Planning Process

Planning Process for the UCF Strategic Plan 2002-2007

The University of Central Florida has an active and continuous planning process that includes a focused strategic plan. The 2002-2007 UCF Strategic Plan meets the requirements of Section 1001.74(14), Florida Statutes to develop a strategic plan specifying institutional goals and objectives, but goes beyond that to identify those specific actions that will propel the university to "be the nation’s leading metropolitan research university." The strategic plan identifies the Pathways to Prominence that will achieve that vision.

Strategic Plan Development

The planning process builds on a substantial review of previous strategic plans and identifies new opportunities consistent with previous accomplishments and a refined vision. The 2002-2007 strategic planning process adopted a new structure following a review of the 1996-2001 plan, under the assumption that the university strategic plan would drive college and unit plans. The development of the plan was the responsibility of a faculty senate committee, the Strategic Planning Council (SPC.) The SPC Executive Committee directed the planning process that resulted in the Strategic Plan. The following elements were used in creating the plan that would identify those initiatives and objectives needed to reach the university’s vision:

• Review and modify the university mission, vision, values, and goals
• Top-down — university-wide focus groups to address ten major areas in the university
• Bottom-up — detailed strategic planning reviews at the department and unit levels that were synthesized by deans and vice presidents to form college and area strategic planning reviews
• Review and synthesis — create a hierarchy of recommended initiatives, objectives, and actions
• Identify those items necessary to reach the university vision — err on the side of inclusivity
• Create strategic Initiatives, Objectives, and Actions.

Strategic Plan Implementation

In this process, the strategic initiatives and objectives are considered relatively fixed and provide guidance in the near- to mid-term. The strategic actions will necessarily be modified to adapt to changing circumstances. This is accomplished by a companion Strategic Action Plan. This is the dynamic part of the strategic planning process. Strategic Initiative Coordinators work with individuals assigned responsibility for particular strategic actions supporting a given strategic initiative. The SI Coordinators and responsible parties provide annual reports on accomplishments, expenditures, and future plans. The 2005-2006 annual report highlights the progress on the implementation of the strategic plan.

The Strategic Action Plan provides a mechanism to continually update and redirect resources to accomplish particular objectives. It is intended that this process be extended to lead to revisions in objective statements and address needs for changing initiatives. The 2008-2013 Strategic Plan will then be a natural extension of the current plan.