strategic planning committee roles

A strategy committee is a group of individuals (typically comprised of leaders from the organization) that represent the board of directors or key decision leaders in a business or non-profit organization. The strategy committee has the primary responsibility and task to formulate strategy by deciding where the firm should compete (what markets, lines of business, and geographies). However, in most organizations, it is the responsibility of leaders from business units or divisions to decide how to compete or how to achieve the overarching goals and mission of the enterprise. The strategy committee reviews, approves and synchronizes the strategic plans of business units or divisions. It is the committee’s job to make recommendations and provide guidance to the board regarding both division level strategies and the overarching strategy of the corporation. This allows the board to give the strategy development responsibilities to those who have greater knowledge about the firm and the industry and focus on the strategy review process and oversight.

What does a Planning Committee do?

A planning committee primarily does the work of researching and developing the overarching strategy of the enterprise. This includes:

Defining major goals (what to achieve) with corresponding targets.
Setting objectives (a more detailed and specific set of achievements and outcomes within the major goals).
Formulating key initiatives or the actual strategic plan (how to achieve the goals at a higher, more conceptual level).
Tactics (specific details about how each initiative or element of the strategic plan will be accomplished).

It is the planning committee that communicates and explains how the firm will “operationalize” the strategy and move forward with the implementation of the strategy.

What are the Five Steps in the Strategic Planning Process?

Step one: awareness.

Awareness is about collecting data and analyzing information about the environment the organization operates in. Having adequate information about the internal strengths and vulnerabilities as well as external variables such as industry and global environment factors that may impact the health and well-being of the enterprise is essential to the planning process.

Step Two: Translation

Translation requires that you take the external and internal information (collected in step one) about the business landscape and identify opportunities to exploit and risks to mitigate. Translation enables an organization to articulate and explain the implications and meaning of the changes occurring (internally and externally) to the business. An example of translation would be determining if a change in global monetary policy might have a positive or negative impact on the organization’s strategy.

Step Three: Formulation

Formulation is assembling the plan of action and represents what the organization intends to do or accomplish to ensure it remains relevant and competitive in the short and long term. The plan that is devised should explain how the organization intends to achieve the strategic plan, create value for customers and stakeholders and how the business will differentiate itself from rivals who compete in the same space.

Step Four: Implementation and Execution

This step involves the precise implementation of the plan, allocation of resources and delegation of authority to take action that will produce results and help the organization achieve the outcomes and milestones contained in the strategy plan. This step also involves the monitoring process, accountability and measurement based on clearly defined performance indicators.

Step Five: Revision

The strategic plan of action is like a playbook and gives the members of the organization a line of sight into the organization’s direction and intention. However, revision is an often-missed step in strategy. It is critical to anticipate and prepare for adjustments that will inevitably need to be made due to the disruptions and changes in the business environment. Successful organizations are agile and can adapt to new information, leverage success, learn from failures and make course corrections to seize opportunities and manage challenges.

Who Makes up a Strategy Planning Committee?

For a well-functioning Strategy Planning Committee, there should be a representation from the major functions or activities in the organization and it may also include internal and external board members (or subject matter experts) with relevant knowledge and insights about the business environment. Normally, a planning committee would be comprised of leaders with experience in functions such as

Supply Chain Management
People Management

A planning committee should reflect the key functions that drive your business. Most strategy planning committees have 5 to 10 people with diverse perspectives who can think creatively and critically about future opportunities and areas of exposure for the organization.

What is Organization Strategic Planning?

Organization Strategic Planning is a process that helps leaders create and envision the future. The process focuses on how the organization can adapt and remain relevant in an endlessly changing world that provides new opportunities as well as emerging disruptions and risks. All of the forces impacting an organization can be managed better with a well thought out plan of action that will enable it to take advantage of favorable circumstances that arise as well as vulnerabilities and perils that may challenge the very survival of an organization.

What is an Organization Strategy Plan?

The organization strategy plan focuses on the ways and means to secure a supply of talent to drive the long-term sustained growth of the business. This includes how the organization intends to recruit, develop and retain the best talent. In addition, the organization strategy plan must anticipate the need for new or different activities, functions, and capabilities needed to transform the business and move it forward as the business environment shifts and changes.

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Strategic Planning

Steering committee and process.

In spring 2022, the President announced the formation of a Strategic Planning Steering Committee (SPSC) and invited submissions for nomination. The President and Cabinet reviewed applicants and selected committee members guided by a goal of being as inclusive and diverse as possible across the entire campus.

SPSC Representation and Members

The spsc has the following representation:.

Representatives from LCAS (Loyola College of Arts & Sciences), the Sellinger School of Business and Management (SSBM), and the School of Education (SoE). These representatives include tenured and teaching and clinical faculty.
Administrative representatives
Staff representative
Alumni representative
Board of Trustee representative
Student from SGA representative

The SPSC is composed of the following individuals:

Kerry Boeye, Ph.D., associate professor of visual and performing arts
Wendy Bolger, director of the Simon Center for Innovation & Entrepreneurship
Seán Bray, interim vice president for mission
Michelle Cheatem, Ed.D., associate vice president for student development
Lynne Elkes, M.B.A, teaching assistant professor of economics
Stephanie Flores-Koulish, Ph.D., professor of education specialties
Frank Golom, Ph.D., associate professor of psychology
Sara Hayward, ’11, alumni representative
Alexa Junikiewicz, ’24, Student Government Association representative
Matthew Kudler, ’06, MBA ’18, director of advancement communications
Kirsten Lichtner-Baase, executive assistant for the Sellinger School of Business and Management
Jennifer Louden, M.A. ’17, dean of undergraduate admission
Jen Lowry, Ph.D., associate professor of psychology and chair of the faculty
Michael Mansfield, assistant vice president for financial and auxiliary operations
Eric Nichols, vice president for enrollment management, co-chair
Paola Pascual-Ferrá, Ph.D., associate professor of communication, co-chair
Michael Puma, incoming dean of undergraduate studies
Daniel Rizzo, ’99, trustee
Kerry Tan, Ph.D., associate professor of economics
Michael Tangrea, Ph.D., ’96, endowed professor of innovation and biology

Ex Officio Members:

Terrence Sawyer, president
Cheryl Moore-Thomas, provost
Gerry Holthaus, chair, board of trustees

The committee is supported by the following individuals:

Stephanie Brizee, Ph.D., special advisor to the president
Rita Buettner, director university communications
Cyndy Cowles, executive assistant, president's office
The Rev. Christopher Duffy, S.J., senior associate vice president for mission, planning, and integration
Tracey Frey, assistant vice president for institutional effectiveness and academic assessment
Maureen McCord, executive assistant, enrollment

Roles and Responsibilities

The following defines the roles and responsibilities of individuals and groups across campus for the formation and management of the strategic planning process. The final plan should encapsulate a shared vision that the President is responsible to ensure is enacted for the good of Loyola. The President will work with the Cabinet to ensure the successful completion of the plan. As such, the Cabinet is the final management body for the execution of the strategic plan.

Every Member of the Loyola Community

All members of our community are invited—and encouraged—to participate in the planning process. Although not all input will be directly incorporated into the final strategic plan, all input is valuable to the process. Most importantly, all members of the community will be involved in bringing the plan to life as we collaborate to strengthen and advance Loyola University Maryland for generations to come.

