Public Comment on the Collegiate Strategic Plan
Last fall our committee, composed of CALS administrative leadership, faculty, staff, students and stakeholders, began a strategic planning process. Our goal is to map out a plan by which we at CALS can best harness resources to fulfill our mission and address the grand challenges we all face, as part of a global community, in the coming decades.
It has been a vibrant and engaging experience, thanks to your involvement. Through interviews, surveys and listening/discussion sessions with people from all corners of the CALS community—including industry, business, government, NGOs and other organizations as well as students and alumni—we learned a great deal about how you envision the future of our college. We also were able to incorporate your ideas through such venues as our All College meeting last fall and a website we set up to provide information and solicit comment on an ongoing basis.
Our work together has resulted in a draft plan that we submit to all of you today for a formal open comment period to run through Friday, May 3. Notice that we have brought you draft elements of the strategic plan for comment and feedback. We will collect and utilize your comments to package these separate elements into a final document by the end of May. Please feel free to offer your comments online at https://uwmadison.qualtrics.com/SE/?SID=SV_6xSzIp5sSu9LLyR; by writing an e-mail to email@example.com; by speaking with any strategic plan committee member; or by attending our All College meeting on May 2 at 3 p.m. in the 3rd floor teaching lab in WID (elevator located behind Aldo’s Café).
The documents are posted under “additional resources” below.
A pdf of the combined draft documents is available, as are pdfs of each of the individual components. The documents are organized according to the charge to the committee.
The first document is the charge itself, and outlines the tasks undertaken: 1. Charge to the strategic planning committee.
This committee was instructed to draft principles to guide decision-making, including resource allocation, in the college. A subsequent task was to examine the mission of the college. These two deliverables are found in document: 2. Mission, Vision, Tagline, Guiding Principles.
We next undertook definition of priority themes that would characterize areas of emphasis that would integrate efforts among CALS units. The six themes we recommend are found in document 3 Priority Themes.
Two additional efforts related to collegiate structure and our educational mission. In Document 4 Report on Structure, we suggest guidelines for examining departmental structure, as well as mechanisms for considering restructuring. Document 5, Report on Education, examines issues related to the content of our instructional programs, the modes of delivery of our programs, and our capacity. This report also makes recommendations for topics for more detailed analysis.
Finally, we propose seven strategies to advance CALS in the next several years (Document 6 Strategies). It is our intent that during the implementation phase, specific goals, tactics and metrics will be defined for each strategy.
We thank you for your participation and look forward to hearing your thoughts during the all-college meeting, by email or by on-line submission.
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