Strategic Planning

Why strategic planning? Why now?

A note from Dean Mooney

We began our strategic planning in the fall of 2020 with the help of an outside consultant, AKA|Strategy. Although we all have a lot going on, this is the time when it’s vitally important to define our priorities for the future. Higher education is in transition and many schools are looking for new opportunities and new ways to bring relevance to their work. Strategic planning will give us the opportunity to be deliberate in our own thinking about new opportunities and if necessary a re-imagining of our operations.  A new strategic plan will help us to prioritize investments so we emerge from this pandemic with purpose and forward momentum—as a thought leader and not a follower—leading from a position of strength.

Remember that a strategic plan is a living document—if there are unforeseen external or internal forces that significantly change the landscape in which we operate, we have the opportunity to revisit and adjust our approach or goals.

Why use a consulting firm?

  1. Frees intellect: It allows all of us to focus on ideas, rather than running the process. 
  2. Brings new perspective: An experienced third party has been involved in many plans and I hope they will help to push us as well as guide us.
  3. Time: Colleagues that ran aspects of the last plan strongly recommended using a consultant when they remembered the commitment of time and organization that was needed for the last plan. We are all feeling stretched at this time and this arrangement will help to alleviate stress.

2020

August-September

  • Preliminary Issues Analysis
  • Internal stakeholder interviews & focus groups
  • Review of data, reports, analyses
  • Sept. Strategic Planning Committee (SPC) discussion

Identification of key themes and issues the strategic plan must address

September-November

  • Initial Planning Hypotheses
  • External and internal stakeholder interviews, focus groups, and meetings
  • SPC Discussions

Working hypotheses about O’Neill’s strategic priorities, potential strategies, and vision for the future

November-December

  • Strategic Plan Framework
  • Synthesis of feedback on hypotheses from SPC, interviews, and analyses
  • SPC discussions
  • A lot of writing

Consensus on outline of strategic plan: overall structure and small set of overarching goals

2021

January –March

  • Iterative Drafts of Full Strategic Plan
  • Establishment of subcommittees to create detailed initiatives for plan
  • Presentations by subcommittees to SPC
  • SPC discussions
  • More writing and revision

Consensus on penultimate draft of plan to share with O’Neill community

April-June

  • Finished Strategic Plan
  • Discussions of draft plan with O’Neill community
  • Consultation with others at IU and selected external stakeholders
  • Discussion of stakeholder feedback with SPC
  • Final revisions to strategic plan

Approval of final O’Neill strategic plan by SPC

May-June

  • Preparation for Implementation
  • Restructuring of subcommittees to prepare for implementation
  • Guidance on development of performance metrics

Preliminary performance metrics

Contact us directly

If you have any additional comments you’d like to share with the consultants, please email one of the co-chairs, a member of the committee, or the consultants directly.

Committee and Strategic Planning Support


Committee Leadership


Committee Members

Faculty
Bloomington

Indianapolis

Outside


Staff


Students

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