Strategic Planning Steering Committee Co-Chairs

The SPSC co-chairs will lead the committee and provide overall guidance to the process. They will call the meetings, establish the agenda, coordinate the members, and ultimately are responsible for ensuring the creation of a final plan that is focused and achievable within an agreed upon timeframe.

Strategic Planning Steering Committee

The SPSC is responsible for managing the strategic planning process from start to finish and for producing the final product. Specifically, they are responsible for:

Planning and hosting all feedback and data collection sessions
Planning and working with the Office of Marketing and Communications to ensure active communication with the community (establishing the website, sending out emails, guiding branding process, etc.)
Creating and sending out surveys
Collecting and reviewing data
Accepting nominations for forming smaller working groups once themes are established
Overseeing working groups and ensuring they produce recommended objectives that are clear, achievable, and meet the overall goals of the plan
Communicating with constituents and community
Ensuring a transparent and fair process

Strategic Planning Steering Committee Support

Members from the President’s Office, Marketing and Communications, Academic Affairs, the Cabinet, and Enrollment are providing advisory, coordination, and logistical support to the co-chairs and committee. Their role is to help ensure this process is as smooth as possible and is seamlessly integrated into existing support mechanisms of the University.

Loyola Conference

As part of its charge, the Loyola Conference monitors progress on strategic planning and progress toward the University’s mission and goals. The SPSC co-chairs will keep the Loyola Conference apprised of developments throughout the process and will ensure their feedback and input has been properly accounted for in the process.

President and Cabinet

The President and Cabinet will provide high-level direction for the strategic plan. They will receive frequent updates from the Strategic Planning Steering Committee Co-Chairs and the Strategic Planning Coordinator as the process is occurring and the plan is evolving. The Cabinet will function as the final manager of the plan once it has been approved.

Board of Trustees

The Board of Trustees have the final approval over the plan and will work with the President to ensure it is enacted successfully.

Charge to the Strategic Planning Steering Committee

The SPSC is charged with consulting and forming partnerships with representatives from our students, faculty, staff, Board of Trustees, alumni, parents, community partners and other stakeholders to help craft the vision and direction of the next strategic plan for Loyola. The committee is further charged with formulating a draft of Loyola’s next strategic plan, following the process laid out in the Strategic Planning Guidebook.

The plan should anticipate the overall strategic direction of the University through 2030. A draft of the plan should be completed by fall 2023 to be shared with campus constituencies. After review and refinement, a final draft should be ready to be presented to the President for approval in December of 2023 and then to the Board of Trustees for their approval at the February 2024 Board meeting.

The strategic plan should consider and address the strengths, weaknesses, opportunities, and threats facing Loyola and higher education. During spring 2022, the President spent time with many different constituencies. He also participated in SWOT analyses with the Cabinet and the Board of Trustees. From these exercises the President offered the SPSC four thematic areas that he sees as important to Loyola’s future. He asked us to consider the following:

How can we improve our commitment to DEI, student success, and wellbeing?
How can our Jesuit values, specifically engaged learning and academic excellence, be realized in a way that sets us apart from the other 28 schools in the Association of Jesuit Colleges and Universities (AJCU)?
How can the Universal Apostolic Preferences, and specifically caring for our common home, be more fully embraced?
How can employment issues specific to higher education be innovatively addressed, making Loyola a place where people feel valued and love to work?

At the end of Summer 2022, the SPSC engaged in the same SWOT analysis process that will be implemented as part of the Community Engagement Sessions during Fall 2022. The SPSC will schedule and convene these sessions, analyze the community’s feedback, and extract common themes and ideas that will help form a strategic plan that is aspirational and actionable within the timeframe and resources available.

February 15, 2019

What The a Strategic Planning Committee?

Written by Nick Price

The two basic duties of boards are slip the politic planning. Depending on this size and type is the board and the organization, boards have a few options on how to organize their strategic planning process. Councils can delegate the assignment by setting upside a standing strategic planning committee or task forceful. Strategic Planning Steering Committee · Planning and hosting all feedback and data collection sessions · Planning press working the the Office of Marketing and ...

The alternative is for the entire board to work on strategic planning during board meeting time, which works exceptionally well-being used shorter boards. There’s no right or incorrect approach. Who important matter is that boards consider tactical preparation a jobs inches progress and that they have ampere designated process for continual work. The Strategic Visions and Planning Committee will can oversight responsibility of administer functions

According to that Governance Institute , about 50% of hospitality and health system planks trusted on an standing strategic planning committee to build their short- and long-term planning strategies. By contrast, almost 90% of the company reported having one finance committee.

Reasons to Have an Strategic Raumordnung Committee

Strategic planning is one of the board’s fiduciary responsibilities. The board offers the direction that sustains the organization for one upcoming 12 months. Looking beyond the coming year, the board are responsible to develop strategic plans in two to five years. The Strategic Planungsarbeiten Committee assists the board includes its responsibilities used the organization's mission, vision and strategic direction. Go readers more... Key ...

The average size of one corporate board your about nine members and that average size of a charity board is about 17 community. Boards that have larger numbers of members may be too large to provide the necessary focus by forming important strategic directions. Smaller groups have the time to vet issues thoroughly the come to concluding quickly. Boards that choose to delegate strategic planning have standing boards accomplish the legwork on planning or bring adenine draft at to board for consideration. The process saves the board time because they have a base by information to use when asking questions furthermore creating requests for revisions.

What Is Strategically Program?

Strategic planning first accounts for clarifying and solidifying einer organization’s purpose and mission. Clarifying the objective is especially important for charities. Nonprofits are lawfully required to operate according till their purpose and in benefit an public accordingly.

A strategic konzeptionelle committees must also consider where the organization is currently; what they want to see happen over the next three go five years; and formulate ampere map for how to reach their goals. Planning includes identifying the organization’s strengths, weaknesses, opportunities and threats. In analyzing aforementioned internal and external environmental, a strategic planning committee can help the board identify risks the challenges. This information will help the committee establish priorities and set goals. A strategy planning committees memorializes their strategic plan to writing so the board can refer to it regularly to monitor their progress head achieving their aspirations.

Politic planning boards that wish to keep their work safe and completely confidential should be after an electronic rack portal by BoardEffect , which includes a strong secure email communications platform.

What Do Strategical Programming Committees Do?

With it’s your first location as a member of a strategic planning committee, a quick internet search will gain lots of information off how the process works. Most committees possess their own preferably way of trafficking with the details. NCAA Division ME Strategic Vision press System Committee

Typical, strategic planning committees will begin the process by identifying one strategic issues they require to deal. It’s also common to do into analysis of strengths, weaknesses, opportunities and threats, which is also commonly well-known how a SWOT analysis . Select information that’s helpful in strategic planning is looking at market your and threats, assessing purchaser satisfaction and requirements, and getting input from employees about their perceptions of strength and weaknesses. These exercises will help the committee associates to determine their starting point.

The next phase of the process normal consists the developing the product. At this point, the strategic planning committee reviews to assignment, vision and values statements to determine with person like to recommending any changes to the lodge. Working together, the committee then develops and three- go five-year plan, along with a three-year financial projection.

