national higher education strategic plan

• Support Our Mission

Planning Types

Focus Areas

• Academic Planning
• Strategic Planning
• Diversity, Equity, and Inclusion Planning
• Campus Planning
• Institutional Effectiveness Planning
• Resource Planning
• All Planning Types >>

A framework that helps you develop more effective planning processes.

Discussions and resources around the unresolved pain points affecting planning in higher education—both emergent and ongoing.

Common Challenges

• Student Success, Retention, and Graduation
• Planning Alignment
• Change Management
• Engaging Stakeholders
• Accreditation Pressures
• All Challenges >>

Learning Resources

Featured Formats

• Example Plans
• All Learning Resources >>

Popular Topics

• Implementation
• Higher Education Trends

Conferences & Programs

Upcoming Events

• North Atlantic 2024 Regional Conference Boston, MA | March 24-26
• The Strategic Planning Checklist – 17 Critical Mistakes to Avoid in Higher Ed Webinar | April 3
• All Events >>
• Public Higher Education in Today’s Climate Crisis: A Primer for University-Community Engagement & Planning Strategies Webinar | April 17
• Annual Conference
• Event Recordings and Presentations
• Planning Institute
• Integrated Planning Coaching
• Share Your Expertise

The SCUP community opens a whole world of integrated planning resources, connections, and expertise.

Get Connected

• Membership Options
• Emerging Leaders Program
• Member Directory
• SCUP Fellows
• Corporate Visibility

SCUP Membership

Access a world of integrated planning resources, connections, and expertise-become a member!

Leading with Impact

Launching the New Strategic Plan Together we will expand the scope and impact of integrated planning in higher education.

Become a Leader in Integrated Planning

The SCUP Planning Institute will give you and your team the foundation, model, and tools you need to build a sustainable integrated planning culture on your campus!

Build Capacity for Integrated Planning

SCUP’s integrated planning competencies give you the knowledge, skills, and dispositions necessary for successful integrated planning.

SCUP is where planning comes together.

SCUP is a community of higher education professionals who, through integrated planning strategies, are building a sustainable future for higher education.

Be part of the community that is planning together and leading the way!

Become a Member

Latest Resources

The Stories in These Walls Integrated Planning Throughout Capital Projects Can Fuel Donor Engagement and Enhance Stewardship Written by: John Roberson, MBA, and Toby Marlatt, BA Featured Institutions: University of Wyoming, University of Nebraska-Lincoln, University of North Dakota

Journal Article

Institutional Process Mapping A College Eliminates Service Gaps and Improves Efficiency and Collaboration Written by: Steve Erickson, EdD, and G.L. Tucker, BS

Collaborating, ‘Speed Dating,’ Celebrating, and More Augusta University Equipped a Core Team to Engage Stakeholders in Strategic Planning Written by: Mickey Williford, MPA and Brittany Cipollone, MBA, MAT

Upcoming Programs

The Strategic Planning Checklist – 17 Critical Mistakes to Avoid in Higher Education April 3, 2024 Free Webinar

Public Higher Education in Today’s Climate Crisis: A Primer for University-Community Engagement & Planning Strategies April 17, 2024 Free Webinar

Conference Scholarships Available Be part of the largest event of the year – on us!

Need financial help? Anyone can apply. Deadline to Apply: April 15

Thank You to Our Generous Sponsors

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

The National HIgher Education Strategic Plan 2 : Malaysia's global reach : a new dimension

Phase II of the National Higher Education Strategic Plan to continue tis agenda to strengthen its foundation and effectively strategize to ensure the successful implementation of planned agenda. PSPTN II Malaysia's Global Reaach: A New Dimension is an additional policy document to PSPTN Phase II (2011-2015) aims to explore the global engagement reach through specific strategy, that is the use of soft power.

Related Papers

ALUMNI FKJ FKJ

Mohd Tajuddin Abdullah, PhD, FASc

ijbssnet.com

Abd Rahman Ahmad

Journal of Asian Public Policy

Morshidi Sirat

... analysis. These forces seem to be of primary importance to the Malaysian higher educational system, as they appear to have been given priority in the current highereducation strategic plan and transformation policy. Central ...

Ezad Azraai Jamsari

Sohail Inayatullah

NORZAINI AZMAN

Advances in Natural and Applied Sciences

Wan Kamal Mujani

Universiti Kebangsaan Malaysia (UKM) Strategic Plan 2006-2010 is a revised edition of the Malaysian’s National Higher Education Strategic Plan 2020. The UKM Strategic Plan is legislated as a guide to equip UKM with the realities and challenges of education in the new millennium. In the revised UKM Strategic Plan (20062010 Perspective), environmental analysis on local and global issues that might influence significant impacts on higher education and UKM in specific, are given special focus. In line with the strategic planning concept, specific processes which include robust revisions, and in depth analysis have been done to ensure maximum achievement and effectiveness of such strategic plan. This paper discusses the impacts achieved in the fifth thrust of UKM International Marketing Strategic Plan 2006 – 2010. Employing both quantitative and qualitative methodological approach, this paper discovers and identifies two major educational issues which are: identifying the influencing fac...

