Learning Resources

Abstract: When change in higher education isn’t managed in a human-centered manner, institutional leaders are unlikely to see the outcomes they intended to achieve. That’s because they didn’t invest enough in involving and supporting the individuals expected to operationalize a new strategy. Nobody wins in these situations: Executives, employees, and students all lose out on the benefits a change initiative could have produced. In this book excerpt, the author shares why strong change leadership must be at the helm of cultivating an environment where innovation is embraced and managed with compassion for the humans who are being asked to think and work differently.

Abstract: Muskegon Community College’s (MCC) Goal in Focus communications program reshaped stakeholder engagement and strengthened institutional alignment, driving more effective strategic outcomes. Grounded in the Society for College and University Planning’s Integrated Planning Competencies, our approach fostered a planning culture that is transparent, adaptable, and collaborative. By strategically aligning monthly communications with its institutional goals, MCC increased engagement with students, employees, and the community while reinforcing a shared sense of ownership. A goal-focused communications calendar enriches sustainability, builds relationships, strengthens alignment, and improves preparedness for change.

Abstract: Higher education is infamously change-resistant. What’s needed is a new methodology: human-centered change. Informed by research and honed by practice, human-centered change is a flexible, pragmatic approach that works within higher education’s unique structures, practices, and culture. This book guides change leaders and practitioners through the application of human-centered change. A practical manual, it provides mid- and senior-level administrators the essential practices, examples, recommendations, and tools they need to lead change in their colleges or universities.

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.

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: 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.

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.

Abstract: This session will delve into the creation of a strategic plan at The Ohio State University (OSU) and its academic medical center. The plan leverages program development and integration of enrollment as well as DEI plans to advance goals and meet workforce needs. We'll share approaches for cross-functional collaboration and aligning up, down, and across an organization through stakeholder engagement. We'll also provide an overview of how an integrated academic plan shifts from development to implementation. Join us to learn from OSU's project roadmap, which includes tools to engage internal and external partners and drive implementation.

Abstract: This session will share lessons learned from United Tribes Technical College's (UTTC) master plan that serves as a living document and adapts to changing needs. We'll explore how this culture-infused master plan applied an integrated approach to campus development over five years, addressing five primary needs with a focus on culture, regenerative design, and phasing to support strategic alignment. Join us to discover how you can implement campuswide resiliency strategies to safeguard the campus environment and gain insights into the phased implementation approach for ensuring the plan's success and sustainability over time.

Abstract: How do you provide a safe space for authentic and inclusive dialogue while addressing a contentious topic in higher education? How do you provide the opportunity and education needed for your campus community to recalibrate their thinking when a response is needed right away? We worked through these issues in the development of an Artificial Intelligence institutional statement and department guidelines at our art and design institution. It wasn’t easy, and we’re still learning, but our case study might provide change management strategies you can use at your own institution.