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Strategic Planning

And so, one of my goals has been to seek and consider ideas from numerous venues. Another has been to plan strategically. It became clear to me early on that we needed a process that would help us identify the issues critical to our success, stir up our creative juices, set a tone and direction for ourselves and our constituents, and focus our energies and resources. At the same time, we needed a process that would attract attention, capture the interest of others, educate the campus about the School, and solicit the input of campus leaders.

So we embarked on a strategic planning journey in 1998, which was perhaps more important than the final document printed in 2000. The journey gave us internal cohesion and vision and much-needed external visibility.

Because you each had a hand in creating it, you know that our plan identified five issues critical to the School's success and plans to resolve each. The issues were and remain, the:

1. development of collaborative research initiatives
2. development of new leaders in practice and research
3. procurement of sufficient resources to realize our plans
4. establishment of a unifying School culture
5. ability to successfully reach out beyond academia.

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