SHUKRAN ABD RAHMAN.

Malaysia is working towards transforming into a knowledge-driven economy where the generation and the utilization of knowledge contribute significantly to economic growth and wealth creation. Knowledge being singled-out as one of the key factor in driving growth and creating value. This notion has an expansive implication on how industry, academia and government must now work closer to make active contribution. Universities are now driven to find their way to better deliver. Drawing upon Mintzberg’s five definitions of strategy: plan, ploy, pattern, position and perspective [1], this paper reviews the elements of strategic planning in the context of a higher education institution in facilitating their strive to deliver in responding to those emerging demands. It also demonstrates how the Balanced Scorecard framework can potentially help structure a more comprehensive thought-through process in shaping strategies. It concludes with a set of guidelines for strategy making.

Davith Chea

RELATED PAPERS

Martin Pazdera

Journal of neurosurgery. Pediatrics

Lucia Matergi

Brachytherapy

Mohamed Gomha

Revista Psicogente

Arturo Barraza Macías

Ahmet Erkasap

Márcia Ohuschi

Probal Chaudhuri

fauziah ratna hapsari

Deborah Cox

Historical Social Research

Konstanze Senge

Journal of Electroanalytical Chemistry and Interfacial Electrochemistry

Marina Mastragostino

가락안마ꗢ【DalPocha4` net】ꖎ가락오피 가락핸

Billy Grahm

Reyhan Şancı

Alice Melão

Chicilia Nova Yatna

The 2021 Summit of the International Society for the Study of Information

Paolo Rocchi

2012 IEEE Conference on Evolving and Adaptive Intelligent Systems

Cesar Arismendi

Judith Elbaz

Islamic Review: Jurnal Riset dan Kajian Keislaman

Miftakhul Munif

Revista Médica de la Universidad de Costa Rica

Christopher Salazar

International Journal of Social and Administrative Sciences

AMINU A MUSA

The Ascendance of Harley Quinn: Essays on DC's Enigmatic Villain

Gregory Bray

See More Documents Like This

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024

• Academic Freedom and Freedom of Speech
• Affordability
• Crisis Leadership
• Finance and Business Models
• Mergers and Affiliations
• Risk Management
• Student Success
• Student Well-Being
• Title IX and Sexual Misconduct
• Academic Affairs
• Board Assessment
• Board Roles and Responsibilities
• Board Structure and Culture
• Fiduciary Duties
• Justice, Diversity, Equity, and Inclusion
• Orientation
• Presidential Assessment
• The Presidency
• Principles of Trusteeship
• Public Policy
• Shared Governance
• State Profiles
• Community Colleges
• Independent
• Institutionally Related Foundations
• Public Systems
• Board Chair
• Board Member
• Board Professional
• President/CEO
• Effective Committees
• Compensation
• Development
• Facilities/Real Estate
• Student Affairs
• Trusteeship Magazine
• Board Professional Certificate Program
• Board Member Orientation
• Reports & Statements
• Tools and Toolkits
• Upcoming Webinars
• Webinars On Demand
• Foundation Leadership Forum
• Board Professionals Conference
• National Conference on Trusteeship
• Event Calendar
• Board Professional Certificate Program TM
• Peer-to-Peer Conversations
• Ask the Expert
• John W. Nason Award
• Event Sponsorship, Year-Round Partnership, and Other Opportunities
• Board Chair and Presidential Coaching
• Board Composition and Selection
• Board Workshops and Retreats
• Diagnostic Reviews of Bylaws, Charters, and Documents
• Effective Foundation Boards
• Mergers, Affiliations, and Strategic Partnerships
• State Higher Education Workshops and Briefings
• Strategic Planning and Transformation
• AGB OnBoard—Board Meeting Management Portal
• Governance Checklists
• Justice, Diversity, Equity, and Inclusion Toolkit
• Mergers and Affiliations Toolkit
• New President Toolkit
• Ask the Expert Sessions
• One-Hour Governance Consultation
• Schedule a Call with Our Consulting Team
• Schedule a Facilitated Workshop or Retreat
• Learn About Our Process
• Meet Our Experts
• Executive Search
• Top Public Policy Issues Facing Governing Boards
• Public Policy Alerts
• Letters & Testimony
• State Policy Resources
• Equitable Student Success Initiatives
• The Guardians Initiative
• Member Benefits
• Membership at a Glance
• Current Member List
• Hear What Our Members Say
• Get the Most from Your AGB Membership
• Board Professional Membership Toolkit
• Update Your Membership Roster
• Update Individual Membership Profile
• Connect with the BP Community
• AGB Vision, Mission & Values
• Board of Directors
• In Memoriam: Tom Ingram
• Council of Board Chairs
• Council of Board Professionals
• Council of Finance Committee Chairs
• Council of Foundation Leaders
• AGB Council of Presidents
• Council of Senior Fellows
• Council for Student Success
• Corporate Sponsorship
• Foundation Grants
• Individual Giving
• Governance Documents

New Organization to Develop an Urgent National Higher Education Strategy to Secure the United States’ Global Competitive Position

• No Comments

Share on LinkedIn

Recent posts.