Using the SWOT analysis as a reference point, the committee should breathe able to set some solid precedence. The next part of strategic planning is to set of short- to mid-term goals.

Any time somebody organization sets goals, it’s prudent to set SMART goals . The areas SMART kiosks for:

S -Specific

M -Measurable

A -Achievable or attainable

RADIUS -Realistic or reasonable

T -Time measured

Into other lyric, each goal should be specifically worded and be something such can be close achieved. Strategic programming committees should be able for put a timeframe on get the goals and ought be able to measure which finding. Strategic Planning Committee

And committee willingness also need into identify key performance indicators press set to use them on track an board’s progress against their goals. To ensure that there’s adequate funding to support the new objectives, the committee will need in develop a one-year budget for the short-term plan. The final level in this etappen is to assign organizational goals to the responsible departments. They will after be able to get started konzeption yours move steps so they’ll have much to report to the board at that designated periods.

The steps listed above compose aforementioned loose are the work that a strategic planning social needs to do, but there is one final, important stage in the strategic planning process, and this entails monitoring the performance of and strategic plan.

Upon finalization of the strategic plan, the committee should get a final approval from the board before pursuing implementation. Of select then needed to communicate the strategy to the whole organization, so that every felt invested in their responsibility and is contributing the the overall plan.

To stay strategic planning on track, the committee should be careful not to overlook creating a schedule for progress reviews. Most tables find such journal progress reports am sufficient for monitoring and follow-up. On gives the board a chance to review the strategic plan and for inquire for modifications if they’re necessary. Taking these steps should ensure that boards are seeing specialize and measurable progress on multiple areas. Division I Strategic Vision and Planning Committee

At the end of to year, it’s time to review the committee’s achievements and your and schedule hour to build on that success by conducting strategic planning for an next type.

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The Strategic Role of an Effective Development Committee and How to Create One

Board of Trustees //

November 8, 2020

Your strategically focused Board of Trustees is key to making your development programs effective and sustainable. When your Board centers on decision-making that is future-focused and viability-motivated, your school prospers—inspiring your donors and prospects to commit philanthropic dollars to your school.

To be most effective, your Board must engage in strategic planning, Head support and evaluation, developing and maintaining a culture of giving and getting involved, and due diligence. Your Board and Development Committee must work together to ensure the proper management of donors and prospects.

Here's more about fostering the strategic role of an effective Development Committee.

The Board's Role in Long-Term Viability

The Board should focus on viability, not daily operational issues. In some cases, the Board members can mistakenly become consumed with handling operations or maintenance tasks. Their scope should focus on matters of strategy—tuition setting, supporting the School Head, and fundraising.

When it comes to fundraising, the Board is the leader. School staff, including the School Head, are the facilitators that support the Board's role in development—from annual funds and capital campaigns to major gifts and endowment initiatives.

The Development Committee

To spearhead fundraising, your Board should create a Development Committee (sometimes called an Advancement Committee). The Board's Development Committee leads by supporting the Board's strategic role in the school's development efforts. This committee is responsible for:

recommending and monitoring the school's development plan, tying directly to the Board's strategic plan and the strategic financial plan;
providing input and feedback on the school's Case for Giving ;
participating in the donor cycle including identification , engagement , evaluation , solicitation , recognition , and stewardship of donors and prospects; and
involving other Trustees and appropriate members of the broader community in the Committee's work.

When selecting people to include on your Board, ISM recommends including eight to 10 individuals who have demonstrated their personal philanthropic support of the school, who are well-connected to your community, and who are able to engage donors and prospects with your school. Include Board members (at least four) and other community members who can help further your school's mission. Avoid selecting individuals who are representatives of constituent groups, clubs, and organizations, like the Parent Association President.

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The Development Quartet

The Development Quartet (which includes the Development Committee Chair, the Board President (or Chair), the School Head, and the Development Director) works in concert with your Development Committee to accomplish your Board’s strategic goals. In addition, the quartet functions as a front-line strategy group when considering fundraising opportunities and prospect engagement plans.

These four leaders are responsible individually and collectively for implementing the donor cycle—identification, engagement, evaluation, solicitation, recognition, and stewardship—to involve major donors and prospects.

The Board Chair

The Board Chair should lead strategic planning and work with the Development Committee Chair to align committee goals with the school’s strategic plan. The Board Chair also sets the tone and pace for giving.

The Development Committee Chair

The Development Committee Chair leads strategic development planning with the Committee and works with the Board Chair to align the goals with the strategic plan. The Committee Chair also helps lead and educate Trustees about their philanthropic duties to the school.

The Development Committee Chair also works with the Development Director to set the meeting agendas, manage the development plan, and create fundraising policies.

The School Head

The School Head is the face of the institution and tells the school's story through the eyes of the students, faculty, parents, and alumni. As guardian of the school’s mission, the Head can speak directly to donors and prospects about the essential reasons for providing for the school's future.

The Development Director

The Development Director is the chief of staff who plans for the implementation of strategic goals and actions in the strategic development plan, which has been reviewed by the Quartet and approved by the Development Committee. As the consummate organizer, the Development Director creates and oversees the implementation of engagement plans as well as coordination of all development programs and special events.

The Development Director works with the Development Committee Chair to set an agenda for monthly meetings and annual planning. Agendas should include reporting and discussion of strategic priorities, and provide opportunities for members to share their knowledge of your donors and prospects and to brainstorm ideas for the future.

Having the right people with the appropriate commitment to your school and mission impacts your development efforts. The strategic role of an effective Board ultimately ensures the Development Committee is working effectively to provide for the soft income that will help underwrite the future viability of your school.

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Strategic Planning

Strategic planning is a process that outlines the direction of an organization. It identifies how an organization will allocate their resources to achieve a desired future state while positioning itself to be competitive within the industry. Through this process, areas of excellence and improvement are substantiated, and organizational goals are aligned to ensure that all entities are moving in the same direction.

Leadership - At its core, strategic planning is a leadership function that benefits anyone in a leadership position. A strategic plan is more likely to succeed if the impetus for strategic planning comes from the top and the organization’s leader is prepared to visibly and consistently commit the organization to a strategic process.

Organizational Integration - To be effective, strategy cannot stand alone or apart from operations. If strategy defines the desired future states and the means to that end, “operations” defines, allocates, and manages the necessary resources. Key areas include:

Group on Institutional Planning (GIP) Toolkit (PDF)

Creating Strategic Plans

Step 1: initial planning (approval, scope, timeframe, stakeholders, planning team).

The goals of the initial planning phase are to: 1) clarify the scope of the strategic plan; 2) organize the planning process; and 3) identify stakeholders and possibly a list of steering committee members to be involved with the development and implementation of the plan.

Step 2: Environmental Assessment

The objective of the environmental assessment phase is to define and collect the necessary data to understand the service’s current state. Some questions an environmental assessment hopes to answer include:

This is accomplished through interviews, data analysis, focus groups, surveys, internal and/or external benchmarking, and sometimes an innovation assessment. The end result of this phase should be a summary document that provides an accurate representation of the present environment while identifying both issues and opportunities. Assistance of a business manager is helpful in identifying data and doing the analyses.

