This document outlines the Strategic Planning Initiative (SPI) for New Jersey's Salem Community College. This is the first plan the college has authored in seven years. The report provides a theoretical framework for heterarchical planning, which allows for complexity and interrelations of structural analysis, and lateral decision making. The process of decision making and its culture at Salem Community College has been the traditional top down command-and-control method. According to the document, this has been the result of the lack of planning coupled with a general lack of information about the institution's past and current students. The college has implemented several new programs to gather information about the college's past and current students, and tailored existing programs to better suit these individuals. The report contains and presents Salem Community College's 1999-2000 Strategic Plan, its authoring strategy, a timeline, and proposed strategy for strategic plan implementation. Transforming the college has become an important task to all of those involved with Salem Community College. Between February and May of 1999 over 80% of the Salem Community College personnel, the president, and the entire board of trustees were involved in the process of creating a culture of shared decision-making. The college plans to continue holding town hall meetings to discuss changes and restructuring efforts with its community. The document contains three appendices, which include the 1999-2000 SSC Strategic Plan, the Strategic Plan Authoring Strategy & Template, and the Senior Staff Planning/Leadership Retreat. Contains 21 references. (TGO)