INTRODUCTION

APPROVED AGENDA

OVERVIEW

CONTACT

Overview

The need to create a comprehensive strategic plan that would be realized in time for Seton Hall's sesquicentennial in 2006 was identified in early 2000, but was temporarily put on hold following the Boland Hall fire. In 2001, the strategic planning process took on a renewed sense of urgency.

To facilitate the planning process, Seton Hall is relying upon input from the entire Seton Hall community- faculty, staff, administrators, students, parents and alumni- gathered over several years. The data includes information collected from the:

• 1996 strategic plan;
• the IT2 planning process;
• the Bayley Project;
• SHUPAC reports;
• a stakeholder survey distributed by the Planning Office; and
• individual strategic plans that were completed last year by the deans of each of the University's schools and colleges.

As a result of this information, the planning process is expected to be complete by the end of the Fall Semester.

In June, a number of faculty and administrators assigned to Document Review Teams worked intently to cull through Seton Hall's data and identify issues and opportunities that are critical to the University's future. Approximately 220 strategic issues have been identified.

The Strategic Plan Steering Committee convened in late June to address each of these concerns individually.

In July, the steering committee consolidated the list of strategic issues into a targeted set from which a strategic agenda will be created. Throughout the summer, smaller Work Teams examined each issue in detail and proposed workable solutions.

Throughout July and August, seven work teams analyzed the nearly 220 strategic items cited by the University community. These strategic issues were broken into the following categories:

• Academic Programs, Educational Technology and Evaluation
• Facilities
  
• Human Capital and Diversity
  
• Management, Organization and Administrative Technology
  
• Marketing, Competition, Recruitment and Retention
  
• Mission, Vision and Catholicity
  
• Resources, Economic Systems and Partnerships

Working in a highly collaborative way, the work teams have successfully moved the discussion to action, changing conceptual ideas into practical solutions. Each team submitted a formal overview of these issues and possible solutions to the Strategic Plan Steering Committee. (Link back to list) Based on these reports, the steering committee will create a targeted set of issues from which a strategic agenda will be created.

Implementation will begin once the completed plan is rolled out to the University community during the Fall Semester and will continue over the next several years.