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Monday, May, 14, 2012

SCUP Email News for May 7, 2012

Quote of the Week

We’re caught. We’re told that we need to provide eight to 23 million more workers with postsecondary education over the next decade. But public sector resources are being capped or cut at almost every turn. What do we do? If we were to design America’s postsecondary education system today, we’d be guided by culture and society.  We’d celebrate the diversity of postsecondary programming, students and delivery. And the lines between public and private sectors would fade.  What will a public-private partnership mean for higher education?

The Emerging Public-Private Partnership in Higher Education will be presented by Steve Gunderson, president & chief executive officer, Association of Private Sector Colleges and Universities (APSCU) at SCUP–47 in Chicago, Monday, July 9, 2012, 1:45 PM–2:45 PM. More about Gunderson here. Early indications are that this will be a very popular session. 

This Week's Scan of Higher Ed News & Resources

The Game Has Changed. What Are You Planning For?

A must-read by Charles Henry and Brad Wheeler, in EDUCAUSE Review. These authors have produced an excellent position statement highly relevant to institutional direction planning. Their list of 8 things the academy can do to rethink and rebalance sound like a list of integrated planning tenets.

  1. Stop thinking about projects as isolated, local activities. Rather, every major project is an element of a much wider environment of activity that needs to be federated at some level as a functional facet of the whole.
  2. Promote large-scale efforts that bring together multiple elements of higher education (libraries, IT departments, scholarly societies, administration, research centers, publishers) and eschew proposals that rely on a single community or profession to solve a major challenge.

Get the SCUP Insider Tour of the Second Tallest University Building in the US, During Construction

If you’ve been on a SCUP campus tour, you know that they are unique, insider experiences with peers and colleagues, created by peers and colleagues, about campuses they know well. This will be a good one:

Roosevelt University has broken ground on a 32-story academic building that will be the second tallest university building in the country and the sixth tallest in the world. A unique vertical campus, it will have classrooms, laboratories, offices, dorm rooms, a dining hall, fitness facilities and student services all under one roof. Roosevelt is not just constructing a building; it is creating a great university experience. All tours are listed here.

Library Leaders’ Call to Innovate: Is Higher Ed a Dyson or an iRobot? (PDF)

Brian Mathews is the Associate Dean for Learning and Outreach at Virginia Tech. His blog is about designing better user experiences and the pursuit of use-sensitive libraries. He recently self-published an interesting monograph, Think Like a Startup: A White Paper to inspire library entrepreneurialism.

Which side of the revolution will we be on? Dyson offers beautiful state-of-the-art vacuum machines. Their tools are top of the line. But ultimately, it’s still a chore to push a vacuum cleaner around the floor. If we’re talking about transformative ideas then iRobot is the place to focus your attention. Their machines are autonomous. Vacuuming isn’t a chore; it’s just something that happens while you sleep, work, or run errands. Their focus isn’t on providing new hardware, but on providing an ingenuous system that cleans surfaces for you. Carpets. Tiles. Hardwood. Pools. The Roomba is a revolution! It’s a new way of thinking. It’s solving a problem in a different way. ...

And that’s what we need right now. We need to reinvent not just what we do, but how we think about it.This document is intended to inspire transformative thinking using insight into startup culture and innovation methodologies.

Integrated Planning: Moving From Vision Through Implementation to Achievement

Another highly anticipated SCUP–47 presenter is Larry Goldstein, president of Campus Strategies, LLC. Here’s his abstract:

Institutions can achieve improved overall effectiveness by addressing operational planning, resource allocation, and assessment in an integrated fashion that ensures appropriate attention to each process.  This session will focus on a comprehensive model that relies on both strategic and infrastructural planning to guide operational planning.  Instead of relying on the operating budget to serve as the de facto operating plan, these plans are developed with intentionality and then resourced appropriately and subjected to ongoing assessment.

Integrated Planning: One Definition and Image

Taking a look around at how others write about “integrated planning,” we liked this graphic from Synthesis Partnership, along with the accompanying description, below. 

At the core of integrated planning are strategic, program, and business planning, the why, what and how of the organization.

Strategic planning is essentially broad- based consensus-building around mission and goals. It draws all stakeholders into a discussion that reinvigorates the sense of communal purpose.

Program planning develops services, programs and delivery mechanisms, and identifies the resources needed to implement them. Much of this work needs to be dealt with very lightly in strategic planning, at the policy level. The details are the prerogative of the executive director and professional staff.

Business planning is as crucial for a non-profit institution as it is in a for- profit business. A business plan details the means by which the organization is to be supported and sustained, determines operational feasibility, and provides the staffing, financial, market, and operational details required. Business planning typically is the responsibility of the Executive Director, CFO, and the board.

Around the World in 60 Minutes—The World's Best University Architecture

Presented at SCUP–47 on Wednesday, July 11 at 8: 30 am by Wendy Parker, competition promotion manager, Campus Planning Office, University of Manitoba and W. Alan Simms, Associate Vice President, Administration, University of Manitoba

Building on the success of last year's presentation "Does Building Consensus Compromise Creativity," presenters offer an exciting and thought-provoking visual tour of the world's most innovative and dramatic university architecture. How are architects realizing, in a creative way, the new paradigm of cross-disciplinary collaboration combined with budget cuts? Through interviews with university administrators, architects, and project managers, this vivid, visual journey highlights the ways architects and administrators work together to commission enlivened and exciting projects.



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