Strategic Planning During Times of Uncertainty in Higher Education
Higher education is facing unprecedented challenges to respond to increased public and regulatory scrutiny, adapt to shifting student demographics, demonstrate the value of a college degree, and maintain financial stability. Given this tremendous uncertainty, it may seem futile to expend time and resources engaging the college community in a strategic planning process that normally requires some level of predictability. After all, there are more questions than answers about the future and most employees are already stressed about increasing workloads, budget cuts, and unfunded mandates. In fact, these challenges are exactly why now is the time to begin the strategic planning process and use it as a collaborative tool to inspire confidence in the collective goals and aspirations of the college community to achieve its mission. When done well (refer to the previous article Herb shared), and with good leadership, the process serves as a catalyst to foster collaboration, build confidence, and inspire excitement for the future. The need for strategic planning during times of uncertainty — all we have to do it take a look at the many challenges facing Harvard University and the higher education community of 2025.
Collaboration – We are the solution! Strategic Planning
Everyone at the higher education institution is talking, or at least thinking, about the future with varying degrees of optimism, concern, and even panic. They are looking to leaders to provide clarity and reassurance, and leaders are scrambling to assess the landscape of changes, interpret the impact, and forecast an unpredictable future. Neither party, alone, can anticipate and solve all problems facing their higher education institutions and they certainly cannot ignore them. Instead, this is the time to leverage uncertainly and demonstrate resilience through innovation and determination. Engaging the college community in the strategic planning process provides a constructive forum to express fears, challenge assumptions, explore new ideas, and develop a shared purpose.
Presidents and Chancellors – Step-Up to Leadership of Higher Education
It is an opportunity for the higher education president or chancellor to demonstrate leadership by acknowledging the uncertainly, identifying the challenges, and casting a vision that can be achieved through collaboration and shared values. It is the leader’s role to initiate and support the process, rather than propose all solutions. Too often, we rely on leaders to address our challenges, but when solutions are developed and owned solely by them, it limits engagement and undermines both the effectiveness and long-term sustainability of those solutions. It also places unreasonable expectations on the leader to continually generate answers and drive change without the benefit of collective insight or support.
The process of strategic planning is a great way to foster collaboration and a sense of unity with the inclusion of all constituents – faculty, staff, students, administrators, board members, donors, alumni, community members, and industry partners. The perspectives gained with the diversity of the group increases creativity, innovation, and ownership of the solutions. Strategic planning also strengthens relationships, builds trust, and creates a culture of shared accountability.
Confidence – We are in this together! Higher Education Strategic Planning
Setting new goals, letting go of past goals, or reframing current goals is another opportunity to re-engage the college community and develop a sense of confidence about the future. The purpose of setting goals is to achieve mission impact by what the institution does, who it serves, and the resulting value it creates. For example, a college might set a new goal to increase first-generation student enrollment by 10% over the next three years or reframe an existing goal from simply raising funds to support student scholarships to directing those funds to support enrollment in programs with high-demand careers. By centering conversations around mission impact, colleges can foster unity through a shared sense of purpose and accountability, and a feeling of being part of something much bigger than what they could accomplish on their own. This process is also a chance to put students at the heart of decision-making, ensuring their needs and aspirations guide institutional priorities.
Access to Data and Reporting – Strategic Planning for Times of Uncertainty
Using data about past performance—such as enrollment trends, student achievement, and graduation rates—alongside current external forces like economic shifts, labor market demands, and legislative changes, provides a clear roadmap for the future for higher education. By leveraging this information, colleges can make informed decisions, anticipate challenges, and adapt strategies to ensure continued success and relevance in this rapidly changing environment.
Reporting on data related to goals builds confidence by making progress visible and transparent. When the college community sees regular updates on key metrics—such as enrollment growth, student success rates, or financial health—it builds confidence by reassuring them that the institution is on track and responsive to challenges. The openness fosters trust, encourages ongoing engagement, and keeps everyone at a higher education community around a shared vision for the future.
A word about alignment. Even under the best of circumstances strategic plans can fail due to a lack of alignment among people, resources, and priorities. Alignment is even harder to achieve during times of uncertainty as external forces shift priorities and resources become scarce. Engaging the whole college campus community in the strategic planning process helps to communicate the priorities as well as define roles and responsibilities. As each person better understands their role, their feelings of inclusion and confidence in the plan increases.
Excitement for the Future – Let’s do Strategic Planning for Higher Education!
Leaders, this is not the time to stop and wait to see what happens. You can inspire innovation and excitement within your college community by channeling the uncertainty into a strategic planning process and thereby creating ownership and a roadmap to the future. Here are a few questions for reflection as you begin.
- Does the community believe in our mission?
- How do we demonstrate the value of the education we provide?
- Are we offering the right programs to prepare students for the jobs of the future?
How are we embracing new technologies?
- How do we use data for continuous improvement?
- Are we financially structured to adapt to fluctuations in enrollment, external funding, and investment returns?
- Do our peers describe us as competitive, innovative, and responsive to change?
At one time, plans often served as a static document that lived for 5 years, except for amendments driven by an upcoming accreditation visit or a change in leadership. Post pandemic, many institutions moved to a 3-year cycle, but found it difficult to make a full commitment given an uncertain future. In reality, the plan should evolve in response to the challenges and opportunities faced by the institution to pursue its mission. In practice, that requires an annual review and community discussion about the plan in addition to a comprehensive review process in the out years. The annual review is a great opportunity for leaders support the momentum of change and build institutional resilience for the future.
