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• W315026085 abstract "Mention of the words is enough to make some college and university administrators take cover, deep cover. Many professionals consider strategic plans to be a massive waste of time and paper. And they can be, if there is no buy-in at the grassroots level of an organization, or if the resulting document is so lengthy that it sits on a shelf collecting dust. But there are surprising benefits of a strategic planning process that is well-executed, especially for those responsible for enrollment management. In a recent round of strategic planning at Kent State University, we applied several measures to ensure that the university community would reap the maximum benefits from such an effort. Under the leadership of University President Carol A. Cartwright, Kent State developed a strategic planning approach that sought broad participation at every step. In the decentralized environment of a major public institution - Kent State has an enrollment of more than 32,000 on eight campuses across Northeast Ohio - this was deemed necessary to advance a shared vision that would guide common goal-setting and coordinated implementation for the University's 4,000 faculty, staff, and administrators. To facilitate an inclusive, bottom-up strategic planning process at Kent State, academic deans and administrators worked with faculty and staff to select participants of the 60-member Strategic Planning Steering Committee (SPSC). Each major department or unit on campus (including students) had at least one representative on the committee. This helped to encourage an open two-way dialogue between the steering committee and the respective units. Various groups on campus also were consulted. In addition, an e-mail bulletin board was created for the SPSC and drafts of the strategic plan were posted for discussion. Documents also were available for review on the World Wide Web. More than 1,000 faculty and staff from all eight campuses participated in small-group unit planning discussions. Each unit then submitted a report to the SPSC, which used the material to develop a draft of the strategic plan, which was circulated back to the units for feedback. Before going to the University Board of Trustees for final approval in September 1999, the plan was adopted by Kent State's Educational Policy Council and Faculty Senate. An essential starting point for any strategic planning process is to have an accurate analysis of your institution's current situation, as well as the challenges on the horizon. With these insights, your stated mission can be matched with known strengths to capitalize on opportunities for positive change. The strategies chosen must reflect your institution's values and be economically justifiable, politically attainable, and consistent with serving student needs. Kent State began its planning efforts from an exceptionally strong position, having just completed an in-depth analysis of both its internal operations and the external environment. In September 1997, the University convened a Centennial Commission to assess Kent State's strengths and opportunities for its second century of service to the community. The 160-member Commission was composed primarily of prominent alumni, business executives, and civic leaders with a stake in the University's continued success. Recommendations made by the Commission in June 1998 were closely linked with the strategies proposed by the SPSC. Concurrent with this external analysis, Kent State conducted a Cultural Self-Study to measure the underlying assumptions, beliefs, and values of the university community. These internal perspectives suggested the development of a highly inclusive approach to our planning process. Also, known cultural factors can now be addressed as we implement the strategic plan. Managing Change for the 21st Century The future will require enrollment managers to fully implement the concept of strategic planning. …" @default.
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• W315026085 title "Strategic Planning : A Defined Vision To Facilitate Institutional Change." @default.
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