Strategic Planning Shapes the Future for Gulf Coast Community College
Dr. Jim Kerley, GCCC President

After celebrating our 50th Anniversary at Gulf Coast Community College this fall, we are now focused on the future of our beloved institution.  Early in my days at Gulf Coast, it became obvious that our college embraces our community and region and we have a gifted faculty and caring staff that put students first.  We have a rich history and a solid foundation, and we now move forward with renewed energy and involvement from our faculty, staff, and students.    

As a new president, I know the importance of moving the college to the next level, and I know it doesn’t just happen.  It takes vision, discipline, and action to bring systemic change.   We have been working in waves, first listening and learning, reviewing structure and processes, and instilling a strategic mindset throughout the college.  We embrace the philosophy that vital organizations are constantly changing and improving, continually evaluating performance, and planning strategically for the future.    

Our region is in the process of dynamic change, and we must be responsive by building new certificate and degree programs to serve our workforce.  We must also continue preparing students to enter our universities, and we are fortunate to have Florida State as our postsecondary education partner.  In an effort to gauge and understand the “pulse” of the region, I’ve met dozens of individuals from our K-12 systems as well as many community, business, political, and industrial leaders.  Working together, we can make a difference and push our communities forward.

We have created a strategic team, the President’s Leadership Team (PLT), to monitor our direction with planning and building our new five-year strategic plan.  PLT members include representation from all faculty and staff leadership groups, division heads, the Student Activities Board president, and key administrators.  Early on, the team identified four one-year planning areas of focus:  Enrollment Growth, Program Enhancements, Competitiveness/ Collaboration, and Communication. 

Action teams, with specific timelines, have been formed to bring about results and, as much as possible, they are tied to the focus areas.  In addition to the four areas cited above, current teams include Academic Advising, Campus Greening, Human Resources, Information Technology, International Programming, Multicultural Affairs, and Professional Development.  Short-term wins are being created as evidenced by improved processes, new degree and certificate programs, and enhanced professional development. 

From the short-term goals set for the first year, we are moving toward the next wave of longer-term strategic planning.  Multiple groups are working to develop the new plan, which will be dynamic and responsive to change.  Teams have been charged with gathering input, conducting research, facilitating communication, and writing the plan.  We are reviewing our mission and values and will set dynamic stretch goals to take us to the next level, constantly encouraging involvement because all need a voice in the process. 

Constructing our five-year plan requires both the efforts of many people and a disciplined approach.  In addition to seeking input from faculty, staff, students, and our District Board of Trustees, we will interview key stakeholders from our three-county service area in January and February.  We will also conduct focus groups, community forums, and Web-based surveys.  Literally hundreds of people will be asked to share their ideas and desires for this institution, focusing on the future rather than on past accomplishments.

Our new plan will first be a draft based on extensive input and analysis of the data we’ve collected.  It will include a new mission statement, specific focus areas, strategic goals, and measurements of success.  We will take a final draft to our board for approval in April 2008 and then unveil the plan to the public.

When finished, our “lightning bolt” strategic plan will be the college’s voice and a reflection of our vision, which is to be recognized statewide, nationally, and internationally as a top-tier institution. It will be a designation that is backed by specific data and results showing that we are, indeed, one of the country’s best community colleges, particularly in teaching and learning.

A well-designed strategic plan helps us evacuate comfort zones and pushes us forward, positioning us well for the major changes ahead of us in this region.  This is an exciting time to live in Northwest Florida and this is our window of opportunity to make a significant difference.  I appreciate the great honor to live in this beautiful part of the country and serve as president of your college.  We will continue to make dreams come true, one life at a time.