strategic planning in higher education institutions

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Disruption. The new normal. VUCA. Whatever you call it, the truth is the same: The pace of change is rapid and constant. The world that higher education serves today is vastly different than 10 or 20 years ago. “Business as usual” is a luxury few can afford; higher education institutions are asked to prove their worth, redefine their purpose, and respond more quickly to society’s needs.

In this new normal, higher education strategic planning is no longer an empty exercise or a leadership vanity project. It is imperative for each institution to survive . . . and thrive.

What is strategic planning?

Strategic planning is a deliberate, disciplined effort to produce fundamental decisions and actions that shape and guide what an institution is, what it does, and why it does it.

The college or university strategic plan provides guidance for institutional decisions, both long-term and day-to-day, and makes sure that decisions and operations:

• Carry out the institution’s mission, vision, and values
• Comply with mandates and regulations of government, accrediting bodies, etc.
• Keep the institution operationally and fiscally healthy, now and in the future

5 Components of Strategic Planning in Higher Education

The components of every strategic plan will vary according to an institution’s culture and needs but generally include:

• Explanation of the planning process
• Foundational information (an institution’s mission, vision, values)
• What your institution wants to achieve (goals, strategic issues, objectives, etc.)
• How your institution will achieve its goals (strategies, tactics, actions, etc.)
• How your institution will measure success (metrics, KPIs)

Why do strategic planning?

Higher education strategic planning helps an institution focus on its future success. How is the world changing, and how do we need to respond? What opportunities do we have to make a difference? What changes do we need to make today so we’re ready for tomorrow?

It gives an institution an opportunity to reflect on its performance. Is the institution achieving its vision? Living by its mission? Serving students in the ways they need? What should we start doing? Keep doing? Change? Stop doing?

Why is integrated planning important for strategic planning?

Higher education institutions are complex. The success of any initiative—from improving graduation rates to creating a more inclusive environment—requires expertise, time, and work from multiple units. At the same time, each unit has its own activities and work that it’s focusing on. By building relationships across departments, integrated strategic planning prevents duplicate activities (or worse, initiatives that work against each other), creates opportunities for collaboration, and makes sure that time and effort are spent on initiatives that realize the mission. Integrated strategic planning saves an institution’s resources while improving its work.

Integrated planning also helps with a strategic plan’s implementation. An integrated university or college strategic plan reflects the beliefs and experiences of the institution’s stakeholders, motivating people to change and experiment. It’s linked to the budget, so there are resources to implement plan strategies. It’s informed by assessment, so the strategic plan can adapt and stay relevant.

Who does strategic planning?

Strategic planning should involve the input and participation of the entire campus community—both internal stakeholders (faculty, administration, staff, students, alumni) and external stakeholders (community members, employers).

The planning committee or team leads the process. Since strategic planning can be a long, complex process, there may also be additional committees or task forces to tackle different topics or parts of the process.

Planning Committee

• Chair: president, senior-level administrator, or faculty member (depends on the institution)
• Representatives of key stakeholder groups
• Top-level decision makers (provost, VPs/directors of key campus divisions and departments)

When is strategic planning done?

Most strategic plans are cyclical. As one strategic plan nears the end of its horizon (the length of time a plan covers), a new planning process begins for the next strategic plan.

A plan’s horizon depends on the institution and its needs. Most strategic plans cover five to 10 years, but some may cover as few as three and others as long as 20.

If a new president assumes leadership of the institution, the new president will often conduct a new planning process that reflects the president’s priorities.

How is strategic planning done?

The strategic planning process needs to be adapted to an institution’s culture and operations. For example, a tightly controlled top-down process may face challenges in a highly decentralized institution.

Strategic planning processes need to include the following activities and characteristics:

• Communicate the process, purpose, who is involved, and how decisions will be made
• Seek and use feedback from as many stakeholders as possible, both on and off campus
• Scan externally and internally to identify strengths, areas to improve, opportunities, and potential threats
• Prioritize what the institution wants to accomplish
• Outline how the institution will invest its resources (including time and people) to accomplish those goals
• Align resources, day-to-day work, and initiatives across the institution with the plan
• Measure, monitor, and modify the plan as needed

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5 Steps To Highly Effective Strategic Planning In Higher Education (FREE template)

A crystal clear strategic plan can be the big difference between becoming the leading university… VERSUS ending up at the bottom. You know - where you struggle to attract students, the right staff members or even funds to support your institution.

So, in order to achieve your university’s goals, you need to learn how to build an effective strategic plan. 

In this blog post, we will reveal:

• The #1 reason university strategies fail
• The overlooked role of a strategic plan for higher ed
• The 5-step process you can follow to build a plan with your team

What is strategic planning in higher education? 

Strategic planning is the process an institution follows to realize its vision of its ideal future state. It’s a roadmap for getting there. Your vision becomes a reality through the process that defines specific goals, needs, and actions. It helps you to structure and contextualize information leading to important decisions. 

Sounds obvious, right? 

So, the question is:

Why do so many universities fail at strategic planning?

Because they forgot what the main role of a strategic plan is.

Most universities and colleges work on some form of strategic planning, but they usually come out as a 28-page PDF. They create an impressive presentation with shiny headings, upload it to their website and consider themselves successful. 

The end result is a ‘strategic plan’ that serves more as a marketing brochure and less like a roadmap to success.

What’s wrong with this usual approach?

Most vice-chancellors and vice presidents are not even aware of what they are losing. Staff members and faculty members work in silos with no focus on the big picture. Departmental plans are unaligned with the overall strategic plan. This leads to inefficiency, wasted resources, and things getting missed.

Clearly, this approach lacks the organization and accountability necessary for success. As a result, some institutions are losing their reputation, while others are losing program accreditation, experiencing declining student success, or having fewer funds available.

Sometimes all of the above. 

Strategic planning goes beyond ambitious and attractive presentations that describe the organization’s state in the next 5, 10 or more years.

Now let's take a closer look...

What is the real purpose of the strategic plan in higher education?

Your first and foremost goal should be to stay true to the promises you made to your stakeholders.

Think of your strategic plan as the foundation to achieve your long-term goals.

It’s supposed to help you translate high-level ambitions into tangible actions at a departmental level. Furthermore, it organizes everyone so that they can do those actions and report on them in a systematic and transparent manner. 

It serves as a guiding light for your staff, allowing them to focus on the things that drive real progress towards the university's strategic goals. 

On top of that, it’s an important resource for planning your yearly budget allocation. Even in the most difficult financial times, integrating strategic planning and budgeting throughout the organization creates opportunities for success.

It's obvious, isn't it? You need to stop treating your strategic plan as merely a glorified marketing document.

What are the 5 steps in the strategic planning process?

This five-step process will help you to craft a strategic plan that goes beyond marketing and delivers on promised results.

1. Understand your current situation

An effective planning process starts with a thorough understanding of your current situation. 

You can start by asking these questions: 

• What are our core competencies?
• Which important KPIs are trending over the last few years upwards? 
• Where do we notice a drop in performance? What led to this drop?
• Where do we want to be in 5 or 10 years?
• Do we need to develop new programs?
• How do we get there? 
• What external factors can impact us in the future?

Search for answers and go deep into every department and aspect of your institution. From financial health and university rankings to student enrollment, retention rates, and placement rates.

Next, understand the expectations and needs of your internal and external stakeholders.

Remember, top-down approach doesn’t work for universities. Higher education institutions are highly interconnected with their community and shouldn’t neglect its interest when making strategic decisions.

Collect feedback from every stakeholder group whose expectations affect your performance:

• Alumni members
• Faculty members & campus community
• Community groups
• Senior administrators
• External partnerships

Include their input into planning and translate it into the institution’s major goals. Embrace this collaborative approach and prevent too many unexpected "buts" in the future.

Don’t forget that you’re only collecting information at this stage, not brainstorming solutions or action plans. 

‍ Cascade tip:

The SWOT analysis framework  is still one of the most effective methods for evaluating internal operations and the external environment. Be honest and thorough in your evaluation. You can use it numerous times through strategic planning but you should start early in the planning process.

2. Lead with vision and values

Your university's vision is a part of its identity and a powerful latent tool.

Higher ed institutions of any size can utilize it, but they usually don’t. They don’t believe that people care about the big picture or that it affects the university's daily operations.

However, a clear and unique vision statement will set you apart from the competition and make you more memorable to potential students. They will know exactly what to expect from studying at your university and why they should come. 

At the same time, it gives a strong sense of pride and belonging to current students, faculty, and alumni. It becomes an emblem that attracts the right students, staff members, and funding opportunities. 

