The changing nature of higher education demands a strategic development process that is proactive, inclusive, and collaborative. The strategy development process relies on a broad collection of research and stakeholder data. It also analyzes higher education trends in the context of an individual school’s performance, mission statement, and aspirations.
With this kind of insight, institutions at any level can develop a long-term strategic plan that is sustainable over time yet flexible enough to adapt to internal and external challenges and trends. Take a look at how the process comes together.
The
University Strategic Plan
On February 4, 2014,
following more than a year of universitywide discussion and analysis initiated
by President Robert Barchi, the Rutgers Board of Governors approved a five-year
strategic plan that establishes a clear ambition for the nearly 250-year-old
institution:
Rutgers aspires to be
broadly recognized as among the nation’s leading public universities:
preeminent in research, excellent in teaching, and committed to community.
The plan offers a thorough
and frank assessment of Rutgers’ current position, set within the context of
American public higher education, and offers a bold yet actionable and
achievable strategy for achieving excellence that reflects input from faculty,
students, staff, board members, alumni, and other stakeholders. Written
for Rutgers, by Rutgers, the plan is designed to build on the university's
historic strengths while developing new areas and programs that will take
Rutgers to new levels.
The strategic plan sets
four strategic priorities for the coming five years to improve Rutgers'
performance and foster a broader environment of change:
·
Envision tomorrow’s
university
·
Build faculty excellence
·
Transform the student
experience
·
Enhance our public
prominence
The plan rests on five foundational
elements upon which to build Rutgers’ future success:
·
Strong core of sciences and
humanities
·
Inclusive,
diverse, and cohesive culture
·
Effective and efficient
infrastructure and staff
·
Financial resources
sufficient to fund our aspirations
·
Robust shared governance,
academic freedom, and effective communication
Five integrating themes will
bring these priorities and elements together in ways relevant to Rutgers’
particular areas of strength and potential excellence:
·
Cultures, diversity, and
inequality—local and global
·
Improving the health and
wellness of individuals and populations
·
Creating a sustainable
world through innovation, engineering, and technology
·
Educating involved citizens
and effective leaders for a dynamic world
·
Creative expression and the
human experience
President Barchi has
charged the university’s four chancellors to continue the process by developing
strategic plans for Rutgers
University–Camden, Rutgers
University–Newark, Rutgers University–New Brunswick, and Rutgers Biomedical and Health
Sciences, leveraging their own distinctive attributes within the larger framework
provided by the university strategic plan.
Rutgers' strategic plan
includes a framework of assessment tools and metrics that will evaluate
progress both qualitatively and quantitatively. Employing measurements that
emphasize transparency, ease of use, and accessibility, Rutgers' academic and
administrative leadership and the Board of Governors will set specific
targets and completion dates and will assign accountability for improvement in
each area of the plan.
Source: BCG and Rutgers’s websites
No comments:
Post a Comment