Strategic Planning Timeline
During the “foundational” 2015–2016 academic year, Fordham accomplished the following objectives:
- Established a Continuous Strategic Planning Committee (CUSP) to guide new planning initiatives.
- Prepared a Strategic Framework setting high-level University priorities and goals and articulated principles to guide local strategic planning by each of the University’s schools and major administrative units.
- Engaged the full University community in crafting the Framework, reviewing its structure, content, and approach, and initiating local conversations and activities to advance the priorities.
- Announced a new approach to integrate strategic planning with budget planning and conducted meetings with deans and vice presidents.
In the second year of the initial three-year planning process, the following activities were completed:
- Delineated specific goals and initiatives for local units guided by and aligned with the Strategic Framework.
- Appointed the “second generation” CUSP Committee. Formulated and distributed guidelines for planning processes in the schools and administrative divisions.
- Received the report of the Diversity Task Force and convened PAC to advise the President on responses to its recommendations.
- Appointed local planning groups.
- Scanned and assessed relevant internal and external environments and trends to identify implications for planning for the University and local units.
- Developed metrics to assess progress in advancing University-wide strategic initiatives and goals and crafting a process for regular reporting, review, and interpretation of these metrics.
- Assessed commonalities among the local unit planning efforts and “seed” ideas for potential inter-school and inter-unit programmatic collaborations.
- Aimed to complete strategic plans for school and administrative divisions by the end of the current academic year with at minimum a complete draft in hand.
- Evaluated resource requirements of University-wide strategic initiatives and proposals emerging from the local strategic planning; identify priorities among them.
- Ensured widespread understanding of and engagement with strategic planning through the creation of a monthly email newsletter.
In the third year of the initial three-year process, the following objectives were accomplished:
- Explored how to integrate local and University-level strategic planning while aligning University resource allocation with institutional priorities and objectives.
- Continued to scan and assess relevant internal and external environments and trends to identify implications for planning for the University and local units.
- Assessed progress in advancing University-wide strategic initiatives and goals on the basis of a clearly defined common set of metrics.
- Continued to identify commonalities among the local unit planning efforts and “seeding” ideas for additional inter-school and inter-unit programmatic collaborations.
- Consider possible modifications to the Strategic Framework based on changing environmental circumstances and strategic perspectives generated by local planning processes.
- Continue to ensure ongoing community-wide dialogue about strategic planning and University initiatives to promote transparency, communication, and collaboration and enculturate strategic thinking and continuous planning throughout the University.
- Delivered four major recommendations to continue the work of broadening and deepening a University culture of strategic thinking to advance Fordham as an increasingly nimble, bold, and distinguished Jesuit University, that build on, first, the foundation laid in the Strategic Framework and then on the work of local planning that the Framework has guided. They were:
- Continue the CUSP Committee as the University’s strategic planning body, charged with creating a strategic plan that advances Fordham as a global leader while facilitating progressively more pervasive strategic decision-making.
- Link closely the University’s executive leadership with the CUSP Committee, a broad-based, visionary, and representative group of about twenty members.
- Adopt procedural changes that ensure strategic planning drives budgeting and long-range resource allocation.
- Build an effective planning infrastructure to support a robust culture of strategic thinking.
Fordham launches the second phase of continuing strategic planning which looks to develop a set of initiatives to advance our strategic priorities, partially funded by the newly-establish Strategic Initiative Fund. Learn more about this year’s objectives.