Step 3: Mission, Vision, Goal and Strategy Formation

The purpose of this step is to agree on your current mission, create a future vision for the organization/service and generate short-term goals and detailed strategies towards reaching this desired state. The formation of the mission, vision and accompanying goals is accomplished through brainstorming and discussions with senior leadership/stakeholders while the formation of strategies is best achieved by smaller workgroups comprised of those that will be directly involved in implementation. In the last part of this phase, the direction and strategies are used to generate volume projections and a pro forma validating the expected successes of plan implementation.

Step 4: Final Plan Development and Approval/Endorsement

The goal of this step is to: 1) compile the necessary documents for senior leadership and key stakeholders in the organization/service; and 2) secure plan confirmation/approval. The purpose is to provide senior leadership/key stakeholders with the information needed to make decisions regarding the organization/service. In addition, senior management will want to understand how the organization/service will drive implementation (i.e., how the plan will be implemented). An implementation plan and scorecard are useful tools to facilitate this discussion.

Once you know what you want to achieve and how, develop an implementation plan that highlights strategy leaders, timeline (including interdependencies) and resources needed (both existing and incremental). This not only helps the department organize around their plan but provide direction for enabling business entities such as advancement, space planning, communications, and government affairs.

Step 2: Scorecard Development and On-Going Review

Prior to the completion of the plan, determine how frequently the plan will be re-evaluated and how often updates will be given to senior leadership/key stakeholders. Develop a scorecard that compares actual performance to targets for key plan metrics.

To ensure that the plan is moving forward, periodic meetings with individuals denoted in the implementation plan may be needed to discuss progress and any factors that mitigate the plan’s success. Adjustments may be needed to the planned timeline, or to strategies and resources.

Step 3: Communications Plan

Once your plan is complete and approved by senior leadership, it is important to communicate it to key stakeholders including faculty and staff, boards, alumni, philanthropists/foundations, politicians and other influencers. Additionally, work with your communication’s team to ensure regular communications tie to the strategic plan progress whenever possible. Encourage your leader to mention their strategic plan in regular interactions and how the plan impacts his/her decision making and prioritization.

Use of Data and Scorecards in Strategic Plans

It is important to understand if your actions are creating the progress desired. Therefore, it is important to develop metrics to track your success and make changes to the plan if needed. Leadership and key stakeholders will also want to understand that goals are being achieved.

Planners are masters of process. Planners must skillfully employ a variety of techniques to shepherd participants through the steps of visioning, environmental assessment, development of goals, objectives and strategies, and tactical planning for implementation. The skills involved are both substantive and political.

Planners must be generalists with the ability to master new subject areas quickly. In one instance, the planner may be called on to facilitate planning for managed care networks, and in the next, be called on to plan for a transgenic animal program. The potential topical areas are nearly limitless, and the planner must be comfortable working with technical material that may be unfamiliar.

The roles that planners are called on to play are even more varied than the many different organizations that make up academic medicine. The senior planning position in a large organization, such as an academic medical center, would include all of the elements listed below. Senior planners in smaller organizations, or specialists within a planning group, may have responsibilities requiring some of these abilities, but not all of them.

Competencies are listed below:

GIP Strategic Planning and Management Subcommittee

Learn more about the GIP Strategic Planning and Management Subcommittee . Learn more about the subcommittee's recent hot topic discussions .

Cal Poly Humboldt

HSU Strategic Plan

Roles and Responsibilities

Committee Charge

The President’s Strategic Initiatives Committee develops, implements, and monitors strategic and operational planning. The Humboldt strategic planning process is a collaboration between the University Senate, Office of the Provost, and Office of the President.

Using a consultative, campus community-based approach, the committee develops and recommends to the President a strategic plan to guide Cal Poly Humboldt for a five-year period, AY 2021-2026. In addition, the committee will provide oversight of institutional planning, which includes ensuring the strategic and operational plans are completed, assessed, monitored, and updated regularly. As one of the standing Cabinet committees, the President appoints members. The faculty appointments are conducted in consultation with the Deans and University Senate Executive Committee.

In consultation with campus community constituents, implementation of the charge minimally includes:

Subgroups and Related Member Responsibilities

The building blocks of the 2021-2026 Humboldt Strategic Plan will be crafted through the research, dialogue, and imaginations of working groups organized around six themes:

Strategic Planning Co-Chairs will coordinate working group processes, as well as support from the technical team, and administrative staff. To coordinate and align their processes, working group chairs will meet regularly with the full strategic plan steering committee. The technical team will provide data, facilitate outreach, monitor and align multiple campus planning processes (e.g., DEIC, AMP), and design and implement a communication plan.

Building Strong Mixed Role Working Group Memberships

The leadership of each working group is charged with bringing together around their theme diverse mixed role teams. The strength of mixed role teams lies in the potential to research and crystalize a plan that has engaged at inception with a broad range of standpoints and related insights. Standpoints are constructed at the intersections of formal organization positions (e.g., student, ASC, faculty member), and identities that shape experiences across roles (e.g., gender, race/ethnicity, ability). Memberships will be vetted in dialogue with the full steering committee.

Planning Co-Chairs - Team Captains

Administrative Support Team - Partners in Success

Working Group Leadership/Steering Committee - Architects and Ambassadors

Working Group Member

Technical Team - Subject Matter Experts and Consultants

HSU Strategic Plan 1 Harpst St Arcata, CA 95521

Rick is an international business attorney and currently sits on the Board of Directors and provides general counsel, risk management and compliance services to foreign companies entering the U.S. market including Power Stow America's Inc., a subsidiary of Power Stow A/S in Denmark, the world leader in the supply of tracked conveyor systems to the airline industry. '

Rick has been a partner in a U.S. based litigation firm and has a long history of international in-house counsel experience working with some of the largest multinational companies in the world. His industry experience includes work in the automotive, global telecommunications and electronics, intermodal transport, airline and facility management industries.

Rick is an avid reader and writer with published articles and books on a wide range of topics, including intercultural communication, technology and the practice of law. Rick has lived overseas and works and travels extensively throughout the world.

Support for Your Board

Inspiring change, board research, about boardsource, nonprofit strategy and planning, importance of nonprofit strategic planning.

One of the board’s primary responsibilities is to set direction for the organization through strategic planning.

A strategic plan or framework serves as a roadmap and as a tool for assessing progress. Working side-by-side with staff leadership, your board should play an active and substantive role in developing, approving, and supporting your organization’s strategic planning.

The nature of strategic planning is changing, however, in response to the turbulence caused by the most recent recession and the challenge of planning in a constantly changing environment. Plans must be adaptable and reviewed regularly. At the same time, some nonprofit leaders have found that planning in a dynamic environment presents an opportunity to think differently.

Nonprofit leaders are encouraged to incorporate the Purpose-Driven Board Leadership principles to guide your strategic planning process. While this centers around the four principles, in particular, equity mindset and authorized voice and power, can drive the change that most organizations need to take board leadership and thinking to new heights. It is vitally important that organizations incorporate and amplify the voices of the communities served to remove any systemic inequities and lead to greater social impact. As you clarify your organization’s strategic priorities, you may find that they are best accomplished in partnership with others. Consider a strategic alliance with another organization to accelerate your mission work and unlock new opportunities for impact.

