The strategic plan for Rogue Community College includes the college mission, vision, and goals, the long-range goals, short-range goals, and strategic initiatives. It has been developed by the Strategic Planning Task Force and represents a plan of work for the college Executive Team, divisions, and departments on efforts that have a college-wide impact and focus. The task force reviewed RCC’s "Strategic Process for Managing Change – A Planning Document" from the Spanning committee, and RCC’s "1999-2000 Planning Assumptions" in preparation of this outline.
RCC's strategic plan originates from the college Values, Vision, and Mission. The Core Values of the college establish the tone and ethical base for the establishment of college goals. The Vision creates an inspirational context for the planning process, and the Mission is a statement of organizational direction and meaning. All of the college goals and objectives should adhere to the core values, be inspired by the college vision, and be congruent with the college mission.
Strategic Planning Process
Rogue Community College’s Strategic Plan is achieved and implemented by carrying out specific tasks in the planning cycle of the RCC Planning Document – A Strategic Process for Managing Change. The tasks and those responsible for them and the deadlines create an integrated process designed to keep Rogue’s efforts focused and productive.
The planning cycle is Rogue’s chart, enabling it to set its course. It allows RCC to navigate by finite coordinates, establishing timelines and responsibilities for collaborative tasks that implement actions, evaluate efforts and tie resources to strategic decisions. The products that the cycle requires provide a ship’s log, establishing each tack, recording how each tack fared in advancing toward RCC’s destination and enabling Rogue to check its bearings and make course corrections along the way.
The planning cycle has been used to develop an institutional strategic plan, which is implemented by annual plans developed by each division and department. The activities that these plans call for are driven by the long-range goals and objectives of RCC. Each department and division is responsible for development of their own annual plan. The responsibility for the institutional strategic plan lies with President’s Council.
The effectiveness of the plans guiding Rogue toward its long-range goals and objectives are assessed on a regular basis. This assessment is carried out by the Institutional Effectiveness Task Force, which is charged with evaluating the effectiveness of the plans and the planning process alike with recommendations communicated to President’s Council and the divisions for implementation.