• A Vast Array of Resources
• Trusteeship Podcast Episode 43: FAFSA Delays – What Boards Need to Know
• Board Governance as a Strategic Challenge
• Diversifying the Board: Best Practices in Board Recruitment and Diversification
• Will Programs Make the Grade with the Department of Ed and Prospective Students?

Careers Support AGB Media Queries Privacy Policy  

© 2024 AGB - All Rights Reserved.

• Become a member

Higher Education Strategic Planning

Collaborative Strategic Planning for Higher Education

Our History & Expertise

The 1970s brought both opportunities and challenges to virtually all colleges and universities. Many factors contributed to this paradox, including the dynamic growth of knowledge and information, changing demographic patterns (i.e., the influx of the Baby Boomer generation entering postsecondary education), escalating costs, and increased competition for resources. As a result, many schools began to engage in more formal, long-range planning. This type of information-based planning and management focused on the projection of certain conditions such as enrollment numbers and associated costs. NCHEMS developed a computer-based instructional-cost simulation model known as the Resource Requirements Prediction Model (RRPM) to assist institutions with these planning and management challenges.

The shift from  long-range planning  to  strategic planning  took place in the mid-1980s after  NCHEMS  observed new demographic changes that resulted in fewer enrollments and led to the consideration of how student outcomes could impact planning and management. NCHEMS demonstrated that the collection and use of outcomes information could be used to improve planning in colleges and universities. NCHEMS quickly became a central source for applied information and practical guidelines regarding the assessment of student outcomes and the use of the resulting information for planning and management purposes.

With well over a quarter-century of experience in strategic planning work, NCHEMS has maintained a significant track record of recommendations that have substantially changed the trajectory of postsecondary education in Washington, Oregon, Nevada, Wyoming, Connecticut, Tennessee, Kentucky, and others has resulted in lasting changes.

Other examples of our past work include:

After two years of work, the Utah Higher Education Strategic Planning Commission formally approved NCHEMS’ report and forwarded it to the legislature in November 2019. Many of the recommendations have been implemented including a revised governance structure, changes to the funding model, steps to ease transfer, especially for general education and technical courses, actions that improved affordability for students, accelerated efforts to implement new models of learning, and enhanced the ability of students to gain credit for prior learning assessment.

Strategic planning work in 2015 with the  Pennsylvania State System of Higher Education (PASSHE ) set the system on a path for a more sustainable future. NCHEMS helped PASSHE chart a path forward in the wake of a debilitating strike and under unfavorable demographic and financial conditions.

In 2000, NCHEMS provided support to the North Dakota Roundtable resulting in a set of goals for higher education in North Dakota, a delineation of tasks to be performed and the groups responsible for the various implementation steps, an agreed-upon set of accountability metrics linked to the goals, and a new set of relationships between higher education and state government. As a result, institutions received increased autonomy in resource utilization in exchange for institutional accountability for contributions to the attainment of state goals.

In 2021, our research-based recommendations to the legislatively created  Select Commission on the Future of Higher Education in Vermont  led directly to legislation and investment in a transformation plan for the Vermont State College System.

Our Work Today

Changing demographics, declining enrollment, and diminishing state funding are still among the many complex challenges facing states, systems, and institutions. As a trusted, independent, and impartial partner, NCHEMS continues to help states, systems, and institutions find pragmatic, feasible, and sustainable solutions during their strategic planning process.

A Contextualized Approach

From our principals and leaders to our researchers and analysts, our work draws on the broad range of experience and expertise of our talented staff. We provide a wide range of support to commissions or task forces, often comprised of politicians, educational, and business leaders from all parts of a state. Often, these entities are created to seek solutions to intractable problems among a diverse membership not naturally inclined to have a shared understanding or perspective.

Our process involves a substantial number of hands-on hours conducting interviews, facilitating meetings (both in-person and virtual), and compiling survey data in order to include perspectives from stakeholders and to inform a contextualized understanding of the goals, opportunities, and challenges within the postsecondary environment of the state or system.

Informed Decision-Making

NCHEMS has a long history of using data to inform decision-making in higher education. Our skilled staff are experts in analyzing data and in building various models and visualizations that help provide pathways to workable solutions. We examine a wide range of institutional, state, and national data to inform strategic planning efforts.

