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Strategic Planning Team

Team Membership

The Strategic Planning Team consists of eleven members: one representative of the School of Law, one representative of the School of Dentistry, one faculty member selected by the MFA from among its members, one elected representative of the McNichols faculty, four administrative representatives, one staff member, one alumnus, and one student.

The Strategic Planning Team reports to the president of the University or the president's designee.

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    Members

    2 faculty representatives

    Zigmond Kozicki, Health Services Administration, College of Health Professions (term expires 3/2018)

    Tom Fockler, Health Services Administration, College of Health Professions (term expires 3/2017) (MFA)

    1 staff representative

    Teri Kromrei, Associate Athletic Director, Internal Affairs (term expires 3/2017)

    4 administrative representatives

    Tamara Batcheller, Co-Chair, Associate Vice President for Facility Operations (term expires 3/2017)

    Steve Nelson, Co-Chair, Associate Vice President for Human Resources (term expires 3/2017)

    Saran Hollier, Health Systems Management, College of Health Professions (term expires 8/2017)

    TBD (term expires 8/2017)

    1 Dental School representative

    Melanie Mayberry, Patient Management, School of Dentistry (term expires 8/2017)

    1 Law School representativee

    Pam Wilkins, Associate Professor, School of Law (term expires 3/2017)

    1 alumni representative

    TBA (term expires 3/2017)

    1 student representative

    TBA (term expires 3/2017)

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    Documents

    First-Year Progress Report on the Detroit Mercy Strategic Plan: 2012-2017
    Online | Download PDF

    Second-Year Progress Report on the Detroit Mercy Strategic Plan: 2012-2017
    Online | Download PDF 

    Third-Year Progress Report on the Detroit Mercy Strategic Plan: 2012-2017
    Online | Download PDF 

    Fourth-Year Progress Report on the Detroit Mercy Strategic Plan: 2012-2017
    Online | Download PDF

    The Strategic Plan Implementation Grid is the result of consultations with and feedback from members of the University community, vice presidents, and deans. Provost and Vice President for Academic Affairs Pamela Zarkowski edited the document and will serve as oversight administrator of the ongoing progress.

    Document Archive

    Here is the archived documents from the University Strategic Planning Team.

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    2016-2017 Charge

    • In preparation for the development of the 2017-2022 University Strategic Plan, serve as a resource for the process including but not limited to engaging the university community in developing the plan and identifying priorities that reflect the mission of the University.
    • Upon request, provide input concerning strategic issues important to the university including but not limited to the marketplace, distance education, academic programming and related areas.
    • Assess trends at other schools and suggest innovations that could be considered and/or introduced at Detroit Mercy
    • Participate in meetings with the administrative leadership of the University at which major strategic issues facing the university would be discussed.
    • Review and discuss the annual Strategic Plan Report (2015-2016). Continue to work with the Provost and Vice President for Academic Affairs to develop a plan to monitor and provide feedback about the progress of the University Strategic Plan.
    • Establish procedures for keeping records of approved resolutions, determinations, advice, membership records and other actions.
    • Keep the University community informed of team activities by providing summary minutes of meetings and reports for posting to the shared governance website. The secretary to the committee is responsible for sending these documents to sharedgovernance@udmercy.edu. 
    • Verify whether team's operational policy and procedures are consistent with practice. Submit your revised document to the Shared governance Task Force through the chairperson by December 1. If there are no changes to be made notify the SGTF chairperson by the same date.
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    Policy and Procedures

    I. Reporting line: Reports to the President of the University

    When formal recommendations are made to the President, the President will inform the team of his/her decision or reaction to the proposal within 60 days. If the President decides to take a course of action different from that recommended by the team, the President will make him/herself available to explain to the team the reason for the contrary action.

    II. Team Membership

    A. One elected representative of the McNichols faculty
    B. One faculty member selected by the MFA from among its members
    C. One representative from the School of Law
    D. One representative from the School of Dentistry
    E. Four administrative representatives
    F. One staff representative
    G. One alum representative
    H. One student representative

    III. Organization

    A.  Chairperson

    1. Chairperson is elected annually by the team membership
    2. Calls and presides over meetings of the team
    3. Provides to the team issues identified by the President
    4. Provides recommendations and other actions according to timelines established by the President

    B. Vice Chairperson

    1. Vice Chairperson is elected annually by the team membership
    2. Serve as chairperson in the absence of the elected chairperson

    C. Secretary

    1. Secretary is elected annually by the team membership
    2. Takes minutes of team meeting
    3. Abbreviates meeting minutes to one page for the University archives within one week of meeting
    4. Post summary minutes and other documents online within one week of meeting (shared governance website)
    5. Reports team activities to Campus Connections as appropriate
    6. Maintains roster of Team membership

    IV. Strategic Planning Meetings

    A. In general, meetings will be held on the 2nd and 4th Tuesdays of each month and will be called by the Chair, the University President, or his/her designated representatives.  Meeting dates and times can and will be altered based on scheduling priorities and agenda. 
    B. Follow-up meetings are generally announced/confirmed at the end of each meeting or ten days prior to the meeting.  Meeting reminders are emailed the week before each meeting.  
    C. Agendas are prepared and distributed the week, or at least five days, prior to the next meeting.  In as much as agenda items will be specified by the President or his/her designated representatives, it may not always be possible to distribute as planned.
    D. Documents (resolutions, advice statements, etc.) are prepared by various team members depending on task distribution. 
    E. Consensus is sought on all team actions, but a simple majority vote is used to settle issues. 
    F. Anonymous voting totals will be recorded and dissenting opinion statements may be included as an addendum to team action documents. 

    V. Strategic Planning Duties

    A. Establish, in consultation with the President, goals for the academic year.
    B. Be available for consultation with the AVP for regular program review to identify programs that face special challenges and should receive an out-of-cycle academic program review.
    C. At the end of each academic year, the Team will evaluate its progress toward achievement of established goals in an annual report to the President.
    D. Fulfill responsibilities as outlined in the Team charge.


    Revised and Approved
    Shared Governance Task Force
    May 2006
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    Team Archive

    Organizational Structure and Tasks

    • Provide consultation with the administrative leadership of the University, especially regarding strategic planning necessary to address academic issues.
    • In planning or implementation of a University strategic planning process, serve as a resource.
    • Upon request provide input into long range planning processes.
    • Based upon review of school/college unit strategic plans, provide input concerning strategies to make the plans more consistent with the University Strategic Plan if required.
    • Upon request, provide input concerning strategic issues important to the University including but not limited to the marketplace, distance education, academic programming and related areas.
    • During the time period that a strategic planning process is not underway, assess trends at other schools and suggest innovations that could be introduced at Detroit Mercy.
    • Participate in meetings with the administrative leadership of the University at which major strategic issues facing the University would be discussed.
    • Continue to work with the provost and vice president for Academic Affairs to develop a plan to monitor and provide feedback about the progress of the University Strategic Plan.
    • Continue working on collecting, collating and reviewing current school/college/unit strategic plans.
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