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The planning process is the same in every sector; execution is not. On ClearPoint, Energy and Utilities complete 25.81% of strategic projects, while nonprofits complete 5.29%. Ownership is thinnest in healthcare, where roughly 89% of strategic objectives have no active owner, and in higher education, at about 81%. Each sector also plans around its own constraints: accreditation cycles for universities, quality and regulatory reporting for hospitals and utilities.
From completion rates to staff sizes and more, the data from our 2026 Strategic Planning Report reveals what each sector does best — and where execution breaks down.
With ClearPoint assisting their institutional effectiveness program, the College reduced the time it takes to get updates by half.
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The strategic management processes the College put in place has propelled the College ahead in all of its strategies. One area that has benefited greatly is external partnerships.
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Fox Chase Cancer Center underwent a strategic refresh process and created a new strategic plan that aligns department goals and KPIs with organization wide strategies.
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Learn how the health department leverages ClearPoint's performance management system to drive better results.
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As AACN grew, the elaborate spreadsheets that housed the information of over 25 different departments quickly became obsolete. They needed a new way to track and share their strategy.
Read the storyThe planning process is the same in every sector; execution is not. On ClearPoint, Energy and Utilities complete 25.81% of strategic projects, while nonprofits complete 5.29%. Ownership is thinnest in healthcare, where roughly 89% of strategic objectives have no active owner, and in higher education, at about 81%. Each sector also plans around its own constraints: accreditation cycles for universities, quality and regulatory reporting for hospitals and utilities.
The steps are the same, but the plan has to connect clinical quality, operations and finance, and ownership is thinner: roughly 89% of healthcare strategic objectives on ClearPoint have no active owner. A balanced scorecard paired with a strategy map is a common way to keep those goals connected.
Build the plan to feed the accreditation cycle instead of competing with it. MSCHE, SACSCOC, HLC and WSCUC run on roughly 8–10 year cycles, so a plan built on that horizon supplies evidence for the self-study.
Community colleges usually plan three to five years out; universities five to ten.
Energy and utilities. They complete 25.81% of strategic projects on ClearPoint, the highest of any sector, against 5.29% for nonprofits. Continuous regulatory reporting helps: external accountability becomes an internal habit.
Measures across six dimensions rather than volume alone: safety, effectiveness, efficiency, timeliness, patient-centeredness and equity. Give each one a definition, an owner and a reporting cadence, or it becomes a number nobody acts on.
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