Data analysis provides insights and context when facilitating discussions with stakeholders in addition to providing the basis for broad-based environmental scans, feeding the development of heuristic models that NCHEMS creates, and providing the quantitative foundation for resulting reports and recommendations.

Higher Education Strategic Planning: Looking Ahead

As we move further into the 21 st century, we are likely to see a shift from institutional-based planning to system-based planning. This shift will be particularly relevant in non-growth states where students are not located near the institutions, raising questions of how to take education to the students instead of students to the education. With system-based planning, we’re positioning the system to best meet the higher education needs of the state by drawing on all assets of institutions under its control. Our strategic planning work will incorporate these shifts, and we will continue to draw upon our expertise and experience to help guide states, systems, and institutions toward sustainable futures.

Visit our Projects page to learn more about our extensive work and impact on strategic planning.

Contact us today to schedule a conversation.

Carnegie—Higher Ed

Higher Education Marketing and Enrollment Strategy

Is Your Strategic Plan a List of Ideas or a True Change Engine?

Throughout any given year, I often meet with cabinets, presidents, and boards who are in the process of building/renewing their strategic plans. Strategic plans can be a fantastic way to create and propagate vision and—more importantly—progress toward needed changes at an institution. That being said, these initiatives often fall far short of being the catalyst of transformation at institutions and rather serve as a comprehensive list of ideas with little means of prioritization and filtering. Let’s discuss ways to shift this mentality and create a stronger pathway for plans to transform.

Find the real focus of your strategic plan

The power of a strategic plan is to create a focused vision for change (emphasis on focused ). One problem most presidents and planning committees face is that ideas largely tie to institutional missions and values. While these are extremely important ideals, missions and values tend to be extremely broad and therefore extremely poor filters to decide which plan initiatives to pursue—and perhaps more importantly, which ones not to pursue. 

One way that Carnegie gets through this conundrum is by using a different type of metric for filtering: institutional personality . The personality and culture of an institution is much more specific than its mission and values. This enables a committee to wrestle with the ideas that will enhance or confirm culture. As a successful university president once said to me, forming a strategic plan is like creating a 27-lane highway. Personality helps me figure out which cars to put in which lanes.

Avoid planning fatigue

A second problem facing many presidents is the fatigue that the planning process takes on the campus and the appetite for continuation. Most plans are huge consensus-driven projects with dozens to hundreds of campus constituents weighing in to the project. Consensus is a critical component of any shared governance culture, but using it in strategic planning is often misguided. 

The reality of most plans is that 10%–20% of the people involved create 80%–90% of the ideas that make it in the plan. As a result, consensus is wasted when it could be harnessed to enhance the understanding of culture, personality, or, even better, involvement in plan implementation. Considering the moment to call for consensus is very important to ongoing plan success and fatigue reduction on campus.

Maintain your momentum

A third and more problematic issue facing strategic plans is the fact that they often fail to produce momentum after competition. A plan will have a great website and fanfare only to fail to produce results in the outer years. 

One way we recommend harnessing your plan is through continuous planning processes (sometimes called “Evergreen”). In this philosophy, planning is never really complete and always in a state of implementation, evaluation, and renewal. Universities implementing such a model often republish their plans for the subsequent three-, four-, or five-year period annually and seek board adoption of the revision as well. 

As a result, institutions following this method often see much more focus and progress on critical initiatives, an increase in implementation activity, and the potential for a rise in institutional transformation. 

Whether your strategic plan is on its next iteration or you’re just initiating the first of many versions to come, it’s important to reflect on the way to filter ideas, the timing and use of consensus, and the process for plan renewal in order to realize the desired transformation at your institution.

Happy planning. 

If you are considering a strategic planning project and want to learn more about how institutional personality can help you create a plan that inspires authentic change, contact us to set up time to talk. 

Scott Ochander is a Partner and Chief Client Solutions Officer at Carnegie. As a former Vice President for Enrollment and Marketing, Scott is regarded as an expert in reputation and enrollment strategy in higher education. He pioneered a consensus-building reputation and change management research model in higher education that has empowered campus communities and enabled enrollment growth and reputation transformation. Scott has worked extensively in marketing and enrollment strategy, completing hundreds of strategy development projects across higher education at some of the largest and most influential institutions in the nation.

Follow and engage with Scott on Twitter and Linkedin , where he shares content and opinions on enrollment strategy, marketing, brand management, change management, and organizational operations.

Never miss an update.

Privacy agreement, privacy overview.

Carnegie announces the acquisition of Fire Engine RED's Student Search service.

The International Encyclopedia of Higher Education Systems and Institutions pp 2587–2592 Cite as

Strategic Planning in Higher Education

• Tatiana Fumasoli 3  
• Reference work entry
• First Online: 01 January 2020

88 Accesses

Strategic planning is a formal and rational process through which universities (re-)define their mission (what and for whom they stand for), elaborate their vision (what ambitions they have) and their values (how they operate), define roles and allocate resources, design implementation, and indicate how achievements will be assessed, as well as mechanisms for adaptation. Strategic planning relates to a specific period of time.

