Strategic Planning Timeline

We are excited to officially announce the kickoff of the planning process for our new strategic plan—Lipscomb Impact 360!

The overall objective of the process is the development of a new strategic plan including Lipscomb’s vision, mission, values, goals, related strategies, implementation plans and measures (including key overarching measures suitable for inclusion in a “dashboard” or similarly succinct set of metrics). An equally important objective critical to our approach to strategic planning is to ensure that the visioning process engages a broad representation of Lipscomb’s stakeholders to engender widespread contribution and support for the plan. This means that the planning process must be both efficient and inclusive in its approach. The process described below is designed to achieve these objectives.

The Pre-Planning Phase of the process has already included several key elements, including faculty, staff, student and Board of Trustee surveys. In addition, key leaders from across campus have answered five additional questions about their areas that have kick-started their contributions to initial ideas for the strategic plan. Now, this information is being used to inform the final part of the Pre-Planning Phase that will include a S.O.A.R. analysis (Strengths, Opportunities, Aspirations and Results). The S.O.A.R. analysis fulfills several key purposes. First, it serves to expand the range of possible futures people consider through strategic planning and disrupt the default assumption held by many that tomorrow will necessarily look like today. Second, the S.O.A.R. document provides a valuable foundation for subsequent planning discussions by clearly conveying the assets on which Lipscomb University can build. 

The Planning Phase of the engagement will center around the work of a Strategic Planning Committee composed of roughly 50 members who will lead the process. This group will include a range of key university leaders, faculty of various ranks, students and other key constituencies such as alumni. The Strategic Planning Committee will develop key elements of the plan through work accomplished in a series of four retreats, and members will also work in subcommittees to develop planning ideas between these retreats. These subcommittees will focus on developing and refining details in the plan including strategies, tactics and measures.

At two key junctures in the planning process, stakeholders from throughout the university will be invited to outreach sessions where they can engage with the ideas generated by the Committee. Their comments, critiques and guidance will help refine the draft ideas while also allowing for broad participation in the planning process by faculty, staff, students and alumni.

To help us complete the strategic planning process and provide an outside perspective, Lipscomb has partnered with Academic Leadership Associates (ALA), a consulting firm that provides advisory services for higher education institutions.

The process, estimated timeline and activities are outlined below.

Pre-Planning Phase

S.O.A.R. analysis

October 2021

  •  Surveys – Faculty, staff, students, Board of Trustees
  •  Leadership Questions – ELT, SLT, key area leaders
  • Ad Hoc Committee – S.O.A.R. analysis

November-December 2021

  • Convene an ad hoc group of 18-24 university leaders and faculty to examine emerging changes in higher education and analyze their implications for Lipscomb University. This 4-6 week process will focus on a S.O.A.R. analysis of the university’s strengths, opportunities, aspirations and the results you collectively seek.

Planning Phase, Part 1

Development and Refinement of Vision, Mission, Values, Goals and Strategies

December 2021

First Meeting of the Strategic Planning Committee: An initial 1.5 day Foundation Workshop during which the Strategic Planning Committee will:

  • Consider the implications of the S.O.A.R. analysis for their work;
  • Review stakeholder needs and competitor initiatives; and
  • Develop working statements of vision, mission and values.

January 2022

  • Subcommittees work on draft goals and initial development of strategies and measures;
  • Draft vision, mission and values are refined; and
  • First round of outreach sessions occur to gather broad-based input on the draft vision, mission and values.

February 4, 2022

  • Draft vision, mission and values discussed by Board of Trustees.

Early February 2022

Second Meeting of the Strategic Planning Committee: A ¾ day Integration Workshop during which the Strategic Planning Committee will:

  • Review, discuss and extend the work product from the subcommittees;
  • Consider implications of the input received during the outreach sessions;
  • Clarify the draft goals; and
  • Identify key items for consideration while developing strategies and measures.

Remainder of February and Early March 2022

  • Subcommittees work on refining the goals, developing strategies and identifying key measures of success.
  • Second round of outreach meetings occur to gather broad input on the draft goals and strategies.

Planning Phase, Part 2

Refinement of Strategies and Measures, and Development of Detailed Implementation Plans

Mid-March 2022

Third Meeting of the Strategic Planning Committee: A ¾ day Integration Workshop during which the Strategic Planning Committee will:

  • Review, discuss and refine the work of the subcommittees;
  • Consider implications of the input received during the outreach sessions; and
  • Identify key items for consideration while developing detailed implementation plans.

Note: Depending on the precise timing, this meeting might occur shortly before or shortly after Spring Break.

Late March and April 2022

  • Subcommittees work on detailed implementation plans for each strategy including tactics, timelines and identification of the people or groups accountable for each stage of implementation.

Late April or Early May 2022

Fourth Meeting of the Strategic Planning Committee: A ¾ day Implementation Workshop during which the Strategic Planning Committee will:

  • Review, discuss and refine the detailed implementation plans produced by the subcommittees;
  • Determine how best to communicate the plan to key constituencies; and
  • Discuss implementation of the plan and the process whereby it will be monitored and updated.