BoardSource has also seen a shift away from traditional strategic plans based on three- to five-year time horizons and long planning processes. There has been a move toward strategic frameworks articulating organizational priorities, business plans that combine programmatic and operational goals with financial forecasts, as well as more robust annual plans with clear metrics and timelines.

Whether the path is more traditional or a new framework, the most important planning tool a nonprofit has is the strategic planning process, and this should reflect a shared board and staff vision of the organization’s role, values, and priorities. It should also include a clear focus on the purpose of your organization and the community it serves. Nonprofits need to ensure that those most impacted by the plans have a voice in the planning. According to Leading with Intent, strategic planning remains among the top areas in need of board improvement, and the following resources are designed to help.

The following resources are designed to help boards improve their performance in the area of strategic planning. According to Leading with Intent , strategic planning remains among the top areas in need of board improvement.

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How to hold a strategic planning meeting: A simple, step-by-step guide for facilitators

November 22, 2021

If you’re running or facilitating a strategic planning meeting, there are many factors to consider.

It’s much more than just bringing everyone together to have an open discussion — and it doesn’t just happen on its own, either.

There are several steps you can take to ensure that your strategic planning meeting runs smoothly, but it all starts with preparation.

Today, we’ll explore a few ideas to help you hold a successful session, starting with the basics.

Try Miro’s Strategic Planning Template

21 min read

What is strategic planning?

Best practices for running a successful strategic planning session

How to run a strategic planning meeting in 7 steps

Sample agenda for a strategic planning meeting

It all comes down to solid preparation and visuals.

Strategic planning is the process of analyzing a current situation within your organization and making sure it’s aligned with your specific objectives. If it isn’t, you and your team must develop a plan to “correct the path.”

So, why is strategic planning important?

In short, strategic planning helps you get from where you are today to the future you want. It’s a way of breaking down big, daunting goals into manageable steps that address your current situation and guide your work.

Visual representation of the strategic planning process

Here’s where strategic planning meetings come into play.

Meetings are the cornerstone of the strategic planning process.

These meetings are typically held by facilitators , but anyone can lead a strategic planning meeting.

We’ll provide you with specific instructions to hold a successful meeting a bit later, but first, let’s answer a crucial question.

What is the purpose of a strategic plan meeting?

Broadly speaking, a facilitator will use meetings to either:

These meetings aim to provide clarity in decision-making.

This is not a typical meeting where participants spend time reporting out. Strategy planning is all about brainstorming and collaboration .

This way, you can develop solutions to tangible problems in your organization and set the tone and strategic direction for your team.

Who needs to be included?

The best way to ensure that you get all of the most relevant voices in the room is to create an invite list.

Include people from each relevant department, if possible.

This way, you can cover a more complete spectrum of your company’s operations and activities.

You’ll want to include upper management, but don’t stop there.

Bring in members of the sales department, investor relations, human resources, and any other relevant departments or stakeholders.

You might also consider inviting people from outside of the organization who can provide a fresh perspective.

This is particularly useful for organizations that are doing business in a new market or have started offering new products.

Now that you understand the importance of effective strategic planning meetings, the question becomes, how do you actually hold one?

Let’s cover a few of the best practices:

Build buy-in before the meeting starts

First, you’ll want to build buy-in with everyone involved.

Keep what you’re doing top-of-mind, whether that’s through casual conversations or company-wide memos.

In addition, make sure to have a clear agenda prepared, so everyone knows what they can expect out of the meeting. Start by defining the goal, then detail how you’ll get there.

Also, get all the materials you need together in advance.

That may look like coordinating with IT to make sure everyone has access to company software, sending out pertinent documents in advance, or mapping out who will be speaking at the meeting.

Make sure to communicate your expectations clearly so that everyone knows what is expected of them and why.

You’ll want to spend time in your planning stages to keep the tone positive, while at the same time being realistic about what’s possible.

Ultimately, your goal should be to align the team around a shared vision and mission so that you can move forward with a shared perspective.

Now, how can you communicate this agenda?

We suggest you use a centralized space where everyone can see your agenda.

For example, you can use Miro’s Agenda template to create and share your agenda with participants.

You can also use the template to keep notes during the meeting and add refinements later.

This way, everyone can see what’s been discussed and the next steps for moving forward.

Remember; this should be a collaborative effort, so consider asking for ideas from everyone about what they’d like to see covered.

Just don’t forget to actually take those ideas into consideration.

Develop a transparent strategic planning process

During the strategic process, you’re inviting employees to have meaningful discussions around the company’s vision statement, strategic goals, and strategic objectives.

It’s important to have a roadmap in place for how you will facilitate the process so that employees know what to expect.

Your meeting should be an open, engaging discussion with transparent dialog. During the meeting, everyone should get a turn to talk.

Make sure you have a clear process that allows everyone to participate and feel heard, no matter what their role is.

In the planning stage of a meeting, it’s important to have as much input as possible.

You can involve everyone by holding a virtual brainstorming session with this brainstorming template . Once you create a board, you can invite people to collaborate in real-time.

This template helps you create a more engaging and collaborative session while allowing every person on the team to contribute their thoughts.

Create an agenda and stick to it

We all know what happens when an agenda is not set or adhered to.

Creating an agenda for your meeting helps you and your participants stay on track. This agenda should include topics, questions, milestones, and people.

Milestones are the larger topics that will be broken down into smaller questions, and these questions should flow to the ultimate goal of narrowing down your strategic priorities.

You can create milestones by putting together a list of discussion questions that will help your participants get on topic and help you check in with the group.

Your agenda might include an opening discussion, a brainstorming session on ideas, and a closing review of next steps.

When developing your agenda:

Make it interactive

As much as possible, you’ll want to make this a collaborative effort, so it’s important to get everyone involved.

For example, you might want to break the group down into smaller sub-teams to brainstorm opportunities for new product features.

You could also task each group with creating a list of opportunities for particular departments within your company.

The point is that you’ll want to encourage open and honest dialog about challenges your company is facing and, where possible, break down any barriers that might stand in the way of progress.

Make sure to collaboratively create strategy documents, provide regular updates on progress, and discuss strategic issues in real-time.

This way, you can work side-by-side to improve your performance, no matter where in the world your team members happen to be.

To get the most out of each session, you should prepare thoroughly — from the agenda to who you’ll involve and how.

Whether you’re holding a remote, hybrid, or in-person meeting, this process will help you out.

1. Define a clear outcome for the meeting

A strategic planning meeting can go totally off-the-rails if it’s held without a defined objective. That’s why the very first step is to define a clear, tangible goal for the meeting.

For example, your objective might be to better align social media with your marketing strategies .

In this case, your meeting might include a discussion on the purpose of social media, its role in the planning process, and how to better align your social media campaign with your organizational goals.

If your goal is to develop a new product , your meeting might look different.

Consider discussing who the target audience would be and how you can get in front of them. You could also discuss how the product should be positioned in the marketplace and what strategies you’ll use to get it there.

You can also set specific strategic planning meeting themes as part of your objectives, such as business growth or innovation.

The point is to be as specific as possible with your goal. That way, it’s easier for everyone to stay on task and make the right decisions.