Relevance of Strategic Planning

The policy reforms in higher education have started to consider universities as organizational actors. This means primarily that universities have been restructured in order to act autonomously and define their own objectives. This development can be explained from different perspectives. Since Coase’s work on firms (Coase 1937 ), economists have taken into consideration hierarchies (i.e., organizations) as efficient alternatives to pure market forces (supply and demand) tackling transaction costs. According to sociological...

This is a preview of subscription content, log in via an institution .

Buying options

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Durable hardcover edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Albert, S., and D. A. Whetten. 1985. Organizational identity. Research in Organizational Behaviour 7: 263–295.

Google Scholar  

Amaral, A., G. Jones, and B. Karseth, ed. 2002. Governing higher education: National perspectives on institutional governance . Amsterdam: Kluwer.

Baldridge, J. 1971. Power and conflict in the university: Research in the sociology of complex organizations . New York: Wiley.

Barzelay, M., and C. Campbell. 2003. Preparing for the future. Strategic planning in the U.S. Air Force . Washington, DC: Brookings Institution Press.

Birnbaum, R. 1988. How colleges work: The cybernetics of academic organization and leadership . San Francisco: Jossey Bass.

Birnbaum, T. 2000. Management fads in higher education: Where they come from, what they do, why they fail . San Francisco: Jossey Bass.

Bonaccorsi, A., and C. Daraio, eds. 2007. Universities and strategic knowledge creation. Specialization and performance in Europe . Cheltenham: Edward Elgar.

Brunsson, N., and K. Sahlin-Andersson. 2000. Constructing organizations: The example of the public sector reform. Organization Studies 21: 721–746.

Chaffee, E.E. 1985. The concept of strategy: From business to higher education. In Smart, J. C. (Ed) Higher education: Handbook of theory and research , vol. 1, 133–171, New York: Agathon.

Chandler, A.D. 1990. Strategy and structure: Chapters in the history of the industrial enterprise . 2nd ed. Cambridge, MA: MIT Press.

Clark, B.R. 1983. The higher education system. Academic organization in cross-national perspective . Berkeley: University of California Press.

Coase, R. 1937. The nature of the firm. Economica 4 (16): 386–405.

Cohen, M.D., and J.G. March. 1974. Leadership and ambiguity: The American college president . Hightstown: McGraw-Hill.

Czarniawska, B., and R. Wolff. 1998. Constructing new identities in established organization fields. International Studies of Management & Organization 28: 32–56.

Daraio, C., A. Bonaccorsi, A. Geuna, et al. 2011. The European university landscape: A micro characterization based on evidence from the Aquameth project. Research Policy 40 (1): 148–164.

Degn, L. 2015. Sensemaking, sensegiving and strategic management in Danish higher education. Higher Education 69 (6): 901–913.

Drori, G., J.W. Meyer, F.O. Ramirez, and E. Schofer. 2003. Science in the modern world polity: Institutionalization and globalization . Stanford: Stanford University Press.

Duderstadt, J.J. 2000. A university for the 21st century . Ann Arbor: The University of Michigan Press.

Egeberg, M. 2012. How bureaucratic structure matters: An organizational perspective. In The SAGE handbook of public administration , ed. G.B. Peters and J. Pierre, 2nd ed., 157–168. London: SAGE.

Fuller, B.A. 1976. Framework for academic planning. The Journal of Higher Education 47 (1): 65–77.

Fumasoli, T. 2011. Strategy as evolutionary path. Five higher education institutions on the move . Lugano: USI. http://doc.rero.ch/record/23135?ln=it .

Fumasoli, T. 2015. Multi-level governance in higher education, In J. Huisman, H. de Boer, D. Dill, M. Souto-Otero. Handbook of Higher Education Policy and Governance , Palgrave Macmillan, 76–94.

Fumasoli, T., and G. Barbato. 2017. The organizational dimension of university strategic positioning . SRHE Annual Conference, Newport, 6–8 December.

Fumasoli, T., and J. Huisman. 2013. Strategic agency and system diversity: Conceptualizing institutional positioning in higher education. Minerva 51 (2): 155–169.

Fumasoli, T., and B. Lepori. 2011. Patterns of strategies in Swiss higher education institutions. Higher Education 61 (2): 157–178.

Fumasoli, T., R. Pinheiro, and B. Stensaker. 2015. Handling uncertainty of strategic ambitions. The use of organizational identity as a risk-reducing device. International Journal of Public Administration 38 (13/14): 1030–1040.

Gioia, D.A., and K. Chittipeddi. 1991. Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal 12 (6): 433–448.

Gornitzka, A. 1999. Governmental policies and organisational change in higher education. Higher Education 38 (1): 5–31.

