Strategic Planning Retreat Feb. 26

A strong strategic plan is critical to any organization. The Strategic Plan Steering Team has collected information from departments to prepare for the upcoming faculty and staff retreat. On Feb. 26, the retreat, held at the Ewing Marion Kauffman Foundation, will focus on selecting themes and possible priority areas for the plan. Sue Mosby, President of Infinium, will facilitate
the retreat.

“The success of any strategic planning process is bringing as many of the core stakeholders to the table as possible,” said Brent Never, Steering Team co-chair. “We want our Bloch faculty and staff to own this process and feel a stake in how the school develops over the next five years. One of the most important steps is to have everybody at the retreat to help chart our future here.”

Following the retreat, the team will combine their research with the faculty, staff and stakeholder input. Using the wide set of data, they will begin to draft an updated strategic plan that will be shared throughout the Bloch School’s internal and external network. After receiving feedback on a first draft, the Steering Team will update a new draft to be shared with key stakeholders. The team wants to have the plan finalized by the end of the spring semester.

The Steering Team is composed of Bloch School employees, with participation from academic and administrative departments. Selected participants have extensive experience in leading strategic planning for organizations. The members of the Steering Team are:
Brent Never, Co-Chair
Doranne Hudson, Co-Chair
Larry Garrison
Fred Hays
Rita Cain
Mark Parry
Chuck Connely
Kimberly Young
Kami Thomas
Jeff Chapman
Leigh Salzsieder
Sheri Gormley, Facilitator

The team is committed to leading a thoughtful, transparent, collaborative and research-based process. The Steering Team has analyzed feedback from faculty and staff on the current plan; gathered input from key stakeholders such as the Bloch Advisory Council, Dean’s Student Advisory Council and Bloch Family Foundation; identified mega-trends that will affect higher education, and more specficially schools of business, in the next five years; identified differentiators the school uses to compete in the marketplace; determined key beliefs to understand why the school operates the way it does; used research to create a future state of where the Bloch School will be in the next five years; and, finally, revised strategic themes through the lens of this future state, creating a sense of how to reach this vision in the next five years.