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Strategic Plan Executive Task Force

Mission, Vision, Scope and Strategic Direction

Given the University's position as a major metropolitan university in the southeast United States, how can we express the University's mission to its constituencies and community? How should strategic partnerships and a student-centered culture be incorporated?
What are the Vision and Values expressed in the University's mission?
What are the University's priorities, areas of emphasis, pillars of excellence that it wants to promote? How should the University balance access versus quality?

Assist in the evaluation and synthesis of the committee reports into a Draft Old Dominion University Strategic Plan: 2009-2014.

Committee Members

CO-CHAIR Carol Simpson Provost
CO-CHAIR Ken Daley A&L/ Art
Dana Allen Alumni Office - C/W
Andy Casiello Academic Tech Services
Bill Judge Business Management
Jennifer Mullen Institutional Advancement
Bill Owings Education - Leadership & Counseling
Mike Pearson Arts & Letters - English
Ann Pettingill Library Administration
Worth Pickering Institutional Research & Assessment
Kathy Pim Woman's Studies
Jeffrey Richards Arts & Letters - English
Scott Sechrist Med. Lab & Radiation Science
Dan Sonenshine Science - Biology Emeritus
Deb Swiecinski Administration and Finance
Linda Vahala College of Engineering & Technology - Associate Dean
Rusty Waterfield OCCS
Larry Weinstein Sciences - Physics
Staff Marty Sharpe Institutional Research & Assessment
Staff Alice McAdory Enrollment Management

Principal Themes and Overall Considerations

  • Bolstering Old Dominion University's position as a Major Metropolitan University in the Southeast United States
  • Developing and Expanding Strategic Partnerships with wide range of educational, governmental, corporate institutions
  • Enriching a Student-Centered Culture on Campus

  • Identification of institutional strengths and challenges pertinent to Committee ScopeIdentification of external opportunities and threats pertinent to the Committee Scope
  • Areas of Distinctiveness in Academic Programs and Research; Pillars of Excellence; Expertise
  • Areas.Ideal size and composition of student body and faculty
  • Perspectives of stakeholders, beneficiaries and constituencies
  • University's regional, national, and international position
  • Leveraging geographic advantage
  • Balancing Quality and Access
  • Instructional Delivery: face-to-face vs. technology-delivered/on- vs. off-campus/role of regional centers
  • Service to military and veterans
  • Consideration of substantial resource limitations during the planning window; presumption of reallocation of resources
  • Keep recommendations at a strategic level, all the while considering relevant operational and tactical issues.
  • Propose directions which have reasonable potential for sustainability
  • Planning documents and recommendations arising from the Strategic Enrollment Management Process
  • Draft Plans of the Academic Colleges
  • SWOT (Strengths, Weaknesses, Threats, Opportunities) Analysis Conducted for the Board of Visitors
  • Faculty Senate General Education Recommendations
  • Council of Graduate Schools Analysis of Graduate Studies and Programs
  • Distance Learning Analysis of Niche and Organization
  • Enrollment, Degree, and Resource Trends by Department and Program
  • Higher Education Restructuring Act and Institutional Performance Measures
  • Other information as requested