Cameron University Plan 2023

Early Planning Stages

Plan 2023:  The Early Stages

To begin the process of updating Cameron University’s strategic plan, listening sessions were conducted at the Lawton campus, at Cameron University-Duncan and Rogers State University, and at selected off-campus locations as a means of soliciting valuable feedback from key stakeholders concerning the university’s vision for the next five years and insights into current resources, priorities and programs. These sessions were conducted from February 10 to April 26, 2017.


The broad goal of the listening sessions was to give every Cameron University stakeholder the opportunity to provide her or his perspectives on the state of the university.  This information helped inform and prepare for the process of developing a new strategic plan.  The listening sessions were an integral part of the pre-planning phase, engaging constituencies across campuses and reaching out into the community for input in preparation for formal development of Plan 2023 during the summer and fall of 2017. Listening sessions were typically 1-2 hours in length and were interactive, offering an opportunity for everyone to provide views.  In addition, an online survey was launched in Spring 2017 that complemented the listening sessions and provided additional information for the strategic planning process. .


The key objectives of the listening tour were to:

  • Give an overview of the planning process itself, including the timeframe and how to contribute.
  • Ascertain which parts of Plan 2018 remained relevant and should be carried forward.
  • Determine what really mattered to students and employees as the next strategic planning process began.
  • Gain ideas for new and relevant Cameron University strategic goals and measures where possible.

Discussion Questions for Listening Sessions

These broad questions were discussed at each listening session meeting:

  • Which parts, if any, of Plan 2018 were considered to still be relevant and should be carried forward into the new strategic plan?

  • What was considered to be Cameron University’s main strengths?
    • How can Cameron University best capitalize on those strengths?
  • What was considered to be Cameron University’s main weakness?
    • How can the university address those weaknesses?
    • What are the key challenges facing Cameron University over the next 5-10 years?
    • What key areas should Cameron University should seek to prioritize for improvement over the next 5-10 years?


In addition to the listening sessions, analysis exercises with key contributors produced “SWOTs” (Strengths, Weaknesses, Opportunities and Threats) that identified qualities that enabling Cameron University to accomplish its mission, as well as conditions that might inhibit the university from achieving its full potential.  SWOT contributors included the Council of Chairs, the CU Alumni Association’s board of directors, adjunct faculty, the university’s Long-Range Planning Committee, the CU Student Government Association, and the CU Staff Advisory Council.