Here’s  an example  of a vision statement for the university: 

We will work as one Oxford bringing together our staff, students and alumni, our colleges, faculties, departments and divisions to provide world-class research and education.

- University of Oxford

You can take it one step further and include your institutional mission statement. 

And don’t forget about the values. They define your university’s culture. They determine how people act, which behaviors are praised and which are condemned. 

When you build a culture intentionally, then everyone inside and outside your school knows what you stand for, reinforcing all the benefits of a harnessed vision.

Cascade tip:

One of the biggest blockers to the successful execution of a strategic plan is the attempt to accomplish too much at once.  Creating a Vision Statement  will help you to avoid that trap right from the start. It becomes your north star guiding your strategy. It will be easier for you to identify what is relevant and worthy of your attention versus what isn't.

3. Concentrate your strategic planning efforts on key areas

There's a problem most presidents and strategic planning committees face: they don't define the real focus of their plans. 

You see, you can’t achieve everything, everywhere, all at once.

Your resources are limited, and you should prioritize accordingly. 

I’m glad you followed the first two steps. Now you have all the information you need to identify the biggest and most urgent challenges your university faces.

Clarifying the obstacles ahead of time helps you prioritize your strategic goals and develop focused efforts to achieve them.

For example, let’s say you’re creating a 5-year strategic plan. Here are some key focus groups you might want to focus on: 

• Provide superb undergraduate experience 
• Ensure graduate education and lifetime learning 
• Increase community engagement 
• Increase research excellence 
• Optimize financial resources

Focus areas help you decide what falls outside the university's priorities and prioritize your strategic planning efforts. 

We usually suggest creating between 3 to 5 Focus Areas. Any fewer and they will probably be too vague. Any more, and well..... you lose your focus. Dive deeper into focus areas with this  guide . 

4. Translate plan into tangible actions

This is the part that turns your strategic plan into reality. 

If you ever want to achieve your goals, you need to break down the plan into smaller, granular pieces specific to each department. Start by adding strategic objectives to your focus areas. 

The secret to  writing great strategic objectives  is simplicity and specificity. Avoid jargon and use a verb to indicate action. Accompany it with a deadline and preferably an owner (or two).

Here is an example:

Increase citations per faculty by 5% by May 2024, owned by Jane Doe.

The next step is to migrate from goal-setting to action-planning with projects. Projects describe what you’ll do to accomplish your objectives.

Projects  articulate a set of actions within a certain timeline. They include specific tasks, milestones, dependencies and dates (deadlines). Every objective should include at least one project or action-like event. Otherwise, you’ll never achieve any progress towards it.

Of course, nothing is so linear, but this process forces you to come up with action plans to support every strategic initiative and allocate funds and your staff’s time appropriately.

One of the most important steps in the planning process is to take the high-level plan and break it down into tangible actions at the departmental level. 

Cascade  helps you to achieve that with  planning models completely customizable  to your strategic planning approach. 

You can create a university-wide strategic plan and then break it down into  portfolio or departmental plans.  Clarify their goals, projects and key metrics. Collaborate with your teams to build multiple inter-connected plans and tie them back to the overall plan.

You get complete  visibility into how different plans or projects are connected  and contribute to the overall strategic plan. 

5. Don’t forget to measure progress

There is no perfect strategic planning for higher education (or anywhere for that matter). 

Every plan can be derailed by events beyond our control (such as a pandemic, change in public policy, or an unstable economic environment on a global scale). There is, however, disciplined execution through regular reviewing habits. The secret lies in the way you measure your progress and the frequency of reviewing it.

Determine the indexes that you want to improve and then  set key performance indicators (KPIs)  to drive and measure your performance against set targets. 

Here are some examples of KPIs you might want to keep track of:

• University ranking
• Post-graduation placement rate
• Number of students involved in undergraduate research
• Fundraising ROI

Establish the KPIs you will be reporting on in advance, and always end your reviews with a "next steps" discussion.

Create dashboards to measure progress in real-time.  Cascade’s customizable dashboards  help you to quickly identify areas that are underperforming and act before it’s too late.

Zoom your screen in on the screenshot below to check out Cascade's beautiful dashboards!

Extra tip:  Use Cascade reports to help you demonstrate your success in a transparent way and attract more investments in the key areas of your university. 

What’s next for your university?

Most university’s failure to reach their strategic goals isn’t because of bad strategy, but because strategy is constrained by PowerPoint. Kept miles from those who can make it happen. The best in Advancement, the finest HR, the most profound ideas - they’re all framed in slides rather than shaping every day’s activities for everyone across the university.

Remember, a strategic plan isn’t just a glossy presentation to attract new students or to get that accreditation approval for your academic program. It’s a manifesto for every employee to embrace and enact in whatever they do at your university. 

So, the next step is to transform your strategy from an intellectual exercise to an executable plan. It’s just a matter of shifting your approach and using the right tools. 

And once you make that shift, you’ll be able to create  an organized and aligned approach  to make your strategic goals happen.

Do that and get your plan to everyone, and your competition will be choking in your dust.

Are you ready to create your plan and start executing it? Turn your strategic plan into a competitive advantage with our 100% free, battle-tested strategic plan template , built for teams in higher education. 

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Strategic planning in higher education: Providing equitable access to experiences and building strong career pathways

Lewis Carrol once said, 'If you don't know where you are going, any road will take you there.' But educators and institutional leaders know better. They know the power of planning and work diligently to build strategic plans that improve educational outcomes.

Strategic planning can be both a reflective and proactive process, one that respects the rich traditions of academic institutions while boldly embracing the challenges and opportunities of the future. 

This article will explore the importance of strategic planning for higher educational institutions and how it can be used to address evolving student expectations, highlighting the importance of aligning educational pathways with real-world applications and equitable access. 

We will examine how institutions can leverage technology and collaborative platforms like Riipen, not just for academic purposes, but also to meet the needs for employability and practical skill development.

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Laying the foundations: a basic guide to the strategic planning process.

Strategic planning in higher educational institutions is a complex process, involving committees and teams, that’s not undertaken annually. Typically, it’s a three- to five-year initiative that lays out the way the university or college intends to serve its students and its communities.

The goal is to align the institution's actions with the needs and aspirations of its learners, ensuring that the strategic plan reflects the institution's commitment to its core values and objectives.

As such, no two strategic plans will look alike. Depending on the size of the institution, funding, the type of programs offered, location, etc., each institution will have a different way to approach and implement its strategic plan.

That being said, there are some components that are commonly seen in strategic plans , such as:

• Mission and vision: A modern strategic plan begins with clear, concise mission and vision statements that define the institution's primary purpose and its long-term goals.
• Environmental scan: This involves a thorough analysis of internal and external environments using tools like SWOT analysis, which is crucial for shaping a strategic plan according to the current landscape.
• Goals and objectives: Every plan will have clearly defined goals and objectives. Typically, they follow SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) guidelines, and objectives should provide overarching direction. Timing of goals and objectives is key, with adjustments made over different time frames.
• Strategies and tactics: Strategies outline the broader approach to achieving goals, while tactics are specific action steps. For example, enhancing student employability could be a strategy, implemented through tactics like industry-relevant training and business partnerships.
• Implementation and action plans: This involves executing the strategies and tactics through detailed planning, resource allocation, and setting timelines.
• Monitoring and evaluation: Strategic plans require ongoing evaluation to assess progress and make necessary adjustments. This ensures continuous alignment with the institution's mission and vision.

Emerging approaches to strategic planning in higher education

As technology continues to advance and student expectations shift, modern strategic plans have adopted more innovative and data-centric methods to tackle the intricate challenges that educational bodies face.

Some key emerging strategies in this realm include:

• Data-informed strategy: More and more educational institutions are harnessing the power of data to shape their strategic decisions. A prime example is Green River College in Washington , which has adopted a data-centric approach to promote equity, focusing on detailed data to drive grassroots changes.
• Cultivating a unified vision and values: The focus of strategic planning is increasingly shifting towards cultivating a common vision for the future and aligning steps to fulfill this vision. This strategy underscores the significance of guiding with clearly defined visions and values.
• Holistic planning methodology: This approach to strategic planning considers the broader picture, centering on the institution's mission and encompassing its faculty, staff, and students. It emphasizes outcome-based measurements and aims to reduce resistance to change.
• Performance measurement: A key best practice in strategic planning involves clarity on the objectives being measured and the reasons behind them. It's vital to have a concrete understanding of what constitutes success and to pinpoint the key areas for action. ‍

These evolving strategies illustrate a shift towards more inclusive, sustainable, and student-centric development in higher education. 

