1. Introductory Remarks & Activity Overview
Dr. Brian Lofman
Dean of Institutional Planning,
Research & Effectiveness
10/28/2016
“Failing to plan is planning to fail.” ~ Alan Lakein

2. CREATING THE FUTURE
What should Hartnell’s future look like?
We’re not ready to have these content conversations yet, but we’re going to start laying the groundwork for the process that will ensure that we are all on the same page moving forward.
Community College Leadership, Pamela Eddy (2010):
Collaboration “includes working within the college in a collegial and complementary fashion” (p. 97).
“Group efforts help move a vision forward” (p. 98).

3. STRATEGIC PLANNING PRE-2012

4. Integrated Planning Model

5. Current Strategic Plan (2013-2018)
VISION
Hartnell College will be nationally recognized for the success of our students by developing leaders who will contribute to the social, cultural, and economic vitality of our region and the global community. `
MISSION
Focusing on the needs of the Salinas Valley, Hartnell College provides educational opportunities for students to reach academic goals in an environment committed to student learning, achievement, and success. `
VALUES
Students First: We believe the first question that should be asked when making decisions is “What impact will the decision have on student access, learning, development, achievement, and success?” `
STRATEGIC PRIORITIES (6)
Strategic Priority 1: Student Access `
GOALS (11)
Goal 1A: Hartnell College will provide higher education, workforce development, and lifelong learning opportunities—with seamless pathways—to all of the college’s present and prospective constituent individuals and groups. `
OUTCOMES (36)
Outcome 1A.1: Increase the first-time student, recent high school graduate enrollment rates from service area high schools and maintain the rates at or above the California Community College statewide average. `
KPIs (61)
KPI 1A.1a - Enrollment rates of high school graduates from service area high schools.

6. FROM ONE STRATEGIC PLAN TO THE NEXT
Development of current plan ( ) began with 6 institutional priorities that were fleshed out by 6 strategic planning groups over a several month period. Governing board approved plan with goals and outcomes in October Metrics were developed and have continued to be fine-tuned over the past 3 years as the plan has been implemented. Two years remain in implementing the current strategic plan.

7. FROM ONE STRATEGIC PLAN TO THE NEXT
A much longer trajectory is scheduled for developing the next strategic plan ( ), which is why we’re starting now
Strategic plan development will encompass more engagement with college leaders:
To provide collaborative input into determining the process for developing the next strategic plan
To provide collaborative input into identifying the core content of the next strategic plan
The retreat today is focused on the first stage of #1.

8. THE PATH FORWARD
Where we want to be
Where we are now

9. GETTING ON THE SAME PAGE: THE SWEET SPOT
Source: Caspari, C. & Caspari, M. (2016), p. 58

10. Process to Develop, Implement, and Review a Planning Process
Source: Hinton, K.E., 2012 p. 21

11. RETREAT PARTICIPANTS
LEADERS FROM ACROSS THE INSTITUTION:
STUDENTS
STAFF
FACULTY
ADMINISTRATORS
A total of about 95 leaders were invited to participate. Approximately half of these folks are here today.

12. TODAY’S ACTIVITIES
Dr. Lewallen Collaborative Leadership for Organizational Impact Chris Moss Results of Strategic Planning Survey Laura Lark & Esmeralda Montenegro-Owen Guided Sessions (Part I) & Presentations Break Questions & Answers for Prizes Natalia Córdoba-Velásquez & Carol Kimbrough Guided Sessions (Part 2) & Presentations Closing Lunch