California State University, Long Beach
Policy Statement
01-08
May 21, 2001
Policy on Strategic Planning
This policy was recommended by the Academic Senate on April 5,
2001
And approved by the President on May 17, 2001.
(This Policy Statement supersedes Policy Statements 97-05 and 97-05
[Rev.])
1.000 Introduction
1.100 Definition: Strategic planning is a process for developing
the capabilities of the university to shape and fulfill its mission
through the selective application of its internal strengths to external
opportunities.
1.200 Goals: Strategic planning processes are intended to lead
to greater effectiveness in organizational development; resource
allocation; and long-term planning of how the institution will function
within the larger intellectual, social, and economic environment.
Through the systematic analysis of the institution's current and
future opportunities in the context of its historical commitments
and current capabilities, strategic planning should
produce more informed and successful campus decisions.
1.300 Principles Underlying the Policy on Strategic Planning
a) Strategic planning must be collaboratively developed by, communicated
to, and accepted by the working members of the campus community -
the administration, faculty, staff, and students. b) Strategic planning
must be directly linked to decision making concerning resource allocations;
the hiring, training, evaluation, and recognition of personnel; and
the setting of priorities among campus programs on an on-going basis.
c) Strategic planning must be a continuously visible activity and
must be perceived as being supported by the leaders of the campus.
d) Strategic planning must be linked to the people and communities
served by the University.
e) Strategic planning must be linked to the assessment of the University's
mission-related activities.
f) Strategic planning must be guided by disciplined and consistent
processes that are appropriate to the campus culture.
1.400 Actions: There are three major interacting Strategic Planning
activities which are governed by this policy. a) The planning activities
that serve to organize the people and sources of information, to establish
the decision-making processes and communication links, and to allocate
the initial resources pre-requisite to effective strategic planning.
b) The strategic planning activities proper that develop and implement
traditional strategic planning processes e.g., strategic planning
retreats, strategic projects, and monitoring and accountability
processes and outcomes e.g., statements of mission, vision, priorities,
core values, goals and objectives, and strategies, action plans,
and accountability plans.
c) The management activities that maintain the continuous operation
and improvement of pre-planning and planning activities.
2.000 Organization 2.100 The Office of Strategic
Planning is headed by a Director appointed by the President for a
three-year term after consultation with the Executive Committee of
the Academic Senate. 2.110 The Director of Strategic Planning is responsible
for facilitating the University's strategic planning activities and
reporting on those activities at least annually to the President and
to the campus community.
2.111 The Director is responsible for facilitating the activities
of the Interdivisional Mid-Range Planning Group (see section 3.200)
and integrating their work with the CSULB Mission Statement and
Strategic Plan.
2.112 The Director is responsible for facilitating and coordinating
the University's participation in the California State University
Accountability Process.
2.113 The Director is an ex officio member of the Program Review
and Academic Planning Council.
2.120 The Office of Strategic Planning will facilitate the flow of
information to the campus community about strategic planning activities;
will lead the process of periodically updating the University's statements
of Mission, Strategic Priorities, and Strategy (see section 3.200);
will promote the integration of the results of strategic planning
into the Resource Planning Process; and will facilitate the flow of
information about strategic planning between CSULB and the Office
of the Chancellor. 2.200 The Interdivisional Mid-Range Planning Group
consists of: a) Provost and Senior Vice President for Academic Affairs;
b) Vice President for Administration and Finance;
c) Vice President for Student Services;
d) Vice President for University Relations and Development;
e) Chair of the Academic Senate;
f) Director of Strategic Planning.
Its major responsibilities include the development of mid-range (3
5 year) planning goals pertaining to the University as a whole.
These Mid-Range Goals shall serve as a guide to the Resource Planning
Process Task Force.
2.300 The Program Review and Academic Planning Council will coordinate
activities with the Interdivisional Mid-Range Planning Group; facilitate
the appropriate involvement of campus units, the Graduate Council,
and the Educational Policies Council in institution-wide strategic
planning; disseminate information about strategic planning activities
to the campus; and advise the Director of Strategic Planning on
the development and improvement of strategic planning processes.
3.000 Procedures
3.100 Each year, the Director of Strategic Planning will present
to the President, on or before February 1, a report on campus progress
toward the previous year's Mid-Range Goals and a new set of Mid-Range
Goals. Delivery of these reports by February 1 will make it available
for use in the Resource Planning Process and will facilitate its
integration in divisional planning activities. It is anticipated
that the updated Strategic Plan for CSULB will be based on the previous
years' strategic plans and activities.
