objectives for strategic planning in education

Ensure your strategic plan succeeds with your educational partners’ input

September 29, 2023

Sarah Mathias

Strategic planning in education – 3 keys to success.

Effective strategic planning is critical for creating positive change in your district. Among the many benefits, strategic plans align educational partners with a shared vision, mission, and values; promote productive decision-making; and help students reach their full potential.

While having a plan in place will usually improve results, strategic planning can present challenges—resulting in endless meetings, countless goal and tactic revisions, and plans that are never fully realized.

In this post, we explore strategic planning in education, touch on some K-12 planning tips, and share three best practices for making strategic planning successful in your school district. With your community’s insights and the right tools, you can win at strategic planning. Here’s how.

In this Article

• What is Strategic Planning in Education?

Strategic planning tips for K12

See thoughtexchange in action — start the product tour, what is strategic planning in education.

Strategic planning is the process of setting goals, deciding on actions to achieve those goals, and mobilizing the resources needed to take those actions. A strategic plan describes how goals will be achieved using available resources.

While the concept initially stemmed from business practices due to people moving from the private sector into educational leadership positions, many strategic planning tools and paradigms have been adapted to focus on engagement and consensus.

This is because effective strategic planning requires community support at the school district level, both functionally and legislatively. School districts of all sizes use strategic planning to improve student outcomes and respond to changing demographics while staying within the given funding box.

In top-performing schools, leaders have proactively shifted their strategic planning process to include their educational partners. They know that their strategic plans are more likely to succeed with community support and the insights that come with community engagement.

Strategic planning is key to setting students up for success in K-12 and beyond. A solid strategic plan articulates a shared vision, mission, and values, increasing engagement while providing a framework to ensure students’ needs are met so they can reach their full potential.

Your strategic plan will benefit from your district’s input. Here are a few effective ways to engage your district in K-12 strategic planning.

Tap into your educational partners’ wisdom

Your educational partners have valuable insights. Consult teachers, staff, students , parents, and community members throughout the planning process, so your strategy aligns with their perspectives.

Whether you’re setting strategy at the district, school, or department level, consulting diverse participants will uncover unbiased insights, enhance trust and buy-in, and ensure greater success with new strategic directions.

Using ThoughtExchange , leaders can scale their engagement to efficiently and effectively include their community in their district strategic plans.

Use climate surveys

Completed by all students, parents/guardians, and staff, school climate surveys allow leaders to collect participants’ perceptions about issues like school safety, bullying, and mental health and well-being, as well as the general school environment.

ThoughtExchange Surveys get you both nuanced qualitative and robust quantitative data with instant in-depth analysis, ensuring your district understands all angles of school climate. Run surveys independently or combine them with Exchanges for faster, more accurate results.

• Collect benchmark comparisons while tracking and measuring improvements over time
• Gather quality quantitative data for reporting to state agencies or funders
• Identify outliers and trends across demographic groups

Put in some face time with town halls, meetings, or listening tours

In-person gatherings like town halls, meetings, and listening tours are effective ways to understand your educational partners’ wants and needs to ensure they line up with your strategic priorities.

When managed effectively, they give staff and other educational partners the chance to closely interact. In-person gatherings can build trust and morale, promote transparency, and help create a sense of purpose.

Leverage community engagement platforms

Community engagement software lets you streamline your community engagement initiatives. It allows education leaders to gather feedback and get tens, hundreds, or even thousands of people on the same page in just days. It also facilitates candid, collaborative community conversations that help districts realize their goals.

A comprehensive community engagement platform like ThoughtExchange allows you to integrate your strategy with your community and take decisive, supported action in less time. It provides planning, scheduling, and analysis tools to help you quickly set strategy and monitor execution.

3 keys to strategic planning success

1. get everyone on the same page.

Make sure your educational partners are on the same page by allowing them to contribute to and shape your strategy from the start. Lack of alignment about what strategy involves can hinder even the best plans. So the first step in creating a successful strategic plan is getting everyone involved to provide their insights and opinions.

Letting your people know you’re listening and that their insights affect decisions, builds trust and buy-in. Your community will be much more likely to support—not sabotage—a strategy or decision.

2. Be a collaborative leader

According to ThinkStrategic , creating a school strategic plan should always be a collaborative process. Avoiding a top-down approach and getting input from educational partners will help minimize blind spots and unlock collective intelligence. It will also ensure everyone is committed to the plan. Get all community members involved in how to make the most of the school’s possibilities.

Commit to becoming a collaborative leader and put a plan in place to ensure you can achieve that goal. That may include implementing technology that can support scaled, real-time discussion safely and inclusively for students, teachers, and other educational partners.

3. Get a holistic view of your district

Getting a holistic view of your educational partners’ wants and needs helps you build more inclusive, supported strategic plans.

Depend on a platform that meets all your engagement needs in one place—from surveys to Exchanges—and allows you to consult more people in an inclusive, anti-biased environment. You’ll reduce the time and resources spent on town halls and meetings, and reach your district’s goals more efficiently and effectively.

Engagement and survey software has been proven to contribute to more effective strategic planning in education. It empowers leaders to run and scale unbiased engagement initiatives where they can learn what the people who matter really think— explore ThoughtExchange success stories to learn more .

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In education, evolution and adaptation are constants. Academic institutions must stay up to date with technology and teaching methods to succeed, while also managing students' social, emotional, and academic needs. With all of these considerations in addition to budgetary constraints, It's easy to see why ensuring student and institutional success requires a dynamic strategic plan.

This blog post will outline the best practices academic institutions should consider when developing an effective strategic plan to address these challenges. To create an effective strategic plan, we need to eliminate the disconnect between leadership's high-level vision and employees' tactical work. Leading academic institutions, growing companies, and organizations adapt to change through dynamic strategic planning. 

A dynamic strategic plan breaks down an organization's long-term vision into short-term goals and then builds a roadmap to achieve those goals. As part of this process, the organization's plan should be reviewed and revised regularly to ensure relevance and alignment with its mission. Academic plans are typically written as multi-year plans and organizations often face challenges in developing effective strategic plans that are easy to understand and execute. Here are a few suggestions to help address these challenges:

• Clearly define your vision: The first step in developing an effective strategic plan is to define the vision for the school. This should be a clear, concise statement that articulates what the school hopes to achieve. 
• Identify key objectives: Once you have a clear vision, identify the key objectives that will help you achieve them. These should be specific and measurable goals that align with your vision.
• Create measurable, outcome-focused key results: With your objectives in mind, it is important to focus on creating key results that drive outcomes, not outputs to help you reach your targets. Schools that focus on driving actionable objectives with outcome-based key results will ensure they stay aligned on what truly matters.
• Prioritize and allocate resources: It's essential to prioritize your strategies and allocate resources accordingly. Determine which strategies are most critical to achieving your objectives and ensure that you have the resources (e.g., time, budget, personnel) to implement them effectively.
• Monitor and evaluate progress: Finally, monitor and evaluate progress regularly to ensure that you are on track to achieving your objectives. This will help you identify areas where you may need to adjust your strategies or allocate additional resources.

By following these steps, academic institutions can develop a strategic planning framework and process that is effective, simple, and links vision to tactical execution. So now that we have the steps needed to build our strategy, let's start to bring it to life.

Take a field trip: host an annual Strategic Planning Offsite 

Before each academic year, we recommend holding a strategic planning meeting offsite with your leadership team. This is dedicated time to focus on the priorities for the upcoming year. Before diving into where you're headed, set aside time for a retrospective to discuss the previous year. In addition, discuss the current education landscape.

To build a future-focused and tailored plan for your academic institution, the team should reconfirm your mission and values, set your vision, and define your top strategic priorities. 

As you head into your offsite, we recommend the following best practices that lead to success:

• Get Outside of the Office : Find space outside of the work environment to reduce distractions and encourage collaboration.
• Set a Clear Agenda : Agree ahead of time on the purpose of each day, the deliverables, and actionable next steps. 
• Make Space to Think: Carve out time for free thinking vs. relying on group thinking to encourage new ideas. If you need a template, we recommend using this worksheet to guide the conversation .

Simplify the strategic plan: align your high-level strategy with tactical execution

Academic plans are typically written as multi-year plans (5-year plans are most common) which can lead to a very detailed and dense plan. Given the complexity and length of the strategic plan, it can feel overwhelming and difficult to break the plan down and prioritize what’s most imperative to execute and focus on. We recommend breaking the larger multi-year plan into digestible annual plans that are more manageable. 

