The current and upcoming chairs of the CUPA-HR Midwest Region Board have committed to developing and executing a strategic plan for the Region.
The Midwest Board has wrestled with the concept of providing more valued services to the Region’s members. The Board proposes a mission statement specific to the Midwest Region: CUPA-HR Midwest Region provides innovative services, resources, and leadership in higher education human resources. The Board proposes to develop action game plans and form teams around five initiatives (Bold Steps): Creating an HR academy, Infuse leading edge technology, Focus resources to improve engagement and alignment, Develop a continuity plan to sustain engagement up the line, and Innovation. The CUPA-HR Midwest Region Board of Directors1 met in February 2011 and decided to launch a strategic planning process for the region. The Board decided to dedicate the majority of their scheduled meeting in May to the initial phases of strategic planning.
Any strategic planning process begins with building a vision of what the end result would look like if the plan were wildly successful. The completed template also allowed the Board to visualize their ideas in the context of outcomes and to live in that future time for awhile without having to weigh the effort it takes to get there. Once the Vision Themes were established, the Board set about using those themes to develop a Midwest Region mission statement and a set of cohesive vision statements. This was also the first time in the process that the Board had in-depth discussions about the plan components, what might help them achieve success and what might be standing in the way.
The draft mission statement, then, was: CUPA-HR Midwest Region provides innovative services, resources, and leadership in higher education human resources.
Since the success of any strategic plan relies on broad stakeholder input and support, the Board felt that before proceeding further in the planning process, the mission, vision and bold steps needed to be reviewed by the Midwest membership and others. The plan was also briefly presented to Andy Brantley and Jane Federowicz during the second day of the Board meeting. ALP will be meeting in July 2011 and the Board intends to finish up their input solicitation and teams formation by the end of summer. Forward THINKING, articulated core values, identified academic priorities and committed to improved essential services.
By working with the schools and each other, the alliances are expected to move the University from the current level of activity to one that more fully engages faculty, students and staff at the local, national and international levels.
Five core strategies were developed to align with the four primary goals of the university strategic plan, Forward Thinking.
This strategic plan establishes our technology direction for the next three years from 2012 to 2015.
A major underlying principle of this strategic plan is to highlight objectives that represent either entirely new activities for the Kelvin Smith Library (KSL), or ones in which a substantial redirection of effort is required. Although continuing activities do not appear in the objectives, there are some broad commitments that are bedrock principles upon which we base all KSL services. Case Western Reserve University recognizes that throughout their lives our students will live in a world that is increasingly multicultural, interdisciplinary, globally-connected, and globally-aware. The university's strategic plan, Forward Thinking, reflects that history, as well as its ongoing commitment to grow and enhance its international outreach, activities and presence. In order to begin implementation of the international focus of its strategic plan, in May 2009 the university established the Office of International Affairs (OIA).


The mission of the Faculty Development Council is to provide a comprehensive framework for all faculty development initiatives across the University and develop campus-wide priorities for strengthened faculty recruitment, advancement, retention, and performance. On Saturday August 25-26, Delta Kappa Epsilon is hosting a leadership conference at Lafayette College to kickoff the 2012-2013 academic year for the Rho chapter. Alumni will teach students how to decompose elements such as thematic goals from Strategic Planning into annual goals and specific actions. This conference is one example of students in fraternities like DKE integrating their intellectual, social, and personal growth by putting learning into practice outside of the classroom. Thank you for your comments and suggestions during the GSU Diversity Strategic Planning process. Georgia State University’s Diversity Strategic Plan sets forth a course of action that advances the University into the ranks of great public research universities. Appellate Tax Board Bureau of the State House Civil Service Commission Dept.
While the plan is for five years, it is imperative that the chair be in a supportive and leading position with regard to plan and both Nancy Grassel and James Gallaher have made such commitments. This is not unlike most association boards where membership is driven by the perceived value of what one gets out of the membership.
The plan is published for review, comment, feedback, engagement, additional ideas, and to generate enthusiasm, support and volunteerism.
We attribute that to being steadfast and united in purpose and because the ideas and concepts themselves have been the topics of discussion for years (for those with longevity). The CUPA-HR Midwest Board is not unlike other association leadership groups who are always looking for ways to increase the value of membership. Karl Sparks and James Gallaher were asked to lead the effort since they both had experience using the Grove Consulting2 methodology (a structured, graphic model based on a set of templates). Most importantly, the Cover Story Vision begins to provide the basis for more defined vision statements that serve as the building blocks for a strategic plan.
The Board also has access to fiscal resources that it could bring to bear on these initiatives. To that end, a session at the ensuing Midwest Region Conference was used to introduce the templates to an audience of CHRO’s. Case Western Reserve University made significant promises, and the challenge now is to develop them into programs that translate to concrete progress.
From its roots in 1826, the university has a long and distinguished history of international teaching, research and service. The OIA works in partnership with faculty, students and administration to provide university-level vision and leadership for international activities across the campus.
For the past several months DKE alumni have been teaching student leaders about Strategic Planning. The topics we plan to cover at the conference are Recruitment, Academic Standards, Pledge Education, and Public Relations. The newly formulated board being seated 1 July 2011 will take up the plan, incorporate membership feedback and approve the plan. The Midwest Board wanted to go beyond providing an annual conference and an occasional newsletter.


The Board attributes the strategic planning process with facilitating a comprehensive and cohesive way to look at initiatives and how they inter-relate. Challenges identified included the difficulties of resource coordination, change management issues, lack of documentation of region history, and the fact that CUPA-HR Midwest Region is an all-volunteer organization. The templates were also posted in the general assembly area of the conference and attendees were asked to look at them and engage board members with their ideas and feedback. It was also the plan of the Board to share the plan with Midwest state chapter chairs at ALP for their input. This is the least develop aspect of the plan, so far, but it serves to show how a five year plan might be accomplished by looking in six month increments out over the next two years. At this conference DKE alumni will assist student leaders in guiding the entire chapter through the process. The students should leave the conference with the skills necessary to repeat the exercise for other topics such as civic engagement. The GSU Diversity Strategic Planning Committee updated the Plan based on many of your comments and suggestions. We must become leaders in leveraging every aspect of campus diversity among our constituent groups: students, faculty and staff. Team leaders will be identified and teams formed around the five action steps identified as critical to the transformation of the Region.
This strategic plan is their outline of how to make improvements in the services to, and engagement of, the membership. The planning process then gave the Board a clearer road map to accomplishing the ideas that have been on the table for a long time.
Objectives for the two years are established and specific steps are outlined for the increments.
The university must invest time, energy and resources in those areas most likely to distinguish it in the coming years. You can view the materials to be used at the conference as the DKE Strategic Planning Presentation as well as the agenda for 2012-08-25 DKE Leadership Conference – Strategic Planning. Board members (and other advocates) may attend state chapter meetings to promote the plan and get additional input.
Once the Bold Steps are solidly in place with input and support from the membership, the idea is to form 5 teams, one around each Bold Step. To that end, our community agreed to build on existing strengths and emphasize interdisciplinary collaborations. The Final Draft was overwhelmingly voted out of the Diversity Strategic Planning Committee, revised by the University Senate’s Planning and Development (P&D) Ad Hoc committee on Diversity Strategic Planning and unanimously passed by the University Senate on October 27, 2011. Finally, it was thought that dedicating a portion of the annual conference to the strategic plan (communicating results, updates, and additional future planning) would be an important vehicle in keeping the membership engaged in the plan.
A side benefit would be increased member engagement and more opportunity to identify and develop leadership prospects for chapter and Region posts.



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