How to address student expectations with strategic planning

One of the key strengths of strategic plans is their ability to articulate the institution's thematic focus in a manner that's both loud and clear. Today, strategic plans within higher education institutions often clearly state that employability and workplace training are fundamental to their ethos. 

This emphasis resonates deeply with the aspirations of today's students, who are eager to see a direct connection between their academic pursuits and their practical implications in the real world. In fact, more than 80% of students express a desire to see more real-world, company-led projects in their coursework.

By embedding this focus in their ethos, institutions can use this to attract different kinds of students as well as to communicate their value for ROI . On top of that, a significant component of strategic planning is its emphasis on equity and the need to create access for all learners. 

It's not just about making sure everyone has access but ensuring that this access translates into real-world readiness and skills development. 

This demonstrates a commitment to student success and the overall student experience. This is key because student success is closely tied to how students engage with their education, including their retention and persistence .

By focusing on these areas, institutions are directly responding to the evolving expectations of students. This dynamic process not only sets goals but also forges pathways leading to tangible outcomes for students.

Ways to communicate employability and career readiness in strategic plans

While there are multiple ways to communicate employability and career readiness in your strategic plans, here are a few you could try:

• Clearly outline the specific skills and competencies that are in demand and how they are integrated into the curriculum. 
• Establish strong relationships with employers and industry leaders to bolster course offerings and provide real-world experience and networking opportunities for learners.
• Develop robust career services that offer guidance, resume building, interview preparation, and job search assistance. 
• Bring attention to the importance of lifelong learning and the availability of continuous education opportunities
• Use data and metrics to demonstrate success in employability and career readiness, including graduation rates, employment rates, success stories, and other relevant outcomes.
• Emphasize interpersonal skill development, such as communication, teamwork, problem-solving, and adaptability, which are increasingly valued by employers.

What are some best practices shaping today's robust strat plans?

Creating a strategic plan isn't a one-and-done type of project. Like any great plan, it's a cyclical, iterative process that necessitates regular revision, careful planning, and ongoing evaluation to navigate the continually evolving realms of academia and societal needs effectively. 

Whether you're drafting a new plan or making adjustments to the current one, here are some things you should consider. ‍

Recognizing and prioritizing employability in the strategic plan

Developing a strategic plan that prioritizes employability and workplace training is vital for institutions looking to foster a vibrant learning environment directly connected to real-world applications.

This focus not only boosts student attraction and underscores a clear ROI but also guides the recruitment of dedicated educators and administrators, ensuring a cohesive understanding and application across all institutional members.  ‍

Emphasizing equity and access

Equity and access consistently find their place within institutional strategic commitments, addressing the imperative to serve all, especially the underserved. 

It's not merely about ensuring everyone gets an education; it's about ensuring everyone gets equal access to all experiences and opportunities that make them job-ready.  ‍

Understanding and nurturing the relationship between student success and experience

Student success isn't just about grades; it's about engagement, persistence, and retention. It's about providing students with the experiences they crave and aligning the curriculum to include the skills they need to succeed. This could include providing more hands-on activities or incorporating more real-world scenarios. 

Therefore, strategic planning becomes crucial to communicate and actualize an institution's commitment to fulfilling these expectations, ensuring students are educated and comprehensively prepared for the professional world ahead. ‍

Addressing evolving student expectations

There's an ever-growing sentiment among students today: they want real-world experience and skills that will prepare them for life outside the classroom . It's no longer just about academic prowess; it's about career readiness and employability.

It's crucial for institutions to recognize and adapt to these expectations, equipping students with modern technology, tools, and real-world connections, ensuring they are both academically sound and career-ready. ‍

Anticipating challenges and devising solutions

Every change comes with challenges. For higher education institutions, this could include issues like resistance to change, budgetary constraints, and balancing academic freedom. Even though these aspects are important and valuable, institutions need to be flexible in their strategic planning and execution.

The ultimate goal is to navigate through these obstacles in a manner that preserves the integrity of academic pursuits while progressively adapting to the multifaceted demands of the educational landscape. ‍

Committing to the holistic student experience in all facets

A comprehensive student experience extends beyond the academic realm, encapsulating mental health services, dorm facilities, food availability, and more, each integral to a student's overall well-being. 

An institution's role in this is monumental—ensuring that a student's overall experience is positive and supportive and that they emerge job-ready, armed with skills and knowledge in tandem with market demands.

Crafting strategic plans with the modern student in mind

As institutions work to create strategies that address students' needs and expectations, they often spend a lot of time thinking about how equity, employability, student success, and student experience will be integrated into their strategic plans. They need to carefully balance: 

• Student engagement, retention, and enrollment
• Course and experience relevancy
• Relationships with industry partners

The goal is to provide impactful student experiences without diluting the quality, accessibility, or relevance of their offerings. Many seek out innovative, robust solutions, like Riipen, to turn strategic planning into tangible student experiences and outcomes. 

With Riipen, institutions gain access to: 

• A global network of over 31,000 industry partners and their current projects
• A collaborative learning tool that lets students work on authentic, real-world projects 
• A platform that enables equitable access to essential industry experiences for all student

By adopting Riipen, institutions give their strategic plans a tangible, actionable ally, making sure students get market-relevant skills, industry networks, and practical experience that's not just aspirational but achievable.

Umair Shah, an educator from the University of Waterloo, had this to say about the transformative power of Riipen in the educational journey:

"Riipen was presented as an alternative to case studies, and I jumped on it right away. I still remember that experience. It gave me both learning and networking opportunities, and I knew this would be good for my students…The biggest outcome was that the students could connect what they're learning in every module to the real world."

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Key takeaways

• Strategic plans provide a thorough architecture where educational pathways, resources, and institutional efforts converge to prepare students for the professional world.
• Educational institutions are tasked with performing a balancing act – ensuring traditional academic pursuits are honored, while simultaneously adapting to the evolving expectations of students, especially in terms of employability and practical skill development.
• By incorporating technology and platforms such as Riipen, academic learning can be made more practical and real-world applicable through collaborations and partnerships.

If you're curious about how Riipen can seamlessly integrate into your strategic plan and enhance employability outcomes for your students, schedule a demo . 

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Strategic Planning in Higher Education 101: Is it time to go back to basics or move forward with new standards for the planning process?

Table of contents.

Strategic planning in higher education 101: planning in times of consistent change. As colleges and universities step into a sense of “ new normal ,” it is becoming increasingly important for higher education leaders and boards to recommit to the strategic planning process. Times are far from normal as institutions face the enrollment cliff , find ways to continue to integrate online learning , and reconsider other changes that came in the wake of the COVID-19 pandemic .

These combined issues make it a perfect time for leaders to adjust their approach to strategic planning in higher education and decide whether to extend the work on their current strategic plan—or to make an abrupt departure from the previous playbook and recreate a strategic plan from scratch. While the latter may be the right option, it is important to consider what strategic planning is and is not—and what it offers an institution. Based on this primer, leaders can make a well-informed decision about which avenue is the best to follow for their institution.

5 Strategic Planning Questions

The process of strategic planning in higher education requires institutional leaders and boards to answer five strategic questions:

• Where do we want the institution to be? This involves projecting the future of the institution and then determining how to align the institution’s vision, goals, purpose, and outcomes with this ideal state.
• What will determine when we get there? Institutional leaders and stakeholders need to create a quantifiable feedback system that measures the institution’s progress toward achieving its ideal future state.
• Where are we now? Determining the current status involves assessing the institution’s situation based on the institution’s strengths and weaknesses and the external opportunities and threats that are presently being faced.
• How do we get there? Institutional leaders and stakeholders need to identify how to close the gap between the current and the ideal situation in a holistic and ongoing way.
• What environmental factors will or may change in our future? This question involves analyzing the factors that will potentially impact the institution’s operating environment and potential risk/disruption factors (both good and bad) and then building a strategic plan that considers these factors. This also can form the basis for an enterprise risk management system that will mitigate these potential challenges.

Delving into these various questions allows institutional leaders and participants to gauge both the institution’s present state and the desired future. This approach also requires leaders and stakeholders to create consensus on how to move forward through identifying progress measures as well as beginning to start the organizational processes to create policies, organizational changes, budgets, and staffing to achieve the desired future. Strategic planning participants also need to analyze the range of environmental factors that could disrupt these efforts and even bring significant and potentially devastating harm to the institution.

Systemic, Detailed Analysis

The 11-step strategic planning process requires leaders and a diverse group of stakeholders to undertake a systemic and detailed analysis of the institution’s situation, both future and current, to develop a roadmap to its ideal future state. This effort involves delving deeply into the institution’s inner workings and the external environment, both the current environment and the expected future environment, to get a transparent, holistic view of the institution’s past, present, and future.

