Strategic Frameworking Process

Training and Development Solutions

Building a
Strategic Framework
A sample of the resulting strategic framework from
a two-day offsite strategic planning process

© Entrepreneurial Endeavors in Education 2009

Chabot-Las Positas Community College District

Strategic Question
• Given our unit’s commitment and reputation to
serve customers represented in our mission and
vision,
• Given expectations as a contributor to the District
in terms of revenue and reputation,
• And given the state of the local economy…
• What would develop the capacity of our unit to
better serve our customers, grow our business,
and ensure shared progress?



Our Vision

Vision statements take a long term view - 3-5 years minimum

“To become a vital part of a national network of
community college districts systematically assisting
companies to become more competitive through
education, training and services that contribute to
continuous workforce improvement.”



Our Mission

Mission statements are more near term – 1-3 years out – supports the vision

“Work systematically with companies to strengthen
the organization’s effectiveness, competitiveness, and
profitability through education, training, and services
that contribute to continuous workforce
improvement.”



Guiding Principles
Identify the values that underlie the operation

• All economic and workforce development activities entered into on behalf of our organization
are ethically sound and socially responsible.
• Economic and workforce development professionals representing any unit of our organization
shall represent the district whole, presenting a seamless front to all external groups.
• Economic and workforce development activities are planned and pursued through regular
internal communication, collaboration, and appropriate ownership of tasks and projects.
• Superior quality, respect, timeliness and responsiveness permeate our operations.
• All economic and workforce development activities are designed and delivered from a full
cost-recovery standpoint. Cost recovery models vary by unit.



Our Identity
How you want others to perceive you

• Knowledgeable about core business and technical
competencies
• Customer-driven and learner-focused
• Business partners working collaboratively with
clients to deliver solutions
• Innovative, practical, and cost-effective learning
solutions
• Results oriented


Key External Customers
Identify key external customers – apply 80-20 rule

• Major Client A 80% of the
• Major Client B revenue
• Major Client C 80% of the
profit

• Smaller Client D 20% of the
• revenue
Smaller Client E
• 20% of the
Smaller Client F profit
• Smaller Client G
• Smaller Client H
• Smaller Client I


Key Internal Customers
Identify key internal customers

• College District
– Board of Trustees
– Our division leadership
– Business Services
– HR
– College Presidents
– College Workforce Development Staff
• State Chancellor’s Office
– Economic & Workforce Development


Five Critical Success
Factors (CSFs)
Identify those factors that must be in place for your unit to be successful
• Take care of our team
– Continue to grow our team’s esprit de corps.
• Collaborate across colleges
– Continue to reach out across the colleges to both share what we do and understand
better how we work together for the District’s success.
• Provide superior solutions for customers
– Ensure that we provide high quality learning solutions for our clients that meet their
needs and ensure returned business.
• Grow our market
– Recognize that for our unit to grow, we need to plan for that growth, considering our
capacity and competencies against the market realities in the areas we do business.
• Ensure financial success
– Continue to strengthen our financial contribution to the District and to our own
development, doing the right things well and doing them
cost-effectively.



Tactical Plan

• For each Critical Success Factor
– Create strategies, actions and measurable outcomes
~~Best developed in a facilitated retreat setting~~
• Final Step – the BIG BETS
– Identify 3-5 areas, projects, programs where your unit
wants to invest time, energy and money in realizing –
where if you invest big the return can be big!



Strategic Framework
The key elements of the strategic framework will fit on one page

Mission: “Work systematically with Key Customers
Vision: “To become a vital part of a
companies to strengthen the External: Major Client
national network of community college
organization’s effectiveness, A, B & C, Smaller Clients
districts systematically assisting
competitiveness, and profitability D-F
companies to become more
through education, training, and
competitive through education, Internal: CCD, Board of
services that contribute to continuous
training and services that contribute to Trustees, Business Office,
workforce improvement.”
continuous workforce improvement.” HR

CSFs: Take care of our team - Collaborate across colleges - Provide superior solutions
for customers - Grow our market - Ensure financial success

BIG BETS: Add two new major clients… Expand public agency partnerships…
Grow revenues relative to alternative energy sector… Partner across the District and
with other CCD’s to expand territory for deliverables… Grow e-learning revenues …


Adoption &
Implementation

• Make Strategic Framework Visible
• Share with Internal and External
Customers
• Incorporate ‘progress to plan’ in regular
staff meetings
• Reward/recognize progress
• Adapt/modify/adjust plan to
accommodate changing conditions –
dynamic document


Contact us…

Entrepreneurial Endeavors in Education
Experts in facilitation of the strategic planning
process for revenue generating operations in
academic environments…

760.777.1816 direct 916.346.6894 cell
leslie@ee-in-e.com
www.ee-in-e.com



Strategic Frameworking Process

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