Strategic Plan 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
- 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.
- 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
- Melvin Norwood
- Georgette R. Crawford-Crooks
- 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.
- Michael Magruder
- Etienne M. Thomas
Business, Industry or Constituents Groups
- Marvina L. Hamilton
- Carol L. Cain
Enrollment Resources Management
- Joel Lee
- LaMonica Sloan-Wilhelmi
- LaTanya D. Afolayan
- Wilbourne Rusere
- Letitia Wall
- Cornelius C. Graves
Public Education, Peer and Aspirant Institution, Faculty Hiring, Accrediting Agencies, Funding Agencies
- Erin M. Lynch
- Carolynn Berry