Post by captaggie on Aug 27, 2011 14:47:55 GMT -5
Creating The Future
During the fall of 2010, Chancellor Harold L. Martin Sr. initiated an effort to develop a comprehensive
strategic plan for North Carolina Agricultural and Technical State University. The senior administration would
guide the effort by establishing a new set of values and defining the university’s vision for the future.
The foundation for the plan needed to reflect the university’s land-grant mission, STEM and interdisciplinary
focus, and intellectual climate. To assist with the process, a group comprised of 35 administrators, faculty,
staff, students and external stakeholders – the Strategic Planning Resource Council (SPRC) – was formed
to provide thoughtful examination of the university’s current levels of performance, compared with peer
institutions, and to identify areas where a higher level of excellence could be achieved. They also were charged
with creating a plan that was bold, innovative and creative – positioning the university to become a premier
institution of higher learning and research for the state, nation and world. Themes and goals emerged through
SWOT analysis, benchmarking, internal and external focus groups, and surveys.
A plan is not complete without key indicators for success. Therefore, to measure the key outcomes, a set of
competitive metrics were established to define preeminence for North Carolina A&T State University. The
dynamic nature of the change that the institution will experience requires a comprehensive way to enroll all
constituents. Marketing and communication tools provide the means to ensure consistency during execution
of the strategic plan.
By way of dynamic engagement with key constituents, the goals and strategies were further refined and
approved by the North Carolina A&T State University Board of Trustees in the summer of 2011.
Our Plan: www.ncat.edu/~newsinfo/chancellor/strategic_plan/strategicplan.pdf
During the fall of 2010, Chancellor Harold L. Martin Sr. initiated an effort to develop a comprehensive
strategic plan for North Carolina Agricultural and Technical State University. The senior administration would
guide the effort by establishing a new set of values and defining the university’s vision for the future.
The foundation for the plan needed to reflect the university’s land-grant mission, STEM and interdisciplinary
focus, and intellectual climate. To assist with the process, a group comprised of 35 administrators, faculty,
staff, students and external stakeholders – the Strategic Planning Resource Council (SPRC) – was formed
to provide thoughtful examination of the university’s current levels of performance, compared with peer
institutions, and to identify areas where a higher level of excellence could be achieved. They also were charged
with creating a plan that was bold, innovative and creative – positioning the university to become a premier
institution of higher learning and research for the state, nation and world. Themes and goals emerged through
SWOT analysis, benchmarking, internal and external focus groups, and surveys.
A plan is not complete without key indicators for success. Therefore, to measure the key outcomes, a set of
competitive metrics were established to define preeminence for North Carolina A&T State University. The
dynamic nature of the change that the institution will experience requires a comprehensive way to enroll all
constituents. Marketing and communication tools provide the means to ensure consistency during execution
of the strategic plan.
By way of dynamic engagement with key constituents, the goals and strategies were further refined and
approved by the North Carolina A&T State University Board of Trustees in the summer of 2011.
Our Plan: www.ncat.edu/~newsinfo/chancellor/strategic_plan/strategicplan.pdf