Future Environmental Scanning

The strategic planning process’s first step is to conduct a future environmental scan, which is well described in this previous blog . Done properly, this process allows institutions to engage stakeholders from across the institution who are involved in the SKEPTIC analysis of socio-demographics, competition (represented with a K), environment/economics, political/regulatory, technology, industry, and customers.

Ultimately, this exercise serves as an educational process that helps participants understand the many issues facing a higher education institution. This process helps to mitigate their resistance to the call for change created in the new plan and creates a shared vision among the stakeholders , especially those in the faculty. When done in a way that allows participants to explore issues and build a sense of community, this process can serve as a springboard that provides momentum toward achieving the strategic plan’s goals.

Brand Promise Evaluation

The second step involves evaluating the institution’s brand promise , which allows stakeholders to determine what is unique, different, and better about the institution, both from the perspective of students, industry, and the competition. Again, we covered this topic in-depth in this previous blog .

Ideal Future State

The third step asks leaders to review and, if needed, revise the institution’s vision , mission, and values . This step provides an opportunity for the institution to examine the current vision, mission, and values, and then test proposed versions against the future environmental scanning findings and brand promise that were previously identified.

One note of caution with the ideal future state. Whereas the overall vision for an institution may change, accreditors generally allow only minor changes in the institutional mission. If there are major changes to the institution’s mission, the institution’s accreditor may require it to submit a substantive change request and potentially have a site visit.

Key Performance Indicators (Metrics)

The fourth step identifies key performance metrics that will help institutional leaders gauge success and determine if there are troublesome issues or if the institution needs to take corrective action. This area should involve 5-7 (but no more than 10) key measurements.

The development of metrics involves using the institutional values, mission, vision, and external driving forces to determine goal areas. These areas are then used to set measures that will reflect the attainment of the vision.

It is important to determine who is accountable for accomplishing the goal—and ultimately, who is accountable for institutional progress toward completing all goals. After identifying the most important measures, stakeholders need to determine how they plan to measure outputs, results, and core values, then set the action plan measures for the first year of the strategic plan.

Current State Assessment

The fifth step creates analyzing the institution’s current state. This analysis is often done by determining strengths, weaknesses, opportunities, threats, and trends (SWOTT).

We believe that the best people to begin this process are key stakeholders, so it is done early in the stakeholder input/attunement process. Frequently, frontline managers, who deal with the day-to-day details, are the best sources for this information (vs. the executive team, who are removed from the day-to-day). Once the stakeholders have done the initial SWOT analysis, then the core planning team, made up of the executives, should review this information.

Long-term Strategies, Goals, and Priorities

The sixth step entails creating long-term strategies, goals, and priorities. This critical portion of the strategic planning process provides the framework to develop the initial business plan. Once this is completed, short- and long-term budgets can be developed based on this roadmap, which charts the course to the institution’s desired future. This also requires stakeholders to make difficult decisions about institutional priorities moving forward.

Enterprise Risk Planning in Higher Education

The seventh step requires enterprise risk planning and scenario planning that includes financial modeling. Enterprise risk management involves both the administration and the board’s involvement. The administration conducts risk planning , while the board is responsible for risk oversight . This effort requires the board, administrators, and stakeholders to analyze four critical areas–hazards and accidents; societal challenges; governmental issues; and technology—to develop risk maps of potential disruptions.

From there, teams engage in scenario planning to use the risk map to develop mitigation strategies, policies, and controls. This process also allows institutional leaders to analyze potential financial impacts from these scenarios so they can identify ways to mitigate losses. From this process, leaders can do more nuanced budget modeling based on the best-case and worst-case scenarios.

Departmental Planning and Implementation Planning

The eighth step entails developing departmental plans that form the basis of the implementation plan. Since departments are responsible for implementation, it is important to create departmental plans that are aligned with the strategic plan.

In the past, many strategic plans did not go deeper than organizational strategies and tactics that are required to realize a 10-year vision and business plans covering 1- and 3 years. Additionally, these strategic plans did not require departments to be accountable. However, it is important for departments to clearly commit publicly to their part in realizing organizational goals. Ultimately, by doing this deeper effort, institutions can help ensure the successful implementation of the institutional strategic plan.

Approval and Accountability

The ninth step involves gaining approval, first from the institution’s core team. These stakeholders need to agree to the plan, including embracing the responsibility of being accountable for its implementation.  This step happens at the last planning meeting before the complete plan is shared with the Board of Trustees for their approval.

Board Approval

The tenth step involves seeking approval from the Board of Trustees. This step requires the board to gain a deep understanding of the plan through meetings that present the plan so that trustees can ask questions and give input. Once their input is incorporated into the plan, the board is asked to give final approval.

Plan Rollout

The final step, which happens after board approval, involves the “unveiling” of the full strategic plan. The roll-out process is comprised of a series of meetings facilitated by the core planning team in which the plan is explained in detail. This process builds a shared vision around the consensus-based strategic plan and reaffirms that stakeholder feedback was incorporated into the plan.

Wrapping Up Strategic Planning in Higher Education

As a “new normal” begins to emerge, higher education leaders must begin to chart their institution’s course into the future. The question becomes whether to follow the previous path that many institutions were following prior to the pandemic or to break new ground.

No matter which option is chosen, this “new normal” does offer the perfect time for strategic planning in higher education. This type of planning can help engage various stakeholders in developing a common vision for the institution’s future through deep analysis of the present situation, review of current and future environmental factors and risks, and meaningful conversation that engages voices from across the campus.

These efforts are worth the time invested because they help to chart a meaningful and well-attuned roadmap to the institution’s envisioned future – a shared vision for your institution’s future – and create a role for everyone on campus in bringing this vision into reality with minimal resistance to change.

In other words, people support what they help create.

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Strategic Planning

3 exceptional examples of strategic planning in higher education.

By Mary King

25 october 2023.

• 1 Strategic Plan Example 1: Data-Driven Strategy for Equity with Green River College, WA
• 2 Strategic Plan Example 2: Strategic Innovations in Accessibility with Gallaudet University, DC
• 3 Strategic Plan Example 3: Best Practices Measuring Performance with NEOMED University, OH
• 4 Get the Guide↓

The landscape of higher education is one of rapid change and innovation. Institutions are constantly challenged to adapt and plan strategically to ensure that they stay relevant, on-mission, and competitive. While current and prospective students are critical stakeholders for higher-education institutions, there is also a board of governors, a complex internal employee system of both educators and administrators, and the broader local community. All of these entities interact and form an ecosystem of needs, hopes, ambitions, and goals: balancing so many differing entities and groups (sometimes with competing interests) is where strategic planning in higher education comes in.

An educational institution’s strategic plan plays a pivotal role in guiding positive, sustainable, inclusive, and student-focused growth. From embracing strategic planning software for education and nuanced data to support ground-up change, to improving overall accessibility and work opportunities, let’s explore three examples of strategic planning in higher education that have set benchmarks and best practices for other higher education institutions—whether they are universities or colleges—to follow.

Strategic Plan Example 1: Data-Driven Strategy for Equity with Green River College, WA

In the spring of 2020, Green River College initiated an Equity-Centered Strategic Visioning and Planning process . The primary objective was to create a comprehensive equity-centered strategic plan that would serve as a guiding light for the college’s future endeavors. This plan aimed to articulate a vision, mission, and core values that would shape the college’s path, emphasizing the importance of building a more equitable community. To ensure the inclusivity of all stakeholders invested in the college’s success, a meticulous 10-month community engagement process was conducted. They collected data as part of an Environmental Scan initiative, which offered a thorough overview of both external and internal trends, and provided valuable insights, suggestions, and points of interest from both Green River College and community stakeholders. All of this input played a crucial role in shaping the college’s Equity-Centered Strategic Plan .

The resulting strategic plan stands as a blueprint guiding the entire college forward over the next five years. It delineates clear goals for this period, shows areas for improvement, and details the ways the strategic plan can remain agile and evolve in tandem with the college’s growth and aspirations.

The six strategic pillars of focus (and their success metrics) are:

1. Success for All Students: Green River College has specific KPIs and deadlines to measure the progress made towards this strategic pillar. By 2026, Green River College will have established an extensive student onboarding procedure, ensuring that all students develop educational, financial, and career transition plans within their first two quarters of enrollment. Green River also aims to diminish or eradicate opportunity gaps in students’ retention, progression, and completion by 2026. Finally, they’re aiming to raise the student completion rate from 38% to 43% in that same time period.

2. Excellence in Teaching and Learning: By 2026, every faculty and staff member will have undergone training in anti-racist, equity-focused, and Diversity, Equity, and Inclusion principles. The objective is to reduce or eradicate instructional opportunity gaps associated with race, gender, economic status, and other demographic factors.