We recommend identifying 3-5 main themes in your strategic plan, often referred to as pillars or rallying cries. Once you have core themes, you can prioritize and bucket the most critical initiatives and objectives. Every theme will have specific supporting objectives and key results. We recommend using consistent nomenclature when creating themes, objectives, and key results so any team member can easily understand why the work is significant. 

Once we have the multi-year plan broken into annual plans and themes identified, we recommend defining short-term objectives (quarterly or semi-annually) and measurable metrics to drive key results. Breaking down the plan into quarters will feel more approachable and attainable. In addition, it will provide clarity and transparency for the executing team. When the strategic plan is broken down into actionable items, small wins can be celebrated along the way. This boosts motivation, engagement, and morale.  

Consistency is key to a successful strategic plan

When individuals understand how their work aligns with the high-level strategy and vision, they can prioritize their initiatives. Establish clear, measurable objectives and key results that are easy to track and provide consistent nomenclature. Keep these three tips in mind when writing your strategic plan objectives:

• Objectives should be aspirational and push people outside their comfort zone.
• Each objective should have 2-3 measurable and quantifiable results.
• Have a clear, defined owner responsible for recurring status updates. 

The best way to write objectives is to start by asking, “Why is this initiative important?” When you understand the why, you can create measurable outcome-driven results. Let’s walk through an example objective with key results laid out in Elate.

Theme: Develop and retain a diverse educator workforce.

Objective: Strengthen and diversify the educator pipeline and workforce.

Objective Purpose Statement: Increase mentoring and leadership development programs to retain educators, particularly educators from under-represented backgrounds. 

Key metrics: 

• Increase mentoring program engagement by 50% 
• 96% educator retention rate 

Implement rituals and track success with dynamic strategic planning

After your plan is built, it is imperative to establish rituals to stay on track and measure progress against the strategic plan. Rituals are defined as a rhythm, cadence, and process for reviewing objectives and strategic plans. Establishing strong rituals allows critical conversations to happen proactively. When objectives are stuck in limbo or fall off track, proactive discussions can happen. However, many academic institutions have different rituals for different teams. Implementing consistent rituals regularly will help you stay aligned, measure progress, and ensure you’re having the right conversations at the right time.

To keep everyone on the same page and connect tactical execution to strategic vision, we recommend objective owners provide bi-weekly updates. Across many academic institutions, strategy, and operations leaders spend countless hours tracking down updates that become outdated quickly. With Elate, reminder notifications are automatically sent to team members so they can focus more on execution and less on chasing down updates. 

We recommend spending a few minutes in executive team meetings reviewing objectives that are off-track or not making progress to create an action plan moving forward. This ritual of reviewing the plan early often brings awareness to the leadership team about objectives that need attention or are falling behind. It also allows space to celebrate accomplishments and wins. 

This makes it easy to ensure the strategic plan lives and breathes. Setting and clearly defining rituals for how the plan progresses, updates are made and reviewed, and addressing red flags is key to success. 

Focus on the right metrics to measure your strategic plan's success

With key results, objectives, and business-as-usual metrics all in one place, Elate keeps the strategic plan organized with a consolidated view. In Elate, scorecards provide an essential view of business-as-usual metrics and progress. Create specific scorecards for the board, enrollment, grant, and donor activity. 

Elevate your strategic plan with Elate

Strategic planning is critical for academic institutions that want to stay competitive, adapt to change, and achieve their goals. By following these best practices, higher education and academic institutions can achieve their goals and stay competitive in an ever-changing environment. 

Strategic planning has never been easier with Elate. Our platform simplifies and streamlines the strategic planning process, taking the stress out of it. We make it easy to stay on track with transparent reporting, simple collaboration, and one-click integrations with Salesforce, Google Sheets, Microsoft Teams, and Slack. Your vision can finally meet your strategy.

Learn more about our strategic planning tools and services, or contact us today to learn more about how we specifically work with other Academic Institutions!

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Five steps to planning for improved learning.

Improving educational quality through education sector plans

The techniques of strategic planning in education are well-developed, but students’ actual learning experiences have not always been the central concern. In the context of the new Education 2030 focus on education quality, what steps can planners go through to ensure that their education sector plans give priority to improving students’ learning outcomes?

Developing an education sector strategic plan can be a complex and iterative process. But in its simplest form,  Planning for Learning   involves five basic steps, from analysis of the current situation through to the detailed planning needed to accomplish change. Below, we suggest some of the key questions education planners need to ask in order to focus each step of this process on improving learning outcomes.

1. Education sector analysis: Where are we now?  

The process of planning for improved learning outcomes starts with a diagnosis of the current situation in the education sector, with a specific focus on learning.

Questions to ask : What information about students’ learning do we have, and what are we missing? What are students learning and how well are they learning it? Does their learning match the needs, aspirations, and plans of their parents, communities, and the nation? What are the major learning successes and weaknesses, and what are the causes behind them?

Tools planners can use:   Assessment data ,  Other monitoring data ,  SWOT analysis ,  Problem tree analysis . 

2. Policy and strategies: Where do we want to go?  

A plan for improving learning outcomes should offer a vision of a desirable situation for the education system in the future, and identify the ways to reach this situation.

Questions to ask : What are our end goals for improving learning? What are our medium-term objectives? Which strategies will be effective in achieving these learning goals and objectives?

Tools planners can use : Explore  strategies for improving learning , Convert your  problem tree into a solution tree ,   Complete a  strategic planning grid .

3.  Programmes: How do we get there?  

Once policy priorities and key strategies have been defined, they must be translated into specific actionable programmes.

Questions to ask:  What are the immediate results or outputs that must be achieved in order to meet our learning objectives and end goals? Which programmes and activities must be carried out in order to produce those outputs? How will objectives and outputs be measured?

Tools planners can use : Complete a  Logical Framework Matrix , Develop  indicators and targets .

4.  Costing and financing: How much will it cost and who will pay?  

To be achievable, policy priorities and strategies have to be consistent with the demographic and economic realities.

Questions to ask : What are the categories of costs involved in each of our activities to improve learning? What are the other recurring costs in the education sector? Do we need to account for growth (population growth, increased attendance, etc.) when calculating our recurring and new programme costs? What are our projected sources of funding and does the total match our projected costs?

Tools planners can use:   Simulation models ,  Budget template for GPE grants .  

Once projected costs have been established, policies, strategies, activities and/or targets may have to be revised in an iterative process until the plan is feasible in all respects.

5. Action plan: Who will do what and when?  

The action plan is sometimes referred to as an implementation plan or operational plan. It outlines the detailed activities for a specific period of the plan, with information on timing, roles, responsibilities, and costs.

Questions to ask : Which institutions and departments are responsible for each activity to improve learning outcomes? When should each activity be accomplished? Will the financial resources be ready on time?

Tools planners can use :  Action plan template ,   Gantt chart .  

The Next Step: Monitoring your plan

Once an action plan has been determined, planners need to ask themselves: How will we monitor whether these activities, outputs, and objectives are accomplished? What kind of data will we collect in order to see whether we are improving our education quality and students’ learning outcomes? and, How and when will this information be collected and analysed? For a more in-depth look at the education sector planning process, two helpful resources are the GPE/IIEP   Guidelines for Education Sector Plan Preparation  and IIEP’s  Strategic Planning: Techniques and Methods .

You can also learn more by reading our  Plan for Learning articles  and searching for resources in the  IIEP Learning Portal Library.

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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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The Importance of Strategic Planning for Successful School Management

Apr 19, 2023 | Blog

As the international school, educational landscape continues to evolve and become more complex, it is becoming increasingly important for schools to have a well-thought-out strategic plan. A strategic plan is a roadmap that guides the school towards achieving its goals and objectives. Strategic planning is a vital aspect of successful school management, and it plays a crucial role in helping schools to meet the needs of their students, staff, and community.

Review and Self Assessment for Strategic Planning

Strategic planning involves a comprehensive and systematic approach to assessing the current state of the school, identifying the school’s strengths and weaknesses, and developing a clear plan of action to achieve the school’s goals and objectives. The process typically includes a thorough analysis of the school’s internal and external environment, including factors such as student demographics, staffing levels, budget, facilities, and community needs. Use data to drive decision-making. Implementing, measuring, and assessing school improvement across a variety of metrics provides critical information for improvement plans.

