A focused, useful, inspiring strategic plan is essential for any organization seeking to define and advance toward the preferred future.

Bridgeport Consulting offers skilled capacity in designing and delivering strategic planning processes that range from a brief, less-intensive “tune-up” of an existing plan, to a full-service engagement structured to accommodate multiple data sources, broad stakeholder engagement, and/or significant reconsideration of organizational vision and mission.

We custom-tailor our approach to each client’s unique needs and capacity, in a way that is both responsive to the moment, and resilient over the long term. Two characteristics are true for every strategic planning process we’ve ever designed, however: the inclusiveness of the process, and the grounded applicability of the results. The strategic plans we help clients develop do not sit on a shelf – they get put to work.


U-M College of Literature, Science, and the Arts – Ann Arbor, MI

In the summer of 2019, Anne Curzan, the incoming Dean of the University of Michigan College of Literature, Science, and the Arts, was struck by the similarities between the mission statement of the college and the mission statement of the university. In fact, they were nearly identical. “Now, let me be clear in saying that the university has a very good mission statement,” Dean Curzan is quick to add. “And of course LSA’s mission should align with that of the overall institution in which we reside.”

Yet, it seemed clear that as the home of the liberal arts and sciences at U-M “the types of work we do at LSA, the kinds of questions we ask, the set of values we use to guide our decisions—these things make us different. They deserve to be named and celebrated.” So, with support from Bridgeport Consulting, that’s exactly what Dean Curzan invited the LSA community to do. 

The challenge? Design a fully participatory process—one that maximizes the opportunity for students, staff, faculty, alumni, and other stakeholders to shape the future of LSA. Gather the inputs needed to articulate statements of vision, mission, and values that define the college’s aspirations and can serve as decision-making guides for the future. From there, identify the key strategic priorities that would clarify, galvanize, and align resources toward the work ahead. Get it all done by the end of the academic year. Oh, and one more thing: Make it fun. 

Challenge accepted. Read the final plan.