A living, transformational framework for the future:
An Overview of the Process

Bristol Community College’s 2009-2011 Strategic Plan is a culmination of two years of data gathering, intensive discussion and broad participation both inside the College and with the external community. The plan reflects the College Community’s commitment to strategically advance the mission, core values, and vision of our College, to assess our effectiveness in doing so, and to change to be more effective. On December 1, 2008, the Board of Trustees adopted the plan developed by the Strategic Planning Committee. Embracing a strategic theme of “Transformation,” Bristol Community College embarks on a three-year journey guided by three, carefully defined main goals. These goals provide the framework for each department, division and program to develop realistic and meaningful objectives and benchmarks. The Strategic Planning Committee has designed this approach to empower each member of our community to become engaged in the transformation of Bristol Community College.

During the fall of 2006, with a desire to bring us together, look forward and build on our strengths, the current process began with an assessment of the College’s status in meeting the goals of the 2004-2008 plan. Using input from key committees to identify issues, the Strategic Planning Committee next surveyed the College Community to identify goals that had been achieved, those that had not yet been accomplished and positive, but unanticipated, outcomes of working toward the goals.

During the 2007-2008 academic year, numerous and diverse approaches were used to scan and capture the perspectives and experiences of the various stakeholders that make up our community. To better understand the College Community, two surveys were conducted: the first identified three broad areas of focus, and the second honed in on strengths, opportunities, and challenges. Committee members also reached out to their constituencies and conducted either a SWOT (Strengths, Weaknesses, Opportunities, and Threats) or SOAR (Strengths, Opportunities, Aspirations, and Results) Analysis, worked on numerous subcommittees and teams, led discussions, and reported back to the larger group. To better understand the larger external community, the Committee enlisted the aid of a consultant who conducted an online alumni survey, two focus groups, and numerous interviews of the external community, including trustees, employers, Workforce Investment Boards, PK-12 partners, higher education institutions, non-profit groups, and community-based organizations. In keeping with the Committee’s dedication to open communication and transparency, the consultant also presented his summative findings to the College. Since “Student Success” is our highest priority, the Committee also reviewed critical information gleaned from the Community College Survey of Student Engagement (CCSSE) and the Noel-Levitz Student Satisfaction Inventory to better understand our students.

Throughout the process, the Committee’s belief was that a strategic plan built upon a foundation of engagement, that then demands ongoing engagement from its stakeholders, can become a living, transformational framework for the future. An engaged college is a Learning-/Learner-Centered College that demands a systems approach, in which each member of the community realizes the interconnectedness of all we do. A change in one part of the system affects every part of the system, demanding thoughtful reflection and transparent, effective communication.

Such engagement and systems thinking are the foundation of the transformation that will make our vision of changing the lives of our learners and thereby the world a reality.