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Blog Post

Published
August 9, 2023

6 Integrated Planning Strategies and Tips We Learned at SCUP 2023

By: SCUP

Every year at SCUP’s annual conference, over 1,000 of higher education’s leaders and innovators gather to share how they are advancing integrated planning at their college or university. Out of the wealth of tools, strategies, and tips shared at SCUP 2023, which took place earlier this month in Cleveland, here are six that stood out.

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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

By: Rick Seltzer (Moderator), Higher Ed Dive | James E. Lyons Sr., AGB Consulting | Lynn Priddy, Claremont Lincoln University | Melody Rose, Nevada System of Higher Education

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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Webinar Recordings

Published
November 15, 2021

Higher Education Business Models Under Stress, Part 1

Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing

By: Verne O. Sedlacek (Moderator), Valparaiso University Board of Directors | Carlton Brown, AGB Consulting | Lawrence R. Ladd, AGB Consulting | Melody Rose, Nevada System of Higher Education

Join a panel discussion on business model transformation moderated by Verne Sedlacek, vice board chair of Valparaiso University with guest panelists Melody Rose, coauthor of AGB’s new book, Higher Education Business Models Under Stress, and AGB consultants Carlton Brown and Larry Ladd, experts in higher education budgeting, finance, and strategic planning.
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 one 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 two, “Graceful Business Model Transitions: Planning and Executing a College or Campus Closure”.

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Free

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Conference Recordings

Published
October 20, 2020

2020 North Central Regional Conference | October 2020

Keynote: Amidst Converging Storms | Part Two

Planning and Strategy for Long-term Recovery and Resiliency

By: Megha Sinha, Principal, Urban Design and Planning, NBBJ (Moderator) | Jana Albrecht, Associate Vice President for Enrollment Management, Illinois State University | Arthur Lidsky, President, Dober Lidsky Mathey | Richard Michal, Vice President and Chief Facilities Officer, Purdue Research Foundation | Douglas Laditka, Associate Vice President for Facilities Management & Development, Albion College

In the second of two keynotes focusing on higher education’s “perfect storm”—the confluence of a global pandemic, financial crisis, shifting demographics, and a changing culture—a cross-disciplinary panel will discuss their integrated planning strategies for moving from a state of triage to transformation.
Abstract: In the second of two keynotes focusing on higher education’s “perfect storm”—the confluence of a global pandemic, financial crisis, shifting demographics, and a changing culture—a cross-disciplinary panel will discuss their integrated planning strategies for moving from a state of triage to transformation. Integrated planning is the foundation upon which we confront higher education’s current turbulent landscape and make the changes necessary for bringing about the “new normal.” Come learn new planning methods and tools for creating future scenario models, achieving operational flexibility and long-term resiliency, and communicating the value of integrated planning at your institution.

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Tool

Published
October 2, 2020

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An Integrated Approach to Scenario Planning

Recovery Planning in a Volatile Environment

By: Nicholas R. Santilli, PhD, SCUP | Sadie Wutka, SCUP

No one can predict the future. That doesn’t mean it needs to be a total surprise. This toolkit will walk you step-by-step through scenario planning with instructions, examples, and worksheets that you can use to start scenario planning at your institution immediately.
Abstract: The pace of change is getting faster, and it’s getting harder to anticipate what the future holds—and how your institution can prepare. Scenario planning can help your institution plan for a volatile and uncertain future. Scenario planning uses today’s forces and trends to imagine probable futures and what they could mean for your institution. It’s a flexible process that can inform your institution’s regular planning processes or be used as part of recovery planning in response to disruptions or catastrophic events.

An Integrated Approach to Scenario Planning is a toolkit that will walk you step-by-step through scenario planning. It includes instructions, examples, and blank worksheets that you can use to start scenario planning at your institution immediately. Don’t let your college or university get blindsided. Download your copy and prepare for the future.

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Webinar Recordings

Published
July 15, 2020

Coffee Chat: Tracking the External Environment

The SCUP Spring Trends Report

By: Nick Santilli, Senior Director for Learning Strategy, SCUP | James Downey, Vice President for Planning & Institutional Effectiveness, Pittsburgh Theological Seminary

Join Nick Santilli and Jim Downey for a conversation that will highlight the SCUP Spring Trends and SCUP Trends for Canada reports. Scanning the external environment is a key factor in keeping your institution nimble and change-ready—two facets necessary for effective institutional planning. These documents are essential tools for strategic planning, scenario planning, and contingency planning.
Abstract: Join Nick Santilli and Jim Downey for a conversation that will highlight the SCUP Spring Trends and SCUP Trends for Canada reports. Scanning the external environment is a key factor in keeping your institution nimble and change-ready—two facets necessary for effective institutional planning. These documents provide overviews of the important external forces that impact institutional operations. They are also essential tools for strategic planning, scenario planning, and contingency planning.

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Tool

Published
May 13, 2019

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Integrated Planning Glossary

Do you call it a “goal,” “objective,” or “priority”? The terms used to describe planning vary from campus to campus. That’s why it’s critical that your college or university creates a shared language around planning that everybody understands. Start here.
Abstract: Do you call it a “goal,” “objective,” or “priority”? The terms used to describe planning vary from campus to campus. That’s why it’s critical that your college or university creates a shared language around planning that everybody understands. The SCUP Integrated Planning Glossary gives you a place to start. Use our list of common planning terms and our definitions to begin conversations about your institution’s unique planning language. Updated October 2021.

Find this helpful? Creating a common language is one of the many vital points discussed in the SCUP Planning Institute workshop—designed to help you and your team move from goals to implementation together.

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Planning for Higher Education Journal

Published
January 1, 2018

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An Exploration of Administrative Bloat in American Higher Education

By: Thomas Wesley Williamson, E. Shannon Hughes, Penny L. Head

Administrative bloat, the ballooning growth of administrative functions and personnel in U.S. higher education, is the unintended consequence of several factors and can be mitigated to some extent through deliberate strategies.

From Volume 46 Number 2 | January–March 2018

Abstract: This article evaluates administrative bloat, the ballooning growth of administrative functions and personnel, in American higher education. This evaluation was undertaken through a review of the available literature describing administrative bloat. Though unintentional, increased spending and government requirements for accountability may have contributed to overall growth and cost in higher education. Similarly, the changing composition of faculty—in terms of tenure-track faculty, annual contracts, and adjunct faculty—may have also played a role in the increased influence that administration has over campus policy and curricular decisions. Strategies to mitigate the cost of administrative bloat and to balance campus decisions between faculty and administration are suggested.

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Planning for Higher Education Journal

Published
April 1, 2017

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Beyond the Headlines

The Mechanics of a Tuition Reset

By: Randy Eldridge, Deborah Cawley

Might a tuition reset be right for your institution? This article is a behind-the-scenes look at the yearlong process of a tuition reset at Rosemont College.

From Volume 45 Number 3 | April–June 2017

Abstract: Beginning with the 2016–2017 academic year, Rosemont College took the bold step of reducing its tuition by 43 percent in an initiative termed “Our Tuition Promise.” The initial announcement generated national news coverage and resulted in a significant increase in applications.
Rosemont made this shift because it believed it was the right thing to do and was in keeping with the college’s mission and values. The process from start to finish was the result of a year of research and careful planning. While the headlines were big and up-front with the basic details, here is a behind-the-scenes look at how Rosemont College reset its tuition.

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