, Fort Riley Campus and Fort Leavenworth Campus where employees are given an opportunity to learn about strategic planning at Barton, to ask questions, and provide input.
History
Beginning in the Fall of 2014 the College Administration began discussions about how to make Strategic Planning more of a regular part of the normal college activities.
1) A redesigned, streamlined planning model for Barton Community College that defines a data-informed, strategic approach to creating focus and purpose across the college, aligning long-range plans to the critical daily work of teaching and learning, managing limited resources and making decisions every day that move the college toward achieving its mission, purpose and strategic goals.
2) A planning guide that describes the scope and purpose of the strategic planning model, the function of its parts and their interrelationships, and the steps to be taken for the model’s implementation.
3) An engagement with Barton faculty, staff, Board of Trustees and other stakeholders as defined by the institution that leads to the creation of the college’s plan for 2016-2021 using the new model. This engagement will entail several face-to-face meetings as detailed below.
As we move deeper into the 21st Century, however, planning must be understood in a fundamentally new light – because in this new century the role of the community college and of community college leadership has changed dramatically. Presidents and top-level administrators have to be adaptable, willing to shape their institutions in new ways and make decisions quickly using the best available data. Planning at a community college is now a vital tool leaders employ in strategic ways to ensure their institutions’ ongoing sustainability, fiscal viability – even survival.
Explanation of roles and timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
2021 Executive Leadership Planning Retreat
Location: F 30
Date: June 30, 2021
Time: 12:00 - 4:00
Agenda details:
12:00 Lunch
12:30 Satisfaction/Mission Review Reports
- Pace - Todd Mobray
- Noel Levitz - Todd Mobray
- College Brand- Brandon Steinert
- Combined Student Poll Report - Stephanie Joiner
1:30 Mission Review Listening Session- Myrna Perkins
2:15 Mission Review Results - Todd Mobray
2:30 ****BREAK****
2:45 Group Mission Workshop
2019-2020 Resources
2019-2020 Resources
The College's new Planning Model is in place click on the Strategic Planning Documents links below to review.
Barton Strategic Planning from Vision to Individual
Executive Leadership Planning Retreat
Date Thursday June 20th, 2019 - 12:00 PM-4:00 PM
Room L-116 - Community Room
12:00-12:30 - Lunch
12:30-12:35 - Dr. Heilman Introduction
12:35-12:40 - High level who does what
12:40-12:50 - Title III information - Cathie Oshiro
12:50-12:55 - HLC information - Myrna Perkins
12:55-1:00 - College Mission Review Schedule and connection to Board ENDs
1:00-1:05 - Review Strategic Plan Framework
1:05-2:00 - Review last year's goals and discuss next years.
-
New Student Success Goals
2:00-2:15 - Break
2:15-3:30 - Finalize goals and align KPI
3:30-4:00 - Final comments and assignments.
Explanation of who does what and timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
2018-2019 Resources
2018-2019 Resources
Executive Leadership Planning Retreat
Date Thursday, July 12, 2018 - 12:00 PM-4:00 PM
Room L-136
12:00-12:30-Lunch
12:30-12:45-High level who does what
12:45-1:15-KPI's How do we define and measure our outcomes?
1:15-1:30-Break
1:30-2:30- Review last years strategic plan goals. 2:30-3:30-Agree on Strategic Planning Goals and align KPI - Discussion on what Barton aspires to become.
3:30-4:00 - final comments and assignments.
Explanation of who does what and timelines
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Chief Information Officer, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)
Defines Goals (8) 2 for each Core Priorities (Values)
Current Core Priorities (Values)
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
2017-2018 Resources
2017-2018 Resources
Maturity Scales
Board ENDs Maturity Scale Fall 2017 Spring 2018
Barton Planning Training Fall 2017 & Winter 2018
Barton Institutional Effectiveness Training-Barton County Campus
August 9th, 2017 8:30 - 11:00a.m. - Student Union
7:45-8:25am-Dr. Hellman - Introduction
8:30-9:00am-Informational Topics - VP Simmons, VP Maddy, VP Dean
9:00-9:30am-HLC Accreditation (Guiding Values, Criteria for Accreditation, Assumed Practices), KPIs, KBOR 2017,
9:30-10:00am-Strategic Planning, 2 Year Academic & Student Services Plans
10:00-11:00am-Board ENDs Maturity Scale
Barton Planning Training-Fort Riley - Grandview Plaza
Monday, October 9th, 2017 9:00-12:30p.m.