2. Break the ice

A strategic planning meeting can be a big undertaking, so it’s important to break the ice by engaging participants in some friendly conversation.

You may want to ask participants what they think of the company’s latest direction or engage them in a fun icebreaker activity.

You can also ask them what they think of the new business strategy and how they would implement it.

Or you could ask participants to complete an activity that allows them to interact with one another and develop a better understanding of each other’s unique skills.

For instance, you could assign participants to form teams, then ask them to create a project plan to solve an issue the company might be experiencing.

You can also break the ice by having participants introduce themselves.

If you’re holding a remote or hybrid meeting, you could have participants discuss what they think in a private online chat room, or you could use an instant messaging program for the same purpose.

Make sure they feel comfortable sharing their thoughts and ideas with each other before starting the main agenda.

The bottom line?

The more connected the group is prior to the meeting, the more effective the meeting will be.

3. Set clear expectations

Once you know what you want out of the meeting, the next step is to communicate any expectations of participants, such as things they should prepare in advance of the meeting.

Here are some useful guidelines to keep in mind when you’re setting expectations:

4. Set ground rules for behavior

Before the meeting starts, make sure everyone knows the rules.

This is especially important when working with external stakeholders.

For example, you might say something like:

“The goal of this meeting is to develop the strategic plan for the next quarter. We want to minimize distractions, so please don’t check your phone during the meeting.”

Another good idea is to let participants know how they’ll be evaluated. For example, if you’re trying to make progress on a project, you might say something like:

“Let’s try and reach a consensus on the first three points. If we can do that, we’ll consider the meeting a success.”

If you’re dealing with a remote or hybrid team, you should take the time to define online behavior standards. For instance, you could say something like:

“If you have a question, please type it in the chat window. Using outside chat programs is not permitted during the meeting.”

This way, you’ll have everyone invested in the outcome.

5. Identify potential challenges

Before the meeting starts, it’s always good to identify potential areas of conflict that might derail the process.

For example, what would happen if someone had to leave halfway through? Will the meeting continue without them, or will you reconvene once they’re back?

You should also consider how to handle difficult participants. Can you remove a difficult participant from the meeting before they hijack all of your time?

What happens if a disagreement comes up and it’s not resolved?

You should prepare for all these things in advance and have a plan ready if they do happen. For example, consider using a countdown timer for specific agenda items or presentations, so that time is allocated fairly.

Interactive whiteboard with linked agenda and countdown timer shown

If you identify potential challenges early on, you can keep an eye out for them as the meeting proceeds.

6. Encourage full participation

Remember that you’re asking people to spend time — and sometimes travel — to participate in your meeting.

It’s essential that everyone feels like they have the opportunity to participate. The best way to do this is by mentioning at the beginning of the meeting that you’d like everyone’s input throughout.

Make sure to keep an eye out for people who aren’t speaking up. If it seems like they may have something to contribute, ask them for their thoughts on the topic.

Also, make sure everyone knows that participation is critical. If you need to take a vote on something, remind people what the vote is about and why it matters.

Finally, make sure you’re speaking in terms that everyone in the room can understand. If there are people who are new to the organization, spend a moment explaining any acronyms you use.

This will allow everyone to feel like they can give their input with ease, leading to a more successful meeting.

7. Use visuals and brainstorming tools to communicate ideas

Having everyone on the same page is critical, even if they can’t be in the same room.

Here’s where visuals and collaboration platforms come in handy.

Using collaborative tools, like our brainstorming templates helps you organize work and removes some of the stress of coming up with ideas on the spot.

It also encourages people to provide input and makes them feel like they have a stake in the outcome.

For instance, you can use Miro’s Reverse Brainstorming template to come up with innovative ideas and display them in real-time. You can save the meeting content on the board too, so you can send it to participants after the meeting.

Miro's Reverse Brainstorming template screenshot

This can be especially useful if you have multiple participants in different locations involved at the same time. They may not be able to physically attend the meeting, but they can still provide valuable input.

Also, we provide you with a fully customizable strategic plan template .

Miro's strategic plan template screenshot

You can adapt this template to fit your exact business needs and standardize your meetings with ease.

You need to make sure your strategic planning meeting agenda is detailed and thorough enough to keep you on task.

Start with an overview of what you’ll be discussing, then move into individual department updates. This is where you highlight progress against targets.

Finally, spend some time outlining your organizational goals moving forward and, of course, always leave time for questions.

To help you better understand what a strategy planning session might look like in the real world, here’s a sample agenda:

The best way to ensure your meeting runs smoothly and effectively is to prepare it with anticipation. By creating a clear agenda, you’re able to get the most out of your session.

Also, the use of visuals and brainstorming tools helps you collaborate with your team and communicate your critical points more effectively.

You can hold your planning meetings in a more visual way by creating a board and sharing with your team.

Also, you can use the strategic planning meeting template to get started with fewer headaches.

Gregory Ball // College of Behavioral and Social Sciences

William Bentley // A. James Clark School of Engineering

Craig Beyrouty // College of Agriculture and Natural Resources

Robert Briber // A. James Clark School of Engineering

Dean Chang // Academy for Innovation and Entrepreneurship

William Cohen // Office of Undergraduate Studies

Carlo Colella // Division of Administration

Scott Cronin // Undergraduate Student, Residence Hall Association

David Cronrath // Office of the Senior Vice President and Provost

Lucy Dalglish // Philip Merrill College of Journalism

Georgina Dodge // Office of Diversity and Inclusion

Michele Eastman // Office of the President

Steve Fetter // The Graduate School

Megan Gebregziabher // Office of the Senior Vice President and Provost

Danielle Glaros // Prince George's County Council

Jeff Hollingsworth // Division of Information Technology

George Hurtt // College of Behavioral and Social Sciences

Dawn Jourdan // School of Architecture, Planning and Preservation

Lisa Kiely // Office of Undergraduate Studies

Jennifer King Rice // Office of the Senior Vice President and Provost

Prabhudev Konana // Robert H. Smith School of Business

Adrienne Lim // University Libraries

Laurie Locascio // Division of Research

Boris Lushniak // School of Public Health

Keith Marzullo // College of Information Studies

Paul Mandell // UMCP Foundation Board of Trustees

Bob Orr // School of Public Policy

Kislay Parashar // Undergraduate Student, Student Government Association

Patty Perillo // Division of Student Affairs

Michael Poterala // Office of the General Counsel

Brodie Remington // Division of University Relations

Jeffrey Rivest // Alumni Association Board of Governors

Katherine Russell // College of Behavioral and Social Sciences

Laura Stapleton // College of Education

Bonnie Thornton Dill // College of Arts and Humanities

Dean Tobin // University of Maryland, Baltimore

Craig Thompson // UMCP Foundation Board of Trustees

Melekte Truneh // College of Information Studies

Brian Ullmann // Office of Strategic Communications

Juan Uriagereka // College of Arts and Humanities

Amitabh Varshney // College of Computer, Mathematical, and Natural Sciences

Ellen Williams // College of Computer, Mathematical, and Natural Sciences, University Senate

