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Planning for Higher Education Journal

Published
December 10, 2025

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A Day-in-the-Life of a College Planner . . . in 2030

AI Reimagines Higher Education Planning

By: Linda Baer, PhD, Colleen Carmean, PhD, Joseph (Tim) Gilmour, PhD, and Donald Norris, PhD

The authors invite readers to join them on a journey into the future, five years ahead. Step into the shoes of a higher education planner in the year 2030 and see firsthand how transformative ideas might reshape your day and decisions.

From Volume 54 Number 1 | October–December 2025

Abstract: To put their thinking about AI into practice, the article authors asked ChatGPT to help craft day-in-the-life scenarios for an invented higher education planner in the year 2030. Using a series of prompts, they requested an applied breakdown of that planner’s day. Initial ideas and about two-thirds of the scenarios were conceived by ChatGPT in response to those prompts.

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Planning for Higher Education Journal

Published
December 1, 2025

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Coordinating Complexity

Streamline Institutional Change Through Integrated Planning

By: Will Miller, PhD, Danielle Farris, MS, Katelyn Nelson, BS, and Nicole Wallace, BS

The authors replaced a costly, time-intensive model with a SharePoint-based system to transform sprawling processes into responsive systems for growth.

From Volume 54 Number 1 | October–December 2025

Abstract: With over 100 programs and 113 sites across 28 states and multiple countries, Embry-Riddle Aeronautical University faced mounting complexity in managing institutional changes.

Previously, each change we made required meetings with up to 30 participants from more than 20 offices, including Financial Aid, Facilities, Academic Affairs, IT, and Site Management.

Through integrated planning, we replaced that costly, time-intensive model with a SharePoint- based system for asynchronous collaboration. The shift fostered transparency, reduced delays, and empowered cross-functional alignment. The project exemplifies how intentional design and relationship-building can transform sprawling processes into coordinated, responsive systems prepared for institutional growth and change.

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Conference Presentations,Conference Recordings

Published
June 16, 2025

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Reimagining the Student Experience and Stewarding Campus Resources

By: Cory Clippinger, Architect, DLR Group | Matthew Damschroder, Vice President for Student life and Dean of Students, Juniata College | Kaveri G. Singh, Higher Education Leader, Architecture, DLR Group | Lisa Keegan, Vice President for Student Enrollment, Engagement, and Success, Bucknell University

Institutions are seeking to improve student experience to support recruitment and retention on campus, but making big impactful moves can be daunting in the midst of overwhelming deferred maintenance needs.
Abstract: Institutions are seeking to improve student experience to support recruitment and retention on campus, but making big impactful moves can be daunting in the midst of overwhelming deferred maintenance needs. Solving for a renewed focus on student wellbeing and resource-strapped environments, we'll share two case studies of transforming the campus experience through strategic investment in capital-constrained environments. This session will outline a path for converting the threats of deferred maintenance numbers into an opportunity to enhance the student experience on campus by providing a tool kit to guide institutions through the planning process.

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Conference Presentations

Published
May 20, 2025

Reimagining the Student Experience and Stewarding Campus Resources

Abstract: Institutions are seeking to improve student experience to support recruitment and retention on campus, but making big impactful moves can be daunting in the midst of overwhelming deferred maintenance needs. Solving for a renewed focus on student wellbeing and resource-strapped environments, we'll share two case studies of transforming the campus experience through strategic investment in capital-constrained environments. This session will outline a path for converting the threats of deferred maintenance numbers into an opportunity to enhance the student experience on campus by providing a tool kit to guide institutions through the planning process.

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Planning for Higher Education Journal

Published
April 4, 2025

Institutional Transformation and Successful Accreditation Review Through Data-Informed Collaboration

Gain Accountability with Values-Based Integrated Planning

By: Shawna Herwick, MSW, and Paul Illich, PhD

Implementing a values-based integrated planning framework equipped Southeast Community College to leverage the data it collected to build and strengthen relationships, align the institution within and across divisions, and prepare for change. The efforts led to the successful modernization of facilities, historic enrollment growth, staffing increases, other operational improvements, and a positive accreditation outcome.

