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Learning Resources

Where planning comes together. T​he power of SCUP is its community. We learn from one another, sharing how we’ve achieved success and, maybe more importantly, what we’ve learned from failure. SCUP authors, produces, and curates thousands of resources to help you prepare for the future, overcome challenges, and bring planning together at your college or university.

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Webinar Recordings

Published
January 13, 2022

Higher Education Business Models Under Stress, Part 2

Graceful Business Model Transitions: Planning and Executing a College or Campus Closure

Join a panel discussion moderated by Rick Seltzer, senior editor of Higher Ed Dive, with guest panelists Melody Rose, author of AGB’s new book Higher Education Business Models Under Stress, and Lynn Priddy and James Lyons Sr., higher education leaders with experience closing financially distressed colleges and universities.
Abstract: Securing financial viability requires an engaged board that is monitoring the right trends and campus indicators, asking the right questions of campus leaders about the institution’s finances, and doing the scenario planning and stress testing necessary to transform a business model under stress.

The governing board’s fiduciary duty to steward the institution’s financial health requires that boards and leaders consider business model transformations, and plan for a range of scenarios like mergers, affiliations, strategic partnerships, and even—when all other options are exhausted—final transformations such as campus closures when continued mission fulfillment is impossible.

This is part two of a two-part webinar series delivered in partnership between SCUP and the Association of Governing Boards of Universities and Colleges (AGB), “Higher Education Business Models Under Stress: Planning for Successful Transitions”. This series will help build your fiduciary understanding of your institution’s business model as you prepare the campus for a range of possible business transformations, from mergers, strategic affiliations, corporate partnerships, or even the ultimate scenario of a campus closure. View the recording for part one, “Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing”.

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Planning for Higher Education Journal

Published
January 11, 2021

Breaking Barriers

A Collaborative Approach to Problem-Solving Created a Culture of Campus Innovation

The University of West Georgia, toward dismantling silo thinking and promoting a sense of ownership within the workplace, formed a cross-divisional group: The Barriers Team. It was part of an initiative to recognize and encourage employee engagement, develop operational efficiencies and effectiveness, and eliminate obstructions to staff success.

From Volume 49 Number 2 | January–March 2021

Abstract: This article outlines the process by which a public university sought to develop and grow a culture of problem-solving and innovation at a time when the institution was undergoing a number of transitions. By developing a Barriers Team, the institution brought together a group of individuals representing all aspects of the university and charged the members with tackling barriers to success. The authors outline how they used the institution’s strategic plan as a starting point, and then describe the steps, provide examples, and reflect on the long-range viability of the approach.

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Webinar Recordings

Published
July 15, 2020

Developing a Nimble and Change-Ready Planning Culture

Panelists Nick Santilli from SCUP and Larry Squarini and Tony Adam from SPOL discuss how integrated planning can help develop a robust culture and take a deep dive into strategic, operational, continuity, and scenario planning.

This is part three of the series, “Planning in Times of Crisis and Beyond: Reviving Your Strategic Planning Process.”

Abstract: This is the third in a series of complimentary, interactive webinars, “Planning in Times of Crisis and Beyond: Reviving Your Strategic Planning Process,” hosted by SCUP in partnership with SPOL focusing on planning for the new normal and beyond.

Our panel of experts discusses how integrated planning can help develop a robust culture and take a deep dive into strategic, operational, continuity, and scenario planning.

Recorded July 15, 2020.
Moderator: Mike Moss, President, SCUP.

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Planning for Higher Education Journal

Published
July 1, 2018

Disrupting Poor Curricular Processes

A Three-Prong Model Approach with Reflections and Suggestions for Institutional Change

A large-scale change process, such as a curricular process revision, can be made easier by following a proven approach and understanding the potential hazards and challenges involved.

From Volume 46 Number 4 | July–September 2018

Abstract: This article applies the three stages of change (mobilization, implementation, and institutionalization) to the academic curricular process change that occurred during the 2014–2015 academic year at the Indiana University of Pennsylvania. Reflecting on the manner in which this major initiative was conceptualized and executed has revealed an inadvertent yet seamless application of Curry’s (1992) organizational change model. Throughout each stage of this organizational change, some inherent principles were maintained while balancing the required condensed timeline for completion. These principles included consistent and transparent consultation with many branches of the university community and revision of proposed processes based on feedback from community members. The goal of the authors in sharing the change process at IUP is to provide potential insights for others on recognizing a need for organizational process revision. The authors highlight the actions taken at IUP, offer recommendations, and identify potential hazards to institutions contemplating organizational change.

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