Strategic Plans 1

Strategic Plans for the Future of the

Sunshine State University

Melissa Klein

Professor Niralee Patel-Lye

Strategic Plans 2

The Sunshine State University (SSU) 2015-2016 data report details: the school’s history,

student enrollment and persistence, student to faculty ratios, enrollment by racial and ethnic

categories, graduation rates, application and admission requirements and lastly, the goals for the

future of the university. The goal of the university described by the report is

“To transform the student experience at Sunshine State University by integrating and

connecting curricular and co-curricular experiences to provide students with the

intellectual foundation, knowledge, skills, and competencies for continued intellectual

growth, leadership, success, and service (Sunshine State University, 2015-2016, p. 7).”

Success defined by the school involves a diverse student body that will graduate from

SSU with all the academic, spiritual, personal, professional, social, and cultural competencies

and skills to be successful professionals in the global environment. The strategy to accomplish

the goals of the university is to instate a distinct signature program that integrates international

curricular and co-curricular experiences, internship opportunities, and alumnae connections.

As it pertains to the goals of the university, the two most significant issues apparent in the

report are the lack of a Dean to lead the international curriculum and co-curriculum program and

the effect this leadership absence has on the study abroad students academically. Currently, the

students of international study abroad programs at the Sunshine State University may be

suffering academically because of a lack of Dean. Without a Dean of the international

curriculum and co-curriculum programs, there is: no established policy and procedure,

dysfunction of faculty communication and relations, and a lack of vision or future strategic

planning. The university has clearly recognized that there is an issue because the first strategy
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listed in the report is the need for an established Dean to lead the internationalization programs

(Sunshine State University, 2015-2016).

In order to address the major issues identified above, the university must form an action

plan. A major problem with organization goal setting is the absence of an action plan or a lack of

commitment to implementing an action plan (McNamara, n.d.). Action plans are a critical part of

accomplishing goals. The details of an action plan depend on the detailed needs of the

organization and its goals (McNamara, n.d.) SSU should formulate the specific “action steps”

necessary for action plan success. Action steps, described by the Work Group for Community

Health and Development at the University of Kansas are “the specific efforts that are made to

reach the goals your agency has set. Action steps are the exact details of your action plan” (2016,

para. 2).

Establishing a Dean

The established action plan for SSU is to hire a Dean to lead the international curricular

and co-curricular programs. The administrative board and university president will be parties

most involved in the hiring process. The administrative board should form a hiring committee to:

define the position requirements and specifics, contact a hiring agency, interview potential

candidates, contact candidate references, and finally, offer the best applicant the position. The

hiring committee should be composed of all stakeholders who have involvement in the

international program. This committee should not only include administrative staff and teachers,

but also members of the community and students. Involving members of the community will

offer avenues to establish connections with the community, which is also one of stated goals of

SSU. Community members may have unique and objective insight in hiring a Dean. Current
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international students should be given the opportunity to offer specific attributes of the program

leader that they think would be helpful to future study abroad students.

Table I details the chronological, specific action steps for the administrative board to take

in order to accomplish the university’s action plan of hiring a Dean.

Table I

Define Job International Familiar with

Experienced Traveled/ Biiligual (Not
Relations & Foreign
Requirements/ Educator and
Academic Acadmic
Culturally required, but
Specifics Leader Fluent beneficial)
Experience Policy

Establish Publish Job in

Detail
Contact Third Party Timeline for Multiple
Position
Hiring Agency Application Sites/Places for
Benefits
Submission Optimal Variety

Review Narrow Down Schedule In-

Contact
Applications Applicants to 10-15 Person
References
Most Qualified Interviews

Make Contact Best

Applicant
Position Offer

International Students Affected

The second major issue within the data report of SSU is the negative effect on current

students because of the absence of an international program leader. Once a Dean is established to

lead the international curricular and co-curricular programs, an action plan must be created to

offer support for students within the international curricular and co-curricular programs. The first

step in the action plan should involve instating a team of faculty for the program. The newly

instated Dean should involve those who specialize in different areas of international academics

to establish a well-rounded program. A Dean who delegates responsibility by distributing

leadership can help the international curriculum and co-curriculum program benefit from the

unique capabilities and strengths of each team member. In addition, team members feel valued
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when asked to take on responsibilities that capitalize on their unique strengths which ultimately

benefits the program (Curriculum and Leadership Journal, 2012).

The Dean, along with the program team, should establish SMART goals for students. The

SMART acronym describes goals that are:

1) Specific-defines precisely what the goal is

2) Measurable –number that tracks accomplishment

3) Attainable –students must feel that can the goal be achieved

4) Realistic – Doable for the organization or student

5) Timely – can be completed in reasonable amount of time (Lawlor & Hornyak, 2012).

Utilizing SMART goals has shown that students perform better academically when they

are given specific goals to achieve (Lawlor & Hornyak, 2012). Along with implementing

SMART goals for students, it may prove beneficial to involve students who were in the study

abroad programs before the Dean was hired to offer feedback and insight into problem areas.

Table II details additional action steps that should be implemented to support students in

the international curricular and co-curricular programs.

Table II

SMART Student Goals

Policy and Procedure

Dean to Lead Program Team
Strategic Future
Planning

Curriculum Structure
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Success Measured

Success is defined by the goal of the university for each student to have at least one

meaningful international travel experience while attending SSU (Sunshine State University,

2015-2016). The success of the international curricular and co-curricular program should be

measured in a number of ways. First, the Dean must be accountable to the administrative board

and university president with quarterly performance evaluations for the first 2 years of his or her

hire date. Performance should be measured by the program’s success: the percentile of students

who experience a meaningful study abroad experience before graduating. Additional important

data to measure to evaluate the program’s success is the hire rate of SSU students within a year

of graduation. Quality assurance can be assured by regular student and faculty feedback through

surveys, program assessments, and opportunities for input. The Dean should regularly assess the

program’s faculty to ensure the program is operating efficiently. The Dean must assure that each

team member is accomplishing his or her responsibilities to meet the goals of the program.

Conclusion

The Sunshine State University will benefit significantly by creating an action plan in

addition to specific action steps to instate a Dean to lead the curricular and co-curricular

international program. The goals established by the university to have students graduate with

social, personal, professional, cultural, spiritual, and academic competencies will be

accomplished. Most importantly, the students of the Sunshine State University will be given the

best opportunities to be successful professionals after graduation.

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References

Curriculum and Leadership Journal. (2012). The importance of leadership in high performing

schools. Retrieved from

http://www.curriculum.edu.au/leader/the_importance_of_leadership_in_high_performing

_sc,35652.html

Lawlor, K. B., & Hornyak, M. J. (2012). Smart goals: How the application of smart goals can

contribute to achievement of student learning outcomes. Developments in Business

Simulation and Experiential Learning, 39, 260-267.

McNamara, C. (n.d.). Basics of actional planning (as part of strategic planning). Retrieved from

https://managementhelp.org/strategicplanning/actionplanning.htm#one

Sunshine State University. (2015-2016). Common Data Set. Retrieved from

https://post.blackboard.com/bbcswebdav/pid-4237633-dt-content-rid-

31563884_1/courses/EDU515.301086045299/Rubrics%20%26%20Assignments/Sunshin

e%20State%20University%20Common%20Data%20Set%20for%20Strategic%20Plannin

g.pdf

Work Group for Community Health and Development, University of Kansas. (2016). Identifying

action steps in bringing about community and system change. Retrieved from

https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/identify-action-

steps/main