From Volume 53 Number 2 | January–March 2025

Abstract: Southeast Community College (SCC) applied an integrated framework approach to inform all aspects of its successful comprehensive accreditation review. Following decades of reviews leading to monitoring and focused visits to address opportunities for improvement, SCC managed its most recent comprehensive assessment through integrated planning to ensure the accreditation process coincided with building relationships, aligning divisions and departments, and promoting a culture that is well prepared for change. This structured and focused integrated planning method for comprehensive accreditation review was associated with a successful outcome that involved no monitoring or required follow-up for the first time in the College’s accreditation history.

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Planning for Higher Education Journal

Published
February 5, 2025

‘Catching’ Substantive Changes with Integrated Planning

Form a Dedicated Team to Reduce Silos, Develop Cross-Unit Collaboration, and Implement Transformative Goals

By: Rachel E. Smith, PhD, and Leslie W. Grant, PhD

Implementing changes at institutions that operate under a distributive leadership model can be challenging because academic and support units function separately. This article recommends successful ways to manage the change-making process.

From Volume 53 Number 2 | January–March 2025

Abstract: Implementing changes at institutions that operate under a distributive leadership model can be challenging because academic and support units are siloed. This article presents an example of one midsize, public, research institution’s successful strategy for “catching,” or identifying and managing, substantive changes using integrated planning. Through a centralized team of academic and support unit representatives, the academic units shared planned substantive changes, received feedback, and adjusted. The institution’s substantive change policy, infrastructure, and collaborative culture ensured the changes did not slip through the cracks or hit significant roadblocks. This article shares how the team operated, giving recommendations for institutions implementing the change practice.

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Conference Presentations

Published
October 22, 2024

Full STEAM Ahead: Colocating Science, Engineering, and Liberal Arts

By: Jim Brummer, Vice President of Facilities, University of St Thomas-Minnesota | Melissa DelVecchio, Partner, Robert A.M. Stern Architects | Brian Lapham, Architect and Lab Planner, BWBR Architects, Inc.

Recruitment and retention are increasingly vital as student demographics evolve. New approaches to collaborative planning create keystone spaces on campus that can reinvigorate entire zones and benefit students, faculty, staff, and the bottom line.
Abstract: Recruitment and retention are increasingly vital as student demographics evolve. New approaches to collaborative planning create keystone spaces on campus that can reinvigorate entire zones and benefit students, faculty, staff, and the bottom line. The University of St. Thomas's Schoenecker STEAM Center uniquely combines science and engineering spaces with liberal arts programs and other collaboration space while also enhancing use patterns, gathering points, and campus circulation. We'll share tools and lessons learned to help you navigate the complexities of co-locating disparate functions while accounting for funding capacity and time-of-day use, resulting in efficient, effective spaces that support changing campus demographics.

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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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Conference Presentations

Published
July 22, 2024

Navigating Academic Success: Dashboards for Data-informed Decision Making

By: Nasrin Fatima, Associate Provost for Assessment and Analytics, SUNY at Binghamton

The role of data-informed decision-making can't be overstated.
Abstract: The role of data-informed decision-making can't be overstated. By leveraging advanced data visualization techniques, these dynamic dashboards provide real-time insights into key performance indicators, enabling informed and strategic decision making. We'll embark on a visual journey into the heart of data-informed decision making with a focus on exceptional dashboards, delving into visual analytics to illuminate the transformative impact they have on leadership and student success. Come learn about the transformative impact that Binghamton University's dashboard creation and visual analytics has on academic leadership, departmental efficiency, student success initiatives, and institutional excellence.

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Conference Presentations

Published
July 22, 2024

It’s Alive! Georgia Tech’s Bold, Comprehensive Campus Plan

By: Juan Archila, Academic & Research Facilities Infrastructure Director | Laurence Brennan, Campus Planner | Megha Sinha, Principal, Urban Design and Planning | Rama Sivakumar, Senior Research Engineer

Planning for certainty in higher education's unpredictable climate is impossible.
Abstract: Planning for certainty in higher education's unpredictable climate is impossible. The living framework, a geographic information system-based (GIS) tool, gives institutions agency to adjust scenarios and measure impacts against set metrics to facilitate decision making and guide capital plans. Georgia Institute of Technology (GT) applies this integrated planning process for long-term relevancy as campus priorities and external factors evolve, the impacts of hybrid work emerge, and unexpected ideas develop. You can use GT's innovative planning tools and strategies to meaningfully respond to dynamic stakeholder needs, manage institutional complexity, measure sustainability and growth outcomes, and build an effective governance model.

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