Connecting the dots---from planning to implementation: Translating commitments into action in a strategic planning process.

摘要

This study examines the implementation of the Commitments to Action (CTAs) that were developed for the Outreach Institutional Initiative (OII) as part of the 2006 strategic planning process at De Anza College. Although the strategic planning process identified four Institutional Initiatives (IIs) [Outreach, Individualized Attention to Student Retention and Success, Cultural Competency, and Community Collaboration] the purpose of this study is to examine the commitments made to the Outreach Institutional Initiative (OII) under the Commitment to Action (CTA) process, and identify which commitments were implemented and the factors associated with successful implementation or non implementation of the CTAs. In addition, the study examines perceptions about the CTA process and provides recommendations for future strategic planning. A quantitative/qualitative research design was utilized integrating features of case study and ethnography research. The findings show that De Anza College had a higher overall implementation rate of 64%, compared to 10% to 30% found in other related studies (Atkinson, 2006; Morgan, Levitt, & Malek, 2007; Raps, 2004). Contributing to the high rate of implementation were several success factors, including funding, leadership, and strong institutional commitment, among other things. However, despite the high implementation rate, more than 60% of study participants did not find the CTA process to be very effective.