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Higher education today operates in an entirely different cultural, political, and even economic environment than it did ten years ago. The emphasis on accessibility and equity has grown hugely, as institutions strive to serve increasingly diverse student populations. Online learning has moved from a niche offering to a cornerstone of educational delivery, accelerated by the COVID-19 pandemic. And, fitting with the trend we have seen in government, there has also been a sharp decline in public trust in higher education with questions about return on investment (ROI) and the value of a degree gaining prominence.
Leadership turnover has also accelerated. All levels and departments of higher education are impacted, with some statistics showing that presidents, provosts, and deans are leaving their roles at a 23.5% rate.
So, given all these fluctuations and realities in the higher education landscape, how can we go about understanding what makes a strategic plan worthwhile? What makes one work?
In other words, what makes a higher education strategic plan more than just the dusty document that sits on the shelf, into something that actually guides change?
We took a look at some of our highest performing and most forward-thinking higher education customers to learn more. They share in common the following three features:
- They are responsive and proactive (not reactive) to setbacks
- They use data to help resource and guide actions, especially around more challenging, abstract values, such as “belonging.”
- They are unafraid of change, embracing modern and innovative practices in improving their strategic planning and performance management processes.
Here are three examples of strategic plans in higher education that are innovative, agile, and realistically scoped for the kind of unique demands universities and colleges face. (Also, why we love them, and what you can learn from them!)
1. Agile and proactive strategic planning processes
We’ve outlined some of the challenges that universities and colleges face when it comes to implementing plans. As is the case with many areas of the public sector, higher education faces a lot of volatility.
If a strategic plan is not capable of balancing the tightrope between being dynamic and responsive, long-term plans risk losing relevance in a landscape where both leadership and the student demographic are in constant flux.
It can happen where leadership teams invest one to three years crafting a strategic plan, spend another year or two enacting it, only to be succeeded by new leadership that restarts the entire process. This recurring cycle disrupts continuity and dilutes the core purpose of strategic planning.
Higher education requires a flexible planning framework that maintains stability and momentum, regardless of leadership changes.
In our Volatile, Uncertain, Complex and Ambiguous (VUCA) world, the need for strategic planning has never been greater—but not in the traditional sense. A static, rigid strategic plan, set in stone for five or ten years, is ill-suited to a world that changes by the semester.
What higher education needs is a strategic planning process that is dynamic, responsive, and deeply rooted in honest assessment.
Strategic Plan Example 1: Catawba College, North Carolina
Catawba College is in the second year of its strategic plan. Their strategic plan provides a detailed breakdown of their priorities, which include various enrollment tactics and KPIs. They demonstrate a strong commitment to strategic planning with their “A College of Our Own” initiative. Key highlights include:
- Clear focus: The plan outlines nine core annual priorities supported by 35 annual goals, providing a clear direction for the institution.
- Data-driven approach: Tracking progress through 490 linked activities and a dedicated “Strategic Plan Priority Scorecard” allows for data-driven analysis and adjustments.
- Emphasis on people: The “Our Investment in People” aim emphasizes a strong focus on student, faculty, and staff well-being, professional development, and equity.
- Continuous improvement: Acknowledgment of roadblocks such as limited IT resources and staff bandwidth demonstrates a realistic understanding of challenges and a commitment to finding solutions.
What we really love about Catawba’s planning process is how they identify, discuss, and create plans around potential roadblocks and disruptions. A successful strategic plan must be realistic and adaptable. Acknowledging potential (and existing) roadblocks is vital because:
- It anticipates challenges: Identifying potential obstacles allows for proactive planning and mitigation strategies. This prevents unexpected setbacks and maintains momentum towards achieving goals.
- It builds resilience: By acknowledging potential challenges, the institution fosters a culture of resilience and adaptability within its community.
- It improves decision-making: Recognizing roadblocks informs decision-making processes, allowing for the selection of more effective strategies and the allocation of resources more efficiently.
- It presents an opportunity for improved communication: Openly discussing challenges fosters transparency and builds trust.
By proactively addressing potential roadblocks, Catawba College demonstrates a robust and adaptable approach to strategic planning, increasing the likelihood of achieving the college’s long-term goals.
And achieving goals and outcomes is what we want to see!
2. Data-driven strategic plans
Incorporating data into higher ed strategic planning not only helps institutions understand where challenges exist but also drives continuous improvement by enabling decision-making based on real-time insights. With this data-driven approach, higher education institutions can also turn their commitment to more challenging concepts, such as “trust” or “belonging,” into meaningful action items.
Equity, diversity, and inclusion (EDI) related initiatives have become critical priorities in higher education, and is an excellent area to utilize data-driven insights.
Institutions face a rapidly evolving landscape shaped by the pandemic, economic challenges, heightened awareness of racial injustice, and shifting societal expectations. Another notable element related to higher education and its relationship to equity is, in particular, Generation Z students. Data shows the generation of current college goers demand accountability, transparency, and real action from their colleges and universities, making it essential for institutions to craft EDI strategic plans that deliver measurable results.
