Strategic Planning Process

In the fall of 2021, North Carolina A&T announced its goal to build upon the success of “A&T Preeminence: Taking the Momentum to 2023” through a new strategic plan. University stakeholders, both internal and external, collaborated on its creation through a strategic planning committee. Efforts to ensure creativity and alignment of vision created the foundation for the committee to have dynamic exchange. 

Through an intense process of engagement, a new mission statement emerged from the group’s work. It was approved by the A&T Board of Trustees on May 26, 2022, and the UNC System Board of Governors on July 20, 2022. With that foundational element in place, the strategic planning committee set about creating a plan that would be distinguished by three areas of emphasis: bold impact, diversity of thought and a data-informed process. 

BOLD IMPACT. The compelling needs of the local community, the state of North Carolina and beyond were the key considerations for the committees to examine data that addresses the high-impact global concerns. Enhancing the lives of the citizenry by providing innovative solutions that serve as catalysts to expand North Carolina A&T’s impact is the goal of this strategic plan.

DIVERSITY OF THOUGHT. In developing a comprehensive strategic plan, incorporation of the varying perspectives of A&T’s community members and key stakeholders was vital. Seven cross-functional committees were established with an additional small core committee to serve as an integrator for all committees. Three committees were externally focused, and four committees focused on internal stakeholders and specific functional areas. Several functional units provided data to inform various areas of the focus, such that the committees had a basis for analysis, interpretation and decision making. In addition, a series of open forums were conducted to receive feedback from the community. 

DATA-INFORMED PROCESS. A data-informed process was key to the discussions and the approaches used to analyze inputs from stakeholders. Integrated SWOT analyses were conducted and integrated by the core group. Data forms included both quantitative and qualitative, with sources that included regular annual reporting related to compliance and accreditation. State-related reporting for units such as Business and Finance, Human Resources and internal assessments of programs for students, staff and faculty across the university were also included.

The care invested in informing the process properly supported the boldness of the vision, goals, strategies and outcome measures reflected in the plan. We are grateful for the planning team and the internal and external stakeholders who provided input.