Continuous Planning Process

Continuous Planning Process

When The Virginia Tech Difference: Advancing Beyond Boundaries was approved by the Board of Visitors in June 2019, Virginia Tech transitioned from the strategic planning process to the continuous planning process, which includes collaboration with colleges, institutes, offices, departments, and units as they develop their respective strategies and plans to advance institutional priorities.

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What is the Continuous Planning Process?

At the university level, Virginia Tech has moved from the "strategic planning process" to the "continuous planning process" since the unanimous Board of Visitors approval of The Virginia Tech Difference: Advancing Beyond Boundaries on June 3, 2019.

The strategic planning process provides the necessary framework and methodology for effective change management.

The continuous planning process involves monitoring goals, metrics, and milestones for existing priorities; identifying, developing, and advancing new strategic priorities; and ensuring a culture of self-evaluation, innovation, agility, and adaptability.


Strategic Planning Process Timeline

Strategic Planning Phase

Academic Years 2016-18

- Beyond Boundaries

Spring 2018

- Information Gathering
- Mission, Vision, Core Values, Strategic Objectives
- Campus engagement and feedback

Summer 2018

- Metrics whitepaper
- Analysis of key themes, objectives, and feedback

Fall 2018

- Campus engagement and feedback
- Goals and metrics

Spring 2019

- Strategic priorities development
- Drafting comprehensive document

Summer 2019

- Submission to University Leadership
- Unamimous approval of University Strategic Plan by Board of Visitors

Continuous Planning Phase

Fall 2019

- Collaboration with units to form their own strategic plans
- Begin measurement of university progress toward milestones

Summer 2020

- Completion of all unit-level strategic plans by May 2020


Strategic Planning Process Timeline (Detailed)

The Office for Strategic Affairs and committees efforts began gathering knowledge and educating themselves about the university (how it works) including the Beyond Boundaries vision.

In January, February and March, the Office for Strategic Affairs hosted 3 full day retreats dedicated to learning the academic, research and administrative units at the university. All 9 colleges, 8 Institutes and administrative units presented to the committee about their respective areas.

Information discovery from the retreats and discussions led to the committee recognizing the importance of creating the metrics and rankings, and research subcommittees. These subcommittees were charged with understanding areas of metrics, rankings and research at the univesrity in more depth to assist in forming clear objectives and goals.

Once formed, the subcommittees began their work and understanding of metrics and rankings as it related to the university, Beyond Boundaries, and President Sands' vision. This included several sessions to discuss and understand the Partnership for an Incentive-Based Budget (PIBB), research rankings, past strategic plans, etc.

In April and May, the Office for Strategic Affairs hosted town halls, engaged with more than 18 commissions, committees, associations and alumni groups, to share the initial draft vision, mission, core values, and strategic objectives, and to hear feedback from the campus community. The feedback was valuable and led to additional sessions to capture the Virginia Tech's community voice in the process. We wanted to hear more! The Office for Strategic Affairs scheduled round table sessions for a summer engagement.

 

The Office for Strategic Affairs facilitated round table events with over 250 experts offering input and valuable discussions on strategic objectives. The team synthesized Beyond Boundaries vision, current goals, and key emerging themes from the feedback and discussions; presented to President Sands, Provost Clarke, and the Board of Visitors the work to date; and began conversations at the Diversity Summit on the Ut Prosim Difference.  

 

The Office for Strategic Affairs and committee members re-connected and engaged with the University to hold several campus conversations on the Ut Prosim Difference in Blacksburg, Roanoke and the greater Washington, D.C., metro area. We also worked on the development of meaningful metrics; refined the vision and mission statements; and prepared to present to the Board of Visitors.

The Office for Strategic Affairs finalized the strategic framework and collaborated with leadership within the Office for Inclusion and Diversity to ensure alignment between Inclusion and Diversity strategic planning efforts and the integration of the university's diversity plan within the university's strategic planning framework.

The university strategic plan, The Virginia Tech Difference: Advancing Beyond Boundaries, was unanimously approved by the Board of Visitors in June 2019. Following its approval, Virginia Tech moved into the continuous planning process. The Office for Strategic Affairs will continue to collaborate and partner with colleges, institutes, offices, and units across the university in the development of unit-level plans as part of the continuous planning process.


Creating the University Strategic Plan

The strategic planning process was an iterative process, involving engagement and collaboration with the university. The Office for Strategic Affairs guided the process in collaboration with strategic planning committees and examined feedback from the campus community.  

Based on the foundation of Beyond Boundaries vision, the process developed measurable goals for a sustainable Virginia Tech committed to Ut Prosim. Over 18 months, working together with the Office for Strategic Affairs, strategic planning committees refined the vision, mission, core values, and built a framework for the university to connect to with their respective strategic plans.


Continuous Planning Process Documents

View the university's strategic plan and its supporting documentation including The Virginia Tech Difference: An Inclusive Process, appendices, and the qualitative data appendix from Fall 2018 campus conversations: