I am delighted to introduce this issue of UNLV Magazine, which focuses on the critical role strategic planning plays at UNLV. I have long been an enthusiastic advocate of strategic planning and have participated in or guided the planning processes at institutions at which I have previously served; it was also one of the first topics I addressed almost 10 years ago in my interviews for the position of UNLV president. Since that time I have remained committed to the planning process, devoting resources to it and maintaining an abiding respect for the results it produces. I am pleased to see UNLV Magazine profile various projects that demonstrate the richness of those results.
Although I consider myself a true believer in the value of strategic planning, I realize that not everyone shares my zeal for the process. It has been my experience that initial discussions of strategic planning are often greeted with audible sighs or a glazed appearance in the eyes of those being addressed. I recognize that this somewhat weary response may be attributable in part to the abstract nature of the pursuit: It is often challenging for those unfamiliar with effective planning to envision its benefits. This perception may be exacerbated by participants? past experiences with ?top-down? approaches to strategic planning that do not exactly cultivate engagement at all institutional levels. Additionally, it should be noted that at many universities, interest in the planning process waxes and wanes depending on leadership, circumstance, and the proximity of the accreditation process, which requires universities to conduct extensive self-assessments.
That said, I feel compelled to offer a vigorous defense of the strategic planning process, and this can be accomplished so easily by simply providing a definition of what it should be: I believe strategic planning should be?and is at UNLV? a facilitated process that enables a community to discover and articulate shared goals and purposes. It is an ongoing dialogue through which many voices are heard and from which central themes emerge. It is a chance for the university to speak to what it is and, more important, to envision what it should become.
I am gratified to say that planning has flourished on the UNLV campus through the model I have described. Our strategic planning process has been both continuous during my tenure and decidedly participatory, involving representatives of all campus constituencies at all faculty, administrative, and student leadership levels in the broadest possible range of departments. Some of the most constructive elements of our eight strategic goals have emanated from faculty and staff who can offer unique perspectives on the institution and where it should?and can?go.
Today, the planning process involves more than 100 members of the campus community via a variety of discussions held throughout the year, including an annual planning retreat and regular meetings of a council specifically devoted to the planning process. In these gatherings, I find dedicated and enthusiastic faculty, staff, students, alumni, and community members who see the intrinsic value of the planning process and who willingly apply their knowledge and expertise to help guide the institution. Recently, these individuals developed performance indicators that will assist the university in measuring how effectively we are reaching our goals; they have also contributed very useful input on the ways the university can become more engaged in the community. This group, along with other interested newcomers, will continue to help us refine our institutional goals in the coming years.
As you can see, I bring a keen, if not zealous, interest to the discussion of strategic planning. My belief in its value to UNLV is paralleled only by my passion for the success of the institution itself. Thus, I hope you will find the projects discussed in the following pages as fascinating as I do. They truly capture the momentum of the planning process and, with it, the future of UNLV.
