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
Assisted the boards of two large independent schools in defining the work to be done during the tenure of their next heads of school. As they began their search processes, each realized that the most important guide for seeking and finding the best candidates was knowing that agenda: Simply asking, "What kind of a person do we want?" would not suffice. Both schools were able to fashion leadership statements that guided their search processes and informed candidates—and final selections—of what lay ahead.
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.
Returned to a nonprofit served five years earlier, one that had successfully made the transition from board-managed to board-governed, had implemented its vision, and was ready for next steps.
Continued to work with a nonprofit with a long history of volunteer engagement as it moved forward toward professional management and strategic governance and began to unleash its full potential. Such struggles are not unusual and require special attention. In most instances, sound structure and function win out.
Once again assisted a small consulting and search firm with analyses and perspectives on best management of its growing clientele and ever higher profile.