Patrick Wojahn // City of College Park

Ann Wylie // Finance Organization

Strategic Planning Catalyst Work Group*

Mira Azarm // Academy for Innovation and Entrepreneurship

Erica Estrada-Liou // Academy for Innovation and Entrepreneurship

Sharon LaVoy // Office of the Senior Vice President and Provost/Academy for Innovation and Entrepreneurship

Brooke Smith // Academy for Innovation and Entrepreneurship

Kim Wallace // Academy for Innovation and Entrepreneurship

Academic Excellence Subcommittee

Patricia Alexander // College of Education, co-chair

Juan Uriagereka // College of Arts and Humanities, co-chair

Ricardo Arevalo // College of Computer, Mathematical, and Natural Sciences

Elizabeth Beise // Office of the Senior Vice President and Provost

John Bertot // Office of the Senior Vice President and Provost

Ashley Black // Office of the Senior Vice President and Provost

DeNeen Brown // Philip Merrill College of Journalism

Kate Izsak // College of Information Studies

Eric Johnson // Office of Undergraduate Studies

Manya Kaur // Undergraduate Student

Patricio Korzeniewicz // College of Behavioral and Social Sciences

Katie Lawson // Office of Strategic Communications

Marilee Lindemann // Office of Undergraduate Studies

Jennifer Littlefield // School of Public Policy

Jacqueline Liu // Undergraduate Student

David Lovell // A. James Clark School of Engineering

Peter Mallios // Office of Undergraduate Studies

Elisabeth Maring // School of Public Health

Megan Masters // Division of Information Technology

Alejandra Mercado // A. James Clark School of Engineering

Lynn Mullineux // Office of the Senior Vice President and Provost

Sarah Ann Oates // Philip Merrill College of Journalism

Karthik Nambiar // Undergraduate Student, Student Government Association

Madhulika Nallani // Undergraduate Student, Student Government Association

M Pease // Undergraduate Student, Senate Executive Committee

Lisa Pierotte // Graduate Student

Jordana Saggese // College of Arts and Humanities

Richard Scerbo // College of Arts and Humanities

Antonio Scott // Graduate Student

Madlen Simon // School of Architecture, Planning and Preservation

Stephen Thomas // School of Public Health

David Tilley // College of Agriculture and Natural Resources

Alythia Vo // Undergraduate Student

Ellen Williams // College of Computer, Mathematical, and Natural Sciences

Discovery, Creativity and Innovation Subcommittee

George Hurtt // College of Behavioral and Social Sciences, chair

Suzanne Ashour-Bailey // A. James Clark School of Engineering

Tamara Clegg // College of Information Studies

Andrea Dragan // Division of Research

Joe Drasin // Division of Information Technology

Ramani Duraiswami // College of Computer, Mathematical, and Natural Sciences

Toby Egan // School of Public Policy

Sinead Farrell // College of Behavioral and Social Sciences/College of Computer, Mathematical, and Natural Sciences

Paul Goeringer // College of Agriculture and Natural Resources

Ken Kiger // A. James Clark School of Engineering

Marcio Oliviera // Division of Information Technology

Rosalia Reyes-Webb // College of Education

Steve Rolston // College of Computer, Mathematical, and Natural Sciences

Jelena Srebric // A. James Clark School of Engineering

Nyah Stewart // Undergraduate Student, Student Government Association

Kanitta (Ann) Tonggarwee // Office of the President

Ken Ulman // Office of the President, UMCPF

Min Wu // A. James Clark School of Engineering

Student Experience Subcommittee

Katherine Russell // College of Behavioral and Social Sciences, chair

Gloria Aparicio Blackwell // Division of Administration

Oscar Barbarin // College of Behavioral and Social Sciences

Ada Beams // Undergraduate Student

Kayla Bill // Graduate Student

Audran Downing // College of Arts and Humanities

Amy Eichhorst // Division of University Relations

Tim Foecke // A. James Clark School of Engineering

Angela Jones // A. James Clark School of Engineering

Dahye Kang // Undergraduate Student

Patrick Killion // Office of the Senior Vice President and Provost

Javiera King // Office of the Senior Vice President and Provost

Ross Lewin // Office of International Affairs

Sol Lee // Undergraduate Student

Mary Lopez // School of Public Policy

Valronica Scales // Division of Student Affairs

Josie Shaffer // Undergraduate Student, Student Government Association

David Tomblin // A. James Clark School of Engineering

Andrew Valmon // Intercollegiate Athletics

Access and Student Success Subcommittee

Lisa Kiely // Office of Undergraduate Studies, chair

Emily Berry // Graduate Student

Kelley Bishop // Division of Student Affairs

James Bond // Division of Student Affairs

Yishan Ding // Graduate Student

Ifeoma Eleazu // Undergraduate Student, Student Government Association

Barbara Gill // Office of the Senior Vice President and Provost

Carlton Green // Office of Diversity and Inclusion

Kimberly Griffin // College of Education

Shannon Hayes Buenaflor // A. James Clark School of Engineering

Paul Jaeger // College of Information Studies

Jacqueline Kautzer // Office of Undergraduate Studies

Warren Kelley // Division of Student Affairs

Wesley Lawson // A. James Clark School of Engineering

Chris Luna // Undergraduate Student

Eva Morgan // School of Public Policy

Amani Nokuri // College of Behavioral and Social Sciences

Ron Padrón // College of Information Studies

Ana Palla-Kane // Division of Information Technology

Bryan Quinn // A. James Clark School of Engineering

Anne-Bennett Smithson // College of Arts & Humanities

Zahrah Siddiq // Undergraduate Student

George Syrmos // A. James Clark School of Engineering

Anita Taylor // College of Education

Josie Urrea // Undergraduate Student, Student Government Association

Operations and Resources Subcommittee

David Cronrath // Office of the Senior Vice President and Provost, co - chair

Melekte Truneh // College of Information Studies, co - chair

Dylan Baker // Office of the Senior Vice President and Provost

Nina Jeffries // Undergraduate Student, Student Government Association

Tiffany Jackson // Undergraduate Student, Senate Executive Committee

Valerie Lahoud // Division of Student Affairs

Meredith Lee // Division of Information Technology

Rahul Marri // Graduate Student, Senate Executive Committee

William Olen // Division of Administration

Nabila Prasetiawan // Undergraduate Student

Scott Roberts // Office of the Senior Vice President and Provost

Katherine Sharp // School of Public Health

Gerald Suarez // Robert H. Smith School of Business

Katrina Walsemann // School of Public Policy

Mary Warneka // Office of the Senior Vice President and Provost

Chris Wilkins // Division of Information Technology

Ji-Cheng (JC) Zhao // A. James Clark School of Engineering

Strategic Partnerships Subcommittee

Bill Bentley // A. James Clark School of Engineering, chair

Harry Alford // Office of Undergraduate Studies

Kathy Best // Philip Merrill College of Journalism

Gerald Brown // Undergraduate Student

Eric Chapman // Division of Research

Segun Eubanks // College of Education

Jim Harris // Division of University Relations

Kayleigh Hasson // Undergraduate Student

Winter Hawk // Undergraduate Student, Student Government Association

Jane Hirshberg // College of Arts and Humanities

Bill Kules // College of Information Studies

Tao Lowe // A. James Clark School of Engineering

Margaret McCarthy // University of Maryland, Baltimore

Molly McKee-Seabrook // Office of the President, Government Relations

Patrick O'Shea // A. James Clark School of Engineering

Mihai Pop // College of Computer, Mathematical, and Natural Sciences

Chandrika Rallapalli // School of Public Policy

Amanda Stein // A. James Clark School of Engineering

Kathleen Stewart // College of Behavioral and Social Sciences

Antoinette Waller // Graduate Student, Senate Executive Committee

Gabriela Winter // Undergraduate Student

Alex Zimmerman // Undergraduate Student

*The Catalyst Committee is tasked with facilitating brainstorming sessions with each strategic planning subcommittee to help stimulate the bold thinking and spur the most creative and equitable ideas in each subcommittee's area. It will help the subcommittees reimagine higher education at UMD.

