Phase 1 (September – October 2011): Project Launch

• Steering Committee formed
• Thought Leadership Summit
• List of Task Forces to be formed and timeline
• Constituent engagement process defined; project communications plan outline, schedule, and methods

Phase 2 (November 2011 – January 2012): Task Forces Launch; Data and Analysis

• Additional data-gathering as needed to develop a gap analysis between the School’s current and future activities envisioned by the planning goals
• Task Force work initiated and completed; recommendations, analyzed, and reported to the Steering Committee
• Steering Committee meeting; Task Forces’ recommendations discussed and integrated into the strategic goals and initiatives

Phase 3 (February – March 2012): Plan Draft, Constituent Engagement, and Financial Modeling

• First Strategic Plan draft – goals and initiatives formulated and first draft presented, discussed, and revised for broader review
• Implementation of formal constituent engagement activities; feedback gathered, reviewed, and incorporated into the plan as appropriate
• Advice and counsel to the School’s financial team regarding a financial model for implementation

Phase 4 (March – April 2012): Final Draft Developed, Vetted and Approved

• Final plan draft with constituent/stakeholder feedback considered and incorporated as appropriate
• An approved and resourced Strategic Plan for the School, with a compelling vision, mission statement, and guiding principles; clear, actionable, and measurable strategic objectives; identification of the highest-value programs and services to constituents and stakeholders; future positioning regionally, across the state, nationally, and internationally – and a Strategic Plan supported by constituent and stakeholder buy-in

Phase 5 (May – June 2012): Implementation Plan and Change Management Roadmap

• Outcomes-driven metrics to drive, track, and measure effectiveness in all goals and initiatives
• Tools such as annual work plans to ensure the integration of strategic initiatives into the School’s and the departments’ operational plans; a “dashboard” of indicators that permits management and board oversight on key strategic activities

A multi-year implementation framework that includes critical areas of integration and alignment within the School’s various divisions and department, advancement offices (fundraising, alumni relations, and the University