3. Responsive Educational Programs and Support Services: There is a targeted goal to increase the percentage of students who experience a “sense of belonging” at Green River by five percentage points annually. The college is measuring this through student surveys, to help them determine whether or not this objective is being met.

4. Integrated and Effective Organizational Structure, Systems, and Processes: By 2026, Green River College is aiming to have established an equity-focused approach for employee recruitment, hiring, and onboarding. They’re also working towards implementing a comprehensive organizational framework, which employs equity-centered principles in shared governance, planning, resource allocation, assessment, and policy development. Included under this strategic pillar is also an effort to increase the representation of faculty and staff of color, aiming to match or surpass the levels in neighboring colleges by 2026.

5. Accessible and Responsive Facilities and Technology​​: One of the success metrics for this pillar is the goal that by 2026, they will have implemented a Facilities Master Plan and a Technology Plan designed to promote accessibility and equity-centered teaching and learning.

6. Impactful Community Connections : By 2026, Green River will be the foremost institution of higher education in the region; one of the ways they are doing this is by building strategic community connections. They are making inroads with the local food bank, strengthening connections with veteran services, visiting and volunteering at local high schools (in fact, all educational institutions—from K-12), establishing artist and speaker series’, and uplifting partnerships with the City of Kent, and South King County, Washington.

Strategic Plan Example 2: Strategic Innovations in Accessibility with Gallaudet University, DC

Located in Washington, D.C., Gallaudet is the world’s only university that specifically caters to Deaf, Hard-of-Hearing, Deaf-Disabled, and Deaf Blind people, of all backgrounds and identities.

Gallaudet’s strategic plan spans an impressive 10 year vision that will situate them as a “beacon” for the community’s values and vision for their student community. This vision will offer improved opportunities for work, career advancement, and an accessible student experience that affirms the value of their diverse student body. In their “Gallaudet Promise,” they aim to uplift the “lives and experiences of all Deaf people of different intersectional identities, wherever they are.”

The “Gallaudet Promise” is the university’s strategic focus built around five action areas:

• 1. Transformational Accelerators
• 2. Anti-Racism
• 3. Bilingual Mission
• 4. Academic Reimagining
• 5. Creativity Way, Including the Memorial Project

Watch an explanation of Gallaudet’s new Envisio-powered public dashboard in ASL! Click “CC” on the video player for closed captioning.

Gallaudet’s strategic plan has made a particular effort to embrace innovation as a tool across all of their pillars. This makes sense: accessibility and innovation go hand in hand. Assistive technology, as well as improved online access and tools, are a component of the first action item, but relates to the other areas as well.

In general, when it comes to higher education strategy and accessibility, higher education institutions are a great place to implement changes around accessibility. They are (typically) moving to be more welcoming to assistive technology, and may even be involved in the development of innovative approaches to education, accessibility justice, and the role technology can play. All students with all sorts of access needs attend universities or colleges—ensuring accessibility to higher education is critical for those with disabilities to be prepared for the workforce and (ideally) achieve a better degree of upward economic mobility and access.

A strategic plan in higher education related to accessibility should include a comprehensive needs assessment. It should also work carefully to ensure a budget that allocates adequate resources to the students, while providing training and raising awareness among faculty and staff, ensuring physical and digital accessibility, offering tailored academic support services, collaborating with disability support organizations, and implementing a feedback mechanism, so they can evaluate and improve their services on an on-going basis.

Gallaudet University is working on all of these areas. They are measuring progress by establishing new customer service operating models, establishing an online platform to disseminate research, lectures, films, and other content produced by The Center for Black Deaf Studies , and restructuring entire sections of the university learning management systems that are able to accommodate a truly bilingual (ASL and English) experience, to better create opportunities for their students and help other sign language economies grow.

Strategic Plan Example 3: Best Practices Measuring Performance with NEOMED University, OH

Best practices for strategic planning in higher education include getting very clear on what objectives are being measured, and why. Understanding the definition of success and identifying priority areas for action are crucial. Without a clear understanding of the problems to be addressed, it’s challenging to initiate a strategic action plan in higher education. As we see across the public sector, higher education strategic objectives can often involve a mix of the more abstract, impact-oriented metrics (measuring a “sense of belonging”), and tangible, output-focused goals (“Increase number of mobile clinics in low-income areas by 15%”). As a best practice, it’s good to be granular and specific about what kind of performance measurement program you’re using, sharing how success is measured, and making sure your goals are all SMART : S pecific, M easurable, A chievable, R elevant, and T ime-Bound.

At Northeast Ohio Medical University (NEOMED) in Portage County, Ohio, they do exactly that!

At NEOMED, success is measured across six pillars through forty-two strategic initiatives. Their strategic plan emphasizes promoting diversity, equity, and inclusion among students, staff, and employees. Given NEOMED’s role as a leading medical research institution training future medical professionals, these values are also very practical metrics. For instance, the university tracks performance measures such as gender demographics and specific actions aimed at reducing disability stigma as outlined in their Strategic Plan: Creating Transformational Leaders Dashboard. Whether it’s a broad, impact-focused goal like fostering a more inclusive environment or a specific, output-oriented objective like establishing a low-cost tutoring center in the library, a well-structured strategic plan provides the necessary steps to initiate and maintain progress toward these goals.

For instance, we can see with regards to their financial aid banner optimization, they are measuring the performance of this project against data regarding financial aid and tuition. Financial aid is a pressing matter for NEOMED–they want to ensure people from diverse backgrounds, including economically disadvantaged backgrounds, are able to attend medical school. They want to become experts in financial aid content, utilizing their expertise to educate NEOMED faculty, staff, and students about the available student aid policies and possible funding opportunities. Tracking data over time—such as seeing how many scholarships have been awarded over time—demonstrates how often these resources are being used, and can indicate how accessible they are.

It’s important for higher education institutions to strategize effectively to maintain their relevance and competitiveness. Embracing progressive, innovative processes and being meticulous with data is a great way to lay down a strategic plan that also balances the complex network of relationships of internal educators, students, administrators, and the wider communities served. A higher education institution’s strategic plan plays a pivotal role in the growth of the institution and the wellbeing of students! We love to see these strategic plans that embrace data to drive equity, make changes around accessibility, and push for better, more meaningful performance measures.

“All of the metrics related to our strategic plan live in Envisio, and we have assigned the ownership and agency of those data points to certain people. It’s helped us develop a common lexicon, and it is the tool in which we demonstrate our progress. Oftentimes, the focus of it is really to celebrate all of the people who contribute to our strategic plan. All of those contributors, the 90 plus folks that are in Envisio, deserve to be recognized and congratulated and to see the impact of the work that they’re doing. It’s important to show the collective impact on driving the mission forward.” — Lacey Madison, VP Strategy and Transformation, NEOMED.

Get the Guide↓

So you’ve got your plan, but how can you go from strategy to operationalization? What about aligning your budget with your strategy? Our free, comprehensive guide From Strategy to Action: A Guide to Operational Planning for Local Governments & Public Sector Organizations , contains insights gathered from the experiences of over 150 public sector organizations, including higher education institutions.

Download now for practical guidance on operational planning now!

Mary King is a professional writer and researcher based in Toronto. She comes to Envisio with a Masters Degree, where she researched the relationship between the disappearance of urban public spaces, and high level decision-making processes in local governments. For nearly a decade, Mary has worked as a community organizer, promoter, and supportive researcher in a variety of nonprofits and think-tanks, and her favorite area of focus was in connecting local artists with marginalized youth. Since 2017, her writings and research on policy, local governance, and its relationship to public art and public space has been presented at conferences internationally. She has also served as both a conference chair and lead facilitator on professional and academic conferences across Canada on how to better bridge academic research with local change-agents, policy makers, artists, and community members. Envisio’s mission of excellence and trust in the public sector maps onto Mary's interest in local government and community mobilization. She loves working at Envisio because she cares about having well organized, strategic, and transparent public organizations and local governments. Mary is also a creative writer and musician and has been supported in her practice by the Canada Council for the Arts. Her stories can be found in literary journals across Canada.

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• DOI: 10.1007/s10734-019-00455-8
• Corpus ID: 210495107

Strategic planning in higher education institutions: what are the stakeholders’ roles in the process?

• Júnia Maria Zandonade Falqueto , V. E. Hoffmann , +1 author Silvia Satiko Onoyama Mori
• Published in Higher Education 13 November 2019
• Education, Business

29 Citations

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Strategic planning in higher education institutions: what are the stakeholders’ roles in the process?

