| Educational Master Plan | The CCVC's general and in some cases specific blueprint for the design of and implementation of activity by various levels of sub-units over a certain period of time in order to achieve the goals and missions of the system as broadly agreed to and mutually supported. |
| Vision | An ideal state of where the institution sees itself in the future. |
| Mission | Purposes and responsibilities of the institution as mandated by the state and/or the community |
| Values | Institutional beliefs about standards of behavior that everyone strives to maintain. We hold each other accountable for these beliefs and codes of conduct. (e.g. teamwork and professionalism) A draft of possible Core Values for the CCVC as devised by one of the work groups during the Futures Forum activities can be obtained by clicking HERE |
| Goals | Specific outcomes identified to achieve the vision and mission of the institution. |
| KPI's (Key Performance Indicators) | Objective benchmarks specifically designed by Measurements taken and analysis performed to gauge progress towards the institutional vision and success in living up to institutional values. A fuller list of the proposed KPI's generated by one of the sub-groups of Futures Forum can be examined by clicking here. |
| Strategy | A plan, method, and sequence of activities for accomplishing a specific goal or result; can be a collaborative strategy between many workgroups or units. (e.g. Student Retention) |
| Action Plan | A specific plan or activity developed by a group designed to support a college goal and specific strategy. An action plan aligns a group's activities with institutional directions. (e.g. Early Alert activities) |
| Community Colleges of Ventura (CCVC) | The sum total of the three Colleges and the District Administrative Center in Ventura County |
| Community Colleges of Ventura Plan | The comprehensive broadly based agenda for the CCVC and its constituent parts that incorporates the Vision, Values, Mission, Goals, Strategies and Action Plans into an organized and aligned document. The Plan relies heavily on KPI's and references these indicators to specific goals. That activity aids in conducting regular reviews of the Plan and adjusting it accordingly. |
| External Scan | An
assessment of all external factors influencing the performance and
behavior of the CCVC and its parts and the success of its plans;
identification of Opportunities and Threats as seen from without (such
as a community trend towards higher percentage of older adults in
the classroom or the rapid increase of Internet courses |
| Internal Scan | An
assessment of the internal factors influencing the performance and
behavior of the CCVC and its parts and the success of its plans;
identification of Strengths and Weaknesses as seen from within an
organization (such as
the state of the college's
technology infrastructure; staff and faculty development opportunities.) |
| Gap Analysis | Analysis of the distance between goals and reality and includes study of Strengths, Weaknesses, Opportunities and Threats to the institution based on a variety of internal and external information. |
| Workgroup | Any group that has an assigned or understood mission or responsibilities, and a responsibility for planning. Workgroups are responsible for carrying out the institutional goals and objectives. E.g. divisions, academic departments, standing committees, or operational groups (maintenance; counseling) or functional groups (clerical, administrative). |
| Measurable Objectives | Objectives
stated in quantifiable terms. (e.g.
increase transfer-ready students by 10% over the next three years) |
| Input | Information gathered and factored into the planning process. Inputs enter the system at either specific planning moments or are continuously generated throughout the course of events and plans. |
| Strategic Issues | Issues derived and synthesized from the sum total of activity in the pre-planning, internal and external scanning, and gap analysis stages. They retain as a central focus and are shapedby the values and mission of the CCVC. |
| Strategic Planning | Intermediate and long-term planning (3-5 years) which uses the strategic issues as a basis to establish institutional goals and behaviors that will propel the institution and its constituent parts towards institutional visions. |
| Consensus | Broad-based agreement where all parties agree to accept and support an activity. |
| Risk Innovation Planning | Specific plans to address a change in the mission, a previously unforeseen danger to the institution or new opportunities for the institution. |
| Quick Response Planning | Planning designed to take advantage of or address immediate unforeseen issues affecting the system or its constituent parts. |
| Functional Plans | |
| Implementation |
Focused direct activity to achieve a specific objective. |
| Agreement | Acknowledgement of common ground and shared viewpoints |
| Stakeholders | All those affected by the institution and the planning process; includes students, employees, community and business |
| Preplanning | The preparation the constituent groups undergo to deliver as inputs their individualized needs and vision at the commencement of the process. |
| Progress Reports | The understandings generated concurrently with the various activities of the plans and used to evaluate their and further shape efforts and the plans in the future. |