Also, the University of Maryland has contracted with the Huron Consulting Group, a professional consulting services firm, to shepherd its strategic planning process.

IMAGES

PPT
Committees
What Is a Strategic Planning Committee?
Committee Structure To Implement Strategic Plan
District Strategic Planning Committee
Strategic Planning Revisited

VIDEO

Strategic and Technical Planning Committee
Strategic and Technical Planning Committee
Strategic Planning Kickoff
Strategic Planning Committee
Strategic Planning Committee meeting, 2 March, 2pm
Kirklees Council Strategic Planning Committee

COMMENTS

What Is a Strategic Planning Committee?
Strategic planning is one of the board's fiduciary responsibilities. The board provides the direction that sustains the organization for the upcoming 12 months. Looking beyond the coming year, the board is responsible to develop strategic plans for two to five years.
Strategic Planning: 5 Planning Steps, Process Guide [2023] • Asana
Strategic planning is when business leaders map out their vision for the organization's growth and how they're going to get there. Strategic plans inform your organization's decisions, growth, and goals. So if you work for a small company or startup, you could likely benefit from creating a strategic plan.
Strategic Planning Steering Committees: what do they do?
One of the first tasks that needs to be completed when setting out on a strategic planning process is to put together your strategic planning steering committee. This committee is,...
Strategic Planning Committee
Committee members will be responsible for the following: Understanding the components of an institutional strategic plan and developing those that are necessary. Lead unit-level strategic planning sessions across campus. Actively participate in committee activities and discussions.
Strategy Committee
A planning committee primarily does the work of researching and developing the overarching strategy of the enterprise. This includes: Defining major goals (what to achieve) with corresponding targets. Setting objectives (a more detailed and specific set of achievements and outcomes within the major goals).
Strategic Planning Committee Sample Charter
The committee may provide a useful forum for board members, executives and physician leaders to share views on strategic issues. Each board should determine whether it needs a Strategic Planning Committee, or whether these functions would be better performed by the full board. Overall Roles and Responsibilities
PDF Roles and Responsibilities of Strategic Planning Committee Members
The Strategic Planning Committee shall be responsible for the annual update of the goals and objectives of the Association and preparation of a three-year strategic plan. The Strategic Planning Committee shall be co-chaired by President Elect-Elect and the Strategic Committee Chair.
Strategic Planning Steering Committee
Strategic Planning Steering Committee Support Members from the President's Office, Marketing and Communications, Academic Affairs, the Cabinet, and Enrollment are providing advisory, coordination, and logistical support to the co-chairs and committee.
PDF Sample Committee Charter: Strategic Planning Committee
Each board should determine whether it needs a Strategic Planning Committee, or whether these functions would be better performed by the full board. Overall Roles and Responsibilities The Strategic Planning Committee assists the board with its responsibilities for the organization's mission, vision and strategic direction. Specific ...
What Is a Strategic Planning Committee?
The two basic duties of boards are slip the politic planning. Depending on this size and type is the board and the organization, boards have a few options on how to organize their strategic planning process. Councils can delegate the assignment by setting upside a standing strategic planning committee or task forceful.
PDF Board and Committee Roles and Responsibilities
Strategic Planning (3-5 Years): Strategic planning is the process of reviewing the long range plan, evaluating the environment and strategizing for the position of the association in the context of the more global environment. Timelines are established and responsible persons assigned to the tasks.
The Strategic Role of an Effective Development Committee and How to
To be most effective, your Board must engage in strategic planning, Head support and evaluation, developing and maintaining a culture of giving and getting involved, and due diligence. Your Board and Development Committee must work together to ensure the proper management of donors and prospects.
Strategic Planning
Step 1: Initial Planning (Approval, Scope, Timeframe, Stakeholders, Planning Team) The goals of the initial planning phase are to: 1) clarify the scope of the strategic plan; 2) organize the planning process; and 3) identify stakeholders and possibly a list of steering committee members to be involved with the development and implementation of ...
Roles and Responsibilities
The Humboldt strategic planning process is a collaboration between the University Senate, Office of the Provost, and Office of the President. Using a consultative, campus community-based approach, the committee develops and recommends to the President a strategic plan to guide Cal Poly Humboldt for a five-year period, AY 2021-2026.
PDF Paper number: 02/10
Author: Siân Millard, Strategic Planning Coordinator Purpose: Information and Discussion Roles and Responsibilities of Strategic Planning Committee Members Action required: SPC members are asked to: Note the roles and responsibilities of SPC membership Note that there will be a four-member drafting committee and other potential sub-
Strategic Planning Committees
Strategic Planning Committees. Strategic Planning Committee Description | Young Adult Library Services Association (YALSA) Programs Committee Charter sample. Strategic Planning Committee sample. Roles and Responsibilities of Strategic Planning Committee members. Charter of Strategic Planning and Programs Committee. Also consider.
Strategic Planning
The development and execution of strategic planning are typically viewed as consisting of being performed in three critical steps: 1. Strategy Formulation In the process of formulating a strategy, a company will first assess its current situation by performing an internal and external audit.
The Role of the Board of Directors in Strategic Planning
A strategic plan is a road map, the primary purpose of which is to move a company from its present position to a point where the owners and CEO want to take it. The plan typically sets goals and charts a course over a period of several years and is reviewable at intervals established at the outset.
Nonprofit Strategic Planning
A strategic plan or framework serves as a roadmap and as a tool for assessing progress. Working side-by-side with staff leadership, your board should play an active and substantive role in developing, approving, and supporting your organization's strategic planning. The nature of strategic planning is changing, however, in response to the ...
How to hold a strategic planning meeting
Whether you're holding a remote, hybrid, or in-person meeting, this process will help you out. 1. Define a clear outcome for the meeting. A strategic planning meeting can go totally off-the-rails if it's held without a defined objective. That's why the very first step is to define a clear, tangible goal for the meeting.
PDF Committee & Council Roles, Responsibilities & Timelines
area, the committee will engage the relevant Clinical Interest Council to identify experts to serve in various roles and as resources, and thus collaborate . Appointment process & structure for CICs is the same as that for Committees (described below). Committees SCAI's Committees are aligned to support the Pillars of the Strategic Plan.
Strategic Planning Committees
Strategic Planning Steering Committee. Tamara Allard // Graduate Student, Graduate Student Government. Patricia Alexander // College of Education. Gregory Ball // College of Behavioral and Social Sciences. William Bentley // A. James Clark School of Engineering. Craig Beyrouty // College of Agriculture and Natural Resources.