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Planning for Higher Education Journal

Published
October 23, 2025

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A New Campus Planning Paradigm Emerges . . .

. . . Addressing Declining Enrollment, Evolving Academic Technology, Online Learning, and Facilities Maintenance Costs

By: Mohammed Abdelaal, PhD, and Robert L. Ryan, PhD, FASLA

By reviewing campus plans and interviewing senior planners and administrators, the authors examined how 11 public universities in the Northeast and Midwest are responding to growing financial, pedagogical, and facilities risks.

From Volume 54 Number 1 | October–December 2025

Abstract: After decades of significant investment in campus development, US universities are now confronted with enormous challenges, including declining enrollment, evolving academic technology, online learning, and rising facilities maintenance costs. The authors of this research examined how 11 public R1 universities in the Northeast and Midwest are addressing these challenges through a review of campus plans and interviews with senior planners and administrators. This study argues that a new campus planning paradigm is gradually emerging in response to these risks, which highlights innovative strategies for place-based institutions to rapidly reexamine their prevailing capital planning priorities with a focus on adaptability and right-sizing campus facilities.

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Webinar Recordings

Published
October 2, 2025

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Learning to Plan

Building a Practical Skillset

By: Michael B. Hoff, East Tennessee State University | Brittany Cipollone, August University | Ellen Koski, Northern Michigan University

If you’re stepping into a role that involves planning—or trying to sharpen your skills—you’re not alone. This session is a conversation with higher education professionals who will share candid stories about how they got started, what supported their growth, and what they’re still figuring out.
Abstract: If you’re stepping into a role that involves planning—or trying to sharpen your skills—you’re not alone. This session is a conversation with higher education professionals who will share candid stories about how they got started, what supported their growth, and what they’re still figuring out.

You’ll walk away with practical ideas on how to approach planning as a skillset—where to focus, how to build confidence, and how to make progress even when the path isn’t clear. Whether you're new to planning or simply looking to grow, this conversation will show that building capacity is a process—and it’s one you don’t have to navigate alone.

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Tool

Published
May 13, 2025

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Campus Contingency Planner

By: Elliot Felix, Buro Happold | Nicholas Santilli, PhD, SCUP

This tool is a template for lightweight, rapid contingency planning. It guides you through a process that identifies the impacts of change, how decisions during contingency planning will be made, and the operational components of programs and offerings that will need to be adapted in response.
Abstract: Times of rapid change can interrupt operations and implementation efforts. Preventing this requires an ability to quickly adapt our programs and offerings to the changing landscape. Unfortunately, operational complexity and the disorienting nature of uncertainty become a hurdle to rapid response. Either we get overwhelmed trying to identify all that needs to change, or we respond haphazardly, missing crucial details.

Contingency planning can help. It is a method for preparing for potential changes that identifies how operations and action plans need to shift in response. It can also be used to respond to changes after they happen.

The Campus Contingency Planner is a template for lightweight, rapid contingency planning. It guides you through a process that identifies the impacts of change, how decisions during contingency planning will be made, and the operational components of programs and offerings that will need to be adapted in response.

Whether you manage student-facing programs (like academic programs or student affairs activities), or direct services that are internally supportive (like space management or IT), the Campus Contingency Planner can help you respond to change with flexibility, minimizing disruption and moving your institution forward.

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Webinar Recordings

Published
February 5, 2025

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Building the Capacity for Planning: The Integrated Planning Competencies

By: Sadie Wutka, Director, Content Development

Integrated planning in higher education requires a broad set of skills, knowledge, and qualities. Some of these might seem obvious (like planning knowledge).
Abstract: Integrated planning in higher education requires a broad set of skills, knowledge, and qualities. Some of these might seem obvious (like planning knowledge). Others may be less so—particularly expertise related to “soft” skills or human skills, like communication or collaboration.

Build capacity for integrated planning more efficiently with SCUP’s Integrated Planning Competencies. This framework identifies the knowledge, skills, and dispositions necessary for successful integrated planning across the institution. We will provide an overview of the competencies, describe how they were developed, and share insights from competency research.

Whatever planning activities you’re involved in—whether you’re responsible for planning across your institution, coordinating your institution’s next strategic plan, implementing your campus master plan, working within your department to improve student success, etc.—an integrated planning approach is key. Join us and demystify the skills, knowledge, and dispositions you need to get there.

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Planning for Higher Education Journal

Published
August 8, 2024

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From Awareness to Acceptance to Action

Build a Neuroinclusive Campus Community

By: Hilary Meyer, MBA, MLIS

Through its strategic plan, Triton College built support for and overcame barriers to institution-wide neurodiversity efforts.