Hambrick, D.C., and J.W. Fredrickson. 2001. Are you sure you have a strategy? The Academy of Management Executive 15 (4): 48.

Hazelkorn, E. 2009. Rankings and the battle for world-class excellence: Institutional strategies and policy choices. Higher Education Management and Policy 21: 1 .

Huisman, J., J.D. Norgård, J. Rasmussen, and B. Stensaker. 2002. Alternative’ universities revisited: A study of the distinctiveness of universities established in the spirit of 1968. Tertiary Education and Management 8: 316–332.

Jarzabkowski, P., and D.C. Wilson. 2002. Top teams and strategy in a UK university. Journal of Management Studies 39: 355.

Keller, G. 1983. Academic strategy. The management revolution in American higher education . Baltimore/London: The Johns Hopkins University Press.

Kezar, A. 2013. Understanding sensemaking/sensegiving in transformational change processes from the bottom up. Higher Education 65 (6): 761–780.

Kezar, A., and P.D. Eckel. 2002. The effect of institutional culture on change strategies in higher education: Universal principles or culturally responsive concepts? The Journal of Higher Education 73: 435.

Kotler, P., and P.E. Murphy. 1981. Strategic planning for higher education. The Journal of Higher Education 52 (5): 470–489.

Krücken, G., and F. Meier. 2006. Turning the University into an organizational actor. In Globalization and organization . World society and organizational change, ed. Drori, G.S., J.W. Meyer, and H. Hwang, 209–240. Oxford: Oxford University Press.

Maassen, P., and H. Potman. 1990. Strategic decision-making in higher education. Higher Education 20: 393–410.

Mampaey, J., and J. Huisman. 2016. Defensive stakeholder management in European universities: An institutional logics perspective. Studies in Higher Education 41 (12): 2218–2231.

Mampaey, J., J. Huisman, and M. Seeber. 2015. Branding of Flemish higher education institutions: A strategic balance perspective. Higher Education Research & Development 34 (6): 1178–1191.

Meyer, J.W., and R.L. Jepperson. 2000. The ‘actors’ of modern society: The cultural construction of social agency. Sociological Theory 18 (1): 100–120.

Mintzberg, H. 1994. The rise and fall of strategic planning . Harlow, England: Free Press/Prentice-Hall International.

Mintzberg, H., B. Ahlstrand, and J. Lampel. 2005. Strategy safari . Harlow, England: Free Press.

Morphew, C., T. Fumasoli, and B. Stensaker. (2016). Changing public and private missions in higher education? How research-intensive universities in Europe and North America balance competing objectives in their strategic plans. Studies in Higher Education, published online 11. August .

Musselin, Ch. 2006. Are universities specific organizations? In Towards a multiversity? Universities between global trends and national traditions , ed. G. Krüchen, A. Kosmützky, and M. Torka, 63–84. Bielefeld: Transcript Verlag.

Rolfe, H. 2003. University strategy in an age of uncertainty: The effect of higher education funding on old and new universities. Higher Education Quarterly 57: 24.

Stensaker, B., and T. Fumasoli. 2017 Multi-level strategies in universities: Coordination, contestation or creolization? Higher Education Quarterly 71(3), 263–273.

Stensaker, B., N. Frølich, J. Huisman, et al. 2014. Factors affecting strategic change in higher education. Journal of Strategy and Management 7 (2): 193–207.

Thoenig, P., and C. Paradeise. 2016. Strategic capacity and organisational capabilities: A challenge for universities. Minerva 54 (3): 293–324.

Toma, J.D. 2010. Building organizational capacity: Strategic management in higher education . Baltimore: Johns Hopkins University Press.

Vuori, J. 2015. Making sense of institutional positioning in Finnish higher education. Tertiary Education and Management 21 (4): 316–327.

Vuori, J. 2016. Towards strategic Actorhood? The execution of institutional positioning strategies at Finnish universities of applied sciences. Higher Education Quarterly 70 (4): 400–418.

Whetten, D.A. 2006. Albert and Whetten revisited: Strengthening the concept of organizational identity. Journal of Management Inquiry 15: 219–234.

Whitley, R. 2008. Constructing universities as strategic actors: Limitations and variations. In The university in the market , ed. L. Engwall and D. Weaire, 23–37. Colchester: Portland Press Limited.

Whittington, R. 2001. What is strategy – And does it matter? 2nd ed. London: Thomson Learning.

Download references

Author information

Authors and affiliations.

Department Education, Practice and Society, University College London Institute of Education, London, UK

Tatiana Fumasoli

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Tatiana Fumasoli .

Editor information

Editors and affiliations.

CIPES - Centre for Research in Higher Education Policies and Faculty of Economics - U., Porto, Portugal

Pedro Nuno Teixeira

Department of Education, Seoul National University, Seoul, Korea (Republic of)

Jung Cheol Shin

Section Editor information

Department of Education, University of Oslo, Oslo, Norway

Bjørn Stensaker

Rights and permissions

Reprints and permissions

Copyright information

© 2020 Springer Nature B.V.

