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Your Higher Education Planning Library

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Example Plans

Published
September 2, 2022

Supporting Document

Public Associate’s College (California, United States)

The college recently redesigned its planning and budgeting process to strengthen alignment and improve communications. This calendar depicts the timeline for that process.

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Example Plans

Published
May 31, 2022

Supporting Document

Public (British Columbia, Canada)

This green paper (a preliminary report of proposals published to stimulate discussion) introduces the primary concepts and advantages of integrated planning, designating it as the approach that will frame the institution’s upcoming strategic planning process.
Abstract: From the introduction: “Envision TRU culminated with the approval of a new institutional vision, values and change goals. The COVID-19 pandemic has put a pause on our work towards vision realization and goals prioritization. We now are picking up where we left off. This green paper is intended to present a general outline and stimulate discussion on how Thompson Rivers University (TRU) can work towards living our new vision and achievement of our 10-year goals.” Contents:
  • What Is Integrated Planning
  • Planning Process Model
  • Why Adopt Integrated Planning At TRU
  • Strategic Framework Approaches
  • Integrated Planning Implementation
  • How Will We Realize Envision TRU?
  • Planning, Budgeting and Assessment
  • Next Steps

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Planning for Higher Education Journal

Published
February 22, 2022

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Getting in the eGame

Esports Streaming Gives the University of Kentucky a New Way to Grow Revenue and Recruit Students

By: Michael Stewart, BS, and Heath Price, MS

The University of Kentucky understood the importance of technology in preparing students for the digital world. With public-private partnerships, it sought opportunities to be an industry leader in leveraging that capacity for its students, faculty, staff, and the community.

From Volume 50 Number 2 | January–March 2022

Abstract: The University of Kentucky (UK) and the University of Kentucky Esports Club worked together to establish the University of Kentucky Esports Lounge. Students were surveyed on their gaming needs, and the resulting wish list (i.e., equipment selection, space configuration, furniture, etc.) fed into the decision-making process by all constituents. The project budget was derived by a larger construction project at the University that focused on student recruitment, community, and connection to the non-student demographic. The UK team ultimately planned and launched the custom facility to meet users’ particular needs—while finding a way for the University to produce an additional revenue stream.

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Conference Recordings

Published
July 15, 2021

2021 Annual Conference | July 2021

Pivot! Planning During a Pandemic and Staying on Course

By: Paula Kinney, Saint Paul College-A Community and Technical College | Nichole Sorenson, Saint Paul College-A Community and Technical College

In this session, we'll share best practices and lessons learned in virtually adapting the cycle of planning and budgeting processes to an uncertain, volatile, and virtual environment.
Abstract: The pandemic hit during a crucial part of Saint Paul College's annual planning process, forcing processes, events, training, and decision-making to move to a totally virtual environment. In addition to pivoting operations, Saint Paul College also faced uncertain financial conditions. In this session, we'll share best practices and lessons learned in virtually adapting the cycle of planning and budgeting processes to an uncertain, volatile, and virtual environment.

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Conference Presentations

Published
October 28, 2019

2019 North Central Regional Conference | October 2019

Funding the Future in Tough Times

The Programming Dilemma

By: Sandra Patterson-Randles

This session will detail strategies from three separate regional university initiatives to solicit, evaluate, adopt, and fund forward-thinking campus enhancements under significant budgetary constraints.
Abstract: In order to meet students’ evolving needs and ensure an institution’s ongoing vitality, competitive proposals for campus programming require astute evaluation and vigorous assessment of ongoing institutional benefit. This session will detail strategies from three separate regional university initiatives to solicit, evaluate, adopt, and fund forward-thinking campus enhancements under significant budgetary constraints. Come and explore the successes and failures involved in these planning initiatives that focus on long-term student success, financial viability, programmatic quality, and institutional stability over two decades.

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Planning for Higher Education Journal

Published
July 1, 2017

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Is a Capital Project on Your Plate?

