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Planning for Higher Education Journal

Published
July 16, 2025

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Keeping the Focus Month by Month

Improve Stakeholder Engagement and Outcomes with a Goal Communications Calendar

By: Tina Dee, MS

By strategically aligning monthly communications with its institutional goals, Muskegon Community College increased its connection with students, employees, and the community while reinforcing a shared sense of ownership.

From Volume 53 Number 3 | April–June 2025

Abstract: Muskegon Community College’s (MCC) Goal in Focus communications program reshaped stakeholder engagement and strengthened institutional alignment, driving more effective strategic outcomes. Grounded in the Society for College and University Planning’s Integrated Planning Competencies, our approach fostered a planning culture that is transparent, adaptable, and collaborative. By strategically aligning monthly communications with its institutional goals, MCC increased engagement with students, employees, and the community while reinforcing a shared sense of ownership. A goal-focused communications calendar enriches sustainability, builds relationships, strengthens alignment, and improves preparedness for change.

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Blog Post

Published
October 5, 2023

Listen Up Leaders

Two-Way Communication Is Important in Establishing Trust

By: Apryl Motley, CAE, SASM

To gain additional insight into strategies for establishing trust between stakeholders and their leaders, we turned to Sonia Alvarez-Robinson, associate vice president for strategy and organizational effectiveness, Georgia Institute of Technology.

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Planning for Higher Education Journal

Published
June 21, 2023

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Optimizing for Growth

Long-Term Planning Is Essential During an Institutional Merger, Acquisition, and/or Geographic Expansion

By: Clayton Mitchell, MS, PE, CEM, and Chuck Rudalavage, BArch, AIA, LEED AP

Thomas Jefferson University focused on culture, communications, and collaboration during a transformational period of combining institutions.

From Volume 51 Number 3 | April–June 2023

Abstract: Accurately planning long-term strategy can be a shaky task for quickly-growing organizations, especially those that desire to maintain a strong impression on their stakeholders and surrounding communities. History shows that mergers and acquisitions can negatively impact an organization’s culture, communication initiatives, and internal and external experiences. Thomas Jefferson University, a longstanding private medical research university in Philadelphia, educating scholars since 1824, in recent years merged with Philadelphia University and further expanded its footprint through the aligned Thomas Jefferson University Hospital. The authors of this article describe how to collaboratively optimize growth during a transformational period.

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Webinar Recordings

Published
June 7, 2023

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Leveraging New Tools to Revolutionize Transformation Efforts and Outcomes

By: Robert Brodnick, Sierra Learning Solutions | Robert DiCenzo, Massachusetts College of Pharmacy and Health Sciences | Joseph (Tim) Gilmour, Strategic Initiatives, Inc. | Donald Norris, Strategic Initiatives, Inc.

This webinar showcases a collection of revolutionary tools being used in transformation campaigns. These tools have dramatically improved the experience and effectiveness of teams and coalitions engaged in strategy crafting and orchestration.
Abstract: This webinar showcases a collection of revolutionary tools being used in transformation campaigns. These tools have dramatically improved the experience and effectiveness of teams and coalitions engaged in strategy crafting and orchestration. The session will feature Zoom/Miro/new assessment tools combined with design-thinking-based processes to mainstream virtual/hybrid planning experiences. These have facilitated high-quality, enthusiastic engagement of teams and coalitions on an ongoing basis throughout strategy crafting and orchestration.

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Planning for Higher Education Journal

Published
March 10, 2023

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Book Review: Implementing Sustainable Change in Higher Education

Principles and Practices of Collaborative Leadership

By: Marianna Kepka, MS

From Volume 51 Number 2 | January–March 2023

Abstract: Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership
by Brent D. Ruben
Stylus Publishing: Sterling, Virginia: 2022
229 pages
ISBN: 978-1642674415

How should higher education leaders take on the challenges of change? In Brent Ruben’s Implementing Sustainable Change in Higher Education: Principles and Practices of Collaborative Leadership, the author says there’s no simple approach. Instead, he encourages leaders to “understand and leverage the dynamics of change; lead collaboratively and meaningfully; engage one’s colleagues; and adopt and pursue a shared vision of organizational purpose and aspirations.”

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Planning for Higher Education Journal

Published
February 7, 2023

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Managing Change from the Murky Middle

Offering Role Structure and Support Helps Middle Managers Effectively Lead Change

By: Nicole H. Gahagan, MEd

Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity.

From Volume 51 Number 2 | January–March 2023

Abstract: Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity. Absent clear expectations, middle managers might assume their own unsanctioned change leadership path or take on no role at all because they lack understanding about their responsibilities. This article explores the complexity of middle managers’ experience, examines how middle managers at a two-year college navigated the uncertainty of their role within the context of institutional change, and provides readers with suggestions for equipping middle managers to become effective change agents.

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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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Conference Presentations

Published
March 10, 2022

Case Study of New, Inclusive Process for Leading and Orchestrating Transformation

By: Joseph (Tim) Gilmour, Principal/President | Timothy Trainor, President

Higher education planners require a proven methodology for supporting their leaders as they seek to transform their institutions in the face of existential threats and challenges in the coming decade.
Abstract: Higher education planners require a proven methodology for supporting their leaders as they seek to transform their institutions in the face of existential threats and challenges in the coming decade. This session will explore how Mount St. Mary's University applied a new, highly-participative process for leading, navigating, and orchestrating institutional transformation. Come learn how this methodology provides institutional leaders with an approach for developing consensus on a promising, transformative vision for the future as well as executing major initiatives that assure its success.

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Blog Post

Published
February 22, 2021

Strategies for Engaging Faculty in Change

By: Stephen G. Pelletier

In difficult times, planning and the successful implementation of that planning requires the buy-in and support of a range of stakeholders—particularly the faculty. We interviewed Sandra Patterson-Randles, chancellor emerita and professor of English at Indiana University Southeast, to discuss how to best engage faculty in planning initiatives.

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Webinar Recordings

Published
January 14, 2021

The Faculty Factor

Creating Buy-In for Difficult Planning

By: Lynn Priddy, Claremont Lincoln University | Sandra Patterson-Randles, Indiana University Southeast

In this session we explore the successes and failures involved in two planning initiatives that required broad-based faculty support in order to reverse issues with programmatic quality, student success, and institutional accreditation.
Abstract: In difficult times, planning and the successful implementation of that planning require the buy-in and support of a whole range of stakeholders–but particularly the faculty, since they carry out the institution’s teaching and research missions.

Faculty can make or break successful planning.

An institution must be very circumspect in their choice of representative faculty for planning groups, how they are engaged in the planning process, and how they interact with other campus constituencies for maximum buy-in. This endeavor is particularly difficult when the new planning process follows previous attempts that have failed because of faculty resistance or lack of meaningful involvement. This session details successful planning initiatives at two regional universities, one in the Midwest and one in the southern Northeast, where earlier planning efforts failed because of “the faculty factor.”

Join us to explore the successes and failures involved in these two planning initiatives that required broad-based faculty support in order to reverse issues with programmatic quality, student success, and institutional accreditation.

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