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Background of SVCC Planning
Sauk Valley Community College has conducted strategic planning for
many years. Built on the theme of excellence, the College’s
first strategic plan covered the five-year period of 1987 –
1992. It was modified a year later for the period 1988 –
1992. The next plan was for 1992 – 1997, and it also was
updated a year later for 1993 – 1998. In 2002, the visiting
HLC team examined the 2000 – 2003 Strategic Plan, which reflected
the first attempt to link various component plans. It
included the Facilities Plan, Technology Plan, and Marketing Plan
with the Strategic Plan in a single publication. There was
also a stand-alone ten-year financial plan. Linkages among
the plans were minimal.Â
These component plans have been updated and improved
regularly. Departmental operational plans have been written
for many years. As early as the 1997 – 1999 period, the
College’s strategic goals were listed as a part of the operational
plan heading, but planned activities were not linked to specific
objectives until 2003- 2004. Â In that cycle, departments also
reported at year’s end on the outcomes of their operational
plans.
Flaws. While well intentioned, the old planning processes
had numerous weaknesses. The plans were intended to set the
College’s course and maximize the effectiveness of its
actions. However, since the plans were often prepared in
isolation from one another, it was difficult to gain a clear view
of all of the planned activities in order to prioritize and link
them. Individuals did planning in isolation from their
colleagues, and departments did planning in isolation from other
departments.
Departmental operational plans were frequently prepared by
administrators with only minimal input from their staff. The
plans did not always include activities identified through other
initiatives such as program review and curriculum
development. Many employees played only a minimal role in the
planning process. As a result, the operational plans often
received attention when they were written and when the year-end
reports were completed. Little was done with those
reports. In fact, year-end summary reports were written twice
without anyone else in the institution being informed that they had
been done.
The SVCC planning system also failed to incorporate formal planning
into the budgeting process. While operational plans would
assign responsibility for the completion of activities to
individuals, getting those activities into the budget was a
hit-or-miss endeavor because there was no formal broad-based
mechanism to determine priorities or to determine which projects
would be funded.
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