Process Overview

Within his first month, Vice President Stark proceeded to facilitate a deliberative process that would culminate in a three-year strategic plan. A three-year time frame was selected instead of five due to the rapidly changing demographics and needs of the student population.

Desired Results of the Planning Process
  • Incorporate best practice recommendations regarding: programs and services for the type of institution and student population; organizational structure from the perspective of efficiency and management; how image and visibility might be improved; and, diversity and inclusion efforts.
  • Planning Process
  • Engage a broad base of constituents in the planning process, to include students, faculty, staff, and community members.
  • Create a comprehensive plan to inform students, staff, and faculty within the DSA and the institution as to divisional impact on the co-curricular student experience at CWRU.
  • Develop a model to be used to inform external constituencies of the good work being done between students, faculty, staff, and community members to further the University mission.
  • Utilize a bottom to the top approach, which articulates departmental strategic issues, connected to divisional mission, priorities, values, goals and outcomes.
  • Respond to goals and strategies in the university‚Äôs newly created strategic plan.
  • Formulate a plan informed by data, focused on outcomes, and tracked periodically.
  • Use the results of that activity to continuously update the ongoing planning process and inform programmatic, policy and financial decision-making.

The planning process was divided into five phases: