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WSU STRATEGIC PLAN

Strategic Plan Progress

JPEG Image2016 Strategic Planning Board

The 2016 Strategic Planning Advancement Committee, from left: Kimberly Engber, Bob Ross, Cathy Moore-Jansen, Richard Muma, John Perry, Amy Schwiethale, Cindy Claycomb, Dennis Livesay, Clay Stoldt, Charles Koeber, Janet Twomey, Connie Dietz and Stephen Arnold.  Click the photo to view larger.


Wichita State University Strategic Planning Process Update

WSU President John Bardo launched the strategic planning effort for Wichita State University in 2012, envisioning a dynamic, powerful future for WSU.

The planning effort is divided into three phases:

  • Phase I - Development of a Vision, Mission and Strategic Goals
  • Phase II - Development of individual plans for:
    • Enrollment management, distance education, adult learning, retention and technology transfer
    • Academic units and Academic Affairs
    • Student Affairs programs
  • Phase III – Engagement of Resource Partners to support Phase II plans

Phase I

Phase I planning was completed in spring 2013. It was managed by a steering committee appointed by President Bardo and co-chaired by Cindy Claycomb, Wichita State University professor of marketing, W. Frank Barton School of Business and Ed O'Malley, president and CEO, Kansas Leadership Center. The committee engaged hundreds of people --including faculty, staff, students, business and community leaders and the general public -- to generate ideas, gather data and make sense of the results.

The data from the steering committee, town hall meetings, interviews and strategic planning retreats were then distilled into a Strategic Planning Artifact report, a document that informed the recasting of the vision, mission and values statements for the university.

The new statements clearly outline what Wichita State can become, and set forth big, audacious goals for the university. The clear support of the community, on and off campus, sends the signal that Wichita State University has the ability and resources to harness their unlimited potential.

Phase II

Phase II planning was completed in spring 2016. In fall of 2013, academic colleges and units on campus were charged with developing their strategic plans. They were allowed freedom in developing these individual plans, discovering how the university plan relates to their college or unit, and what they plan to change as a result. Plans for academiccolleges and other units (e.g., Student Engagement, Career Development) were completed in spring 2014.

In November 2014, Cindy Claycomb, assistant to the president for strategic planning and professor, formed and facilitated a Phase II Strategic Planning Steering Committee: 

  • Sandra Bibb, dean of the College of Health Professions
  • Barbara Chaparro, associate professor and director of Software Usability Research Lab, Fairmount College of Liberal Arts and Sciences
  • Cathy Moore-Jansen, associate professor and coordinator for collection development, University Libraries
  • Jay Price, chair, history department and professor, Fairmount College of Liberal Arts and Sciences
  • Bob Ross associateprofessor, W. Frank Barton School of Business
  • Khawaja Saeed, associate dean, graduate studies in business and professor, W. Frank Barton School of Business
  • Steven Skinner, associate dean, undergraduate studies, Finance and Administration and professor, College of Engineering
  • Aleks Sternfeld-Dunn, associate professor, associate director and graduate coordinator, College of Fine Arts
  • Clay Stoldt, associate dean and associate professor, College of Education

The steering committee was tasked to support alignment of WSU Colleges’ strategic plans with the University’s seven strategic goals. Presentations and discussions with deans, chairs, vice presidents and directors occurred throughout the planning cycle. The following was accomplished:

  • Review of colleges’ strategic plans
  • Review of Career Development Center strategic plan and feedback
  • Review of Student Engagement strategic plan and feedback
  • Review of Academic Affairs units strategic plans and feedback
  • Development of strategic plan self-assessment tool for colleges
  • Review of colleges’ self-assessments
  • Development and rollout to colleges of a university strategic planning template
  • Development of a university Strategic Planning Dashboard (including descriptions, rationale, metrics, and targets)
  • Launch of Carnegie Community Engagement application process (WSU Service Learning Fellows are spearheading this initiative)
  • Relaunch of Strategic Planning website
  • Development of an annual review process to determine how colleges and units are accomplishing the seven university goals
  • Development of a structure for a university strategic planning standing committee (Strategic Planning Advancement Committee)

Phase III

In Phase III, engagement of Resource Partners to support Phase II plans continues. Resource Partners are units on campus not located within an academic College. Resource Partners include Career Development Center, Finance and Administration, Research and Technology Transfer, Strategic Communications, Student Affairs, Human Resources, WSU Alumni Association, WSU Foundation and miscellaneous other offices.

This engagement process kicked-off with the first annual strategic planning review process -- “Where We Are and Where Are We Going” -- on September 7, 2016. This event was our first annual interactive strategic plan review and update. Each of the deans from the academic Colleges presented the implementation highlights, multidisciplinary collaborations, challenges and next steps from their college’s strategic plan. The entire campus community was invited, and attendees were engaged in interactive sessions throughout the afternoon that encouraged cross-campus conversations.

Next Steps

The new standing committee -- the Strategic Planning Advancement Committee -- was appointed in spring 2016. Each college and other Academic Affairs units selected a trusted person to ensure outcomes and metrics are set and measured within the college or unit. This person also serves on the Strategic Planning Advancement Committee:

  • Stephen Arnold, associate dean for Academic and Student Affairs and professor, College of Health Professions
  • Cindy Claycomb, chair assistant to the President for Strategic Planning and professor, President’s Office
  • Connie Dietz, executive director Career Development Center, Office of Academic Affairs
  • Kimberly Engber, dean of the Honors College and associate professor, Dorothy and Bill Cohen Honors College
  • Charles Koeber, Fairmount College of Liberal Arts and Sciences, senior associate dean and associate professor
  • Dennis Livesay, dean of the Graduate School, professor and associate vice president Research and Technology Transfer, Graduate School
  • Cathy Moore-Jansen, interim associate dean/coordinator collection development and associate professor, University Libraries
  • Richard Muma, associate vice president, quality assurance and accountability and professor, Office of Academic Affairs
  • John Perry, Department of Management, chairperson and associate professor, W. Frank Barton School of Business
  • Robert Ross, associate professor, Marketing, W. Frank Barton School of Business
  • Amy Schwiethale, associate professor, School of Performing Arts, College of Fine Arts
  • Clay Stoldt, associate dean and professor, College of Education
  • Janet Twomey, associate dean, Graduate Studies, Research and Faculty Success and professor, College of Engineering
  • Open: Student Engagement, Office of Academic Affairs

Responsibilities for this committee include:

1. Assessment process

  • Monitor university dashboard for progress toward targets
  • Identify areas of improvement needed
  • Dig into college and unit plans to find out why we are not meeting metric targets

2. Annual College and unit review process

  • Handoff implementation responsibility to provost, deans, and other unit heads
  • Facilitate review process

3. Review of University goals for needed revisions

  • Ensure additions, deletions, or changes needed at 5 years, 10 years

4. Ownership of WSU Strategic Plan website content

5. Review of Strategic Plan templates, tools and metrics for needed changes