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
