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Webinar Recordings

Published
December 7, 2022

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The Provost Bookshelf: Start, Stop, or Grow?

A Data-informed Approach To Academic Program Evaluation And Management

By: Robert Gray Atkins, Gray Associates | Nicholas Santilli, Society for College and University Planning

Author, and founder of Gray Associates, Robert Gray Atkins joins us for a conversation about his book Start, Stop, or Grow?: A Data-informed Approach To Academic Program Evaluation And Management.
Abstract: Author, and founder of Gray Associates, Robert Gray Atkins joins us for a conversation about his book Start, Stop, or Grow?: A Data-informed Approach To Academic Program Evaluation And Management. Along with moderator Nick Santilli, Senior Director for Learning Strategy at SCUP, we will explore a mission-driven, data-informed program review process outlining how provosts can lead a robust academic planning process focused on determining which programs to start, stop, or grow.

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Report

Published
October 26, 2022

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Smart Building, Smart Campus

By: Angela Foss, Autodesk (previously of Southern New Hampshire University)

This is a SCUP Fellow Research Project Final Report for the 2019–2020 program. This report explores the hypothesis that user-centered design would better address STEM student needs and could increase the likelihood of a broader adoption of remote labs.
Abstract: “Will innovative environments like a smart building expand STEM education and reach more underrepresented groups? If technology can support remote work, then why haven’t the previous proofs of concept become fully adopted?” The author pursued these questions through her SCUP Fellows research, exploring the hypothesis that user-centered design would better address STEM student needs and could increase the likelihood of a broader adoption of remote labs. Although the COVID-19 pandemic required a hard pivot in her research plan, she was able to leverage the world's new focus on remote activities and work with students to design a prototype mobile application for a digital, interactive twin of a STEM building on campus.

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Planning for Higher Education Journal

Published
February 22, 2022

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Getting in the eGame

Esports Streaming Gives the University of Kentucky a New Way to Grow Revenue and Recruit Students

By: Michael Stewart, BS, and Heath Price, MS

The University of Kentucky understood the importance of technology in preparing students for the digital world. With public-private partnerships, it sought opportunities to be an industry leader in leveraging that capacity for its students, faculty, staff, and the community.

From Volume 50 Number 2 | January–March 2022

Abstract: The University of Kentucky (UK) and the University of Kentucky Esports Club worked together to establish the University of Kentucky Esports Lounge. Students were surveyed on their gaming needs, and the resulting wish list (i.e., equipment selection, space configuration, furniture, etc.) fed into the decision-making process by all constituents. The project budget was derived by a larger construction project at the University that focused on student recruitment, community, and connection to the non-student demographic. The UK team ultimately planned and launched the custom facility to meet users’ particular needs—while finding a way for the University to produce an additional revenue stream.

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Webinar Recordings

Published
October 1, 2020

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From Academic Program Decisions to Results

Building and Managing a Robust Program Portfolio

By: Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness (Moderator) | William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. | Steve Probst, Senior Partner, Gray Associates, Inc. | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University

The decision-making process is only the beginning—how do you build a robust program portfolio in a way that ensures educational quality, financial sustainability, and meets the needs of your students? We will provide real-world examples of ways to effectively build quality online programs and courses that improve student access and retention, including performance metrics and faculty engagement.

This is part three of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: This is part three of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.” These discussions will help you build a strategic and sustainable program portfolio that is mission-centered, data-informed, student-centered, and focused on growth opportunities.

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Webinar Recordings

Published
September 15, 2020

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Instructional Economics

Making Finance-Informed Academic Decisions

By: William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. (Moderator) | Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University | Steve Probst, Senior Partner, Gray Associates, Inc.

All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health.

This is part two of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health. Understanding the economics of your programs and courses can help you focus resources on the programs and courses most critical to your mission and free up funds for strategic growth.

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Webinar Recordings

Published
August 27, 2020

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Academic Program Portfolio Planning

Preparing to Thrive

By: Steve Probst, Senior Partner, Gray Associates, Inc. (Moderator) | William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. | Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University

In a competitive landscape, it is more important than ever to ensure the programs you offer align with demand in the market. We will discuss the data you need, and where to find it to evaluate market demand for academic programs, including critical data on student demand that is often overlooked.

This is part one of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: This is part one of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.” These discussions will help you build a strategic and sustainable program portfolio that is mission-centered, data-informed, student-centered, and focused on growth opportunities.

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Planning for Higher Education Journal

Published
May 15, 2020

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Reduce Curriculum Costs While Increasing Student Enrollment

Optimizing Academic Balance Analyses Let Kentucky Institutions Stay Competitive

By: Kenneth L. Hoyt

Results of the study supplied evidence needed to support tough institutional decisions. The 13 Kentucky colleges and universities that participated in the research now have critically important data to use in making choices about how they best serve their students, maximize scarce resources, and sustain financial stability.

From Volume 48 Number 3 | April–June 2020

Abstract: An Optimizing Academic Balance (OAB) analysis provides colleges and universities with effective tools to use in making strategic academic decisions needed to stay competitive in the context of institutional mission, program quality, market potential, cost, and revenue. The Association of Independent Kentucky Colleges and Universities recently completed a three-year statewide OAB project with the participation of 13 higher education institutions. The results supported the colleges and universities in making tough decisions.


A Follow-Up

An introduction to the Optimizing Academic Balance process and early results of the research were published in the 2015 Planning for Higher Education article, “Reshaping Your Curriculum to Grow the Bottom Line,”. The current article, with final research data, represents the study’s wrap-up report.

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Conference Presentations

Published
July 14, 2019

2019 Annual Conference | July 2019

Data-Informed Faculty Staffing and Budgeting by Programs

By: Thomas Eleuterio, Ti Yan

Abstract: Institutions usually spend more on providing courses for some academic programs than others. Stakeholders need to decide where and how to allocate resources to support instruction. This session introduces recent best practices using the Delaware Cost Study data to facilitate 1) the identification of under-resourced academic programs and 2) decision making in faculty budgeting and staffing. You will leave this session ready to re-evaluate the metrics you use to support instructional budgeting decisions so you can identify under-resourced programs and accurately understand faculty hiring needs.

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Planning for Higher Education Journal

Published
January 1, 2017

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The Creation of an Integrated Services Division to Advance University Strategic Initiatives

By: Kelli J. Armstrong,Jessica Greene,Gina M. Harvey,Michael V. Pimental

Combining the typically siloed services required to support the strategic work of universities into one department results in more effective integrated planning and institutional advancement.

From Volume 45 Number 2 | January–March 2017

Abstract: The services required to support the strategic work of universities often exist in silos, and this disconnection can impede the advancement of new initiatives. To prepare for a complex new program, a number of analytical processes need to occur—background research, environmental scans, and benchmarking. To develop the initiative, strong facilitation and project management skills are also required. To ensure the initiative’s success, careful space planning and financial planning must exist along with the development of evaluative measures to monitor progress. This article describes how one university combined these services into a single department to more effectively support the strategic work of schools, divisions, and campus-wide programs.

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