From Volume 52 Number 4 | July–September 2024

Abstract: Triton College’s strategic plan focuses on short- and mid-term institution-wide neurodiversity efforts to create a neuroinclusive campus culture. Key aspects of success include a multi-year administrative commitment; connecting the work to the open-access mission; including committee members from across the college; and focusing on programming, space, and partnerships. Triton College built support and overcame barriers by amplifying advocates and identifying champions, tying the work to campus-wide initiatives, ensuring strategic and operational leadership, securing seed funding, including stakeholders, starting small, reducing risk, allowing for development time, defining the work, building on wins, and adhering to an open-access mission.

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Conference Presentations

Published
July 23, 2024

What’s In It For Me? The Benefits of Data Asset Management

By: Elizabeth Greaney, Chief Business/Financial Strategy Officer | Surayya Johnson, Director of the Office of Student Life| Paul Miller, Professional Development Director | Nadine Porter, Deputy Chief Analytics and Insights Officer

Data is a pillar for organizational mission and for driving results. Planners must not undervalue the importance of data-informed decision-making and its link to institutional wellbeing and sustainability. Montgomery College's (MC) integrated planning incorporated robust community input that culminated into a successfully built plan that supports agility and flexibility.
Abstract: Data is a pillar for organizational mission and for driving results. Planners must not undervalue the importance of data-informed decision-making and its link to institutional wellbeing and sustainability. Montgomery College's (MC) integrated planning incorporated robust community input that culminated into a successfully built plan that supports agility and flexibility. MC continuously reminds and educates the campus community about 'what's in it for me' and the benefits of collaborating on this growth mindset. This session will demonstrate how data-driven planning fosters ownership, accountability, buy-in, and increases effectiveness and trustworthiness of institutional decision-making, resulting in positive outcomes and decreased risk.

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Conference Presentations

Published
July 23, 2024

Harnessing the Disruptive Power of Collaborative Intelligence

By: Linda Baer, Principal | Paul Leblanc, President | Donald Norris, Founder and President Emeritus | George Siemens, Chief Data Scientist

This session will illustrate how Artificial Intelligence (AI) and Human Intelligence (HI) combine to create Collaborative Intelligence (CI), which will transform and disrupt every process and practice it touches. Southern New Hampshire University (SNHU) is building on its track record of preparing students for the future by leveraging CI and a clean sheet design approach to create a revolutionary new instructional model.
Abstract: This session will illustrate how Artificial Intelligence (AI) and Human Intelligence (HI) combine to create Collaborative Intelligence (CI), which will transform and disrupt every process and practice it touches. Southern New Hampshire University (SNHU) is building on its track record of preparing students for the future by leveraging CI and a clean sheet design approach to create a revolutionary new instructional model. To harness the power of CI, institutions must reinvent their approach for crafting and executing strategy to create a sense of urgency for change, engage many participants, provide transformation tools, and change culture.

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Conference Presentations

Published
July 23, 2024

Keep Focus: Improve Outcomes and Engagement With a Communications Calendar

By: Tina Dee, Director of Strategic Initiatives

Focusing on a specific goal each month increases strategic plan success.
Abstract: Focusing on a specific goal each month increases strategic plan success. Tactical discussions among stakeholders enhance ownership, identify more effective strategies, and ensure adaptations to the strategic plan as needed to meet evolving needs. This session will illustrate how aligning strategic goals with a monthly 'goal in focus' communications calendar can improve goal attainment by prioritizing focus, engagement, and ownership. Join us to find out how you can use a monthly communications calendar to achieve better outcomes for your strategic plan.

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Conference Presentations

Published
July 22, 2024

Institutional Transformation in Turbulent Times

By: Glynis Fitzgerald, President | Joseph (Tim) Gilmour, Principal/President Emeritus | Rodney Ridley, Vice President of Research, Economic Development, and Innovation

Alvernia University can provide inspiration for planners who must undertake the difficult task of transforming their institution in turbulent times. In four years, Alvernia University has raised $25 million in external support, garnered a $400 thousand grant, and raised enrollment by more than six percent.
Abstract: Alvernia University can provide inspiration for planners who must undertake the difficult task of transforming their institution in turbulent times. In four years, Alvernia University has raised $25 million in external support, garnered a $400 thousand grant, and raised enrollment by more than six percent. This session will detail Alvernia University’s transformation strategy, which has radically changed how the university educates students and supports regional economic development. The Alvernia approach offers a proven model that institutions can adapt for their own transformation efforts, cutting plan development and implementation time.

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