1. How long ago did your institution last develop a new strategic direction or strategic plan? Less than seven years ago?
2. Is it likely to radically change? Or does it just need to evolve?
3. Will the priorities of your next comprehensive campaign be determined by the institution’s strategic planning process?
4. If yes, what would it take to explicitly reframe the purpose of strategic planning as setting priorities for the next campaign?
5. How would that stated motivation shape the planning process?
6. Can we ask, “What investments are required in the next seven years to realize our strategy and fulfill our mission?” Can we ask, “What partnerships with stakeholders can we pursue so together we can do the things we want to do for students, in the community, for society?”
7. Might the entire institution “own” the campaign as a result, not just Advancement?
8. Might engaging external stakeholders in strategic planning be elevated in importance?
9. How do you feel about Advancement helping to guide the strategic planning process and not only participating?
If your university’s current strategic document includes some variant of “raise more money” as a goal, then consider whether that is really a goal, or a means to realizing goals.
(These questions are inspired by the book chapter, “Strategy as the Foundation for Advancement”, by Darrow Zeidenstein, in the 2019 book, “Advancing Higher Education: New Strategies for Fundraising, Philanthropy, and Engagement”, edited by Michael J. Worth and Matthew T. Lambert, published by Rowman & Littlefield. I recommend it.)
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