Learning Resources

Abstract: This article presents how a small, resource-constrained university leveraged integrated institutional planning to launch a 30-credit completion strategy that significantly improved student momentum, graduation rates, and institutional planning culture. By coordinating cross-functional teams, employing real-time data, and strengthening communication systems, the university built a scalable and sustainable framework that bolstered student retention and completion without requiring new funding or staff. This case offers a roadmap for similarly situated institutions aiming to align credit accumulation initiatives with broader strategic goals to drive measurable student success outcomes.

Abstract: Traditional strategic planning can lead to a static plan that does little to inspire implementation or true change. This session will detail a process that promotes buy-in and engagement while providing structured frameworks to support implementation and assessment. Our framework provides support for a campus community to 'live' its institutional strategic plan through the strategic planning cycle (SPC) at the unit level, informing the realization of institutional goals and outcomes. We'll provide our tools and approaches for you to access and review, as well as the rationale for developing support for your own campus communities to 'live' their strategic plan.

Abstract: This student panel will exchange ideas on the impacts of capital planning in three phases: on campus today, at graduation, and ten years in the future. An educator and design expert will join students from Philadelphia-based institutions to share their perspectives on how short and long-term visioning for campus planning can create more engaging, inclusive, and impactful student experiences. Planners are considering the experiences students seek while on campus, and how perceived impressions differ from the reality of renovations. This interactive discussion will offer live feedback on trends and issues around recruitment, retention, campus culture, and sense of belonging.

Abstract: A successful integrated plan requires the broad engagement within an institution. In this session, we'll demonstrate how we taught key leaders about integrated planning by breaking down the integrated planning process to enable plan creation for different programs and divisions. We'll share our Bison Integrative Planning Toolkit, which provides an 'evergreen' resource for onboarding colleagues into the integrated planning process and also serves as a manual that walks through the process of creating a plan. Join us to gain teachable, no-cost resources that you can easily disseminate at your institution to foster necessary skills for building an integrated planning culture.

Abstract: Many institutions face challenges in evolving traditional, and often ineffective, planning processes into fully participatory systems that use collaborative methods and techniques for improving outcomes. We'll illustrate how Northern Michigan University (NMU) is using Strategic Doing methodology to advance strategic action plan tactics, organize loosely connected networks, and increase collaboration and effectiveness. Come learn how to use a structured methodology with loosely affiliated cross-functional teams to drive greater results, increase accountability, and support impactful strategic plan implementation.

Abstract: How can the campus best support student development in a safe, yet open environment? On an urban campus, these concerns are intensified: There is much more localized activity for students to engage with in their city environment, and many more stakeholders influence how the institution can assert itself in that environment.

In this 2022-2023 SCUP Fellow research report, Joel Pettigrew reflects on how campus edge dynamics and student sense of security play out at several urban campuses. Pettigrew weaves together his operational understanding of campus life with a design understanding of how planners and architects approach the campus to explore how these “two languages” inform student security and well-being, and notes in conclusion that there are many research threads yet to follow.

Abstract: A strategic plan is supposed to “bring the future into the present so that you can do something about it now.” Almost every college or university has such a plan because accreditors and governing boards require one. The question is: Why do so many higher education institutions seem to be unprepared when they take drastic actions (e.g., eliminating programs, cutting faculty and staff members, etc.) in uncertain times? The author studied more than 250 colleges and universities and suggests the answer in this article.

Abstract: This article explores a methodology for assessing and managing the financial viability of private, tuition-dependent institutions as well as institutional tactics and strategies used to improve their financial strength. The resulting model will help institutions understand the trends and predictive value of key financial metrics directly impacting their liquidity and operations and how senior leadership can drive change. Institutional examples illustrate how to engage senior leadership in strategic decision-making that includes assessment of revenue growth and/or expense management.

Abstract: Build Capacity for Integrated Planning

Whether you’re preparing a committee for an upcoming planning process or simply looking for directions for your own professional development, the Integrated Planning Competencies can help you determine the knowledge, skills, and dispositions your institution needs to advance integrated planning.

Integrated planning requires building capacity in the people who do planning so they have the necessary knowledge and skills for success. But higher education institutions that focus only on developing planning-related expertise often face hurdles when they attempt integrated planning. Why? Because colleges and universities are complex environments and using an integrated planning approach in those environments requires a wide range of knowledge, skills, and dispositions. Some of the required expertise might seem obvious (like writing goals or analyzing information). But some of it may be less so—particularly expertise related to “soft” skills or human skills, like communication or collaboration.

To provide more clear and specific guidance, SCUP identified competencies—knowledge, skills, and dispositions—that individuals need for successful integrated planning. We analyzed the experiences and viewpoints of around 300 planners and higher education administrators in order to surface the competencies—both obvious and inconspicuous—that underpin integrated planning success.