9:00-9:15-Dr. Heilman - Introduction
9:15-10:00-Informational Topics - VP Dean, VP Maddy, VP Simmons
10:00-11:30-HLC Accreditation, (Guiding Values, Criteria for Accreditation, Assumed Practices),
KPIs, KBOR 2017 (Page 4), Strategic Planning, 2 Year Academic & Student Services Plans, Board ENDs Maturity Scale
Barton Planning Training - Fort Leavenworth
Friday February 2nd, 2018 11:00am-2:00pm in Room 20
A light lunch will be provided starting at 11:00am
11:00 - 12:00 - Lunch
11:30 - 11:45 - Dr. Heilman - Introductory remarks
11:45 - 12:45 - Information Topics - VP Dean, VP Maddy, VP Simmons
12:45 - 2:00 - HLC Accreditation, HLC Guiding Values, HLC Criteria for Accreditation,
HLC Assumed Practice, KPI’s pages 2-6, Strategic Planning, 2 Year Academic & Student Services Plans, Board ENDs Maturity Scale.
Executive Planning Retreat
Thursday, June 08, 2017 - 12:00 PM-4:00 PM
Room L-136
12:00-12:30-Lunch
12:30-1:00-High level who does what
Board
Approves Strategic Framework
Receives monthly updates
Provide input
President, VP Instruction, VP Student Services, VP Administration, Dean Information Services, Dean Institutional Effectiveness
Manage strategic development of college’s financial resources
Allocate resources to support critical ongoing operations and special improvement projects
Executive Leadership Council
Defines Strategic Framework
Defines Core Priorities (4)-No changes until 2017
Defines Goals (8) 2 for each Core Priorities
Drive Student Success
Cultivate Community Engagement
Optimize Employee Experience
Emphasize Institutional Effectiveness
Develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
Monitors plan monthly
Changes strategic plan when necessary
Manages strategic plan implementation
VP of Instruction, Academic Deans & VP of Student Services
Produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
Define support plans (tactical) for Academic/Student Services Plan of work
Shape institutional strategy
Improve processes
Identify both long and short term improvements
Define how limited institutional resources need to allocated
Develop formal performance management plans
Time-line
1. VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
These meetings advance the Executive Leadership planning retreat goals
Produce Academic/Student Services Plan of Work
Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
These meetings focus on KPI Overview (KPI aligned to Core Priorities) and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
These reviews focus on Academic/Student Services Plan of Work
4. Dean of Institutional Effectiveness and other leaders
Monthly brief Board on status of plans and solicit feedback
Provide planning information at Professional Conference Days, division/department meetings
1:00-1:30-KPI's How do we define and measure our outcomes?
1:30-1:45-Break
1:45-2:45- Review last years strategic plan goals. Beginning this year we will align specific goals with Guided Pathways.
2:45-3:45-Agree on Strategic Planning Goals and align KPI - What is the Data we need to tell the story we want to tell?
2016-2017 Resources
2016-2017 Resources
Maturity Scale
Core Priority Maturity Scale Fall 2016 Spring 2017
Maturity Scale Theme Report February 2016
Survey Results
Survey Results
Maturity Scale Presentations
Fort Riley January 15th 2016
Fall Professional Conference Days-Morning
August 10, 2016 - 8:30 AM-11:30 AM
Student Union-Barton County Campus
Morning Schedule:
8:30-9:00 KBOR NCCBP HLC Criteria
9:00-9:30 CCSSE CCSSE Question 12
9:30-9:35 Break
9:35-10:00 Two-Year Academic Plan of Work
10:00-11:30 HLC Core Criterion Maturity Scale
The Fall face to face session on August 10 from 8:30-11:30 will be in the Student Union at the Barton County Campus - join with GoToMeeting.
Fall Professional Conference Days-Evening
August 10, 2016 - 6:00 PM-9:00 PM
Library L-136 - Barton County Campus
Evening Schedule:
6:00-6:30 KBOR NCCBP HLC Criteria
6:30-7:00 CCSSE CCSSE Question 12
7:00-7:05 Break
7:05-7:30 Two-Year Academic Plan of Work
7:30-9:00 HLC Core Criterion Maturity Scale
The evening face to face Fall session from 6:00-9:00 will be in L-136 Library at
Barton County Campus - join with GoToMeeting.
The handouts provided will be:
HLC Core Criteria for Accreditation
CCSSE
Barton Strategic Plan Time-line
Two-Year Academic Plan
HLC Core Criteria Maturity Scale
For those attending remotely, you can click on the links above for copies.