Strategic Planning for Alignment

One of the key benefits of strategic planning is that it helps schools to align their resources and efforts towards achieving their goals. This is particularly important for schools that are facing budget constraints or other resource limitations. By prioritizing the school’s needs and identifying areas where resources can be most effectively deployed, strategic planning can help schools to achieve more with fewer resources. It is important that schools have vision and mission integrity . It is important that there is one plan and there is alignment.

Strategic Planning for Change

Another benefit of strategic planning is that it helps schools to anticipate and respond to changes in the educational landscape. With new technologies, shifting demographics, and changing educational policies, schools must be agile and adaptive. Strategic planning can help schools to identify emerging trends and anticipate future challenges, allowing them to prepare and respond proactively.

At its most effective, school improvement planning is a dynamic practice that engages data and people in the improvement process.  However, many plans fail to address the  processes for   improvement , instead focusing solely on the  outcomes of improvement . Greg Parry, CEO

Strategic planning is also important for schools that are looking to expand or launch new initiatives. A feasibility study, which is typically part of the strategic planning process, can help schools to assess the viability of a new program or project. By conducting a feasibility study, schools can evaluate the potential benefits and risks of a new initiative and make informed decisions about whether to move forward. Plan for change rather than being a victim of it.

Curriculum Design in Strategic Planning

Curriculum design is another critical aspect of strategic planning. Schools must design a curriculum that meets the needs of their students while also aligning with their educational goals and objectives. A strategic plan can help schools to identify the key competencies that students need to develop and design a curriculum that fosters those competencies. By aligning curriculum design with strategic goals, schools can ensure that their educational programs are effective and relevant. The unique “curriculum voice” of a school must be loud and clear.

The Challenges of Strategic Planning and Implementation

International schools also face several pressures and challenges that can complicate strategic planning in educational environments. To overcome these challenges, schools must understand them and develop strategies to address them.

Authenticity

It is important that the process and the plan is truly authentic and not just window dressing for change or compliance. Improvement should be the goal, not just a document or a new direction. Masquerading changes that look like reform but are really change for the sake of change is a big mistake.

“Strategy plans are often elaborate management ballets perfectly choreographed to do only one thing, and that’s get to a yes.” Chris Bradley Source: Jumpstart a better way to do strategy

Overly Complex and Disconnected

There is evidence that schools are well served by one-page plans that are clearly focused and simple enough that every participant in the process understands his or her role in executing the plan. One page plans, or simple and clear plans, are the most effective. Large and complex documents are not only less likely to be read but they are often not focussed.

Lack of Ownership

Ownership is critical in ensuring the success of a strategic plan. International schools must ensure that there is explicit ownership over the strategic plan to prevent initiatives from being lost, forgotten or overlooked. Designating one person in charge of the plan and documentation can help ensure success as long as that person understand the power of devolution and stakeholder engagement.

Poor Strategic Alignment

Alignment and representation are essential to success in international schools. However, schools may face challenges in achieving alignment because of the diverse goals and perspectives of different entities involved in the school, such as the board of directors, administration, faculty, and students. This can lead to a lack of strategic alignment and difficulty in decision-making. International schools must work towards achieving alignment and representation across all entities involved in the school.

Poor Communication

Effective communication is necessary for successful strategic planning in international schools. The absence of effective communication can lead to poor decision-making, ineffective solutions, and unattainable goals. International schools must prioritize effective communication by promoting institutional-wide teamwork and ensuring that all stakeholders are involved in the planning process.

Slow Plan Adoption

Innovation and growth are critical for international schools, but constant changes can lead to low motivation to adopt new plans. The longer schools take to implement a strategic plan, the more likely it is to become outdated and irrelevant. International schools must develop strategies to ensure that plans are adopted quickly and efficiently to ensure that they remain relevant to current processes.

International schools face several challenges when it comes to strategic planning. Lack of ownership, poor strategic alignment, poor communication, and slow plan adoption are only some of the significant challenges that schools face. International schools must develop strategies to address these challenges and ensure the success of their strategic planning efforts. By prioritizing ownership, alignment, communication, and plan adoption, international schools can create impactful approaches to strategic planning and ensure the success of their educational institutions.

Most successful schools seek out independent and critical friends to help facilitate change processes and strategic planning. Education consulting firms and critical friends can be valuable partners in the strategic planning process. These firms bring a wealth of experience and expertise in school management, curriculum design, and feasibility studies. They can help schools to assess their current state, identify areas of improvement, and develop a clear plan of action. By working with an education consulting firm, schools can gain a fresh perspective and access to best practices from other institutions.

Strategic planning is essential for successful school management. It provides a roadmap for schools to achieve their goals and objectives while also aligning resources and efforts. Strategic planning is particularly important for schools facing budget constraints, new initiatives, or changes in the educational landscape. By partnering with education consulting firms and focusing on curriculum design and feasibility studies, schools can develop a strategic plan that is effective and relevant. Strategic planning is a critical component of school management that helps schools to meet the needs of their students, staff, and community.

If you want to learn more about the steps required to set up a school check out some of our other articles:

– steps to setting up a new school, – 10 steps and articles on how to set up a new school, – gse international school franchise models, gse provide specialist services to set up all forms of education institutions including international schools, kindergartens, vocational colleges, universities and online/virtual schools., contact us directly 👇, ceo and education expert greg parry.

Internationally renowned for his expertise in education leadership, Greg Parry’s vast experience includes leadership of projects for education institutions throughout Australia, the Middle East, the United States, India, Indonesia, Malaysia and China. Recognised for his numerous contributions in the education arena, Greg has received the Ministers Award for Excellence in School Leadership based on improvements in school performance and a range of successful principal training and leadership development programs, as well as the School of Excellence Award for Industry/School Partnerships and the School of Excellence Award for Technology Innovation. His company GSE (Global Services in Education) has been recognised as having the Best Global Brand in International Education in 2015 and 2016.

Considered one of the premier experts in his profession, Greg has trained teachers and principals throughout the world in areas such as critical thinking, language development and leadership. His expertise in school start up projects, leadership and curriculum development, has made him a sought after authority in these discipline.

www.gsineducation.com

Global Services in Education set up and operate schools in all parts of the world. Governed by a philosophy of global citizenship, every member of the GSE team shares a passion to help shape international education and student achievement through inspiration and collaboration. Our goal is to meet the highest objectives of every school, teacher, student and parent, with an unwavering dedication to quality education, shared ideals and intercultural perspectives.

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Strategic Planning

7 reasons why schools need strategic planning.

By Mary King

20 march 2023.

• 1 1. A strategic plan articulates a shared vision, mission and values
• 2 2. A strategic plan effectively organizes schools, staff, and time
• 3 3. A strategic plan defines how success is measured
• 4 4. A strategic plan helps with decision-making, responsiveness, and innovation
• 5 5. A strategic plan increases communication and engagement
• 6 6. A strategic plan keeps everyone in a school—from teachers to administrators—connected
• 7 7. The best reason of all for strategic planning comes back to every great school’s number one priority: students
• 8 Download the guide ↓

The past three years have been disruptive for every sector. For educational institutions, the impact of the COVID-19 pandemic has impacted everyone–from staff and teachers, to the students who had to switch to a new modality of learning, to the parents supporting them. Strategic planning in education has revealed itself to be a very important part of recovering. According to the Economic Policy Institute, the COVID-19 pandemic forced nearly 55 million children home in the US alone—and at least 1.4 billion children out of school or child care across the globe. Higher education institutions have been profoundly financially impacted , and both the learning experience and mental wellbeing of the students has been negatively affected.

While every educational institution was impacted by this, some schools were more prepared than others to face the unique challenges COVID-19 posed–those schools who had previously established strategic plans were better prepared to navigate the pandemic than those without.

It’s clear to us: Schools that embrace a great strategic plan, and commit to strategic planning in education, have clear advantages over schools that don’t.

We’re going to talk about some of those advantages now, look at some examples of strategic planning in education, and give 7 reasons for why every school with a vision of excellence for their students should embrace a strategic planning process for schools. Whether it’s getting back on track after a hugely disruptive, global event like COVID-19, identifying the most important strategies to improve student outcomes, or increasing staff engagement, all schools benefit from strategic planning and strategic plan implementation.