• Published: 13 November 2019
• Volume 79 , pages 1039–1056, ( 2020 )

Cite this article

• Júnia Maria Zandonade Falqueto   ORCID: orcid.org/0000-0003-0074-941X 1 ,
• Valmir Emil Hoffmann 1 ,
• Ricardo Corrêa Gomes 1 &
• Silvia Satiko Onoyama Mori 1 , 2  

5067 Accesses

24 Citations

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This article classifies and assigns degrees of influence to the stakeholders involved in the implementation of strategic planning at a Brazilian higher education institution. In order to test the stakeholder influence theory, we carried out a case study of a Brazilian university based on qualitative methods. The models of Frooman ( Academy of Management Review , 24 (2), 191–205, 1999 ) and Mitchell et al. ( Academy of Management Review , 22 (4), 853–886, 1997 ) served as the theoretical basis for assessing the stakeholders’ identification and management. Findings indicate that higher education institutions focus on the internal and external stakeholders that have the power to control them. In practice, this study provides insight into the stakeholder influences that have an effect on the implementation of strategic planning in a university. Based on the findings, university managers will be able to think more strategically about the institution’s objectives, taking into account the degree of influence that stakeholders have on the institution’s objectives.

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Falqueto, J.M.Z., Hoffmann, V.E., Gomes, R.C. et al. Strategic planning in higher education institutions: what are the stakeholders’ roles in the process?. High Educ 79 , 1039–1056 (2020). https://doi.org/10.1007/s10734-019-00455-8

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Navigating new frontiers: strategies for higher education to thrive in a competitive landscape.

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President & CEO at American College of Education .

In the ever-evolving landscape of higher education, an institution’s ability to stand out amid increasing saturation has never been more critical. With shifting student expectations, emerging technological advancements and a changing economic landscape, educational leaders must chart a course that ensures their institution remains not only relevant but also competitive.

A comprehensive approach should involve prioritizing investments in curriculum and faculty and focusing on the return on your students' investment. Here are ways to apply these strategies to your organization.

Fight tuition inflation or increase value.

Financial burden has become one of the top concerns for students as they enter higher education. Institutions must take a critical look at their tuition rates and assess what students are paying for. In the past, institutions might have felt secure raising tuition to fund infrastructure and amenities, knowing that students would cover the higher cost through loans. But competing in the current landscape means keeping tuition low or offering increased value beyond the classroom—or both.

Today, students are much more wary about taking on student debt, especially when they now have options to continue their education at accredited institutions online for much less. These programs often provide students the flexibility to work full time while completing their coursework; going back to school no longer means forgoing an income for several years.

The presence of online programs in your academic catalog is no longer enough if tuition doesn’t change. A survey of 182 higher ed enrollment specialists for digital learning found that nearly three-quarters of schools surveyed (74%) charged the same tuition rate for online and campus programs, while 23% reported that they charged more for online programs. Flexibility will only set your institution apart if you have the affordability to go with it.

Put student outcomes at the forefront.

In today's economy, students are increasingly motivated to get the most out of their higher education experience. Institutions must show their tangible value by aligning programs with market demand and equipping students with the skills needed to succeed in their chosen fields. They need to research the real-life financial impact their degrees had on the lives of their graduates, offsetting those gains with the cost that some graduates will have of paying off accrued student debt.

Putting a student’s expected return on investment front and center is bold for higher education and will help you stand out, especially as more students question the value of pursuing higher education. The results of your students drive your institution’s reputation and affinity, and value lies in the success of your students outside the classroom.

Develop key partnerships to meet the needs of students and employers.

Currently, in higher education, there’s a void when it comes to creating alignment between employers' needs and students' skills. Key partnerships help drive innovation as well as identify and align industry-wide skill gaps for educators. Strategic partners can drive institutional innovation and translate industry knowledge into courses and curricula needed for student success.

For students who are on the fence about pursuing an advanced degree, partnerships with employers or professional development providers are another way to provide students with additional value. Aligning professional development certificates from continuing education providers with your program objectives allows you to provide students with something immensely valuable—credit for prior learning. This is a huge incentive for students to enroll at your institution.

Invest in curriculum and faculty/staff excellence.

What’s at the heart of any successful higher education institution? The curriculum and the people. To remain competitive, institutions must continuously invest in staff, faculty and curriculum development. This means staying ahead of emerging trends and adapting the curriculum to meet evolving industry needs, making it relevant and both evidence and skills-based. Partner with prominent organizations to understand what they need from their employees.

Attracting and retaining top-tier faculty members with extensive experience in their fields is important, but it’s worth considering the nature of that experience. Students place high value in learning from active practitioners in their fields, instructors who will teach practical and applicable strategies because they are using those strategies every day.

Build a mission and values that embody excellence and focus on student success.

Achieving the above comes only with an organization-wide commitment to excellence in student experience and success. This needs to be built into your institution’s mission and vision. Moreover, there needs to be full alignment across your school—staff, faculty, students and alumni included—on what your mission and vision are.

When everyone in an institution can articulate one mission, there’s a palpable difference—not just in workplace culture but in outcomes as well. When everyone is bought in, it comes out in your interactions with students. They recognize when staff and faculty have a genuine commitment to giving them a great student experience. Conversely, they also recognize when that dedication is only skin deep.

Be agile and adaptable to changing student needs.

Today’s students know what they want to achieve before setting foot in the classroom and bring in a great foundation of core skills for refinement. One-size-fits-all approaches or stagnation can prevent students from meeting the needs of an ever-changing job market. Having the agility to recognize these differences is key.

This requires a willingness to embrace innovation across all aspects of the educational experience, from pedagogy and technology to administrative processes and student support services. Artificial intelligence tools are quickly reshaping classrooms and curriculums and should be embraced for their potential instead of banned or feared. By fostering a culture of experimentation and entrepreneurship, institutions can stay ahead of the curve and differentiate themselves through cutting-edge initiatives and groundbreaking research.

The future of higher education, led by institutions that strengthen our society, demands a strategic approach—one that prioritizes the student experience, invests in relevant curriculum, embraces innovation and adaptability and centers itself around a shared mission. As competition for students increases, higher education institutions should feel inspired to rise to the challenge of making advanced continuing education more accessible, affordable and sustainable.

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The role of strategic management and leadership in higher education institutions. The case of public universities in Greece

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This opinion piece offers an overview of why innovative practices in strategic management and leadership have an essential role in the long-term success of higher educational institutions. Additionally, it examines the strategies that can help universities maintain a competitive advantage in a complex global environment, opening business opportunities and providing better prospects for students, academics and society. I present the case of Greek Universities, with evidence from interviews with academics and my experience as an academic in several academic institutions for 17 years. For the purposes of this article, innovative practices in universities also engage creativity processes and design how students and academics can and need to share opportunities, co-create and initiate innovative behaviours.

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5 Ways to Enhance Strategic Enrollment Management with Data

• Posted on: August 14, 2024
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Improve your higher education strategic enrollment management plan with the right data  and research to boost applications, yields, and retention rates.

At each enrollment milestone in the student journey, there are institutional challenges and student pain points that higher education leaders can address to improve their recruitment and retention efforts — if the right data informs their SEM planning.

Hanover’s 5 Ways to Enhance Strategic Enrollment Management with Data outlines a data-first approach to enrollment planning that will help you diagnose and solve your toughest SEM challenges with:  

• 5 key ingredients of all SEM plans
• Research questions for each stage of the student journey
• Tools and tactics to deliver the data you need

“ From one institution to another, SEM plans can look vastly different, and for good reason. Each college or university must build around its own needs, focus areas, and institutional goals. However, successful plans do share some common features, particularly when it comes to market research and data analysis. While these critical building blocks inform the basis of any effective plan, higher education leaders aren’t always sure where to start. ”  

Addressing SEM Challenges Across the Student Journey

Across U.S. institutions, the number of college applications have increased, but yield rates and completion rates have not changed much in several years.   

While more students are expressing an interest in higher education , the hard truth is many will never end up enrolling or graduating. Meanwhile, many college and university leaders struggle to balance growing expenses with diminishing enrollment numbers.  

To move the needle on student recruitment and retention, institutional leaders must understand how to effectively use market research and data analysis at each stage of the student enrollment journey to address their toughest SEM challenges.   

Use this guide to cut through fuzzy objectives or unrealistic ambitions to make meaningful progress on your institution’s enrollment management results.

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Culturally sensitive support for Black international students

Ongoing support, cultural sensitivity and strategic planning can create an environment where Black international students feel valued and empowered to succeed

Patrice Seuwou

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The success and well-being of Black international students at UK institutions relies not only on their initial integration but on ongoing, culturally sensitive support and strategic planning. In my previous resource, I discussed how to support students pre- and on arrival to univeristy , and in this resource, I explore the role of strategic planning, cultural sensitivity and ongoing support in improving the experience for these students.

