Strategic Planning and Operational Plans

The Strategic Plan of the University of Georgia comprises the set of strategic plans -- developed more or less simultaneously -- which articulate the plans of primary organizational units and an institutional strategic plan.

The institutional strategic plan should be used as the compass by which these operational plans which grow out of the strategic plan will be developed by the university's senior administrative staff. Those operational plans include:

• the academic plan, including research, outreach and public service, and student affairs (responsibility of the Office of the Provost);
• the physical plan, including plans for capital outlay, renovation, and maintenance of the University's physical plant (these plans should also reflect the Facilities Master Plan and the fiscal plans for both public and private resources development and allocation). Campus-wide policy on the ideal capacity of student housing (and the development of financing options for an expanded housing program) and overall parking policy (i.e., how much parking, parking rates, and who parks where) should be established (responsibility of the Offices of the Provost and the Senior Vice President for Finance and Administration);
• the plan for external relations, which will include plans for a capital campaign, and should include plans for the annual fund and priorities for planned, major, corporate and foundation gifts, and the priorities and plans for local, state and federal governmental relations (responsibility of the Office of the Senior Vice President for External Affairs);
• an organizational and personnel plan, including plans for faculty and staff development (responsibility of the Offices of the Provost and Human Resources);
• the financial plan for the institution, including a computer modeling component which can be used to predict consequences of various action changes and which includes public appropriations, student fees, internally generated income and private giving (responsibility of the Office of the Senior Vice President for Finance and Administration);
• and an institutional communications and marketing plan, which should outline the ways in which all of these plans should be articulated to the public and the key constituencies -- internal and external -- of the institution (responsibility of the Office of the Senior Vice President for External Affairs).

Updated 12/09/2000