1. A strategic plan articulates a shared vision, mission and values

The ability for schools to collaborate, share, and communicate short and long term goals is a critical part of moving plans forward in line with a vision, mission, and values. Schools benefit from a well communicated and executed strategic plan that keeps everyone informed of their strategic goals, and how their actions are contributing to the achievement of these goals. This enables parents, staff, community members, and stakeholders to work towards a common vision.

A major additional benefit of strategic planning in education is that it provides an opportunity for active employee engagement across an organization. When it comes to strategic planning for educational institutions, that benefit remains present. Research suggests that a leading cause for employee discontent (in general, but especially in the public sector) is that employees don’t understand how the work they’re doing helps their greater organization.

If the school is able to clearly define and remind employees and stakeholders of the shared vision, employees are more likely to feel connected to the work they are doing within that organization. Whether that work is educating students, organizing reports, performing critical administrative duties, or coordinating the process of standardized testing, everyone plays a part in a student’s success.

2. A strategic plan effectively organizes schools, staff, and time

We understand that schools–whether they are elementary schools, high schools, or higher education institutions– are complex institutions, with boards, committees, districts, unions, and many different types of stakeholders involved. Because the organizations themselves are so large, and plans are often multi-year, complex entities built up by multiple stakeholders and workers, struggles with organization and effective time management are common.

Envisio provides strategic planning software for educational institutions , and because Envisio works exclusively with the public sector, we understand the unique, complex, and often large scale planning needs of public sector organizations.

“I see Envisio very much as a focusing tool as I work with my team. If you’ve got great people, your primary job is not to get in their way […] I can stay on top of performance in a way that is really unobtrusive, and I don’t have to necessarily interact directly with an individual to get a sense of what’s going on. I can stay abreast of the action plans in the communications department or the action plans in a particular school. If we’re missing the mark on a key performance measure, I can focus more time on having the right conversations.” – Peter Hilts, Chief Education Officer for District 49

3. A strategic plan defines how success is measured

In order to achieve success, it’s important to know what success means, and where to take action first. It is difficult to get a strategic action plan underway without a firm understanding of what problems you’re wanting to solve. When it comes to strategic planning in the public sector, determining clear benchmarks for success is especially important, because the goals are often a combination of abstract, impact-based metrics, and concrete, output-based goals.

Different types of educational institutions are going to have different challenges, and different metrics of success: the educational strategic plans of a public school board district are going to look a lot different from a college or university! The shared reality is that every school with a strategy is better able to monitor its progress toward key outcomes and evaluate where and how it may have gotten off track. Using a strategy implementation software like Envisio can help with measuring success.

At Northeast Ohio Medical University (NEOMED), in Portage County, Ohio, they are measuring success across six pillars, with forty two strategic initiatives . Many of their strategic plan elements (goals, strategies, and actions) include promoting diversity, equity, and inclusion for their students, staff, and employees. Being a major medical research university that is training future medical professionals, diversity, equity, and inclusivity is a critical—and practical—metric! Some of the performance measures that NEOMED tracks include gender demographics, and actionable items towards decreasing disability stigma as part of their Strategic Plan: Creating Transformational Leaders Dashboard .

No matter what your benchmark for “success” is—be it a more impact-focused concept such as “be more welcoming” or more concretely articulated in output terms such as “create a low-cost tutoring center using the library after school”, your strategic plan will provide you with the steps to make get that success underway, and stay on track.

4. A strategic plan helps with decision-making, responsiveness, and innovation

A strategic plan helps educational institutions remain agile during times of change, and also helps them better define what they intend to achieve when it comes to their student success objectives and their greater organizational goals. With a strategic plan in place, educational institutions have a roadmap which they can use to track, evaluate, and modify plans to facilitate better governance decisions and provide clearer direction for the future of the school. This helps a school maintain a steady rhythm of progress towards their goals, and remain ahead of the curve–both in terms of educational innovation, and when (not if) a disruptive change occurs.

“It’s difficult, because you’re trying to help students prepare for the future – to prepare for jobs that might not exist yet. You’re trying to develop educators and an education that gives them the skills to think critically.” – Dr. Alison Gillespie, the Assistant Superintendent for Teaching and Learning with White Bear Lake Area School District (WBLAS) in Ramsey County, Minnesota

White Bear Lake Area School District (WBLAS), MN, was able to leverage their strategic plan as a way to embrace change and turn obstacles (like COVID-19) into opportunities for success. They embraced active learning techniques and, through their strategic plan, were able to think ahead to turn disruptions into teachable moments that engaged students and staff alike.

5. A strategic plan increases communication and engagement

A strategic plan ( and particularly, one that is publicly communicated on a dashboard ) helps with overall communication and engagement. For a school board, communicating that your plans and your metrics for success are part of a larger, holistic plan, is critical to building trust with stakeholders and maintaining effective engagement—both internally, and externally.

Strategic planning in education is critical in settings where trust is paramount. Educational institutions—at all levels—work on the understanding that one group (the educators) has knowledge they can impart, share, or coax out in another group (the students). The need for a trusting relationship with the students and everyone involved in that student’s success needs to be central to a positive educational environment.

A strategic plan that can be easily found, referenced, and understood helps assure everyone involved that the school in question is aware of their plans, has them in focus, and has a plan for their shortcomings. Educational strategic planning also has the additional benefit of keeping stakeholders—such as donors—excited about the school’s vision. When it comes to fundraising, donors are more likely to support a school that has a clear vision and a strategy to make it happen.

6. A strategic plan keeps everyone in a school—from teachers to administrators—connected

A well implemented and communicated strategic plan holds all staff accountable for their actions and encourages collaboration. In educational settings, this circle of responsibility is extended out towards the community; providing excellent and accessible education is an effort that requires all hands on deck. Being able to simplify the strategic planning process and make it visible and easy to use is one way to ensure everyone stays connected.

One of the benefits of using a strategic planning software partner like Envisio is that individual action plans (from individual schools or departments) can be aligned, all the way up to a greater strategic objective. For multi-year, complex plans, such as setting a national standard of excellence, or incorporating culturally significant teachings—it’s important that teachers and staff are able to understand who is working on what, and where it fits into the greater whole.

7. The best reason of all for strategic planning comes back to every great school’s number one priority: students

Best of all, strategic planning in education provides a framework so that the most important priority of the school – students’ educational achievement – is taken care of. Having a sturdy educational strategic plan helps keep issues like digital equity , accessibility , literacy , preparation for an ever changing workforce , and social and environmental enrichment , front of mind. When the experience of the student is the priority for the school, the strategic plan becomes a collaborative effort to figure out how best to set students up for success.

Being on the same page for these goals is extremely important for schools: sound planning and communication helps ensure that stakeholders, including parents, teachers, administrators, principals, board members, and the greater community, are all striving for the same overall vision. And, when it comes to putting those plans into action, schools especially benefit from the habit of consistent performance measurement, which is something a strategic plan can help in ingraining.

For complex, multi-layered institutions such as an educational institute to successfully reach their goals—particularly after being so dramatically impacted by COVID-19—it requires not only proper management of human, budgetary, and time resources, but the creation of high-output teams, engaged and effective staff and teachers, and the consistent monitoring of progress. For schools, a strategic plan provides a north star for deepening a sense of community and knowledge, and breaks down the actionable steps to reach critical goals.

Download the guide ↓

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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The Importance of Strategic Planning in Education

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Strategic planning is a method used in various industries to deliberately guide decision-making. In education, strategic planning provides leaders with guidance to keep the institution operating, carry out its missions and comply with regulations. Educational strategic planning focuses on the future of a college or university, providing an intentional way to reflect on performance and determine where to implement initiatives to make positive changes for the future.

To create effective university strategic plans, administrators and stakeholders must understand the ins and outs of how they work and how they can apply them.

In This Article

• Lack of Ownership
• Poor Strategic Alignment
• Poor Communication
• Slow Plan Adoption
• Improve Efficiency
• Engage Stakeholders and the Community
• Form a Focus
• Plan a Future
• Test Your Hypotheses
• Use Specific Language
• Make Implementation a Priority
• Hold Team Members Accountable

Transform Strategic Planning and Execution Within Your Education Institution With AchieveIt

The challenges of strategic planning in education.

Universities and colleges face several pressures and challenges that can complicate strategic planning in educational environments. Understanding some of these challenges can help you overcome them to create an impactful approach.

1. Lack of Ownership

While strategic plans involve feedback and participation from all of your institution’s departments and entities, you should limit ownership of the plan and documentation to one person. Without explicit ownership over the strategic plan, initiatives are more likely to be lost, forgotten or overlooked. With one person in charge, your school is more likely to achieve success.

