We are working with Georgetown University to create a strategic academic plan. We facilitated a series of stakeholder presentations and discussions aimed at cross-university idea generation and the formulation of resource allocation scenarios to support strategy. The first series of conversations was driven by presentations from individual deans on program directions, enrollment trajectories, learning goals, and research emphases for their colleges. These were followed by presentations on cross-cutting themes, including new modalities for undergraduate learning, university-wide research initiatives, student life, and mission and ministry. After these large group interactions, we segued into a series of intimate meetings with academic leadership. These conversations focused on goal setting, and explored how different broadbrush physical strategies might support potential goals. This included understanding high-level cost impacts of multiple scenarios. Upon completing the small-group conversations, we returned to the larger working group, and established broad consensus on how alternative frameworks could structure a "working" academic master plan. These preparatory efforts now position the university to engage faculty in thinking about long-term organizational and programmatic distributions that best support intellectual inquiry, formation, and contribute to the public good.