How is a “strategic framework” different from a “strategic plan”?
Where most strategic plans are attempts to adjust to the expectations of external forces over 3-5 years, a strategic framework documents what we expect of ourselves. Unlike a plan, which serves as a list of things to do, the framework is a tool to align critical decisions about our future with the institution’s unique value proposition, thematic goals, strategic aims and shared vision to be a catalyst for good in society. Schools and units may engage in more traditional strategic planning and create initiatives aligned with the University-wide framework.
What is the value of Wake Forest’s Strategic Framework?
Wake Forest’s Strategic Framework is the outcome of a year-long process that engaged the entire University community to affirm who we are and aspire to be. The high degree of alignment across academic disciplines, schools and generations of alumni and students should give us great confidence in the strength of our institution. The collaboration among faculty serving on the Core Planning Team and working groups has revealed what is possible when we work to realize a common vision. The framework is a tool to align critical decisions about our future with the institution’s unique value proposition, thematic goals, strategic aims and shared vision to be a catalyst for good in society.
How will the schools and units create plans aligned with the framework?
Each school and unit may approach their planning differently. The framework provides the guide rails to work within.
How will Wake Forest assess the impact of the framework?
In order to uphold the guiding principle of accountability, next steps include determining the assessment strategies that will help evaluate the progress made toward the thematic goals. This work will be led by Senior Advisor for Planning and Partnerships Julia Jackson-Newsom. Find out more about “Assessment and Evaluation” here.
How will Wake Forest use the framework as a tool for decision-making?
Our unique value proposition, thematic goals, strategic aims and shared vision will become ingrained in our daily conversations and leadership mindset. Find our more about using the framework for decision-making here.
What is the role of the EIG, CPT, URG and working groups going forward?
These groups made it possible to complete the strategic framework in less than a year. The members may become part of University action teams or may aid their schools and units with their respective planning efforts.
Provost Michele Gillespie will have overarching responsibility for implementing the framework.