Strategic Planning Process

Strategic Planning Process

During the summer of 2020, NJCU began the process of developing a strategic plan that builds upon the vision and accomplishments of the previous plan: Transforming Lives.  

Led by Vice President for Advancement and Chief Strategy Officer Jason Kroll with some help from Deloitte to provide research, context and direction, the planning process is mainly the work of our own teams. We are grateful for the thoughtful and widespread input we continue to receive from the broader NJCU community.  This is a team effort through and through.

This site will provide updates and information on the strategic planning process.  Relevant documents and information can be accessed via the tabs below.

Work Completed

  • Consulting Partner Identified
    • NJCU sought a unique strategic planning consulting partner—one that could understand and appreciate the history, values, opportunities and challenges present in the higher education industry, while also bringing a forward-thinking, supremely analytical approach bolstered by world-wide experience in the public an private sectors. We found that partner in Deloitte. In acknowledgment of the austere financial climate with which the pandemic brought upon us, it was decided that Jason Kroll would play the lead role in the strategic planning process with methodological support from Deloitte.
  • Executive Working Group Established
    • An executive working group was established to guide the initial elements of the engagement with Deloitte. The members are: Dr. Sue Henderson, NJCU President; Ray Perez, Chair, Board of Trustees; Joe Scott, Vice Chair, Board of Trustees; Peter Hernandez, Chair, NJCU Foundation Board of Directors; Tamara Jhashi, Senior Vice President & Provost; and Sue Gerber, Associate Vice President for Institutional Effectiveness. The executive working group held their first meeting on August 7, 2020.
  • Inclusive Information-Gathering
    • Nearly 600 faculty, staff, students, Trustees, Foundation Board of Directors, Advisory Council members, alumni, donors, and friends in the community participated in focus groups, individual interviews, and online surveys from mid-August through mid-October.
    • Deloitte gathered, codified, analyzed, and summarized the findings in the document NJCU Strategy Refresh – Current State
  • Formation of Strategic Planning Cohort Working Groups
    • Throughout the month of December 2020, cohort working groups representing faculty, staff, and students were established. Nominations to participate were determined by the divisional leaders. These groups will be charged with ​reviewing the findings from the information-gathering phase and further developing and refining the major themes and priorities of the plan. 
  • Formation of Strategic Plan Working Groups
    • Four strategic themes have been established, and a working group for each theme has been created. Nominations were made by the entire university community. Each working group is tasked with defining the universitywide strategic objectives that will support the strategic priorities. These high-level objectives will determine the division/department/unit objectives.

Next Steps

  • Development of the Plan
    • In January of 2021, the framework of the plan will be further socialized with the NJCU community and the narrative will begin to take shape.
    • The completion and widespread distribution of the plan is scheduled for the fall of 2021.

If you have questions and/or suggestions, please email them to

hands typing on a laptop

Communications & Events

See all of the communications shared with the NJCU community to-date.

People working together on a table

Research & Findings

Read through Deloitte's research and findings.

Archived Strategic Plan Cover

Archived Strategic Plan

Read through the last Strategic Plan.