Strategic Plan 2017-2021

Appendix B: Overview of the Strategic Planning Project

Overview of the Strategic Planning Project

The yearlong planning process convened at the July 2015 CASE Summit where leadership groups began discussing the possibilities, teasing out the big ideas and outlining the primary elements of CASE’s “why?" Five phases guided decisions and activities.


Process and timeline

Phase 1: Visioning, Project Planning and Launch
June–July 2015

Following affirmation of project outcomes and a comprehensive project plan by CASE executive leadership, the project launched officially at the CASE Summit in Chicago. Sessions with the CASE Board, Council of Alumni Association Executives Board and CASE 50 provided perspectives on several framing concepts for CASE’s vision, value proposition, opportunities, risks and strategic direction. Formation of the steering committee, a global stakeholder engagement framework and a project communications plan and website pages also began.

Phase 2: Draft Goal Development
August–November 2015

Following the Chicago meetings, preparations began for the previously scheduled annual meetings—including the CASE Europe Annual Conference, the CASE Commissions, Institutionally Related Foundations and special meetings of CASE staff worldwide. Providing a global perspective early in the process, the CEAC meeting in early September engaged European members, influencers and advocates early in the strategic planning project around their experiences and perspectives regarding CASE’s history, traditions and what’s important moving forward for CASE as a global organization. The steering committee held its first meeting on Sept. 28–29 in San Diego, where draft visions, missions, values and strategic themes were developed to guide further engagement activities during the fall. Other stakeholder sessions occurred in October; cumulatively, information and perspectives from these sessions were folded into the material and informed constituent engagement during fall 2015. In November, the board and steering committee confirmed a strategic framework that would be tested by broader consultation among CASE volunteers and staff in the next phase. Timely communications updates about the project continued to CASE members, staff and other partners per the communications plan.

Phase 3: Assess, Build Out and Validate
November 2015–February 2016

This phase activated six global task forces, committees of volunteers and staff co-chaired by steering committee members. They were assigned the following topics, which had emerged as critical strategic themes: thought leadership, talent management, member engagement, global scope, technology and governance. Task forces built out the goals and objectives, created narratives on the context and outcomes for specific goals, proposed essential tactics for implementation and offered other ideas to guide the plan’s development. Additional engagement sessions continued with district boards. Activating these global engagement teams was seen as an opportunity to establish new practices for global interaction, decision making and community building.

Phase 4: Goals Fully Developed and Broad Stakeholder Engagement
February–May 2016

The steering committee met March 10 to affirm draft strategic plan elements, followed by a board session that affirmed the emerging direction. This was followed by development of plan drafts and member and staff surveys for input and feedback. 

Phase 5: Project Completed and Implementation Initiated
May–June 2016

As the final plan was prepared for CASE Board approval in July and presentation to CASE members at the annual meeting, CASE’s Executive Leadership Team developed a road map for implementation, designating the first 24-36 months as the timeline for conducting further research, scoping and planning for priority goals and objectives as part of designated implementation activities for the first five years. The concept of adaptive implementation will guide annual refreshing of the strategic plan against current or changing situations.

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