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Planning for Higher Education Journal

Published
May 29, 2024

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Stakeholder Engagement Paves the Journey from Learning to Employment

Future Nurses ‘See’ Their Success in a Revitalized Corporate Building

By: Rob Koran, EMBA, Michael Ufer, MArch, and Lindsey Feola, MArch

Planners for West Coast University connected with stakeholders to solicit input and gain consensus on decisions. The result is a technology-rich building and academic program that helps nursing students achieve their objectives

From Volume 52 Number 3 | April–June 2024

Abstract: Planners for West Coast University connected with stakeholders to solicit input and gain consensus on decisions. The result is a technology-rich building and academic program that helps nursing students achieve their objectives

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Planning for Higher Education Journal

Published
January 9, 2024

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Collaborating, ‘Speed Dating,’ Celebrating, and More

Augusta University Equipped a Core Team to Engage Stakeholders in Strategic Planning

By: Mickey Williford, MPA and Brittany Cipollone, MBA, MAT

University colleagues share techniques and tools they find effective in their strategic planning process—and in fostering participation and intentional conversations.

From Volume 52 Number 1 | October–December 2023

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Planning for Higher Education Journal

Published
November 21, 2023

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Overcoming a $90M Budget Overage in Vanderbilt University’s Residential Colleges

A Multifaceted Team Worked Collaboratively to Stem Overruns

By: David Bailey, BA, AIA, LEED AP, and Walt Massey, BA

The University, architects, engineers, strategic planning consultants, and contractor teams worked hand in hand to peel back the onion to stem the overruns.

From Volume 52 Number 1 | October–December 2023

Abstract: When Vanderbilt University began seeing signs that cost escalation, scope additions, campus requirements, and authentic Collegiate Gothic architecture for their proposed new residence halls were all pressuring the budget, a multifaceted team worked collaboratively and arduously to stem the overruns.

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Planning for Higher Education Journal

Published
June 29, 2023

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What Is Your Crisis ‘What If’?

Create a Sustainable Approach to Emergency Response Planning

By: Jessica A. Luedtke, PhD, and Mary M. Reinke, MBA, MS

The Medical College of Wisconsin planned strategically, engaged executive leadership, and operationalized an Administrative Response Team to navigate critical incidents impacting the university.

From Volume 51 Number 3 | April–June 2023

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Planning for Higher Education Journal

Published
April 6, 2022

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Teetering on the Demographic Cliff, Part 3

Different Conditions Require a Different Kind of Planning

By: Bryan C. Harvey, EdD

Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?

From Volume 50 Number 2 | January–March 2022

Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education. Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.

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Planning for Higher Education Journal

Published
April 1, 2018

A Framework for Planning Organizational Diversity

Applying Multicultural Practice in Higher Education Work Settings

By: Jeffery L. Wilson

Cox’s model is used to determine whether a unit is on its way to becoming an effective multicultural organization, highlighting strengths and areas for improvement.

From Volume 46 Number 3 | April–June 2018

Abstract: The study described in this article investigated diversity in a unit within a postsecondary institution using the model described by Cox in Creating the Multicultural Organization by verifying the unit’s view of diversity, examining existing strategies used for diversity, evaluating consistencies, and identifying areas of improvement. The study included an analysis of unit employees to verify broad diversity by race and gender and an interview with senior leadership about the strategic plan for the unit on matters related to diversity. Overall analysis showed that the unit is doing better than most peer institutions in hiring female and minority candidates for positions. However, there are gaps in the unit’s approach to diversity that impact its ability to be an effective multicultural organization.

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Planning for Higher Education Journal

Published
January 1, 2018

An Approach to the Preparation or Revision of a Master Plan for a Nigerian Polytechnic

By: Ayodeji Oloyo

Whether preparing a plan for a proposed institution or revising a plan for an existing institution, following a carefully designed approach greatly facilitates the realization of the institution’s vision and mission.

From Volume 46 Number 2 | January–March 2018

Abstract: This article presents an approach for the preparation of a feasible master plan for a proposed polytechnic. It identifies and discusses key steps common to all methods used in the preparation of an institutional master plan. The object is to provide pertinent information to guide the preparation of a master plan that ensures a successful implementation and fulfillment of the institution’s objectives. It was concluded that the adoption and implementation of an appropriate master plan for a named polytechnic greatly facilitates the realization of the institution’s vision and mission.

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Planning for Higher Education Journal

Published
July 1, 2017

Eight Themes in Strategic Planning

Reflections from a Year of Focused Learning

By: Jennifer H. Stephens

Strategic planning and how higher education leaders use strategic planning to move their institutions forward are changing to remain relevant in today’s highly competitive and fast-moving environment.

From Volume 45 Number 4 | July–September 2017

Abstract: A year of focused learning on strategic planning at colleges and universities across the nation revealed eight key themes in strategic planning as well as how university leaders are using strategic planning to move their institutions forward and how strategic planning is changing. Strategic plans (1) have shorter time spans, (2) include goals in broad brush strokes, (3) have strong communication plans, (4) present their complex goals in simplified form, (5) use data, (6) distinguish their institutions, (7) are aligned with other plans, and (8) require strong leadership.

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Planning for Higher Education Journal

Published
July 1, 2017

Balanced Scorecard Implementation in a School of Nursing

A Case Study Analysis

By: Cindy Brown

Implementing the balanced scorecard measurably improved the overall effectiveness of planning activities and increased individual involvement in and understanding of the strategic planning process.

From Volume 45 Number 4 | July–September 2017

Abstract: This article describes execution of the balanced scorecard (BSC) strategic framework in a School of Nursing (SoN). The SoN strategy map was the outcome of the development phase. The two-year implementation phase incorporated balanced scorecards that linked outcome measures to the priority strategies. Thirty-two percent of the defined outcome measures were met. Factors in adopting the BSC framework included development of a strategic plan that supports the college mission and vision, improved communication within the SoN, a united effort to institute strategies to sustain the SoN’s future, and establishment of performance indicators to measure success in achieving those strategies.

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Planning for Higher Education Journal

Published
October 1, 2016

“Menus That Matter” at the Heart of Kalamazoo Valley Community College’s Bronson Healthy Living Campus

By: Linda Depta

Culinary and food professionals can serve as positive change agents in society.

From Volume 45 Number 1 | October–December 2016

Abstract: We live at a time when increasing numbers of Americans consume food prepared away from home. This trend, along with poor dietary choices and lack of access to healthy, sustainably sourced food, contributes to a reduced quality of life and the onset of preventable disease.
The Culinary Arts and Sustainable Food Systems curriculum recently approved by the Kalamazoo Valley Community College trustees reflects the college’s belief that best practices in urban agriculture, the latest developments in culinary and food production research and technology, and the transformative power of education will improve the health and well-being of our citizens and help sustain our communities. The college believes that culinary and food professionals can serve as positive change agents in society.

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