Michael M.

Kaiser Chairman
Brett Egan President

DeVos Institute Strategic Planning Process

An Overview of the DeVos Institute Strategic Planning Process

The services below describe a model for a full service strategic plan as envisioned by the leadership of the DeVos Institute of
Arts Management at the University of Maryland. These services are organized by Institute President Brett Egan and supported
by Institute analysts, consultants, and advisors from the field. The Institute envisions a planning process that engages
representatives from all core stakeholder and beneficiary groups in the organization’s environment and that values transparency,
equity, and due process, but that, nonetheless, does not forsake bold, visionary action for the sake of consensus.

This seven-stage strategic planning process entails:

• Completion by the staff of the organization of a detailed information request, and analysis of the same by the Institute;
• A thorough joint review of the client organization’s mission as an effective fundraising, marketing, and management tool;
• An environmental analysis that evaluates the relevant field(s) and asks what is required for success among organizations
of similar structure, scope, and client base as the organization, as well as evaluates how the environment around the
organization is changing;
• An internal analysis that determines how the organization compares, at present, to what is required for success given
the factors unearthed through the environmental study;
• Strategy development, based on this study;
• Development of a detailed implementation plan that outlines tactics required to execute each strategy, assigning
responsibility for each, and a deadline for their completion; and
• A financial plan that accounts for the full time frame, programmatic and capacity implications for the resources required
to implement each strategy, and the benefits expected as a result.

All activities, including research, active participation in data-gathering and analysis, and the writing of the plan will be led by the
Institute, conducted in collaboration with organization staff to the extent mutually determined by the organization and the Institute.
The Institute will contribute and leverage its existing resources, partnerships, and networks at the local, regional, national, and
international levels as appropriate in support of the development of the strategic plan.
Strategic Planning Framework*

Pre-Planning
Planning Committee
• Comprised of approximately 10–15 core staff, board, membership, and other organizational partners closely affiliated with
the organization, this committee should represent all organizational stakeholders and include staff and board who represent
the life and context of the organization. Some representatives might include non-active founding members, volunteers, close
artistic advisors, etc.
• This group will meet for approximately 2–3 hours, at least five times, over the course of the planning process. Its members will
be responsible for responding to drafts of the plan and its elements throughout the process, and—together with DeVos Institute
leadership—will develop the strategic vision behind the ultimate plan. These committee members should be willing to devote
approximately 15-20 hours hours of time to the process over 5-6 months, including approximately three in-person meetings.

Task Force
• The planning committee will nominate a task force of approximately three individuals, typically comprising staff leadership
and one board member, that will steward the process internally and serve as the primary point of contact with the Institute.
Together, the Institute and this task force will “speak with one voice” to keep the committee on task. This task force will
organize and convene all strategic planning committee meetings and will facilitate the transfer of information between the
committee and the Institute. The approximate time commitment of this task force is an additional 10 hours over the course
of the planning process.

Advisory Committee
• Comprised of approximately 10–20 advisors, this group will serve as a “brain trust” throughout the planning process, and
its members are often interviewed during the internal analysis. This body should include professionals from non-competitive
companies, local government, volunteers, local institutions, arts or cultural organizations, funders, or service providers that
represent the core business areas in which the organization wishes to pursue work. Its role is to provide insight, performance
ratios, budget considerations, and experiential evidence from within the business environments in which the organization
wishes to work and on key strategic issues. It is not required that advisory planning committee members attend any meetings.
 
Week 1: Meeting #1: Planning Overview, Mission, and Program Areas 
• Planning committee meets to review the planning process, examine and discuss the organization’s mission statement,
and discuss long-term programmatic objectives. (3 hours)
• Interim: The Institute drafts a proposed mission statement for review at Meeting #2. The Institute performs environmental
and internal anlyses, generating approximately 7-12 success factors—key business areas required for success in the
industry—and an evaluation of the organization’s current competitiveness in each area. Interviews with planning and
advisory committee members and other stakeholders are conducted. Additionally, Institute staff may require follow-up
conversations with members of organization staff and board. As necessary, the Institute will consult with other arts, civic,
culture, and business leaders to gather data pertinent to the organization. Based on the outcome of the environmental
and internal analyses, the Institute drafts a statement of strategic direction that identifies both gaps and areas where the
organization can leverage current strengths.
 
Week 4: Meeting #2: Proposed Mission, Environmental Analysis, Internal Analysis, and Strategic Direction
• Planning committee meets to discuss revisions to the mission statement (if necessary). The Institute presents environmental
and internal analyses and a proposed strategic direction. The strategic direction isolates areas where strategy is required
and outlines, in broad strokes, the way the organization expects to pursue its mission in light of environmental success
factors and internal strengths and weaknesses. This meeting determines the subjects on which the Institute and the
organization will focus the remainder of the process. (3 hours)
• Interim: The Institute prepares draft strategies.
 Week 8: Meeting #3: Draft Strategies–1
• At this meeting, the task force reviews and discusses the first round of proposed strategies. Areas of ambiguity are
identified and resolved. Any acceptable strategies are identified. Any draft strategies requiring further revision and
analysis are identified. (1-2 hours)
• Interim: The Institute further refines strategies and prepares any additional draft strategies for review.

Week 11: Meeting #4: Draft Strategies–2

• At this meeting, the task force reviews and discusses the second round of proposed strategies. Areas of ambiguity are
identified and resolved. Any acceptable strategies are identified. Any draft strategies requiring further revision and analysis
are identified. (1-2 hours)
• The Institute further refines strategies for review by the planning committee at Meeting #5.

Week 14: Meeting #5: Draft Strategies–3

• At this meeting, the planning committee reviews and discusses the proposed strategies. Areas of ambiguity are identified
and resolved. Any acceptable strategies are identified and approved. Any draft strategies requiring further revision and
analysis by the Institute are identified. (2-3 hours)
• Interim: The Institute and task force further refine strategies and, in workshop, draft financial and implementation plans. These plans
ask the organization to decide who will do what and when, as well as to develop a financial plan that represents the resources
required to implement these strategies. Because these plans require the institutional knowledge of organization staff, they will be
completed primarily by this staff with the support and consultation of the Institute. The implementation plan becomes the primary
management tool for the organization staff and board throughout the duration of the strategic plan.

Week 18: Meeting #6: Financial and Implementation Plans

• The task force, executive, and finance (staff; board optional) meets to review financial and implementation plans. Areas of
ambiguity or further refinement are identified. (2-3 hours)
• Interim: Amendments to these plans are made by the Institute and task force. The Institute drafts the full plan and develops
an executive summary.

Week 21: Draft Plan Review  

• The Institute circulates a draft full plan for review. The task force and planning committee submit feedback in writing to
the Institute two weeks in advance of Meeting #7.
• Interim: Final amendments made to plan by the Institute and task force. Plan circulated to the planning committee
approximately one week prior to Meeting #7.

Week 25: Meeting #7: Final Plan Presentation

• The Institute presents the final plan to the planning committee. (3 hours)
• If approved, the plan moves to the full board of directors for ratification.
• Final written plan, including full-length and executive summary and any visual presentation materials, are sent by the Institute
to the task force approximately two weeks after Meeting #7.

* Recommended timeframe; may vary according to committee availability and organization schedule.

For more information, please contact info@devosinstitute.net.