Timeline and Process


Phase 1: Planning and Preparing | June – October 2019


Create shared expectations and a common framework for the process and the plan. (Completed late fall 2019)


  • Refine the Charge (Completed summer 2019)
  • Compose the Committee (Completed early fall 2019)
  • Share information about Strategic Planning and collect input about College Core Values (Completed fall 2019)
  • Share information about Strategic Planning and collect input about College Core Value (Completed fall 2019)
    • Strategic Planning project announced to staff at All Employee Kickoff Meeting (August 22, 2019)
    • Strategic Planning project announced to faculty at Faculty Retreat (August 29, 2019)
    • Strategic Planning project announced again to faculty at first Faculty Meeting (September 20, 2019)
    • Strategic Planning project announced to faculty, staff, students and other stakeholders via e-newsletter (September 23, 2019)
    • A survey to gather input on institutional values was delivered to all major stakeholders by e-newsletter (September 23, 2019)
      • More than 150 student, faculty, staff, and trustees responded
    • Core values focus groups were conducted (October-November 2019)
      • Three for faculty
      • Five for staff
      • Two for students
    • Student input on core values collected via idea boards located in high traffic areas (November 2019)

Phase 2: Evaluating, Listening, Envisioning | October 2019 – February 2020


  • Create opportunities for input for all interested stakeholders.
  • Identify three to six strategic imperatives.
  • Develop values and vision statements.


  • Create and launch a Strategic Planning webpage and other communications mechanisms (Completed September 2019)
  • Draft a values statement that describes what Whittier stands for and the way in which we intend to conduct our activities. (In progress)
  • Conduct an environmental scan to build understanding of current issues and future trends. This will be accomplished by collecting existing data and conducting new research, and coordinating conversations with stakeholders. (In progress)
  • Draft a visions statement.
  • Conduct a gap analysis to identify how to get from the current state to the aspirations of the vision.
  • Draft a set of strategic imperatives.

Phase 3: Refining and Reflecting | February – April 2020


  • Incorporate stakeholder feedback.
  • Build consensus and awareness of the Values and Vision Statements as well as the Strategic Imperatives.


  •  Conduct update conversations with stakeholders and provide mechanisms for feedback.
  •  Adjust and disseminate finalized Values and Vision Statements and Strategic Imperatives.

Phase 4: Building and Integrating | February – October 2020


  • Create goals and implementation plans for each Strategic Imperative.
  • Define key performance indicators, benchmarks, and timelines for each goal.
  • Approve and disseminate The Strategic Plan.


  •  Create working groups for each Strategic Imperative and draft Implementation Plans with goals, timelines, benchmarks, and key performance indicators. 
  • Incorporate and integrate key elements of the Implementation Plans into a draft Strategic Plan.
  • Provide opportunities for stakeholder feedback and make adjustments.
  • Obtain approval for The Strategic Plan from the Board of Trustees. Celebrate! (Then, keep working.)

Phase 5: Assessing, Updating, and Improving | October 2020 - TBD


  • Routinize cycles of assessment, reporting, and adjusting of goals and Implementation Plans.
  • Imbed strategic planning into other planning efforts and campus culture.


  • Perform assessment measures for the Implementation Plans.
  • Report on benchmarks related to key performance indicators and progress toward goals.
  • Incorporate goals into divisional and departmental operational plans.
  • Use The Strategic Plan to guide other planning efforts.
  • Make and report on notable changes in goals.
  • Create the Final Report. 
  • Launch the next strategic planning cycle.