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Planning for Higher Education Journal

Published
August 8, 2024

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From Awareness to Acceptance to Action

Build a Neuroinclusive Campus Community

By: Hilary Meyer, MBA, MLIS

Through its strategic plan, Triton College built support for and overcame barriers to institution-wide neurodiversity efforts.

From Volume 52 Number 4 | July–September 2024

Abstract: Triton College’s strategic plan focuses on short- and mid-term institution-wide neurodiversity efforts to create a neuroinclusive campus culture. Key aspects of success include a multi-year administrative commitment; connecting the work to the open-access mission; including committee members from across the college; and focusing on programming, space, and partnerships. Triton College built support and overcame barriers by amplifying advocates and identifying champions, tying the work to campus-wide initiatives, ensuring strategic and operational leadership, securing seed funding, including stakeholders, starting small, reducing risk, allowing for development time, defining the work, building on wins, and adhering to an open-access mission.

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Planning for Higher Education Journal

Published
October 31, 2022

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Institutions Can Say They Encourage Staff DEI Professional Development . . .

. . . But the Individual Chooses to Embrace It

By: Jeffery L. Wilson, PhD, and Fred Tugas, EdD

This study examined professional development strategies for higher education professionals in the context of the post-George Floyd-era.

From Volume 51 Number 1 | October–December 2022

Abstract: The death of George Floyd in 2020 and the Black Lives Matter (BLM) movement have renewed the focus on diversity, equity, and inclusion (DEI), particularly in higher education planning. As a result of this attention, higher education has reexamined its commitment to DEI. A student voice survey found that college students were underwhelmed by actions taken by their institutions to address DEI on campus (Inside Higher Education 2021). Institutional units across higher education require coordinated, integrated planning to meet student expectations. This article highlights the results of a study that examined professional development strategies for higher education professionals in the context of the post-George Floyd–era.

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Planning for Higher Education Journal

Published
October 24, 2022

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Book Review: Higher Education Systems Redesigned

From Perpetuation to Innovation to Student Success

By: Terry Brown, PhD

From Volume 51 Number 1 | October–December 2022

Abstract: Higher Education Systems Redesigned: From Perpetuation to Innovation to Student Success
Edited by Jonathan S. Gagliardi and Jason E. Lane
SUNY Press: Albany, New York: 2022
ISBN: 9781438487670
252 Pages

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Planning for Higher Education Journal

Published
August 5, 2022

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Book Review: Shared Leadership in Higher Education

A Framework and Models for Responding to a Changing World

By: Jake Julia, PhD

From Volume 50 Number 4 | July–September 2022

Abstract: Shared Leadership in Higher Education: A Framework and Models for Responding to a Changing World
Edited by Elizabeth M. Holcombe, Adrianna J. Kezar, Susan L. Elrod, and Judith A. Ramaley
Stylus Publishing: Sterling, Virginia: 2021
256 pages
ISBN: 978-1642672251

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Planning for Higher Education Journal

Published
May 18, 2021

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Book Review: Entrepreneuring the Future of Higher Education

Radical Transformation in Times of Profound Change

By: Lynn Priddy, PhD

From Volume 49 Number 3 | April–June 2021

Abstract: Entrepreneuring the Future of Higher Education: Radical Transformation in Times of Profound Change
by Mary Landon Darden
Rowman & Littlefield: Lanham, MD: 2021
202 pages
ISBN: 978-1-4758-5494-7

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Planning for Higher Education Journal

Published
May 4, 2021

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Agile Leadership in a Volatile World

It Calls for Self-Awareness, Thinking Differently, and Creating Organizational Change

By: Michael Edmondson, PhD

Especially in turbulent times, higher education leaders would be advised to assume the six most valued perspectives: curator, architect, conductor, humanist, advocate, and pioneer.

From Volume 49 Number 3 | April–June 2021

Abstract: An agile mindset exercised by leadership and distilled down into organizational culture is the prerequisite for any higher education institution planning to transform itself in an age of constant disruption. The post-pandemic world will continue to present new challenges for colleges and universities as they seek innovative solutions to plan for an ever increasing volatile, uncertain, complex, and ambiguous (VUCA) environment. Higher education leaders would serve themselves and their institutions well by learning how to practice the six attributes of an agile leader in a volatile world.

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Planning for Higher Education Journal

Published
December 11, 2020

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Redefining Federal Work-Study Programs

Support Students in Their Academic and Professional Success by Developing Their Career-Readiness Skills

By: Dea Marx, EdD, Jessica Flinkman, and Carla Wilson

The University of Missouri-Kansas City, by reinventing its campus Federal Work-Study (FWS) program (newly termed PRO Roos), committed to a goal of supporting student success through developing their career-readiness skills. FWS students were engaged in worthwhile campus employment that increased their sense of belonging within the university, enhanced their professional proficiencies, and prepared them for careers after graduation.

From Volume 49 Number 1 | October–December 2020

Abstract: As Federal Work-Study (FWS) programs are coming under national scrutiny for their lack of proven effectiveness and antiquated systems, the University of Missouri-Kansas City reevaluated the culture surrounding its student employee positions. After collaborating with financial aid personnel and identifying key stakeholders, a new program was created to focus on professional-readiness skills and developing a culture of high-quality, campus-wide customer service. Former expectations of FWS positions were revised to include more intentional career-readiness opportunities. Doing so required investing in professional development for supervisors and support for mentoring student employees. This article presents the planning and collaboration methods that are vital to implementing an innovative program and provides insight for other universities seeking to professionalize their FWS programs.

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Planning for Higher Education Journal

Published
January 1, 2017

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Crafting an Innovation Landscape

By: Shirley Dugdale,Brian Strawn

The Innovation Landscape Framework is a tool for the integrated planning of initiatives that support innovation across campuses.

From Volume 45 Number 2 | January–March 2017

Abstract: As efforts to stimulate innovation spring up across campuses, institutions need a comprehensive planning framework for the integrated planning of initiatives that support innovation. The campus can be viewed as an Innovation Landscape, and settings for collaborative creative activity—both physical and virtual—can infuse the campus fabric and become part of the daily experience of users. The Innovation Landscape Framework is a tool to help coordinate physical planning with organizational initiatives, engage a wide range of stakeholders, and enable a more widespread culture of innovation.

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Planning for Higher Education Journal

Published
January 1, 2017

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Innovation in the University of the West Indies

Practical Road Map for Enhancing Both Organizational and Research-Based Innovation

By: Indrani Bachan-Persad, Tiffany Best

Developing an innovation ecosystem and infrastructure to support both institutional and research-driven innovations can lead to wealth creation at the university, country, and regional levels.

From Volume 45 Number 2 | January–March 2017

Abstract: This article explores how the University of the West Indies can become economically sustainable and relevant by using its human capital to generate wealth and develop strong linkages between academia, the private sector, and governments. It makes a clear distinction between institutional and research-driven innovations, listing examples and best practices found throughout the university. Further, it presents a practical road map for enhancing both organizational- and research-based innovations within the university while aligning its vision of becoming an innovative institution with government policies and the private sector agenda. It also proposes key performance indicators to benchmark innovations at the university that can be emulated by other tertiary level institutions regionally and internationally.

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