A Guide to Developing Effective Places for Teaching and Learning

By: Robert Mention

Here are eight steps proven to help planners navigate the complexities and avoid the pitfalls that are too often part of the process when planning and funding capital projects.

From Volume 45 Number 4 | July–September 2017

Abstract: Do you have facility needs, like the need for more/improved space for instruction or infrastructure upgrades? Is it time to address deferred maintenance issues? Do you have reservations about venturing into unfamiliar territory? You’ll have to wrestle with some vexing matters—plan alternatives, big budgets, illusive funding sources, and an uninformed public. Your concerns are valid. With a rich background as architectural firm principal and later as a community college project manager, the author has been through the drill. This article’s thoughtful advice details a project’s first phases—from initial concepts to developed projects with funding. It will head you toward success by helping to avoid the pitfalls.

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Planning for Higher Education Journal

Published
April 1, 2017

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No-Brainer or Brain-Twister?

Linking Planning and Budgeting

By: Brett Fairbairn

While there is no one right way to link planning and budgeting, there is good practice: what works to influence behavior in the direction of institutional goals, supported by strong leadership.

From Volume 45 Number 3 | April–June 2017

Abstract: This article presents a range of approaches for linking budgeting to planning. After briefly discussing the natures of planning and budgeting, it presents four conceptual categories of ways to link the two. The article defines these as structural, adaptive-incremental, devolved, and holistic/advanced. No one approach will be correct for all institutions. Even where there is a system in place to link planning and budgeting, this is unlikely to be enough unless there is firm, skilled, aligned, and distributed leadership to keep the system on track toward institutional goals.

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Planning for Higher Education Journal

Published
April 1, 2017

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College Affordability and Institutional Pricing Policies

By: Sandra R Baum

Institutions would do well to make their complex pricing policies more clear to students and families to help them understand how a higher education is more affordable than most people believe.

From Volume 45 Number 3 | April–June 2017

Abstract: The complexity of college pricing policies makes it difficult for students and families to understand how much they will have to pay and which colleges will fit their budgets. Colleges and universities should be able to explain their pricing and aid policies and why they have chosen them. Both financial aid and the high returns on a postsecondary education make college more affordable than most people believe. Colleges should take responsibility for clarifying this confusing issue.

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Planning for Higher Education Journal

Published
April 1, 2017

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Juggling Chainsaws

Managing the Tensions between Strategic Planning and Decentralized Budgeting

By: Bryan C. Harvey

The numerous benefits of these processes can be realized only when the institution recognizes and plans for the different, sometimes conflicting perspectives they bring to high-stakes discussions.

From Volume 45 Number 3 | April–June 2017

Abstract: The advantages of thoughtful, well-structured strategic planning and decentralized budgeting are numerous. But they bring different and sometimes conflicting perspectives to high-stakes discussions within the institution. By recognizing and preparing for these tensions, the odds increase that their potential benefits will not be eroded or eclipsed by distractions or destructive forces and they can work in harmony to help an institution accomplish its goals in an increasingly challenging environment. The author considers specific tensions and conflicts and draws on the experience of a flagship public university to suggest ways to manage these tensions and reap the benefits of both approaches.

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Planning for Higher Education Journal

Published
April 1, 2017

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Redesigning a Budget Model with a Grassroots Approach

By: Maria R. Anguiano, Jason Rodriguez

While redesigning a campus budget model could happen relatively quickly from a technical standpoint, time spent in extensive engagement, collaboration, and conversation is key to successful implementation.

From Volume 45 Number 3 | April–June 2017

Abstract: A budget model shapes the way a campus operates in a fundamental way. Redesigning a campus budget model could actually happen relatively quickly from a technical standpoint. However, extensive engagement, collaboration, and conversation are key to a successful implementation. In this article, the authors chart the budget model redesign process at UC Riverside, which followed a uniquely grassroots approach. Changing the budget model at UC Riverside was about changing mind-sets, incentives, and behaviors—not just about the numbers. UC Riverside’s phased approach to its redesign process may be instructive to other higher education institutions considering undertaking such a major change initiative.

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