About this entry

Cite this entry.

Fumasoli, T. (2020). Strategic Planning in Higher Education. In: Teixeira, P.N., Shin, J.C. (eds) The International Encyclopedia of Higher Education Systems and Institutions. Springer, Dordrecht. https://doi.org/10.1007/978-94-017-8905-9_530

Download citation

DOI : https://doi.org/10.1007/978-94-017-8905-9_530

Published : 19 August 2020

Publisher Name : Springer, Dordrecht

Print ISBN : 978-94-017-8904-2

Online ISBN : 978-94-017-8905-9

eBook Packages : Education Reference Module Humanities and Social Sciences Reference Module Education

Entertainment

• How to Watch
• My watchlist
• Stock market
• Biden economy
• Personal finance
• Stocks: most active
• Stocks: gainers
• Stocks: losers
• Trending tickers
• World indices
• US Treasury bonds
• Top mutual funds
• Highest open interest
• Highest implied volatility
• Currency converter
• Basic materials
• Communication services
• Consumer cyclical
• Consumer defensive
• Financial services
• Industrials
• Real estate
• Mutual funds
• Credit cards
• Credit card rates
• Balance transfer credit cards
• Business credit cards
• Cash back credit cards
• Rewards credit cards
• Travel credit cards
• Checking accounts
• Online checking accounts
• High-yield savings accounts
• Money market accounts
• Personal loans
• Student loans
• Car insurance
• Home buying
• Options pit
• Investment ideas
• Research reports
• Fantasy football
• Pro Pick 'Em
• College Pick 'Em
• Fantasy baseball
• Fantasy hockey
• Fantasy basketball
• Download the app
• Daily fantasy
• Scores and schedules
• GameChannel
• World Baseball Classic
• Premier League
• CONCACAF League
• Champions League
• Motorsports
• Horse racing
• Newsletters

New on Yahoo

• Privacy Dashboard

Higher education execs preview strategic planning report

Mar. 18—CONCORD — The alignment of the state's four-year and community college systems to deal with declining revenues and enrollments may include shared office space, direct involvement in economic development councils and letting high school students obtain an associate degree prior to graduation, higher education administrators told a key House committee Monday.

The House Education Committee voted, 19-1, to endorse an amended "road map" for the strategic planning process, which would require the chancellors of both systems to update an existing higher education task force on a quarterly basis and provide annual reports to House and Senate panels.

House Education Commission Chairman Rick Ladd, R-Haverhill, said he decided to strike from his original bill (HB 1450) references to "consolidation" of the campuses, which he said gave the mistaken impression that he was supportive of a merger.

Rather, Ladd said his goal was for administrators of both systems to identify the best ways to create more financial efficiency and position themselves to be learning laboratories to fill jobs in the future economy.

"This is to look at where we are and what we need to bring efficiencies into our system," Ladd said.

The amended bill would piggyback on an executive order Gov. Chris Sununu signed last October, forming a task force to respond to the enrollment dip and even steeper decline in applications to higher education programs in New Hampshire.

Stephen Appleby, director of program support and higher education with the Department of Education, has chaired the task force that's been meeting weekly for the past three months and has a March 31 deadline to complete its initial report.

Higher enrollment could reduce student debt

Increasing enrollment in higher education could also help reduce the level of debt for students which is among the highest in the nation, he said.

"If we can increase enrollments in our public systems 15% or 20%, that would not only lower costs but theoretically it lowers (student) debt as well," Appleby said.

The task force Sununu created unanimously endorsed the amended bill at its meeting last Friday, Appleby said.

Catherine Provencher, chief administrative officer with the University System of New Hampshire, said staff recently did a "walk through" of joint office space the two systems could share in the state.

USNH wants to be more involved in regional economic development councils so it can be more acutely aware of workforce needs in each part of the state, she said.

"CCNH and USNH should meet and have a seat at the table with economic development and workforce," Provencher said. "The only way we can impact workforce is if we have (more) enrollment."

Community College of New Hampshire System Chancellor Mark Rubinstein said 40% of students in the two-year programs are over 25 years old and 30% take their courses online.

Growing this system lies in bringing educators where the students are, he said, and that can include having community college instructors teach courses so students can complete an associate degree before graduating from high school.

"That's the vision we have for expanding dual enrollment and it involves not only affordability but also access to quality," Rubinstein said.

Rep. David Luneau, D-Hopkinton, praised Ladd for forging bipartisan approval for the amended bill.

[email protected]

Recommended Stories

House passes bill that would bar data brokers from selling americans' personal information to 'adversary' countries.

The House of Representatives approved a measure targeting data brokers’ ability to sell Americans’ personal data to “adversary” countries.

