Strategic Planning in Higher Education - Plans, Pauses, Perils and Persistence

Oct 15, 2026

Uploaded by dabgoudw

Strategic planning in higher education demands meticulous detail, yet traditional strategic planning literature often omits practical realities that surface in academic settings. Drawing on actual, existing strategic plans as case-based examples, the work highlights specific action items and cautionary tales for planning, implementation, and transition. A central theme is building robust plans capable of withstanding financial and other unexpected shocks, while proactively addressing pitfalls that can undermine execution and long-term success.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages16

Reading Time40 min

AccessFree to download

Introduction: What These Reflections Cover

From Primordial to Flesh: Creating a Plan

Action Item 1: Consult with Everybody in Sight

Conclusion

Summary of Action Items and Cautionary Tales

Strategic Planning in Higher Education: Plans, Pauses, Perils and Persistence Timothy Law Snyder ABSTRACT The strategic planning process requires considerable detail, much of which is covered in traditional literature on strategic planning. Using actual and existing strategic plans as example, we discuss aspects of strategic planning in academic settings that are often not addressed. We present a list ofaction items that should be considered as part ofany strategic planning process, speaking to their value in the case of the example plans. One important action item is assurance that one’s plan, when formed and when implemented, is robust enough to weather unexpected circumstances like the financial surprises that arrived when recently-minted plans were launched. We also present cautions that require awareness and appropriate action as a strategic plan is created or implemented, again using example plans as case-study guides. INTRODUCTION: WHAT THESE REFLECTIONS COVER This paper describes select elements of the strategic planning process, using actual and existing strategic plans as exemplary models for discussion. Rather than provide a comprehensive overview of typical strategic planning and implementation processes, this paper illuminates elements of strategic planning and execution of a strategic plan that can help or hinder the plan’s ultimate success. Many of these items are not typically described in strategic planning literature; our hope is to provide “insider tips” for those engaged in planning process or implementation. We base our discussion around “Action Items,” with some Items supplemented by“Cautionary Tales.” Throughout, we use actual strategic plans as ex post facto “sounding boards”for each Action and Tale to help guide the reader toward effective planning and execution. In Section 1, we cover issues associated with creating a plan. This section is short because the goal of this paper is not to walk the reader through the planning process in a “soup to nuts” way, but, rather, to highlight tips that may not be covered in typical writings about strategic planning. Section 2 outlines robust features of a good strategic plan that may not be typically covered in the literature. Section 3 discusses dynamics related to implementation of a given plan. In this case, we outline several surprises that erupted during implementation of a recently-executed plan, most of which were related to unexpected financial challenges. Though these are specific to the current era, one can always count on (expect!) unexpected issues to arise. Section 4 discusses issues related to termination of a given plan and the transition to a new one. We conclude with a summary of the twenty Action Items and Tales of Caution around which this paper is organized. As a faculty member at five institutions, a dean at one, and a vice president for academic affairs at another, my involvement with strategic planning was comprehensive. I was involved with all the strategic plans cited in this publication. At one institution, I was a member of the president’s cabinet, which was responsible for creating its plan, and, because the plan focused almost entirely on academic issues, I was also closely involved with the plan’s implementation. As a result, I had to broker, directly, many of the challenges we encountered and compromises we made during the plan’s execution phase. FROM PRIMORDIAL TO FLESH: CREATING A PLAN For an overview of the strategic planning process, one can consult many available references, including books by Argenti (1968), Olsen (2012), Allison and Kaye (2003), and Burkhart and Educational Planning 55 Vol. 22, No. 2 Reuss (1993) . The latter two are specific to nonprofit organizations. Here, we cover four Action Items that one should always consider as part of the planning process. Action Item 1: Consult with Everybody in Sight. Eventhough this paper attempts to cover items not widely discussed in the literature, we

FAQs

What is the main purpose of this paper on strategic planning?

It focuses on selected elements of the strategic planning process in academic settings, using real strategic plans as examples to show what helps or hinders success.

Which recurring challenge does the author emphasize regarding plans and unexpected circumstances?

The author emphasizes that one action item is ensuring a plan is robust enough to weather surprises, especially financial challenges that can arise after launch.

Why does the paper stress broad consultation during the planning stage?

Broad consultation is presented as crucial because it builds community input, enables debates before implementation, and improves acceptance by stakeholders, especially in faculty buy-in.

Oct 15, 2026

Uploaded by dabgoudw