Ongoing support and cultural sensitivity

Beyond the first induction period, universities must provide constant support. Regular seminars, training courses and one-on-one assistance with digital literacy, academic practices and technological tools constitute part of this. Furthermore, clear direction on ethical behaviour and artificial intelligence use is crucial to making sure students negotiate the expectations and standards of digital behaviour in the UK. Such ongoing learning helps students understand academic standards and technological innovations here.

Support systems should be culturally sensitive, recognising the diverse backgrounds of Black international students. This involves creating supportive environments where students feel comfortable sharing their challenges and experiences, such as through regular peer support groups, culturally inclusive mentoring schemes and safe spaces for open dialogue. Additionally, universities should provide dedicated student advisers, accessible feedback mechanisms and forums for anonymous input, ensuring that the voices of Black international students are heard and their needs addressed. These initiatives foster a sense of belonging and empower students to navigate their academic journey with confidence. Gathering an understanding of students' needs and preferences depends critically on feedback systems such as surveys and focus groups. 

Action learning sets, which involve small groups of students working collaboratively to solve real-world problems while reflecting on their experiences, are excellent for fostering active participation and a strong sense of community. This approach not only encourages students to engage deeply with their learning but promotes teamwork and mutual support, creating an environment where students feel connected and invested in each other’s success. 

Establishing robust peer support systems, such as cultural or academic societies (African or Caribbean societies, religious groups and subject-specific clubs, for example) will significantly enhance ongoing assistance for Black international students. These networks offer students a platform to connect with peers who share similar experiences, thereby fostering a stronger sense of community and support. Current students and alumni can help new students negotiate the digital and academic terrain of the university and provide mentoring, direction and practical advice within these societies. 

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Strategic planning and equity

Strategic planning is vital for making sure the digital experience is equitable, and that every student has access to the tools and support required. This involves providing tools and resources tailored to the diverse needs of the student body. Drawing on insights from digital experiences, universities could develop mobile-friendly apps that ensure students can easily access and navigate digital resources from their devices, ensuring that these are inclusive and user-friendly to accommodate the varying levels of technological proficiency and preferences among Black international students.

Creating an inclusive learning environment critically depends on maintaining academic integrity in the context of digital education. Universities can achieve this by emphasising the importance of individual voice and reasoning through workshops on ethical academic practices or by embedding discussions around integrity into course content. This approach might include personalised guidance sessions where students receive tailored advice on how to navigate academic expectations, understand citation rules and develop their own critical thinking skills. Such initiatives would ensure that students are not only aware of academic standards but are also equipped to meet them confidently in their digital and academic work. 

Institutions can also empower Black international students to confidently engage in scholarly discussions and contribute to the academic community by fostering moral behaviour and critical thinking. This is possible through targeted mentorship programmes run by academics that focus on ethical scholarship and discussion-based seminars that encourage debate and the exploration of diverse perspectives. By creating spaces where students can practise articulating their ideas and receive constructive feedback, universities can help them develop the skills needed to participate actively and ethically in academic conversations .

Evaluating the success of digital support plans and pointing out areas needing development depend on having regular feedback systems. Institutions should carry out regular evaluations of support programmes using surveys, focus groups and unofficial feedback sessions to get Black international students’ opinions. This process of ongoing development guarantees that support plans stay relevant and flexible enough for students’ changing needs.

Holistic digital support integrates technological, sociocultural and academic dimensions. This requires coordination among departments, including the international office, digital learning team and student support services. At some universities, cross-departmental initiatives such as integrated orientation programmes have successfully addressed the diverse challenges Black international students face. These programmes combine digital literacy workshops, cultural adjustment sessions and academic skills training all facilitated by departmental collaboration. To initiate such cross-collaboration, universities can plan regular interdepartmental meetings and create task forces focused on specific student needs, ensuring that support services are aligned and comprehensive. 

We must encourage Black international students to improve their digital experience by means of ongoing support, cultural sensitivity and strategic planning, all of which create an environment where Black international students feel supported, valued and empowered to succeed. It is not just Black students who stand to gain from this dedication to inclusivity and equity but institutions themselves. 

Patrice Seuwou is associate professor of learning and teaching and director of the Centre for the Advancement of Racial Equality at the University of Northampton.

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Spelman College Announces New Strategic Plan for Academic Excellence and Growth

The plan, “Elevat-ED: Empowering Excellence, Inspiring Change,” consists of two pillars, each with their own subset of individual goals.

Pillar 1, Empowering Excellence, focuses on improving academic curricula and research capabilities, promoting faculty success, increasing tuition affordability, enhancing campus infrastructure and equipment, and creating policies to foster employee satisfaction.

Pillar 2, Inspiring Change, centers around elevating the college’s external influence on transformational change, local economic growth, and global partners. The college has plans to collaborate with the Atlanta University Consortium on community engagement projects and explore establishing educational assets in Africa and beyond.

A complete breakdown of the “Elevat-ED: Empowering Excellence, Inspiring Change” strategic plan can be found here .

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Access the New Strategic Plan (2024–2030) for the Association of African Universities Launched on August 14, 2024

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On behalf of the Governing Board, members, Secretariat, and staff of the Association of African Universities (AAU), we express our sincere appreciation to all stakeholders who joined us for the virtual launch of the AAU Strategic Plan (2024–2030) held on August 14, 2024.

We are pleased to share with you the Strategic Plan documents launched during the event. Please find them below:

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In keeping with best practices, the AAU reviewed its strategic plan to remain aligned with global trends and to enhance service delivery to our member universities. The new strategic plan reflects a comprehensive, bottom-up approach in its development, prioritizing intellectual engagement on critical issues that address Africa’s developmental aspirations amid changing global dynamics and increasing competition in higher education.

The AAU is committed to continuing its role as a platform for discussions on African higher education, with key resolutions shared and disseminated to all relevant stakeholders. This revised strategic plan emphasizes the significant contributions of African higher education to international development agendas, including the Sustainable Development Goals (SDGs) and the African Union’s Agenda 2063. It also aligns with the ongoing evaluations of the CESA 16-25 and STISA 2024 frameworks as they transition into their next phases.

We extend our deepest gratitude to everyone who joined us for the official launch of this strategic plan and look forward to the continued support of the African higher education community in ensuring its success.

For the 2024-2030 period, the AAU will focus on five key strategic areas:

• A favorable higher education policy environment promoted in Africa at national, regional, and continental levels supported by evidence-based advocacy.
• The capacities of AAU Member Universities strengthened to deliver on their mandates.
• Higher education in Africa harmonized and standardized to enhance inter-institutional collaboration, networking, and competitiveness.
• Research Excellence and Management advanced as a mechanism of impacting Africa’s development.
• Innovations promoted to impact African Higher Education Systems and Africa’s Development

New AAU Focal Areas for the AAU – 2024 – 2030:

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• Responding to Emerging Issues
• Higher Education Capacity Building and Empowerment
• Building the African Higher Education Space (Quality Higher Education for Skills and Competencies)
• Africa Higher Education Centres of Excellence
• Advocacy Platform for Collaboration
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• AAU Television and Public Broadcasting
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Demand for Online Courses Surges, Creating Cultural Tensions

Annual survey of chief online learning officers finds students seek more virtual options; faculty push back on more workload with no increased pay.

By  Lauren Coffey

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More students than ever are seeking online courses, but it has brought tension among faculty and administrators when it comes to teaching those courses.

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Students are demanding more online courses than ever, a new survey of colleges’ chief learning officer finds, but this is accompanied by tensions over faculty autonomy and budget challenges.

According to the ninth annual “Changing Landscape of Online Education” (CHLOE) report , released today, roughly three-quarters of the chief learning officers polled reported an increasing demand for online options from campus-based students, with 60 percent noting that online sections typically fill first. Nearly half (46 percent) of the 324 online learning leaders surveyed added that online program enrollment is outpacing enrollment growth in on-campus programs at their institutions.

The findings come alongside seven in 10 respondents stating they are actively negotiating or had previously resolved tensions between online initiatives and the institution’s mission and culture. Roughly half of institutions say their institutions are currently addressing a lack of faculty or administrative buy-in to online initiatives, with another quarter adding they had similar problems that are now resolved. This is the first time the CHLOE report has asked respondents about cultural and attitudinal obstacles at their institutions.

About 4 in 10 (42 percent) state they are currently addressing concerns with faculty autonomy, which Bethany Simunich, vice president of innovation and research at Quality Matters, says center on both creating online course materials and teaching online courses.

