Strategic Plan Committee

Executive Committee
(Integrated SWOT Analysis)

Anthony Graham, Provost and Vice Chancellor for Academic Affairs
Doria Stitts, Associate Provost and Dean of University College and Lifelong Learning

The Strategic Plan Committee (SPC) is charged to engage in the following actions that will yield in an evidence-based, data-informed strategic action plan complete with measurable goals and objectives that the group will recommend to the Chancellor for consideration and approval:

Conduct an internal and external analysis to identify gaps, weaknesses, new challenges, and opportunities for WSSU.
Identify emergent strategic issues not currently addressed by WSSU but may be addressed given the institution’s assets and resources.
Articulate structural and operational realignment to increase operational efficiency and effectiveness that supports the implementation of the Strategic Action Plan.
Articulate proposed budget priorities with WSSU’s Strategic Action Plan prior to implementation.
Identify investment priorities from university-wide strategic funding sources.
Align budgeting and other resource allocation decisions with the WSSU Strategic Action Plan to ensure those decisions serve the strategic direction of the University.
Articulate strategies to ensure WSSU’s continuing role as a leading institution in the UNC System.
Construct an institutional “score card” to assess and evaluate annually the university’s progress toward achieving the goals and objectives articulated in the Strategic Action Plan.

Strategic Plan Sub-Committees / Co-Chairs

Internal Analysis

Ms. Constance Mallette, Vice Chancellor for Finance and Administration
Dr. Mel Norwood, Associate Provost and Vice Chancellor for Student Development and Engagement

Conduct an integrated internal analysis that reflects the current state of the institution. This analysis should also reveal the organization’s values and behaviors.Utilize existing studies,analyses, and comparative data to evaluate internal realities. Summarize the findings from the following subgroups and compose a final report that offers recommendations for consideration as we formulate plans.

Academic Climate

Leslee Shepard Battle
Ereka R. Williams

Fiscal, Physical, Technology Resources

Constance G. Mallette
Raisha Cobb

Human Resources and Institutional Compliance

August Mebane
Ivey L. Brown, Jr.

Structural Alignment, Systems, and Processes

LaToya Wiley
Frank Ingram

Student Support

Melvin Norwood
Georgette R. Crawford-Crooks

External Analysis

Ms. Etienne Thomas, Director of Athletics
Ms. Letitia Wall, Interim Chief of Staff

Conduct an integrated external analysis that identifies the opportunities and threats relative to the organization. Canvasing the external community for strengths and weaknesses helps to establish a baseline for calibration. This analysis should also reveal the desired future state of the organization, based in part on what its external constituents desire. The organization should be seeking to invest in its opportunities, monitor its threats, leverage strengths and try to respond to the needs of its core constituents. It presents the current state of the organization relative to its external constituents, as well as its future potential. Understanding regional, governmental, education, corporations, parents, and alumni needs underscores the importance of obtaining calibrated environmental scans, including the analysis—as viewed by the external constituents. This group is responsible for creating a final report summarizing the input for the following subgroups.

Alumni and Parents