Strategic Planning for Schools of Social Work

Abstract

Both public and private schools of social work typically respond reactively and defensively when workload demands increase in relation to available resources. Strategic planning is one key tool schools of social work can use to increase the sense of vitality of their faculty and deans and the feelings of empowerment and control that accompany this vitality. This is especially important when faculty, staff, or students fall into a defensive, reactive crisis mode of operations. In this article, the authors describe a strategic planning process that facilitated a proactive stance and futuristic vision at one school of social work. Attention is given to what strategic planning is, conditions that make strategic planning crucial, and interlinking steps in a strategic planning process. The question addressed is not, Do the faculty and dean in schools of social work plan? Rather, the question is, Do they plan as best as they can from one emergency to the next, or conscientiously undertake strategic planning efforts and achieve the energizing futuristic vision that goes with them?

Additional information

Notes on contributors

Nancy R. Mudrick

This article is based on a paper presented at the 37th Annual Program Meeting of the Council on Social Work Education, March 1991, New Orleans, LA. The authors acknowledge the contributions of the following planning committee colleagues to the process described in this article: Neal Bellos, Joann Buroker, Kelly Conheady, Alejandro Garcia, Gerald Gross, Mary Ruffolo, Claire Rudolph, and G. P. Zurenda.