Timeline for Strategic Planning
In 2010, the College of Arts and Letters established a College Priorities Committee to respond to fiduciary and political pressure, resulting in14 guiding principles that provided a framework for planning (see College Priorities Committee Guiding Principles); however, additional input from our units is necessary to define the College’s strategic plan. Detailed below is the timeline and process for the creation of that strategic plan.
1. August 24, 2012 – November 2, 2012: Department/Program Discussions
The most critical step in defining our strategic vision is hearing directly from the College’s faculty on how they might advance the university/college strategic plan. To this end, departments and programs will engage in discussions to define how each unit might align their goals with the CPC guiding principles. Each discussion should be guided by the university core values, an emphasis on teaching and learning, and a focus on that which is of quality as defined by each discipline and is (or could be) highly visible. By November 16, 2012, each unit should produce a two-page summary of these discussions that answer the following questions:
- What initiatives from your unit will help reach the ideals in the University core values statement, the CPC guiding principles and the emphasis expressed by Dr. Lucas and Dr. Saunders (we are about teaching and learning, and our efforts should result in high quality programs that are highly visible)?
- Given our limited resources, how might each unit focus their resources, efforts and initiatives to reach the ideals in the university core values statement and the CPC guiding principles, while emphasizing teaching and learning, and expanding quality and visibility?
- Are there ideas/initiatives that do not align with the fourteen guiding principles in the CPC guiding document that might help reach the objectives of each unit’s focus and strengths?
- Are there ideas/initiatives that do not directly align with the CPC guiding principles but you believe would have a significant impact on advancing excellence in the College of Arts and Letters?
The summaries should not be full proposals but rather contain just enough information to convey the ideas or initiatives that result from each unit’s discussions. In keeping with the spirit of strategic planning, ideas should: (1) be innovative, (2) be high-impact in promoting excellence, (3) encourage interdisciplinary or cross-disciplinary collaborations—that is, involve faculty from multiple units; including ideas from groups of faculty that cross department and program boundaries, (4) enhance our traditional areas of excellence, (5) be competitive for new external and internal funding opportunities and/or (6) expand diversity in curriculum, faculty and/or students. Future decisions about how we invest our resources for teaching, research, and service will be guided to a large extent by the strategic plan that emerges.
2. September 17, 2012 – December 7, 2012: Collating Information and Refining the Plan
The dean and associate deans in the college will collate all information received from the units and develop a strategic plan on the basis of the input that is received. This process may involve defining further the 14 CPC guiding principles, eliminating principles, or defining new principles. When completed a variety of working groups of faculty, staff and students from across the College will be formed to further define the collective vision for the College.
3. January 28, 2013 – March 1, 2013: Working Group Discussions
The final phase of discussion concerning the strategic plan will involve working groups. These groups will develop concrete plans for implementing the initiatives that emerge from the unit discussions. The dean, an associate dean, or a member of the college executive staff will serve as a liaison for each group and provide support and information as needed.
4. March 1, 2013 – March 29, 2013: Creating the Final Strategic Plan
After receiving reports from the various working groups, the College Executive Committee will assemble the final version of the strategic plan and make it available to the faculty, staff and students in the College for final comment and review. Having a plan available by late March will inform resource allocation and funding requests for FY14 and provide a clear college and program identity to our next president.