10-yr plan

Somewhere along the line, most of us have had to write out a 10-year plan.

Often these scribblings are laid aside and only vaguely recalled, perhaps dusted off and heavily edited the next time we are asked to write one.

Rarely do we set specific milestones toward our goals.

This is exactly, though, what NC Central University has done with its new strategic plan, called "NCCU 2020."

According to the report, the expectations are that "we will raise our retention and graduation rates, enroll better-prepared students, conduct cutting-edge research and stimulate the state's economy."

Annual expectations and assessments are scheduled to occur every year until 2015. These checkpoints will ensure that the initiative is on track and successful.

Evaluation measures throughout the timeline allow for input from all interested parties, and for adjustments to be made as necessary.

Annual campus-wide announcements of achievements and successes that meet plan requirements are slated to begin in May.

Writing the report was the no simple task. In January 2010, the NCCU Board of Trustees was alerted that the strategic plan process was beginning.

Surveys were sent to all students, alumni, faculty and staff, and focus groups were held with various groups to gather input and suggestions as to where community interests lie.

"We got all that feedback," said Johnnie Southerland, head of strategic planning.

"We took all the information and came up with these themes."

A 26-member planning committee was divided into five task forces, each focusing on what would later become the priority areas: retention and graduation, enhanced academic distinction and distinctiveness, community engagement, internal communications using the Quality Service Initiative, and teaching, learning, and outreach.

Each team analyzed the data specific to their goal, and began the nearly year-long continual revisions that eventually led to the plan in effect today.

Some of the specific procedures indicated in the plan are the implementation of software and other tracking methods to follow student's matriculation, building stronger connections with the local K-12 public schools, and developing programs to support and encourage students toward study abroad and international experiences.

The issue of funding is mentioned frequently in the document, with a heavy emphasis on increasing moneys for new programs, grants, research and other student pursuits, such as creative activities and publications.

While the current economic slump may be an obstacle, it is not expected to have any long-term effect on the strategic plan.

There is the implication that, as the school works toward its goals, the results will show in heightened positive attention from communities and corporate supporters.

The plan becomes, then, both the means, and an end unto itself.

"Because you have these high priorities," said Southerland, "the University has something to look forward to, as to where we focus our energy."

As the Board of Trustees had been involved in the process all along, no major revisions had to be made before the plan was approved last November.

The administration is optimistic that the measure will prove successful.

"In 2020, I really see that we will be a campus that will have a very strong intellectual climate where learning is happening, it's measured, it has impact," said Southerland.

"We are here for students, here for students success.

"That's what NCCU does, what our plan says, that's what we are doing," said Southerland.

"I clearly envision that. I am very confident."

All students, staff, faculty and community members are encouraged to read the full online publication, which can be found through the NCCU Web site by typing "NCCU 2020" into the search box.