Planning Process Steps

Step 1: Chancellor Touch Point

An initial conference with the president is scheduled to understand current context, planning work done to date, and wishes/needs from the presidential vantage point as we enter the process.

Step 2: Leadership Team Retreat

This one-and-one-half-day retreat for the Chancellor’s cabinet serves multiple purposes. After reviewing the Thriving Framework and your team’s Diagnostic Tool results, we will focus on creating consensus around strategic priorities that will have the greatest impact on the campus. We will also discuss and design the planning process milestones and form a strategic planning team. Based on the collaborative work from Day One, the consultant team produces the initial draft of the strategy map for review by the cabinet. The version presented on Day Two represents the first of many drafts, as the map will change and evolve throughout the strategic planning process.

Step 3: Community Engagement/General Assembly, 9/16/22 

Part 1

Internal Community Day: three-hour gathering on campus, facilitated by the consultant team, introduces the Thriving Framework, solicits input on the draft themes developed in the Leadership Retreat, and offers an opportunity for the campus community to recommend possible initiatives. 

This event is open to all faculty and staff. Additional sessions may be needed.. The results of the Community Day are compiled, synthesized, and analyzed by the consultant for later use in the SPI process.

Part 2

Regional Advisory Committee Focus Groups: The consultant will conduct one (1) virtual focus group per Advisory Committee to solicit their input on themes and offer their ideas and area of urgency for Austin CC’s plan.

Additional Constituent Focus Groups: Can we conducted by the consultant or by ACC with audiences to be determined (students, alumni, business leaders, etc.).

Step 4: Board Retreat (occurs after December 2022)

During this three-hour event, held on campus or at a location of your choosing, the consultant delivers an overview of the nine elements of thriving institutions, reviews the Thriving Scorecard approach to planning, and collects input on the themes developed in the Leadership Retreat. The results of the Board Retreat are compiled, synthesized, and analyzed by the consultant for later use in the SPI process.

Step 5: Planning Team One

This full-day, on-campus event is for the Planning Team, which expands beyond the Leadership Team to include more voices in the process -another critical step for community engagement and buy-in. At this meeting, the consultant’s analysis of the board and community input are reviewed, the Thriving Scorecard Process is introduced, the strategy map is reviewed and updated as necessary, draft metrics are developed, and the timeline is reviewed. Theme teams are established and given their charge and timeline.

Step 6: Theme Teams

The primary charge of the Theme Teams, which are led by members of the Planning Team, is to deepen community engagement and buy-in by inviting more community members into the process. This series of four two-hour meetings engage the broader campus community by introducing them to the strategy map and guiding them through the community and board data sets. At the end of these meetings, Theme Team members will have initiatives to present to the Planning Team for consideration for implementation. These meetings typically take place over a two-month period, with virtual support by the consultant.

Step 7: Planning Team Two

A day-long Planning Team Two meeting is facilitated by the consultant team onsite to bring the plan into final shape and ensure that the strategic initiatives align with the most important goals of the plan. The Theme Teams’ work is pivotal to the success of this day. By the end of this day, all launching initiatives are prioritized and include a description, success metric, owner, sponsor, budget, and timeframe.

Step 8: Community Affirmation & Board Approval

The Chancellor brings the completed strategy map with underlying targets, measures, initiatives, and projects before the faculty and staff for affirmation/information and to the board for their final approval. The consultant supports this readiness with two scheduled virtual calls post-Planning Team Two to assist with leadership readiness to present the plan.

Back to Top
  • ACC 2017-2021 Strategic Plan

  • View Plan

  • Strategic Plan Dashboards

  • Current information regarding where ACC is currently trending for each of the goals in the Strategic Plan.

  • View Dashboards

  • Contact

  • Dr. Mary Harris
    Vice Chancellor, Institutional Effectiveness & Grant Development
    [email protected]

  • Back to Top