The three‑part webinar series sponsored by the GIP’s Strategic Planning & Management Subcommittee traced the full strategic planning lifecycle, from building strong, mission‑aligned plans to executing them with disciplined leadership, clear accountability, and integrated communication. Presenters emphasized that successful implementation depends on linking priorities to budgets and performance while embedding strategy into everyday operations. The series concluded by underscoring that monitoring and reporting are continuous, data‑driven practices that sustain momentum, support decision‑making, and drive institutional improvement over time. We extend our thanks and gratitude to the contributors and speakers from this series.
Best Practices of Strategic Plan Development - January 2026
Carolyn Brayko, PhD from the AAMC outlined best practices for developing a strategic plan by emphasizing four core elements: engaging the right people at the right stages - vision‑setters who define long‑term direction and go‑getters who translate that direction into actionable goals; ensuring alignment with institutional, community, and social priorities through thoughtful assessment of opportunities and gaps; selecting the right levers by focusing on what can realistically be changed, avoiding goals that are either too small to matter or too large to implement, and coordinating closely with budgeting; and designing a structure that is both functional and portable, with clear mapping of goals, strategies, actions, and metrics that measure true outcomes and can be tracked over time. Together, these principles support the creation of a strategic plan that is actionable, realistic, and aligned with the broader mission and environment of the institution.
Materials
Presentation Slides (PDF)
Recording Link
Best Practices of Strategic Plan Implementation - February 2026
Meghann Gibboney, MHA from The Ohio State University Wexner Medical Center led a robust discussion on best practices of strategic plan implementation, which is a rigorous phase where institutions shift daily work toward executing clear priorities through aligned leadership, structured roadmaps, and consistent monitoring. Most failures stem not from poor strategy but from unclear accountability, weak communication, cultural misalignment, and the absence of an integrated plan. Successful execution requires linking priorities to budgets and performance, maintaining a steady cadence of reviews, and ensuring everyone understands the strategic "why." Tools such as implementation labs, leadership portfolio reviews, and communication resources help embed strategy into everyday operations, so execution becomes a shared, organization-wide discipline.
Materials
Presentation Slides (PDF)
Recording Link
Best Practices of Strategic Plan Monitoring & Reporting - March 2026
Strategic plan monitoring and reporting is a continuous process that keeps institutions aligned with their goals by tracking clear metrics, assigning responsibility, and reviewing progress on a consistent cycle. Effective monitoring uses meaningful, well‑designed indicators and tools - such as dashboards, scorecards, and annual reports - to promote transparency, support data‑informed decisions, and enable timely adjustments. Strong reporting highlights progress, challenges, and risks in formats tailored to different audiences, while ensuring results feed directly into planning, budgeting, and continuous improvement. The presentation by Andrea DiMattia, EdD and Andrea Mulrine from Geisinger College of Health Sciences emphasized avoiding common pitfalls like overly complex metrics or inconsistent reporting, underscoring that “monitoring is an ongoing, integrated process” that strengthens institutional learning and accreditation readiness.