Strategic Plan

Planning Process

The following systematic progression of steps guides Central Georgia Technical College's planning and development efforts. The Strategic Planning Steering Team has worked to complete the steps printed in italics. The College will initiate the steps that are not italicized after official approval of the strategic plan.

♦ Community Research and Involvement
♦ Situational Analysis
♦ Mission and Vision Development
♦ Goals and Objectives Development
♦ Benchmarking, Desired Results, and Measures Development
♦ Strategy Development and Analysis
♦ Strategic Initiative Identification
♦ Strategic Initiative Project Planning
♦ Strategic Resource Needs Analysis and Initiatives Budget Projection
♦ Resource Development Strategy Analysis
♦ Strategic Marketing/Draft Case for Support Development
♦ Feasibility Interviews and Analysis
♦ Resource Development Planning Update Based on Feasibility Results
♦ Final Case for Support Development
♦ Funds Development - Campaigns
♦ Plan Implementation and Monitoring
♦ Evaluation and Use of Results

Over the last eighteen months, ongoing strategic planning for Central Georgia Technical College has involved the following comprehensive and broad-based process.

• The Strategic Planning Steering Committee (SPSC), which was composed of representatives of all functions of the College along with a planning consultant, guided the planning process, integrated feedback from the community and staff into the plan, and shared ideas to develop or update drafts of the plan.
• The SPSC carried out research and environmental scanning techniques, analyses of external statistical data, review of institutional data and performance results, reviews of the literature, Internet research, and analyses of area businesses and employment.
• The SPSC conducted situational analyses including SWOT (Strengths, Weaknesses, Opportunities, and Threats) analyses, gathering SWOT responses from an Internal SWOT Team and from community representatives.
• The SPSC and other involved faculty conducted research on future strategies and programmatic directions.
• The entire faculty and staff and the program advisory committee members from each program cluster met to review the SWOT results and to help define the vision, goals, objectives, and tentative strategic initiatives.
• The faculty and the program advisory committee members from each program cluster met to review the mission and goals and to select and prioritize possible strategic initiatives for further development.
• The new College president and his executive staff met with community and business leaders in each of the seven counties in the service area to collect community input into the College's directions and plans for the future.
• College planning teams were formed to develop background papers including descriptions, action steps, resource needs, and budget projections for each strategic initiative.
• The Board of Directors, representatives of the Foundation, and representatives of each planning team met to finalize the vision, goals, objectives, and strategic initiatives.
• The entire faculty and staff, student representatives, the Board of Directors, and the Foundation Trustees participated in a final review and revision of the plan.
• The SPSC incorporated final revisions into the plan and submitted it for final approval by the Board of Directors.
• The Board of Directors reviewed the final draft of the strategic plan and approved the strategic plan on February 19, 2008.

Based on the strategic plan –

• Leaders within the College and community will update the facility master plan based on the strategic plan.
• Trustees, assisted by the College advancement staff, will update the Foundation's resource development plan.
• As part of the College's ongoing institutional effectiveness process and TCSG's Performance Accountability System (PAS), the College administrators and faculty will complete annual evaluations of effectiveness and student outcomes, make improvement plans, plan annual budgets, and submit budget requests for the next two years.