Three state universities in different parts of the country completed strategic planning processes using Fieldstone Consulting's expedited model of research, interviews of 100 and more individuals, constituent retreat of 60 or 70 participants, planning committee preparation of a draft, campus review, and approval. For one of the three universities, the process marked a repeat of the planning done in 2007-08.
Working with two colleagues, Bill assessed the structure of a state university system and made recommendations for a complete redesign, one better formulated for the state's special challenges in the years ahead. Extensive interviews, a report, and a retreat figured in the project.
Independent PK-12 Schools
Returned to a PK-12 school served for 16 years to review progress in restructuring upper school curriculum. Plans laid the prior year largely had been implemented, and the division displayed new energy and direction.
Worked once again to help an Episcopal school first served in 1991 set goals and strategies for the coming years. A massive short-range campaign emerged out of the process, along with the more refined and focused identity required in an increasingly competitive market.
Once again assisted a large elementary school first served a dozen years back in formulating its "agenda" for the coming five years. The standard process – research, interviews, retreat, planning committee drafting of the plan, campus review, and board approval – revealed significant entrepreneurial activities for enhancing the school's overall program, outreach, and finances.
Engaged in a planning process with an urban elementary school caught up in the excitement of a new head of school and eager to open out a new era with precise plans. A workshop with the board on governance marked the project's immediate outcome.
Worked with a small school serving elementary-age children with learning disabilities as it transitioned from a clinical-intervention to a holistic-development model. Governance, funding, facilities, organizational structure, and programs all were addressed.
Completed a major planning process with a large nonprofit that long had been struggling with organizational, financial, and membership issues - and nationwide cultural change. In the course of the interviews, discussions, and retreat, a vision emerged of a more mature governance structure, one that placed increased responsibilities for day-to-day operations on staff and allowed the board to become more strategic.
Once again assisted a small consulting and search firm with analyses and perspectives on best management of its growing clientele and ever higher profile.