GW Law launches strategic planning process with Deloitte – The GW Hatchet
GW Law officials have begun developing the school’s next strategic plan to assess the future of the law school and prioritize the direction of faculty in academic and administrative affairs.
The law school launched its strategic planning process earlier this month at its first faculty meeting of the fall semester and has selected Deloitte, a professional consulting firm, to help administrators assess the prospects for the faculty and other stakeholders to develop recommendations for implementation. Law school dean Dayna Bowen Matthew said officials are developing the new strategic plan to help the school make the most of its resources and move forward with more “confidence”, prioritizing its key areas. objectives and strengthening its programs.
“The strategic planning process will provide the law school with an opportunity to decide priorities, based on an assessment of how different programs can help students by building on the existing strengths of the law school and our Washington, DC location,” Matthew said in an email.
Matthew took office as dean of the law school in July 2020, becoming the first woman in the history of the school to hold the position. Matthew has prioritized connecting with students and faculty amid the ongoing COVID-19 pandemic while supporting diversity, equity and inclusion initiatives at the school, such as training for inclusion in the classroom, to increase representation among faculty and students.
Matthew said in a Tweeter that the school would also seek advice and input for its strategic planning process from three former law school deans – Jack Friedenthal, Fred Lawrence and Mike Young.
“The goal of this process is to harness the ideas and energy of different groups in our community to help chart the way forward,” she said.
Before Matthew began his term as dean, faculty at the law school passed a resolution in June 2020 pledging to implement anti-racism initiatives among faculty, such as bias training and reporting on discrimination. As part of the new policies outlined in the resolution, officials offered plans to increase the number of faculty and staff of color, and faculty offered new courses and conducted classroom conversations with a greater emphasis on race in the United States.
The law school’s last strategic planning process, convened in the 2013-2014 academic year, focused on innovation to improve facilities, academic programs, and career development.
Roger Trangsrud, a professor of complex litigation and civil procedure, said he viewed Deloitte as “professional” and “organized” in its involvement in the current strategic plan. Trangsrud, who led the previous strategic planning process, said the latest strategic plan was more internal and involved a large committee of faculty and staff instead of an outside company, and he expects the plan current extends beyond this academic year.
Trangsrud said the strategic planning process can help administrators identify and address law school opportunities and challenges, such as the future of online learning and the recruitment of junior faculty to replace departing staff. recently retired. He said new deans, especially from outside the institution, usually have a strategic planning process at the start of their deanship.
“It makes perfect sense in this context for a new dean to have a strategic planning committee and a process for the new dean to learn about the law school and the challenges and the various options for dealing with the challenges,” said he declared.
Michael Abramowicz, senior associate dean for academic affairs at the law school and professor of law, said the school’s decision to bring in Deloitte will help officials assess the school’s future. He said administrators will consider feedback they receive from faculty interviews to develop a final plan of recommendations.
“The Dean was aware of the processes of other schools that used consultants that had produced very good results for those schools, and we chose to go that route,” he said. “Increasingly, universities are turning to consulting firms to help them with a variety of decision-making tasks.”
Abramowicz said Deloitte will work with administrators to develop its strategic plan in areas such as academic programs and faculty governance instead of being solely responsible for the planning process.
“We hope the strategic plan will allow us to focus our efforts to make our law student experience as strong as possible and put us in a financial and academic position to continue to be successful,” he said.
Joan Meier, a professor of clinical law, said she believes administrators, with the help of Deloitte, are consciously considering the future of the school and faculty through this planning process.
She said she’s optimistic Deloitte staff will listen to her concerns because of efforts to involve faculty in the process. She said the planning process allows her to become more involved with the school and to be more enthusiastic about sharing her feedback on various issues.
“I haven’t felt as much input in the last few years as I have since this team came on board,” Meier said.