The FVTC Strategic Planning Process is on a three- to five-year cycle. Key steps in the process include revisiting the statutory purposes of the College and reestablishing or revising the foundation statements—mission, vision, values—before developing strategy.
The planning process varies each cycle, and the most recent (2010-11) planning process for 2011 - 2014 Strategic Plan is based on four questions:
1. Where are we now?
2. Where would we like to be?
3. How do we get there?
4. How will we monitor progress and measure results?
Strategic Planning Summit - 2 daysA 35 member Strategic Planning Team was convened in January 2011 to review the Strategic Inputs (Where are we now?), develop the SWOT analysis (Where would we like to be?), and recommend the focus of a new mission, vision, values, and strategic directions for 2011-14. The Team consisted of representatives of the following:
Stakeholder panels of Employers, FVTC Students, and FVTC Employees added their voices to the discussion of the current state of the College, challenges on the horizon, and desired future scenario. With all the input, the Strategic Planning Team envisioned what the College would be like in five years. Highlights of this forecast include an increasing influence of advanced technology in both instructional areas and the operational systems, mounting pressures on public funding sources, and continuing accountability for student credential completion.
- FVTC Board of Trustees
- FVTC Foundation Board
- Student Government
- Executive Team
- Support Staff
Stakeholder Feedback on the Draft Strategic PlanThe Strategic Planning Summit resulted in a draft Strategic Plan that was shared widely within the College and to external community groups and employers. Refinements and clarifications were made over the Spring and Summer of 2011 with the FVTC Board of Trustees approving the final version in August of 2011.
FVTC is committed to the College wide alignment of the Strategic Plan with all planning and improvement efforts. Each individual and department has an important linkage to the advancement of the Plan. Work continues to refine and highlight that understanding and alignment of efforts
through the all staff in-service, workshops, and communications.