Subject:  STRATEGIC PLANNING

The responsibility for strategic planning and control rests with the Chief Executive Officer of the corporation who has the specific duty to oversee and control the essential planning elements of the University. In order to handle the daily activities and coordination of strategic planning and control, a Vice President for Strategic Services will serve as the University s Chief Research Officer(CRO).

DEFINITION

The concept of strategic planning and control (SP/C) is best understood by defining terms. Strategic refers to all the elements that are critical and essential to the present and future operations of the University. Planning is the detailing of a scheme or method for the accomplishment of an objective. Thus, strategic planning implies the defining of goals or objectives, as well as identifying the methodologies to be employed for accomplishing the goals.

Control is the process whereby factual pieces of information are gathered, interpreted, and compared to predefined standards to assure quality standards and goal satisfaction.

FUNCTION OF STRATEGIC PLANNING AND CONTROL

The planning and control functions of the Office for SP/C are designed to assist the administration in making managerial decisions. The SP/C office is involved in mission reviewing, goal setting/attaining, self analyzing, future projecting, and future planning. From these endeavors, a broad model is developed. The model is designed to produce not a rigid plan but a flexible profile--not a blueprint but a framework for action--not immutable goals or objectives but an image of the future intended for the University.

Amberton University's strategic planning purposefully avoids the concept of "a short-term plan" or "a long-range plan." At Amberton University, strategic planning is a process that has no end. It has benchmarks, but planning will not reach completion in eighteen months or in five years. Regularly, goals are reviewed as objectives, as accomplished and as new goals and objectives are developed. If a goal is worthy of accomplishment, whether it takes a year, five years, or ten years, it will be pursued until achieved. Thus, the strategic planning process of Amberton University is a continuous, sliding plan that is composed of goals and objectives of both a short-term and long-term perspective. To Amberton University, strategic planning is an ongoing process of planning steps that allow for continuous reevaluation and reshaping of the University's future.

METHODOLOGY

The Chief Research Officer utilizes the Strategic Planning and Control Manual to assure compliance to the mission statement of the University and to control the process for formulating and completing institutional goals and objectives.

The strategic planning function of the University is ongoing, with formal reviews and updates made annually.

EVALUATING THE STRATEGIC PLANNING PROCESS

            The Administrative Council and the University s Strategic Planning Committee (composed of staff and faculty personnel) will annually evaluate (1) the assessment techniques utilized, (2) the variables and factors considered in the evaluation process, and (3) the clarity of presentations and interpretations of finds of the strategic planning process. Approved recommendations will be incorporated into the Strategic Planning and Control Manual and followed in assessing institutional outcomes and futures.

AMBERTON UNIVERSITY GOALS

Amberton University will increase student headcount and enrollment for long-term sustainability.

Amberton University will develop and implement relevant, in demand academic programs designed to meet the needs of the working adult student and the community at large.

Amberton University will assess and improve its information technology infrastructure to increase effectiveness and efficiency of its operations.

Amberton University will assess and develop a Facilities Master Plan to improve the Garland Campus physical structure and appearance for increased usage.

Amberton University leadership will evaluate the organizational structure to determine areas of need and redundancy and to ensure organizational effectiveness and sustainability.