2. Poor Strategic Alignment

Alignment and representation across your university are crucial to success. Universities and colleges often experience a lack of strategic alignment because the church and state divisions typically have different goals for schools. These clashing perspectives lead to poor strategic alignment and a stand-still in decision-making.

3. Poor Communication

Many educational institutions also struggle with strategic planning due to poor organizational communication. Effectively implementing a strategic plan requires institutional-wide teamwork. Poor communication significantly increases the difficulty of agreeing upon and executing effective solutions and setting attainable goals.

4. Slow Plan Adoption

With a significant focus on innovation and growth, universities may make numerous changes in a year. Constant changes often lead to low motivation to adopt new plans. The longer your teams take to implement a strategic plan, the more likely it is to become outdated. When this situation happens, the plan becomes irrelevant to your current processes.

Why Education Institutions Need Strategic Planning

Despite the inherent challenges, educational strategic planning is necessary for a successful institution operation. A strategic plan can help you improve several aspects of your educational institution through intentional goal-setting and initiative implementation. Strategic planning for colleges and universities helps students, staff and the community progress toward a better future.

Here are a few reasons you should use strategic planning in education:

1. Improve Efficiency

One of the biggest reasons to begin strategic planning is the opportunity for improved efficiency in numerous areas of your organization. The challenges of educational planning often lead to a lack of efficiency. Strategic planning for schools allows leaders to determine more effective ways to streamline processes.

For example, your decision-making teams may take significant time to agree on new policies or procedures. Strategic planning helps your institution use time more efficiently because it allows you to form decision-making strategies.

Improved efficiency also results in better cost-effectiveness. The less time is wasted, the more money you’ll save, especially over time.

2. Engage Stakeholders and the Community

Strategic planning involves more people than only the primary decision-makers — your planning should involve your community and stakeholders. Feedback from these entities can help you develop a more beneficial and strategically targeted plan based on what these entities want or need from you. Engaging the stakeholders and community also shows you value their input and want to create an environment where they want to be.

3. Form a Focus

Determining a focus for the school year ahead can be challenging without clear objectives. Without focus, your institution will struggle to grow and attract students and staff. For example, you may have vague expectations for the upcoming school year, which prevents decisions and progress from being made. A strategic plan allows you to determine your goals and focus for the upcoming year and beyond while also helping you track your progress.

4. Plan a Future

Strategic planning is ideal for planning a successful future for your institution. Developing a plan for your future helps ensure your school can grow and continue benefiting from its offerings. Rather than being unprepared for the next year and future school years, you can effectively strategize to make the most of your school year.

Strategic Planning Tips for Education Institutions

While every school’s strategic plan will look different depending on its goals and resources, the strategic planning process is often similar for colleges and universities. Explore a few tips for educational strategic planning to help you get started:

1. Test Your Hypotheses

You’re ultimately hypothesizing the outcome when you set initiatives in your strategic plan. These hypotheses are often based on assumptions, though it’s typically best to experiment to determine what would work and what may not. For example, if you ask your faculty to begin submitting weekly reports, conduct a quick test to ensure they can do so and have time to do so.

2. Use Specific Language

Using vague or wordy language increases the risk of confusion and the possibility of initiatives being misunderstood and ignored. Swapping out complicated words for simpler, more specific words can help ensure everyone understands your plan. It can help to have someone review the language you use to ensure nothing is confusing and everyone is on the same page.

3. Make Implementation a Priority

Because schools involve numerous departments and divisions, implementing a plan can be difficult without prioritization . Make your plan a priority to ensure it’s properly implemented. Doing so is often easiest when leaders promote and require implementation.

4. Hold Team Members Accountable

Another way to make university strategic plans stick is by holding team members accountable. School performance management software allows you to track reports and other strategy-related information to determine who’s completing their duties so you can keep them accountable.

Educational institutions require significant planning to ensure a successful school year. Strategic planning software for higher education can help you focus your strategy despite your institution’s challenges. Software like AchieveIt has features that help your team turn ideas into actions.

A few things you can do with our software include:

• Solve common implementation challenges: AchieveIt makes connecting members of your team and various initiatives easy. You can track projects, keep everyone on the same page and quickly send updates.
• Gain comprehensive visibility: Our platform lets you see every initiative in real time, providing comprehensive visibility over progress.
• Consult with our experts: Our strategic plan experts help you execute your plan effectively. Draw on our expertise for inspiration or customize one of our templates to create your plan.

Let’s actually do this. Request a demo of AchieveIt to see what we can do for you today.

Meet the Author   Chelsea Damon

Chelsea Damon is the Content Strategist at AchieveIt. When she's not publishing content about strategy execution, you'll likely find her outside or baking bread.

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The Role of Strategic Planning in Ensuring the Success of Education

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Objectives And Goals Of Strategic Planning

In an overly competitive business world, it’s highly crucial for organizations to consistently ace up their game to stay relevant….

In an overly competitive business world, it’s highly crucial for organizations to consistently ace up their game to stay relevant. A part of it comes from effective strategic planning that involves crafting long-term strategic goals , and formulating a strategic plan that outlines the organization’s process to achieve these goals. Strategic Planning not only builds a competitive advantage for an organization, but also removes uncertainty and confusion. Let’s dive deep into the topic and build a deeper understanding of it.

What Is Strategic Planning?

How is strategic planning different from business planning, purpose of strategic planning and importance, the strategic planning process, effective strategic goals, what is strategic planning .

Strategic planning is the systematic process of defining an organization’s long-term goals and proposing strategies to achieve them. This is essential to elucidating the organization’s long-term vision and its process of making that vision a reality. The strategic planning process is used to effectively allocate resources, prioritize work, and ensure that organizational goals are backed by statistical data and sound reasoning.

In a nutshell, the process of strategic planning includes answering questions like:

• Where are we now?
• Where are we going?
• What is going to get in our way?
• What do we need to do to get to where we want to go?

Strategic planning differs greatly from business planning. Strategic planning requires you to withhold your general day-to-day activities and enunciate where your organization is heading. It also requires crafting strategic goals and objectives for the future and setting up milestones and steps required to achieve those goals. A business plan , on the other hand, is more concerned with creating and working on short- or mid-term goals. It focuses on goals that are not more than a year long and serves a specific purpose, such as directing operations, launching a product and acquiring funding.

The main purpose of strategic planning is to set clearly defined goals for the growth and success of your organization and achieve them with the help of an effective strategic plan. It establishes a connection between your organization’s mission, its long-term vision and the established plan. 

It’s important because of a variety of factors:

• It’s crucial to determine the direction and focus of an organization. 
• It ensures organizational alignment, allowing everyone to work towards shared goals. 
• It helps an organization understand its weaknesses and analyze potential risks.
• It boosts productivity and builds a positive work environment. 

Following are the steps involved in the development and execution of a strategic plan:

• Understanding your organization’s mission and defining its ultimate purpose.
• Describing your organization’s vision.
• Crafting long-term goals and objectives that are clearly aligned with the organization’s vision.
• Formulating a strategic plan that outlines how the organization will achieve its goals in the next 3–5 years.

Big Picture thinking is a critical aspect of the strategic planning process. Furthermore, the strategic planning process might look a bit simple at first, but the challenges start creeping in over time. It’s important for your organization to persistently stick to its plan, and leverage short term implementation to reach its goals.

Objectives of strategic planning are detailed statements of direction that indicate what all is necessary and important in an organizational strategy. Specifically, these are clear goals that the organization strives to achieve in the near future. Ideally, these are statements for the next 3-5 years that address the core competency and functional areas of an organization. These objectives help you draft strategies that include effective measures and initiatives. 

The following are some characteristics of effective strategic goals: 

Purpose-driven

Focused on the long term.

Some of the key aspects that you should focus on while drafting the right goals and objectives of strategic planning for your organization, include understanding your industry, and what your organization is seeking to achieve.

Objectives of Strategic Planning differ greatly based on the industry your organization is operating in. For instance, if you’re in IT, construction or technical services, which are fast-paced industries, you should focus on creating objectives that work for your organization’s growth goals. Launching a new range of products or investing in marketing and customer acquisition can be a few appropriate strategies. Organizations operating in slow-growing industries, such as coal power production and steel manufacturing, should bank on objectives that focus on stability, by managing expenses and protecting assets.

