EHHS Strategic Plan | College of Education, Health and Human Services | Kent State University

About the Strategic Planning Process

The College of Education, Health and Human Services (EHHS), under the leadership of Dean James Hannon, embarked on a strategic planning process in 2017. This process began with an intensive self-study and external review of the college, and transitioned to a forward-looking process with input from internal and external stakeholders.  At a planning meeting in May 2018, the EHHS Leadership Team was asked to set forth expectations for the upcoming planning process.  At this meeting, the following expectations for the planning process were set forward.  

The EHHS Strategic Plan will…
  • Span five years
  • Provide a common focus and vision
  • Be implemented by all of EHHS with leadership from School Directors and Deans
  • Highlight our connections with the Kent State Strategic Roadmap
  • Be measured and evaluated throughout implementation
  • Help us tell our story internally and externally

At just over ten years old, our college is due for a new plan to move forward—but we wish to create this plan in an inclusive manner.   To accomplish this, The College of EHHS invited more than 100 participants to attend a retreat on Aug. 22, 2018.  The retreat spanned an eight-hour period, and 97 were able to attend.  Approximately half of the participants were faculty in EHHS disciplines, broken out across the four schools.  The remaining participants consisted of staff/administrators (approximately 20), EHHS students (approximately 10), and Kent State staff members, friends of EHHS (alumni, retired faculty) and area partners (approximately 20).  

The participants were split in to six teams representing areas of the Kent State University Strategic Roadmap.  Each team worked through a series of group exercises informed by the Society for College and University Planning’s Integrated Strategic Planning model.  Teams reviewed important documents, discussed the context of our college, identified stakeholders, and analyzed important trends, along with our current strengths and weaknesses.  Each team was charged with identifying potential strategic directions and potential approaches for addressing these directions.  It was anticipated that the teams’ work would be mutually reinforcing and overlapping in some areas, while distinct in others.

The work of the teams was guided by six facilitators, who summarized the artifacts and presented summaries back to the groups for review.  The results of the priority teams’ work will be aggregated and re-organized to reduce any redundancy across the planning teams, and presented to the EHHS community for feedback.  We will present the original proposed directions and identify how this re-organization occurred to ensure it is clear how the adjustments were completed.  After the first cycle of feedback (via surveys), revisions will be made, and a second round of feedback will follow.  After the second round of feedback (which will include open house/town hall format meetings), implementation plans will begin and we hope to release the strategic plan to the public in March 2019.  More details and a general timeline are provided below.

Steps in the Process:
    • SOAR Analysis
    • Student Exit Survey Data
    • Climate Study (conducted by KSU, 2016-2017)
  • Leadership Retreat (May 2018)
    • Strategic Plan Sponsorship, Responsibilities
    • Strategic Plan Context: Broad contextual analysis, stakeholders, issues identification
    • Mission Statement: Drafted for review (ongoing, Fall 2018)
  • Strategic Planning Facilitator Interviews and Research (Summer 2018)
  • EHHS Planning Retreat (Aug. 21, 2018)
    • Teams and Facilitators: (1) Students First-Maghan Maloy; (2a) Innovation-Kedron Taylor; (2b) Research-Courtney Marsden; (3) Global & International Engagement-Pam Ferguson; (4) Regional Impact-Mandy Cenker; (5) Organizational Stewardship-Jason Miller
    • Retreat Goals: 
      • Identify Strategic Issues/Opportunities: Something on the horizon to which we must react; trends, changes, challenges, potential opportunities, areas for growth
      • Recommend Strategic Directions: A way to meet a strategic issue/opportunity, described generally (similar to “priority” on Kent State’s Strategic Roadmap)
      • Recommend Approaches: A way to pursue or accomplish a strategic direction; each approach should be associated with one or more strategic directions (similar to “strategy” on Kent State’s Strategic Roadmap)

Documents will be made available as they are completed and presented on this page.  If you have any questions about this process, please contact Dr. Erica Eckert at

View the Strategic Planning Document (pdf)


EHHS Strategic Planning Timeline