The Strategic Planning process at Creighton University is moving down two paths simultaneously. The first path is the continuation of Project 125, introduced publicly in 2003 by President John P. Schlegel, S.J. Initiated in 1998, Project 125 represents the culmination of five years of foward-thinking, discussion, and collaboration. That strategic planning process resulted in a five-year strategic plan, which will operate until 2008.

In 2004, a second path of strategic planning was initiated. This path focuses on identifying strategic issues that the university must attend to in the short-term in order to guarantee the university's health and to take advantage of new opportunities that fit our mission. This new approach works in combination with Project 125. The Project 125 tactics that still require attention remain active. Going forward, new tactics will be connected to strategic issues and goals, not Project 125 goals. This strategic issue-focused process affords us three opportunities. First, it allows us to have top-down identified strategic issues that need our collective attention. Second, it allows us to generate issue-specific goals and tactics from the grass-roots level, making those strategic issues relevant to our daily work. Third, it allows us to tie the strategic planning process to the operating and capital budgeting processes. All proposed tactics that require new budget allocations must be tied to a strategic issue. Without that, no funding will be allocated for those tactics. Additional information useful during the strategic planning process is available here.