The on-line HLC Core Criteria Maturity Scale is a Word document for people
either face to face or on-line can fill out the document and email to [email protected]
Adjunct Faculty Meeting
August 11, 2016 - 4:15-5:00
T-Building S-118 - Barton County Campus
Schedule:
Websites
CCSSE
Two-Year Academic Plan of Work
The evening face to face Fall session from 4:15-5:00 will be in S-118 Library
at Barton County Campus - join with GoToMeeting.
Fall Barton Planning Training
Fort Riley - Grandview Plaza
November 04, 2016 9:30 AM-12:30 PM
Courtyard Marriott Convention Center, Junction City
9:30-10:15 KBOR NCCBP HLC Criteria
10:15-10:50 CCSSE Question 12 CCSSE
10:50-11:00 Break
11:00-11:30 Two-Year Academic Plan of Work
11:30 (lunch)-12:30 HLC Core Criterion Maturity Scale
Executive Planning Retreat
Thursday, July 14, 2016 - 9:00 AM-1:00 PM
Room L-136
9:00-9:30-High level who does what
Board
- approves Strategic Framework
- receives monthly updates
- provide input
President, VP, Dean of Administration, Dean of Information Services
- Manage strategic development of college’s financial resources
- allocate resources to support critical ongoing operations and special improvement project
Executive Leadership Council
- defines Strategic Framework
- defines Core Priorities (4)-No changes until 2017
- defines Goals (8) 2 for each Core Priorities
- Drive Student Success
- Cultivate Community Engagement
- Optimize Employee Experience
- Emphasize Institutional Effectiveness
- develops the strategic plan (Can use two-year academic plan or create new one)
Presidents Staff
- monitors plan monthly
- changes strategic plan when necessary
- manages strategic plan implementation
1. VP, Academic Deans & Student Services
- produce Academic/Student Services provides unified division plan (Plan of Work for 2 years) in collaboration with department leaders
Division/Department leaders
- define support plans (tactical) for Academic/Student Services Plan of work
- shape institutional strategy
- improve processes
- identify both long and short term improvements
- define how limited institutional resources need to allocated
- develop formal performance management plans
Time-line
VP, Academic Deans & Student Services lead collaborative planning meetings from August to December
- These meetings advance the Executive Leadership planning retreat goals
- Produce Academic/Student Services Plan of Work
- Process should also produce division or support plans
2. Presidents Staff engage in Monthly research meetings from August to December
- These meetings focus on KPI and critical issues that will influence the future of the college in such areas as Student Success, Enrollment & Retention and Finance
3. All departments conduct reviews/program reviews & strategic budget development January through May
- These reviews focus on Academic/Student Services Plan of Work
4. Dean of Information Services and other leaders
- Monthly brief Board on status of plans and solicit feedback
- Provide planning information at Professional Conference Days, division/department meetings
9:30-10:00-NCCBP & CCSSE How do we define and measure our outcomes?
10:00-10:15-Break
10:15-11:15- Review last years strategic plan goals and decide if we want to use the Two-Year Academic Plan of Work as this years strategic plan goals.
11:15-11:45-Agree on Strategic Planning Goals and align KPI - What is the Data we need to tell the story we want to tell?
11:45-12:00-Break
12:00-1:00-Working lunch-Title III
2015-2016 Resources
2015-2016 Resources
Maturity Scales
Core Priority Scale Spring 2015
Board ENDs Maturity Scale Fall 2015 Spring 2016
Maturity Scale Update Report August 2015
Maturity Scale Theme Report February 2016
Barton Strategic Plan With Yearly College Plan 2015-2016
Training
Academic Dean Training October 2015
Fort Riley Professional Development November 2015
Maturity Scale Presentations
Barton County Campus December 4th 2015
Fort Riley January 15th 2016
2013-2014 Resources
2012-2013 Resources
2011-2012 Resources
2011-2012 Resources
Appendix I Five Year Cycle Process
Appendix II Yearly College Planning Cycle Process
College Annual Plan 2011-2012 Updated 04.12.12
College Annual Plan 2011-2012 updated 08.07.12
College Annual Plan 2011-2012 updated 08.23.12
Institutional Planning for the Barton Success Plan
Strategic Planning Umbrella Format
2010-2011 Resources
2010-2011 Resources
2009-2010 Resources
2009-2010 Resources
ENDs 11-16-09
Institutional Committee Members
Data Driven Thinking
Drive Workforce Education and Training
Environmental Scan 06-07
Flow Chart 07-08
Flow Chart 08-09
Facilitate Student Success
Goal 1
Goal 2
Goal 3
Goal 4
Goal 5
Goal 6
Goal 7
Develop a highly Functional HR System
Enhance College Operations
Support Economic Development Initiative
Technology to Strategically Support Student Learning