For creating goals of strategic planning , always begin with a label. The label must clearly define your organization’s long-term goals. For example, if customer retention is what your organization is eyeing, the objectives should focus on offering more value-for-money products and better customer services. But if your organization is seeking to improve employee retention rate, crafting objectives such as enhancing the recruitment process, streamlining the onboarding process and creating a better culture would help.

It’s essential to understand that while some organizations may require a comprehensive strategic plan for the future, others might just want to update their existing strategic plan, or specifically revise some elements of the plan. A lot of organizations focus on crafting a plan that tackles a particular strategic issue such as an unexpected competitive initiative, the latest technological trends or a possible M&A transaction. 

Let’s look at a few examples of strategic goals to understand them better.

Financial Objectives

• Increase revenue
• Maintain profitability
• Grow shareholder value
• Ensure favorable bond ratings
• Ensure financial stability

Internal Objectives

• Grow sales percentage for new products.
• Decrease employee turnover rate.
• Improve customer service and relationships.
• Invest in total quality management.
• Reduce a certain amount of cost annually.
• Streamline core business processes.

Customer Objectives

• Offer the best value for money.
• Cross-sell more products.
• Provide the best service.
• Increase market share.
• Expand product offerings.

Learning And Growth Objectives

• Enhance technical and analytical knowledge.
• Improve staff productivity.
• Build a performance-focused culture.
• Invest in productivity tools.
• Maintain alignment across the organization.

Strategic planning is important, and one can readily assume that with a good plan, any business will prosper. Harappa’s Making Decisions course that includes effective strategies, frameworks and mental models that will help you avoid uncertainty and make smarter strategic goals. Check it out now!

Radford University

Strategic planning.

Radford University’s 2018-23 strategic plan, “Embracing the Tradition and Envisioning the Future,” was launched by the university’s seventh president, Brian O. Hemphill (July 2016- June 2021). The strategic plan was executed by Hemphill and interim president Carolyn Ringer Lepre (July 2021-June 2022) and brought to closure in 2023 by Radford’s eighth president, Bret Danilowicz (July 2022-present).

Three points regarding the context of American higher education guided the development of the strategic plan. First, modern students are not the same as previous generations, so adaptations must be made to a more diverse student population that learns using different techniques and personal preferences, especially via technology. Second, considering the rapid changes in all aspects of culture, higher education must adapt to the speed at which society moves. Third, because of the greater financial burden on public agencies at the national, state and local levels, the university must adapt to the changing funding model for higher education.

“Embracing the Tradition and Envisioning the Future” segmented Radford’s challenges and opportunities into three overarching themes: technology innovation, funding and campus environment. Six focal areas were then identified as strategic priorities for Radford University: academic research and excellence, brand identity, economic development and community partnerships, philanthropic giving and alumni engagement, strategic enrollment growth and student success.

Following its approval by the Radford University Board of Visitors, the strategic plan began in January 2018. Major accomplishments include the merger with Roanoke’s Jefferson College of Health Sciences to form Radford University Carilion; the establishment of the Vinod Chachra IMPACT Lab as the first competency-based education program within a Virginia public four-year institution; and the integration of the Highlander Success Center to serve as a one-stop academic and career support service for students.

The physical footprint of the university changed significantly during the strategic plan. Reed and Curie Halls, home of the Artis College of Science and Technology, went through a state-of-the-art remodeling that was completed in early 2020. The Highlander Hotel Radford, a six-story destination hotel with two restaurants and 6,000 square feet of event space, opened in April 2023. Construction began in 2021 on the largest building in university history, the 178,000-square-foot Artis Center for Adaptive Innovation and Creativity. The Artis Center, which will contain unique, collaborative learning spaces for the arts and health sciences, is scheduled to open in fall 2024.

With the completion of “Embracing the Tradition and Envisioning the Future,” Radford University is positioned to address new challenges while offering high-quality educational experiences and driving economic development for Southwest Virginia and the entire commonwealth.

• 2018-2023 Strategic Plan Recap [PDF]
• 2018-2023 Strategic Plan [PDF]

WSU Global Campus 2024 – 2029 Strategic Plan

Wsu global campus strategic plan, introduction.

Since the very first offering of distance degree programs at WSU in 1992, students’ experiences have evolved as new technologies and learning innovations have become available. Twenty years later, in 2012, Global Campus became the fifth campus in the WSU system and has continued to grow by staying true to the mission and core values. As the OneWSU system has evolved, Global Campus has continued to focus on leveraging their strengths as one part of the whole system.

Because Global Campus knows no boundaries, the OneWSU education can be offered to any student, anywhere, anytime. The strategic plan supports WSU’s core mission through all of its goals and objectives and aligns closely with the system goal to prepare future leaders, scholars and global citizens (System Goal 2) and to advance a culture of engagement and collaboration across is multi-campus system that values and invests in resources (System Goal 4).

To provide innovative online education that empowers learners from diverse backgrounds to achieve their personal and professional goals while contributing to an engaged citizenry of Washington, the United States, and world.

Envisioned Future

WSU Global Campus will be a leader in online education, recognized for its commitment to student success, teaching excellence, and cutting-edge pedagogical research.

Vivid Description

WSU Global Campus will be known for transforming the lives of our students and the communities we serve by fostering a collaborative learning community that promotes intellectual curiosity, critical thinking, and cultural competency.

Our students will benefit from a flexible, high-quality education that prepares them for the opportunities and challenges of the 21st century. Our global perspective will drive a more just and sustainable world.

Our valued faculty and staff members will be empowered, motivated, and supported to contribute their best to the growth and success of our institution, fostering a culture of belonging and excellence in higher education.

Goal 1 – Access and Inclusivity

To ensure diversity, equity, and inclusion in our learning community, Global Campus will enable access to a wide range of educational opportunities, including Continuing and Professional Education. We will work to ensure that our staff represent the diversity in the communities we serve, increasing our ability to attract and support students from all backgrounds. [Supports System Goals 1 & 2]

• Inclusive Policies and Practices: Review and update institutional policies and practices to ensure they are inclusive and free from bias. This includes admissions policies, hiring practices, and curriculum updates.
• Increase seats, courses, and programs: Expand the availability of seats, courses, and programs for online-only students to increase enrollments on the Global Campus.
• Financial Aid and Scholarships: Expand financial aid options and support staff to make education more affordable and accessible to a broader range of students.
• Marketing and Outreach: Effectively market Global Campus learning opportunities to reach and attract a diverse and qualified audience of potential students, focusing on non-traditional learners and working professionals.
• Credit Transfer and Articulation: Streamline the process for credit transfer and articulation agreements with other institutions to ensure that students can seamlessly transition between programs and campuses.

Anticipated Metrics

• Amount of financial support given and the number of students receiving support.
• Number of enrolled and graduating Global Campus students.
• Demographics of Global Campus students and staff.
• Yield of enrolled transfer students.

Goal 2 – Flexible Learning Opportunities

WSU Global Campus will partner with its physical campuses to create and operationalize flexible learning opportunities for current and future students across the world. [ Supports System Goals 2 & 4]

• Technology Infrastructure: Ensure there is robust technology infrastructure in place to support flexible learning offerings.
• Policy: Develop an enrollment policy for student access to Global Campus courses to allow students to seamlessly navigate between face-to-face courses and online courses as their needs require.
• Personalization and Flexibility: Increase the ability for all students to access course plans and program pathways, across all campuses, that enable students to tailor their educational experiences to their individual needs, interests, and career goals.
• Communication and Transparency: Maintain open communication with students, faculty, staff, and leadership about the commitment to flexible learning opportunities, its progress, and its impact on student success.
• Range of majors, certificates, and courses available to students on all campuses.
• Improved enrollment processes and resources available to support students.
• Time to degree for students who take advantage of multiple learning modalities.

Goal 3 – Innovative and Dynamic Support for Student Learning

WSU Global Campus will elevate teaching excellence by establishing a comprehensive faculty development program that supports, recognizes, and rewards effective teaching, resulting in innovative and dynamic support for student learning that enhances engagement, promotes academic success, and prepares students for the challenges of the future. [Supports System Goals 1, 2, & 4]

• Pedagogical Innovation: Encourage and support faculty in exploring innovative teaching methods and approaches to create more engaging, inclusive, and effective learning environments through creation of a faculty development program that clearly defines the criteria and characteristics of teaching excellence.
• Multimodal Learning Resources: Develop and curate a diverse range of learning materials, including (but not limited to) multimedia content, open educational resources (OER), and accessible content to accommodate various learning needs.
• Educational Technologies: Research and integrate new technologies with the goal of increasing engagement and enhancing learning outcomes.
• Research Evaluation: Foster a culture of research and evaluation to assess the impact of innovative learning support on student outcomes and adapt strategies accordingly.
• Expand Learning Opportunities: Collaborate with colleges and departments to expand the number and range of degree programs for students and increase the number of courses available on the Global campus.
• Stakeholder Collaboration: Strengthen collaborations with industry partners, alumni, and other stakeholders to ensure that course plans and programs are relevant to current workforce needs and career pathways.
• Faculty engagement with faculty support teams.
• Diversity of learning resources available for students and faculty.
• Number of majors and courses available to students.
• Number of industry partnerships and collaborations.

Goal 4 – Student Success

Facilitate student success and a transformative educational experience through initiatives, systems, policies, and programs. [Supports System Goals 2 & 3]

• Mentorship and Peer Support: Create mentorship programs and peer-to-peer support networks that connect students with experienced mentors and peers to foster collaboration, motivation, and a sense of belonging.
• Student Engagement and Community Building: Expand avenues for student engagement through community building activities and opportunities and create opportunities for student feedback to enrich the student experience.
• Partnerships: Expand partnerships with industry leaders and professional organizations to facilitate remote internships, co-op programs, and experiential learning opportunities that enable students to gain practical experience without geographical constraints.
• Continuous Quality Improvement: Utilize data analytics, technology, and predictive modeling to foster a culture of continuous improvement and assessment of student success.
• Persistence, retention, and graduation rates.
• Student success post-graduation: employment and graduate school.
• Availability of relevant data and analysis to meet goals and objectives.
• Response rates to student feedback surveys.

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Strategic Plan

The U.S. National Science Foundation 2022–2026 Strategic Plan describes NSF's mission, vision, core values, goals and strategic objectives for the next five years.

The NSF 2022–2026 Strategic Plan builds on 70 years of NSF driving critical research across all fields of science and engineering and lays out the agency's vision for the future of discovery and innovation. 

Read on to learn more about NSF's mission, vision, core value and goals and objectives.

The NSF vision: A nation that leads the world in science and engineering research and innovation, to the benefit of all, without barriers to participation.

The NSF mission: NSF promotes the progress of science by investing in research to expand knowledge in science, engineering and education. NSF also invests in actions that increase the capacity of the U.S. to conduct and exploit such research.

To promote the progress of science; to advance the national health, prosperity and welfare; and to secure the national defense.

NSF's core values: NSF's core values are essential and enduring tenets that guide everyone in the organization as we support the agency's mission. They have been developed with the active engagement of NSF staff. These values identify who we are and what is important to us. They guide how we make decisions, set priorities, address challenges, manage trade-offs, recruit and develop personnel and work together with our awardees.

• Scientific leadership.
• Diversity andinclusion.
• Integrity and excellence.
• Public service.
• Innovation and collaboration.

Explore NSF's Strategic Goals and Objectives

Strategic goal 1 — empower, empower stem talent to fully participate in science and engineering..

S&E are key to the nation's economic progress, and people are the core of America's scientific progress. To accelerate the advancement of discovery and learning, prepare for a world in which work is increasingly reliant upon scientific and technological skills and ensure that all citizens share in the benefits that flow from research, we must promote inclusion in the research community and STEM workforce, access to STEM learning and training and widespread STEM literacy.

Our global competitiveness depends critically on the readiness of the nation's STEM workforce, but millions of talented individuals are missing from that workforce. NSF seeks to empower these missing millions15 by making strategic investments in researchers and research training to harness the talents and creativity of America's diverse population. NSF also supports research into practical ways to promote a scientifically literate U.S. population that is well prepared for the economy and challenges of the 21st century.

NSF also supports research into practical ways to promote a scientifically literate U.S. population that is well prepared for the economy and challenges of the 21st century.

Strategic Objective 1.1 — Ensure accessibility and inclusivity Increase the involvement of communities underrepresented in STEM and enhance capacity throughout the nation.

Strategic Objective 1.2 — Unleash STEM talent for America Grow a diverse STEM workforce to advance the progress of science and technology.

Research Experiences for Undergraduates (REU) NSF funds a large number of research opportunities for undergraduate students thought its REU Sites program. These experiences have inspired many students to pursue careers in research and science. REU Sites make a special effort to recruit from groups underrepresented in science and engineering.

Strategic Goal 2 — Discover

Create new knowledge about our universe, our world and ourselves..

This goal furthers the first part of NSF's mission, "to promote the progress of science," pursuing the generation of new knowledge so the nation remains a global leader in expanding discovery in science, engineering and learning. By generating new knowledge, NSF-funded researchers provide the nation with the capability to maintain scientific, technological and economic leadership in a competitive world.

Fundamental research is a capital investment for the nation. Basic research leads to new knowledge. It provides scientific capital. It creates the fund from which the practical applications of knowledge must be drawn. New products and new processes do not appear full-grown. They are founded on new principles and new conceptions, which in turn are painstakingly developed by research in the purest realms of science. Those practical applications of knowledge sometimes begin to be realized very quickly; for example, some of NSF's investments in research related to the SARS-CoV-2 pandemic produced actionable results within months. In other cases, the practical applications may not be fully felt until decades after the initial basic research. A connection between fluid dynamics and an improved industrial process may be easier to foresee than the practical benefits of fundamental physics research into what Einstein called "spooky action at a distance," but the initial research on quantum mechanics in the early 20th century paved the way for the development of new approaches to secure communications and more powerful computers that is underway in the 21st century's research on quantum information systems.

Just as financial advisors stress the importance of diversifying investments, so the benefits of research are maximized when a wealth of different fields and research questions are supported. NSF embodies this by supporting all fields of basic science, engineering and STEM learning research. NSF welcomes proposals for original research and for new tools, such as advanced instrumentation, data analysis, computation and novel facilities. Investment in competitively selected projects expands the knowledge base from which innovation springs. A special role of NSF is to encourage creative efforts that may not fit within the domain of specific mission agencies.

NSF fosters a culture of "smart risk-taking" and cultivates the spirit of exploration in researchers and students. Reviewers are encouraged to look for high potential rewards that justify taking risks to support projects that may not always work as planned.

NSF provides leadership in an evolving global research enterprise by supporting modern collaborative approaches to science, funding research within and between traditional fields and strengthening interactions between U.S. researchers and their leading counterparts abroad. By using novel funding mechanisms for exploratory research, NSF catalyzes and incubates new fields of research and the search for new insights that disrupt traditional understanding.

Strategic Objective 2.1 — Advance the frontiers of research Accelerate discovery through strategic investments in ideas, people and infrastructure.

Strategic Objective 2.2 — Enhance research capability Advance the state of the art in research practice.

Enabling the biotechnology industry NSF-supported researchers Jennifer Doudna and Emmanuelle Charpentier teamed up to fuse tracr-RNA and CRISPR-RNA to produce what they called guide RNA, a tool that enables cleavage of DNA molecules at extremely precise locations, based on how the guide RNA was designed. This technology continues to transform the way we understand gene regulation.

Strategic Goal 3 — Impact

Benefit society by translating knowledge into solutions..

NSF has since its creation in 1950, impacted society not only in the U.S. but also around the world. From groundbreaking discoveries used for medicine and gene therapies to cybersecurity research that protects individuals, corporations and governments alike, NSF has been at the forefront of scientific discovery and technological advancements improving society for this generation and the next.

Curiosity-driven, discovery-based explorations and use-inspired, solutions-focused innovations are part of NSF's DNA. The scientific pursuit of knowledge and understanding is part of the development of new technological capabilities. And in turn, those new capabilities allow us to pursue new research questions that were either unseen or out of our reach.

For the past 70 years, NSF has made transformative impacts possible through strategic, long-term commitments to advancing the entire spectrum of research, and through partnerships to catalyze new ideas, new discoveries and new technologies.

Decades of investment have positioned the U.S. as the world leader in curiosity-driven research and resulted in breakthroughs in emerging fields from renewable energy to quantum computing and AI. These discoveries have also resulted in translation of research and innovations that have changed the world — from smartphones to 3D printing and much more.

