Universities often use strategic planning as the compass for navigating change. Traditionally, this process has involved setting long-term goals, outlining broad initiatives and implementing institution-wide strategies over extended periods – often five years or more.
While this method provides a sense of direction, it frequently lacks the agility required to adapt to rapid changes prompted by technology, student demographics, policy mandates and workforce needs. To meet these contemporary challenges, many universities are increasingly looking for a more dynamic, actionable and outcome-driven approach. One model that addresses these needs is project-based strategic planning.
Project-based strategic planning reimagines the strategic planning process by emphasising iterative, measurable and project-specific actions that align with overarching institutional goals. Rather than relying solely on abstract objectives and long-term commitments, project-based strategic planning breaks down the university’s strategic vision into manageable, high-impact projects. These serve as practical engines of progress, with each one contributing directly to a particular strategic priority while remaining flexible enough to evolve over time.
Build the strategic framework
Project-based strategic planning begins with the development of a strategic framework that outlines the university’s overarching goals. These broad categories then serve as the pillars in the framework, with specific projects designed for each.
The key difference in this model is that the strategic framework does not prescribe static initiatives to be maintained indefinitely. Instead, it identifies priority areas and defines success through measurable outcomes. Each pillar of the framework becomes an area for continuous innovation, driven by a rotating portfolio of strategic projects.
- Spotlight guide: What innovation needs to thrive in higher education
- Ways to create time and mental space for strategic innovation in higher education
- How to create a start-up dynamic in academia
Design high-impact projects
For each component of the strategic framework, two to three targeted projects are developed. These projects are designed with clear objectives, timelines, budgets, responsible parties and success metrics. They are not intended to be permanent fixtures but rather purposeful interventions to drive progress in specific areas. At Athens State University, we use small committees for each category of the strategic plan and that small committee develops the projects for that area.
Every project is tailored to move the institution forward in measurable and meaningful ways. To increase retention and foster a sense of belonging among our mostly online students, Athens State has created a student convocation that happens during the first week of fall classes. Students are encouraged to come to campus for an evening that includes dinner and discussions as well as a tour of campus and the opportunity to meet faculty.
Importantly, these projects are not launched in isolation. They are developed through cross-functional collaboration involving faculty, staff, students and administrators to ensure alignment with institutional priorities and support from key stakeholders. This collaborative design process enhances the relevance, creativity and sustainability of each project.
Evaluation and adaptation
Using project-based strategic planning provides a means for ongoing evaluation. Once a project is launched, it is monitored using pre-established metrics such as graduation rates, student satisfaction scores, financial performance indicators or employee engagement surveys – depending on the nature of the initiative.
At the conclusion of the project’s timeline – or at designated checkpoints – it undergoes a structured review process. The results are analysed to determine whether the project is meeting its objectives. Based on this evaluation, the university may choose to:
- Continue the project in its current form if it is delivering strong results
- Modify the project by refining its scope, reallocating resources or addressing unforeseen challenges
- End the project if it is not yielding sufficient outcomes or if strategic priorities have shifted.
This cycle of evaluation ensures that resources are continually directed toward the most effective strategies, eliminating the common pitfall of maintaining underperforming initiatives simply because they are embedded in a traditional strategic plan.
Iterative progress and strategic agility
Once a project is completed or ended, a new project is developed to take its place within the same strategic pillar. This cyclical model creates a rhythm of continuous improvement, with the university steadily advancing toward its long-term goals through a series of short- and medium-term wins.
This project-based approach allows the institution to remain agile in the face of change. For instance, if emerging technologies, accreditation changes or societal needs demand a shift in focus, the university can quickly pivot by designing new projects that respond to these developments – without overhauling the entire strategic plan.
The iterative nature of this model fosters a culture of innovation and responsiveness. Faculty and staff are encouraged to propose and lead projects and can contribute their expertise and creativity to institutional progress. This distributed leadership model builds engagement and accountability at all levels of the university.
A culture of measurable impact
Perhaps the most transformative aspect of project-based strategic planning is its emphasis on evidence-based decision-making. By tying every strategic initiative to measurable outcomes and embedding a feedback loop into the process, the university cultivates a culture driven by results, transparency and accountability.
Project-based strategic planning represents a meaningful evolution in how universities can approach strategic decision-making. By anchoring institutional goals to a flexible framework of time-bound, measurable projects, this model fosters continuous improvement, adaptability and focused execution. Rather than being bound by static plans that struggle to keep pace with change, the university becomes a dynamic learning organisation – always moving forward, always refining its approach and always aligned with its mission. This model offers not only a strategy for progress but a blueprint for transformation.
Catherine Wehlburg is president of Athens State University.
If you would like advice and insight from academics and university staff delivered direct to your inbox each week, sign up for the Campus newsletter.
comment