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Planning for Higher Education Journal

Published
January 20, 2026

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Beyond Compliance

Building a Sustainable Assessment Framework for Continuous Improvement at Scale

By: Amanda M. Main, PhD, and Sean W.G. Robb, PhD

A case study of a public university’s college of business administration contributes empirical evidence of scaling challenges and offers a transferable framework for institutions seeking to enhance assessment capabilities while maintaining faculty engagement.

From Volume 54 Number 2 | January–March 2026

Abstract: Using a longitudinal case study spanning two decades (2003–2022), the authors analyzed how a large public university’s college of business administration designed a system that balanced institutional assessment needs with faculty workload considerations. Their findings revealed that successful large-scale assessment systems require: (1) multilevel organizational structures with clear staff roles, (2) embedded assessment measures leveraging existing coursework, (3) technological infrastructure to streamline data collection, and (4) robust feedback mechanisms ensuring interventions are implemented and evaluated. The study contributes empirical evidence of scaling challenges and offers a transferable framework for large institutions seeking to enhance assessment capabilities while maintaining faculty engagement.

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Conference Presentations

Published
May 20, 2025

Revitalizing Mid-20th-century Campus Buildings for 21st-century Science

Abstract: Many institutions have legacy STEM facilities that no longer support their teaching, research, and sustainability goals. The University of Virginia's (UVA) Gilmer Hall and Chemistry Building project provides valuable insight into planning and operating a major renovation for STEM disciplines. This project has strategically repositioned UVA's main science buildings for better outcomes in teaching, research, and high-performance sustainability. Come learn how to balance cost, function, aesthetics, and sustainability in developing the most effective planning and design solutions for major STEM renovations, as well as actively manage these facilities to fully leverage their new capabilities.

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Planning for Higher Education Journal

Published
October 29, 2024

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The Devil and the Detail

Using Headcount and FTE in the Planning Process

By: Karen E. Hinton, PhD

Often, student, faculty, and staff headcount and FTE can be misunderstood and misused. Understanding crucial factors about these data sets can strengthen the planning process.

From Volume 52 Number 4 | July–September 2024

Abstract: Everyone involved in planning activities will be aware of the use of data in the process. Data-driven planning is ubiquitous in all planning processes but can be a weak spot for many planners. The difficulty for most people is that the very mention of “data” can make eyes glaze over. Some of the least understood and most misused data are student, faculty, and staff headcount and FTE (full-time equivalent). Understanding some critical factors about these data sets can help demystify them and strengthen the planning process.

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Blog Post

Published
August 9, 2024

Slight Differences and Lots of Similarities

Two Conference Presenters Both Advocate for Developing and Improving Planning Culture

By: Melodie Greer, MEd, Bryn Athyn College

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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

Good, Better, Best: A Collaborative Approach for High-impact Program Proposals

By: Michael Rothlisberger, Assistant Vice Chancellor for Academic Strategy and Analytics

The University System of Georgia's (USG) academic program proposal process aims to align program development with system-wide strategic goals while increasing graduate employability to meet workforce demands.
Abstract: The University System of Georgia's (USG) academic program proposal process aims to align program development with system-wide strategic goals while increasing graduate employability to meet workforce demands. This session will illustrate how USG's well-oiled standardized system prioritizes interdepartmental collaboration and iteration, drawing on diverse perspectives to create new degree programs across 26 universities. Come learn about how our "Good, Better, Best" approach uses a detailed application and budget template to generate high-impact programs that prepare students to enter an ever-evolving workforce.

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Conference Presentations

Published
July 23, 2024

Finding the Beauty in Right-sizing the KU Campus

By: Barbara Bichelmeyer, Provost & Executive Vice Chancellor | Callie Long, Interim Vice Provost | Mark Reiske| Gautam Sundaram, Principal

The constraints that universities face in terms of capital, declining enrollment, and surplus capacity in campus facilities causes escalation of deferred maintenance costs.
Abstract: The constraints that universities face in terms of capital, declining enrollment, and surplus capacity in campus facilities causes escalation of deferred maintenance costs. The University of Kansas (KU) master plan focuses on the value and impact of right-sizing the campus through change management and the implementation of a data dashboard. This session will share a sustainable path to establish a culture of transparency in decision making, stakeholder engagement, and environmental stewardship. We'll outline a data-driven process and lessons learned for leveraging resources, enacting policies that enable change management, and meeting the challenges of implementing a bold cultural shift.

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Conference Presentations

Published
July 23, 2024

Integrated Campus Master Planning for Unprecedented Capital Improvements

By: Michael Hoff, Vice Provost

Universities are complex organizations that must align many different types of plans to maximize success.
Abstract: Universities are complex organizations that must align many different types of plans to maximize success. Integrated planning is vital to the master planning process because it requires support of all university constituencies. This session will describe how integrated planning and the development and implementation process of the East Tennessee State University (ETSU) master plan enabled ETSU to receive external support of more than $400 million for new and renovated capital projects over the past decade. We'll share how to plan across units, gain constituency support, take steps for project proposals that gain state support through competitive approval processes, and ensure the master plan is the foundation for university growth.

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