To accelerate translation of knowledge to innovation outcomes requires looking at all the components that make it possible — partnerships, infrastructure, and most importantly, people. NSF advances scientific careers by providing the support needed for researchers to explore bold ideas. For example, NSF has a multitude of programs, fellowships and career awards to strengthen pathways into STEM fields, increase diversity and expand our reach into all communities where talent exists.

By engaging stakeholders outside the research community, research questions whose answers will have a meaningful societal impact can be more readily identified. Such research is strengthened by the active involvement of stakeholders in shaping and facilitating the research, as well as in evaluating intermediate results.

Strategic Objective 3.1 — Deliver benefits from research Advance research and accelerate innovation that addresses societal challenges.

Strategic Objective 3.2 — Lead globally Cultivate a global S&E community based on shared values and strategic cooperation.

Jump-starting the Quantum Revolution NSF's strategic investments in foundational R&D have jump started the quantum revolution. NSF-funded researchers are laying the groundwork for quantum technologies by developing new materials and components. Efforts to develop a viable quantum computer could advance multiple fields including AI, personalized drug development and weather forecasting.

Strategic Goal 4 — Excel

Excel at nsf operations and management..

The first three strategic goals are associated with quickly evolving challenges. Meeting these and effectively fulfilling NSF's mission requires blending strong scientific leadership with robust organizational leadership. Both are characterized by vision and flexibility. NSF will reinforce its capacity to scale rapidly to advance an expanding portfolio that meets the growing need for breakthroughs in research and innovation.

With the rapidly growing importance of exploratory and solutions-focused research for securing economic competitiveness and meeting pressing societal challenges, NSF must expand and strengthen the speed and scale at which research is conducted, research products are delivered and research and innovation communities grow.

Strategic Objective 4.1 — Strengthen at Speed and Scale Pursue innovative strategies to strengthen and expand the agency's capacity and capabilities.

Strategic Objective 4.2 — Invest in People Attract, empower and retain a talented and diverse NSF workforce.

United States Antarctic Program Without interruption since 1956, Americans have been studying the Antarctic and its interactions with the rest of the planet. These investigators and supporting personnel make up the U.S. Antarctic Program. Funded and managed by NSF, the program carries forward the Nation's goals of supporting the Antarctic Treaty, fostering cooperative research with other nations, protecting the Antarctic environment, and developing measures to ensure only quittable and wise use of resources.

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Strategic Goal 3: Strengthen Social Well-being, Equity, and Economic Resilience

Strategic Objective 3.1: Provide effective and innovative pathways leading to equitable economic success for all individuals and families

Strategic Objective 3.2: Strengthen early childhood development and expand opportunities to help children and youth thrive equitably within their families and communities

Strategic Objective 3.3: Expand access to high-quality services and resources for older adults and people with disabilities, and their caregivers to support increased independence and quality of life

Strategic Objective 3.4: Increase safeguards to empower families and communities to prevent and respond to neglect, abuse, and violence, while supporting those who have experienced trauma or violence

HHS works to strengthen the economic and social well-being of Americans across the lifespan.  HHS provides effective and innovative pathways leading to equitable economic success for all individuals and families.  The Department strengthens early childhood development and expands opportunities to help children and youth thrive equitably within their families and communities.  HHS expands access to high-quality services and resources for older adults and people with disabilities, and their caregivers to support increased independence and quality of life.  HHS also increases safeguards to empower families and communities to prevent and respond to neglect, abuse, and violence, while supporting those who have experienced trauma or violence.

In the context of HHS, this Strategic Plan adopts the definition of underserved communities listed in Executive Order 13985 : Advancing Racial Equity and Support for Underserved Communities through the Federal Government to refer to “populations sharing a particular characteristic, as well as geographic communities, who have been systematically denied a full opportunity to participate in aspects of economic, social, and civic life”; this definition includes individuals who belong to underserved communities that have been denied such treatment, such as Black, Latino, and Indigenous and Native American persons, Asian Americans and Pacific Islanders and other persons of color; members of religious minorities; lesbian, gay, bisexual, transgender, and queer (LGBTQ+) persons; persons with disabilities; persons who live in rural areas; and persons otherwise adversely affected by persistent poverty or inequality.  Individuals may belong to more than one underserved community and face intersecting barriers.  This definition applies to the terms underserved communities and underserved populations throughout this Strategic Plan.

Related Executive Orders (EO) and White House Action Plans and Memoranda:

• EO 13166 : Improving Access to Services for Persons with Limited English Proficiency
• EO 13985 : Advancing Racial Equity and Support for Underserved Communities Through the Federal Government
• EO 13988 : Preventing and Combating Discrimination on the Basis of Gender Identity or Sexual Orientation
• EO 13993 : Revision of Civil Immigration Enforcement Policies and Priorities
• EO 14000 : Supporting the Reopening and Continuing Operation of Schools and Early Childhood Education Providers
• EO 14002 : Economic Relief Related to the COVID-19 Pandemic
• EO 14010 : Creating a Comprehensive Regional Framework to Address the Causes of Migration, to Manage Migration Throughout North and Central America, and to Provide Safe and Orderly Processing of Asylum Seekers at the United States Border
• EO 14011 : Establishment of Interagency Task Force on the Reunification of Families
• EO 14012 : Restoring Faith in Our Legal Immigration Systems and Strengthening Integration and Inclusion Efforts for New Americans
• EO 14013 : Rebuilding and Enhancing Programs to Resettle Refugees and Planning for the Impact of Climate Change on Migration
• EO 14031 : Advancing Equity, Justice, and Opportunity for Asian Americans, Native Hawaiians, and Pacific Islanders
• EO 14045 : White House Initiative on Advancing Educational Equity, Excellence, and Economic Opportunity for Hispanics
• EO 14049 : White House Initiative on Advancing Educational Equity, Excellence, and Economic Opportunity for Native Americans and Strengthening Tribal Colleges
• EO 14050 : White House Initiative on Advancing Educational Equity, Excellence, and Economic Opportunity for Black Americans
• EO 14091 : Further Advancing Racial Equity and Support for Underserved Communities Through the Federal Government
• Memorandum on Tribal Consultation and Strengthening Nation-to-Nation Relationships
• National Strategy for the COVID-19 Response and Pandemic Preparedness, January 2021
• Path Out of the Pandemic: President Biden’s COVID-19 Action Plan

Related Legislation:

• 21st Century Cures Act
• Action for Dental Health Act of 2018
• Agriculture Improvement Act of 2018
• Americans with Disabilities Act (1990) and Amendment (2008)
• Autism Collaboration, Accountability, Research, Education, and Support (CARES) Act of 2019
• Bipartisan Budget Act of 2018
• Child Support Recovery Act of 1992
• Childhood Cancer Survivorship, Treatment, Access, and Research (STAR) Act of 2018
• Consolidated Appropriations Act, 2021
• Coronavirus Aid, Relief, and Economic Security (CARES) Act
• FDA Reauthorization Act of 2017
• Health Care and Education Reconciliation Act of 2010
• Health Insurance Portability and Accountability Act of 1996 (HIPAA)
• Indian Arts and Crafts Amendments Act of 2010
• Indian Community Economic Enhancement Act of 2020
• Organ Donation and Recovery Improvement Act
• Lifespan Respite Care Act of 2006
• Medicare-Medicaid Anti-Fraud and Abuse Amendments
• Pandemic and All Hazards Preparedness Reauthorization Act (PAHPRA) of 2013
• Patient Protection and Affordable Care Act
• Public Health Improvement Act
• Public Health Security and Bioterrorism Preparedness and Response Act of 2002
• Section 504 of the Rehabilitation Act of 1973, as amended
• Substance Use–Disorder Prevention that Promotes Opioid Recovery and Treatment (SUPPORT) for Patients and Communities Act
• Tribal Law and Order Act of 2010
• Violence Against Women Act of 2013

Within HHS, the following divisions are working to achieve Strategic Goal 3: Administration for Children and Families (ACF), Administration for Community Living (ACL), Agency for Healthcare Research and Quality (AHRQ), Centers for Disease Control and Prevention (CDC), Centers for Medicare & Medicaid Services (CMS), Food and Drug Administration (FDA), Health Resources and Services Administration (HRSA), Indian Health Service (IHS), National Institutes of Health (NIH), Office of the Assistant Secretary for Planning and Evaluation (ASPE), Office for Civil Rights (OCR), Office of the Assistant Secretary for Health (OASH), Office of Global Affairs (OGA), and Substance Abuse and Mental Health Services Administration (SAMHSA).

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