Continuous Planning Process
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
- Information gathering
- Mission, vision, core values, strategic objectives development
- Campus engagement and feedback solicitation
- Metrics whitepaper development
- Analysis of key themes, objectives, and feedback
- Campus engagement and feedback solicitation
- Goals and metrics development
- Strategic priorities development
- Comprehensive document drafted
- Virginia Tech's strategic plan submitted to University Leadership
- Unamimous approval of university's strategic plan by Board of Visitors
Continuous Planning Phase
- Collaborated with units to form their own strategic plans
- Began measurement of university progress toward milestones
- Launch of the Strategic Planning Dashboard
- Achieved 100% completion of college and unit-level strategic plans
Implementation Planning Phase
Fall 2020 - Winter 2021
- Collaboration with units on implementation planning and department-level strategic planning
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. Nine colleges, eight institutes, and several 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. The 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. 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 the 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 (That I May Serve) 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 (That I May Serve) Difference in Blacksburg, Roanoke and the greater Washington, D.C., metro area. The office 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 continued 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: