ebook Published
Second Edition, with New and Updated Content
By: Karen E. Hinton, PhD
A resource for anyone engaged in college or university strategic planning, and an excellent primer for planning committees. This second edition also contains new strategies for using an institution’s strategic plan during times of institutional upheaval, and additional techniques for jump-starting various parts of the planning process.
Abstract: A Practical Guide to Strategic Planning in Higher Education is a resource for anyone engaged in college or university strategic planning; it is also an excellent primer for planning committees. Using clear definitions, practical tips, and examples drawn from actual situations, this short book acts as a manual for both experienced planners and those who are new to the process. This second edition also contains new strategies for using an institution’s strategic plan during times of institutional upheaval, and additional techniques for jump-starting various parts of the planning process.
Member Price:Login
Non-Member Price:
Planning for Higher Education Journal Published
Build College Community, Resilience, and Trust through Campus-Wide Meetings
By: Kelley L. Conrad, PhD
More than 100 Muskegon Community College employees attend weekly, all-college meetings. These are essential touchpoints for communication, learning, and planning.
From Volume 50 Number 3 | April–June 2022
Abstract: Since 2011 Michigan’s Muskegon Community College has held all-campus meetings every Friday morning. Initially the meetings were for student services staff to share information and updates. When COVID-19 caused a rapid shift to virtual course and service delivery, meeting attendance more than tripled as the college community drew together to understand what was happening, what was needed from and expected of employees, and how to connect with colleagues when doing so in person was not possible.
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Agile and Inclusive Strategies for Employers, Educators and Workers in Unsettled Times
By: Larry Goldstein, MS, CPA
From Volume 50 Number 3 | April–June 2022
Abstract: Work Force Rx: Agile and Inclusive Strategies for Employers, Educators and Workers in Unsettled Times
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Different Conditions Require a Different Kind of Planning
By: Bryan C. Harvey, EdD
Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?
From Volume 50 Number 2 | January–March 2022
Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education.
Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Achieving Graceful Transitions in the Academy
By: Susan C. Allen, MBA
From Volume 50 Number 2 | Jan–Mar 2022
Abstract: Higher Education Business Models Under Stress: Achieving Graceful Transitions in the Academy
Member Price:Login
Member-only Resource
Join now to have access
Trends for Higher Education Published
Within the world of higher education, what are some of today’s key trends—and what are some implications for institutions of higher learning?
Abstract: We’ve organized Trends using STEEP: Social, Technology, Economic, Environmental, and Political. Each trend includes a brief trend summary, a footnoted source, and discussion questions to help you analyze and act on the trend.
Member Price:Login
Non-Member Price:
Planning for Higher Education Journal Published
Turning Away from the Challenge Is the Riskiest Strategy of All
By: Bryan C. Harvey, EdD
Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?
From Volume 50 Number 1 | October–December 2021
Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education. Drawing on the path-breaking analysis of Carleton College economist Nathan Grawe, it outlined how widespread but variable the change will be, and discussed some of the effects—on enrollment, revenue, facilities, staffing, and more—for which colleges and universities should be preparing. This Part 2 explores these implications: How can we shape a planning context that supports success in the coming 10 or 20 years? What attitudes and skillsets will remain useful, and what may need to change?
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Data Analytics and Decision Making in Higher Education
By: Brooke L. Guelker, MA
From Volume 50 Number 1 | October–December 2021
Abstract: Edited by Karen L. Webber and Henry Y. Zheng
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Apply the Three Time Horizons Perspective to Planning and Governance
By: Jim Downey, PhD
An integrated model of three horizons, three areas of planning, and three types of governance is presented as a framework for institutional leadership.
From Volume 50 Number 1 | October–December 2021
Abstract: The global COVID-19 pandemic has fundamentally changed the world of higher education. As institutions look to the future, beyond the end of the pandemic, significant uncertainty exists. There is little question that colleges and universities will have to do a better job at planning, and boards at governing, to flourish in the years ahead. In this article an integrated model centered around three different time horizons, three areas of planning, and three types of governance is presented. The model can serve as a framework to demonstrate how these are all related, self-reinforcing, and usable as an aid for institutional leadership.
Member Price:Login
Member-only Resource
Join now to have access