2024 Fantasy Baseball Second Base Preview: Multi-position eligibility deepens talent pool

Dalton Del Don breaks down the second base position heading into 2024 fantasy baseball drafts.

How Jaylyn Sherrod helped put Colorado hoops on the map with wolverine-like tenacity

Colorado was the only school to give Jaylyn Sherrod a Power Five offer out of high school. Four years later, the senior guard has helped turn the once-struggling program around.

NFL to consider proposed hip-drop tackle ban, rule changes for kickoff and more

The 32 team owners have some major decisions to mull over.

NL Central Preview: Are the Cardinals and Cubs the leaders in the toss-up division?

Jake Mintz & Jordan Shusterman preview the NL Central and examine the who of the St. Louis Cardinals, Chicago Cubs, Cincinnati Reds, Milwaukee Brewers & Pittsburgh Pirates will take home the central crown.

Fed to slow the shrinking of its $7.5 trillion balance sheet 'fairly soon': Powell

Fed Chair Jay Powell said Wednesday that central bank officials discussed a strategy for how to slow the shrinking of the Fed's balance sheet, a lesser-known policy tool it has been using to tighten financial conditions.

2025 Infiniti QX80 First Look: Can it command a hundred grand?

Infiniti took the redesign of its three-row 2025 QX80 SUV seriously -- and it comes with a correspondingly serious price tag.

Prep for movie nights: This popular mini projector 'packs a punch' and it's just $80 — that's over 45% off

The compact cutie syncs with any device to display high-def 4K streaming.

'A bright idea!' Score two popular LED headlamps for $16 — just $8 each — and light up the night

Whether you need to walk your dog after dark or prep for a power outage, these hands-free helpers are up to the task.

Boeing targets a culprit of 737 MAX production woes: 'Traveled work'

Boeing's CFO today outlined the steps the company is taking to address a series of issues affecting the safety and reliability of its planes (not to mention the company’s reputation).

Jokic’s legacy, Wembanyama’s future with Spurs & concerns for Suns & Clippers | Good Word with Goodwill

Yahoo Sports senior NBA reporter Vincent Goodwill is joined by Howard Beck from The Ringer to talk about the new All-NBA voting system, Jokic’s legacy (when he wins MVP #3), Wembanyama’s future with the Spurs and which playoff teams they’re worried about.

Fed 'dot plot' suggests central bank will cut interest rates 3 times in 2024

Central bank officials predict changes to come with interest rates expected to tick down to 4.6% this year.

NL Central season preview: What's in store for Cardinals, Cubs, Brewers, Reds and Pirates in 2024?

The Cubs and Cardinals are expected to contend, with the Brewers and Reds right on their tails, in what could be baseball's most competitive division.

AirMyne taps geothermal energy to scale direct air carbon capture

The idea has been floating around for years, but it received a surge of interest in the wake of a 2022 report by the UN Intergovernmental Panel on Climate Change, which said that DAC, as the technology is known, would be essential to achieving net zero carbon emissions. Startups have to find suitable places to stash the CO2 or customers to buy it. One company, AirMyne, is betting that its proprietary liquid is the key to overcoming those hurdles.

MLB 26-and-under power rankings, Nos. 10-6: Reds' young hitters, Dodgers' young pitchers among baseball's best

The Reds, Dodgers, Brewers, Padres and Tigers round out the top 10 of this year's young talent rankings.

Will the Realtor commission settlement make it harder for veterans to buy homes?

Some veteran real estate professionals were concerned that the proposed Realtor settlement could leave vulnerable groups, like veteran homebuyers, unrepresented.

Key takeaways from Tuesday's primaries: Warning signs for Trump, Biden; Moreno wins Ohio GOP Senate primary

How will the remaining resistance to Biden and Trump shape the general election? And is a MAGA Senate nominee the GOP's best bet in Ohio?

U.S. falls among world’s happiest countries, primary takeaways and Beyoncé reveals ‘Cowboy Carter’ album art

The stories you need to start your day: U.S. drops in happiness rankings, primary takeaways and more in today’s edition of The Yodel newsletter

OpenAI's chatbot store is filling up with spam

When OpenAI CEO Sam Altman announced GPTs, custom chatbots powered by OpenAI's generative AI models, onstage at the company's first-ever developer conference in November, he described them as a way to "accomplish all sorts of tasks" -- from programming to learning about esoteric scientific subjects to getting workout pointers. "Because [GPTs] combine instructions, expanded knowledge and actions, they can be more helpful to you," Altman said. "You can build a GPT ... for almost anything."

Sentry's AI-powered Autofix helps developers quickly debug and fix their production code

Sentry has long helped developers monitor and debug their production code. Now, the company is adding some AI smarts to this process by launching AI Autofix, a new feature that uses all of the contextual data Sentry has about a company's production environment to suggest fixes whenever an error occurs. While it's called Autofix, this isn't a completely automated system, something very few developers would be comfortable with.