So in 2025, a higher education strategic plan ideally does more than merely acknowledge the importance of diversity; it actively integrates inclusiveness into the institution’s operations and culture. Ways of doing this include:
- Actionable steps: Ensuring there are actionable steps tied to each strategic objective, ideally “SMART” goals (Specific, Measurable, Achievable, Resourced, and Time-Bound).
- Communication: Communicating transparently and frequently, for instance through a public dashboard that can clearly label initiatives as “complete,” “in progress,” “disrupted,” or “not yet implemented” to signal continuous engagement and prioritize areas needing further focus.
- Data-driven: Data helps institutions identify where gaps exist and where progress is being made, which is why it’s so useful for any equity-centered strategic plan. It also allows for a more objective approach to measuring success and adjusting strategies in real-time based on what’s working.
Strategic Plan Example 2: Green River College, NC
Green River College’s 2021-2026 Equity Strategic Plan serves as a model of excellence in equity-centered strategic planning in higher education.
And the data piece?
The College developed it after completing an environmental scan, after which they found several indicators that needed improvement. For instance, they found that student retention and success rates at Green River varied by ethnicity, being lower amongst historically marginalized and racialized groups. They also found that there could be improvement with further linking programming with local community needs.
Here’s what we love about it as a higher education strategic plan:
- Comprehensive vision and vocabulary: The plan outlines a clear institutional commitment to equity, defining key terms like “equity,” “inclusion,” and “justice.” This shared understanding aligns everyone around a unified mission.
- Actionable goals: Green River College emphasizes SMART goals, detailing specific actions such as increasing the recruitment and retention of underrepresented students and faculty, implementing bias training programs, and expanding community partnerships.
- Transparent communication: Green River College’s commitment to transparency is evident through its public dashboard, which provides updates on key initiatives and metrics, and acknowledges areas for improvement. This openness fosters trust and engagement within the campus community.
What sets Green River College apart is its focus on integrating equity into every aspect of the institution—from hiring practices to curriculum development—ensuring that inclusivity becomes a sustainable habit. The plan’s flexibility allows it to adapt to new challenges and opportunities, making it a blueprint for other higher education institutions aiming to create impactful equity strategies.
3. Modern and outcomes-driven strategic planning approaches
Higher education institutions need a modernized approach to strategic planning, one that prioritizes actionable, agile strategies over static plans. It’s both inspiring and just straight up better planning to focus on strategies that drive institutional transformation, align with overarching priorities, and inspire staff, as well as prospective and current students and researchers.
Innovative approaches can help higher education institutions avoid wasting precious resources on ineffective processes and achieve better outcomes through dynamic planning frameworks.
Strategic Plan Example 3: The Southern Virginia Higher Education Center (SVHEC)
The Southern Virginia Higher Education Center (SVHEC) exemplifies modern strategic planning in higher education by advancing economic opportunities in rural Virginia through their dynamic and innovative model.
Faced with the challenge of revitalizing a region impacted by economic decline, SVHEC, led by Dr. Betty Adams and her team, adopted strategic planning and performance management practices that are both visionary and results-driven.
Key reasons why SVHEC is a standout example of higher education strategic planning:
- Mission-driven strategy: SVHEC’s mission to enhance the economic potential of Southern Virginia guides its efforts. By offering technical training, degree programs, and workforce readiness initiatives, the center addresses local needs and encourages residents to remain in the region.
- Collaborative model: Operating as a state-designated higher education center, SVHEC partners with community colleges, public schools, and employers to deliver in-demand training and credentials, creating pathways for high school students and adults alike.
- Community impact: The center has contributed to reversing population decline in Halifax County and increasing local workforce participation, demonstrating tangible success in addressing regional economic challenges.
- Flexibility and responsiveness: SVHEC adapts quickly to community needs, as evidenced by initiatives like the IT Academy, Healthcare Training Hub, and Career Tech Academy.
By leveraging strategic planning, fostering partnerships, and embracing technology, SVHEC has transformed into a model of resilience and progress, proving that higher education institutions can lead economic revitalization and community growth.
Strategic planning matters in higher education
The examples from Catawba College, Green River College, and the Southern Virginia Higher Education Center highlight how dynamic, data driven, and results-oriented plans can make a significant impact on the implementation of those plans.
As you reflect on the future of your own institution, take note of the importance of crafting plans that are flexible, driven by data, and designed to address the unique challenges of today’s educational landscape. A truly successful strategic plan doesn’t sit idle; it evolves, engages, and delivers real outcomes.
The institutions that will lead in the coming years are those that proactively embrace change while staying true to their mission and vision, proving that strategic planning is a vital tool for shaping a strong, sustainable future in higher education.
Mary King
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.