3.110 California State University, Long Beach Strategic Planning prepares
a number of documents that articulate with the California State University
Chancellor's Office, campus-wide planning activities, and the four
divisions of the University. Each of these documents has a specific
use and is subject to revision according to a respective calendar.
3.111 California State University Accountability Goals are two- and
four-year goals for the campus relative to a set of Cornerstones Accountability
Indicators defined by the California State University Chancellor's
Office. Accountability Goals are used to define campus goals relative
to indicators of importance to the Chancellor and the State of California.
Accountability Goals also serve a key input into the development of
campus Mid-Range Goals. These Goals are developed on a calendar established
by the Chancellor's Office, currently at two-year intervals.
3.112 California State University Accountability Report is a summary
of campus progress toward the Cornerstones Accountability Indicators.
The Accountability Report is prepared to summarize campus progress
toward indicators of importance to the Chancellor and the State of
California. The Accountability Report also serves as a key input into
the development of campus Mid-Range Goals. The report is prepared
on a calendar established by the Chancellor's Office, currently at
two-year intervals.
3.113 California State University, Long Beach Mission is an enduring
statement of the broad purposes of the institution that defines
the scope within which all campus activities can occur. The Mission
exists in order to communicate concisely to internal and external
audiences the enduring purpose of the institution. The Mission is
revised only rarely, as deemed necessary by the campus.
3.114 California State University, Long Beach Strategic Priorities
are a listing of broad areas of emphasis consistent with the Campus
Mission. The Priorities exist to communicate concisely to internal
and external audiences broad areas of campus emphasis. The Priorities
are revised occasionally, as deemed necessary by the campus.
3.115 California State University, Long Beach Mid-Range Goals are
specific desired outcomes to be achieved within a three-year planning
period that reflect the most vital steps needed to fulfill the campus
Mission and Priorities and to attain the campus Accountability Goals.
Mid-Range Goals pertain to the entire or a large proportion of the
campus and rise to a level of importance to merit the focused attention
of the University's top leadership. The Mid-Range Goals are used
as the primary but not exclusive framework for the Resource Planning
Process Task Force's resource allocation process. Mid-Range Goals
also serve to inform planning done within the University divisions,
each of which conducts planning in a manner and following a calendar
determined by the respective Vice President. Divisional plans serve
to inform the establishment of Mid-Range Goals each year and, in
turn, Mid-Range Goals serve as a framework for divisional plans
and activities. The Mid-Range Goals are updated annually.
3.116 California State University, Long Beach Progress Report on
Mid-Range Goals describes results attained by the campus in moving
toward the Mid-Range Goals established the prior year. The Progress
Report is used to track campus attainment of campus Mid-Range goals
and to ensure that the planning process remains accountable. The
Progress Report is updated annually.
3.200 The campus community will be provided with regular opportunities
to participate in the process of revising the strategic planning documents
and processes, according to the following schedule of activities.
3.210 At least biennially, the Program Review and Academic Planning
Council shall review the status of CSULB's strategic plan and strategic
planning processes. The Program Review and Academic Planning Council
will determine the scope of the revisions that may be needed in the
campus planning documents.
3.220 If revisions are deemed necessary, the Program Review and
Academic Planning Council will provide the campus community with
opportunities to participate in the process of revising the strategic
planning documents. Proposed changes shall be submitted to the Academic
Senate before being forwarded for approval by the President.
3.230 When approved by the President, the revised documents shall
be distributed to the campus community for implementation.
4.000 Strategic Planning within the Divisions 4.100
The responsibility for strategic planning in the Divisions is delegated
by the Vice President of each division to the senior administrator
of each management unit within their division e.g., Associate Vice
Presidents, Assistant Vice Presidents, some Directors, and College
Deans. The Vice Presidents will coordinate the strategic planning
efforts between the management units within their divisions.
4.200 The senior administrator of each management unit will coordinate
the strategic planning processes within their unit and will submit
their strategic plans for the various programs within their units
together with a unit summary to their division Vice President by
September 15 of each year. Vice Presidents may then use the results
of this process to inform their participation in the formation of
Mid-Range Goals.
4.300 Program reviews within each division e.g., those conducted
by the Program Review and Academic Planning Council, Graduate Council,
Division of Student Services' Program Review Process, will include
the review of the program's strategic planning processes and outcomes.
4.400 The Vice Presidents will submit their division's strategic
plan and a review of their strategic plans for the programs within
their divisions to the President by November 15 of each year.
EFFECTIVE: Fall 2001 |