“A lot of the tensions that I’m hearing about now are faculty saying, ‘Well, I want additional compensation for this,’” she said. “Or faculty fears if a subject matter expert comes in to design these courses at a cost savings, ‘What does that mean for me as a faculty member? What does that mean for my job? What does that mean for my identity? Am I always going to be teaching courses that somebody else designed?’”

A report from Quality Matters, Eduventures Research and Educause found tensions previously or currently exist among faculty and administrators over online programs.

Quality Matters, Eduventures Research, Educause 

The report polled chief online officers at higher education institutions in January and February and focuses on the state of online and hybrid learning in higher education. The ninth annual report was conducted by Quality Matters, Educause and Eduventures Research, a division of Encoura, a data science and analytics platform. This is the first year Educause, a nonprofit focused on education and information technology, has joined as a full partner.

Simunich said while she typically hears frustrations from administrators about online enrollment outpacing on-campus enrollment, one of the biggest takeaways from the latest CHLOE report shows institutions are now more likely to be incorporating online programming into their institutional strategies.

Of the colleges that had a mix of online and on-campus students, roughly one-third of them (32 percent) said they had fully incorporated online learning into their strategy, with nearly half (48 percent) of those institutions being public two-year institutions.

A quarter are still examining “how online goals will be reflected in our strategy.” Another quarter (24 percent) said their online learning strategy only emphasizes specific student groups; online learning officers at private four-year institutions made up nearly four in 10 of the respondents who answered that way. About one in eight respondents said their institution has “no clear goals,” but that online learning is “under discussion.”

The remainder of respondents (39 percent) reported that either online learning goals have been formulated but not integrated at the institutional level, or that formulating online learning goals was a topic still under discussion. Public two-year institutions were most—and private four-year institutions least—likely to report institution-wide strategic integration of online programs.

Richard Garrett, chief research officer at Eduventures Research, said he found it “both a surprise and not a surprise” that tuition costs for online programs—which are typically similarly priced as on-campus programs—remained relatively stagnant.

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According to the report, most institutions charge a uniform tuition regardless of modality, with just 15 percent charging less tuition for online delivery and 13 percent charging more. That has remained largely unchanged from similar numbers in past reports, according to Garrett.

“Given higher education has a cost problem—real and perceived—can we not leverage online technology and then pass that [savings] on to the consumer?” he said. “In one way I didn’t expect a big change, but with all the COVID pressure, having to do more with less and yet we still seem to be in a ‘play it safe’ mode, that doesn’t feel [like] where we should be, given our experiences.”

While the cost may remain relatively unchanged, a majority of institutions (69 percent) stated introducing online versions of on-campus courses was a priority, with nearly half of respondents (48 percent) expressing interest in developing new online degree programs and nondegree offerings, such as certificate programs or microcredentials.

Those priorities could be spurred in part by institutions’ attempts to reach new students as many fear an enrollment drop in the coming years. Nearly all institutions (92 percent) either “agreed” or “strongly agreed” that online offerings facilitate outreach to students within their region, with a similar proportion (87 percent) adding it facilitates outreach beyond their region.

Most (78 percent) are primarily focused on new and returning adult undergraduates in online courses, followed by 40 percent targeting traditional aged, on-campus students. One-third of institutions cited adult undergraduates using online courses to attain certificates or microcredentials as a “vital focus.”

Further takeaways in the report include:

• A small proportion of institutions (15 percent) work with online program managers (OPMs), with more than half (52 percent) stating they never had and had no plans to. There have been several concerns in the last year over looming legislation and some OPM giants experiencing financial stumbles. Of those working with OPMs, one-third said they had no plans to change the relationship, with 15 percent considering exiting the OPM relationship and 10 percent considering expanding the relationship.
• More than one-third (34 percent) of online learning officers said students are encouraged to use artificial intelligence (AI) to support learning, with 32 percent utilizing it to generate content, followed by developing or editing code (29 percent) and using AI-powered adaptive learning tools (27 percent).
• 42 percent of respondents saw “at least some” increase in their online learning budget, with similar numbers (41 percent) saying budgets are flat.

Garrett said as the report nears its 10th year, the sector could expect a potential peak in online course enrollment that will largely be dictated by the economy in the coming year.

“I think we might find that coming out of COVID, and if we move into a recession, online might go through another boom,” he said. “If we don’t, and sustain low unemployment, [and more] degree alternatives, more institutions might find that online isn’t the sort of emergency, ‘we need some quick enrollments’ button they can always press. They may start to find that it’s not working anymore.”

Students Link Their Success to Affordability

Students across every institution type and demographic—including household income—link the cost of tuition to their a

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Strategic planning in higher education institutions: what are the stakeholders’ roles in the process?

2019, Higher Education

Related Papers

Economics and Sociology

José Octavio Islas Carmona

The purpose of this paper is to analyze the strategic role played by the University Management Teams (hereafter, UMTs) as a key internal stakeholder for the successful performance and sustainability of Higher Education Institutions (HEIs). Regarding the UMTs, we focus on four main dimensions: profile (background and professional experience), response to a dilemmatic situation, training needs (technical and managerial skills) and strategic management orientation. By using MAXQDA (v.10) data analysis software, we apply a qualitative methodological approach, based on in-depth semi-structured and reflexive interviews with a sample of UMTs belonging to a young small-sized Spanish university, characterized by its trajectory and involvement in strategic management. We found some consensus regarding the main drivers of the UMTs managerial performance, where the seniority in the academic position, institutional engagement, previous training on management (mentorship), professionalization and strategic thought are crucial to ensuring a more flexible, adaptive, competitive and sustainable HEI in the long term.

Helena Alves

Journal of Management and Strategy

Mario L B Raposo

brian okeyo

International Business & Economics Research Journal (IBER)

Rafiu Adewale Aregbeshola

This study focuses on the determinants of employee performance at the University of Venda, premised on the extent to which stakeholders are involved in the strategic planning of the institution. The aim of the study was to establish the effect of stakeholders involvement in the strategic planning of the University of Venda and to determine how different stakeholders are involved in the strategic planning and ultimate implication of their involvement - or lack of involvement - on the overall performance of the institution. Using a survey approach, this study revealed that the process of strategic planning is absolutely dominated by the management cadre, thereby sending the other stakeholders into the doldrums. In the practical sense (as indicated by the findings), those who are directly affected by the strategic plan are least involved in the process of the planning. Because of the lack of involvement, the majority of the stakeholders became de-motivated, culminating in their lack-lu...

Higher Education Policy

Maria de Lourdes Machado-Taylor

Revista Diálogo Educacional

Esther Julia Korkor Attiogbe (PhD)

Abstract This paper presents the results of an empirical study on strategic planning in three public universities in Ghana. It assesses strategy development, the implementation process, the main challenges to strategic planning in public universities, and what their success factors are. Findings indicate that the nature, form, and sophistication of information and communication technology use influenced successful implementation of strategic plans for two public universities. Other results suggested that members of staff perceived strategic planning to be the responsibility of top management; thus, there is little ownership and commitment by academic and other stakeholders. Keywords: Strategy, Strategic planning, Public universities, Tertiary education, Ghana

Strategic Planning on Higher Learning Institutions

Terence Mhumbira

The growing difficulties experienced by many Universities during the 1970s led to the adaptation of strategic planning as a potential solution for developing a proactive framework to cope with the changing demands and declining resources. After adaptation of strategic planning in 1994, the University of Dar es Salaam despite attaining tremendous achievements such as increased enrollment, research and publications, new postgraduate and undergraduate programmes, and launching of the international standard library, it still faces several inefficiencies, major ones including weakness in information management systems, financial and asset management systems, and inadequate number of staff in some areas. This study was conducted to assess the role of Strategic Planning on the performance of Higher Learning Institutions taking the University of Dar salaam as the study organization. The study outlined the factors that gave rise to strategic planning, evaluated the strategies employed in the planning and implementation of the UDSM Strategic Plan, and analyzed the effects of the strategic planning on the performance of the University of Dar es Salaam. The study employed document review, in-depth interviews, focus group discussions, and observations as data collection methods. Content Analysis and Narrative Analysis were the data analysis methods. The key findings of the study reveals the economic reforms of the second political regime in Tanzania which gave rise to the need of strategic planning in 1994, formulation and approval process of strategic planning, the implementation strategies, as well as the outcomes such as significant improvement in student enrollment, and the challenges of implementing the University Strategic Plans such as a low sense of ownership among UDSM staff. The study concludes that strategic planning is a platform for improving the University of Dar es Salaam’s performance, and recommends effective communication, and more participation.

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