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Where planning comes together. T​he power of SCUP is its community. We learn from one another, sharing how we’ve achieved success and, maybe more importantly, what we’ve learned from failure. SCUP authors, produces, and curates thousands of resources to help you prepare for the future, overcome challenges, and bring planning together at your college or university.

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Published
April 20, 2021

Reviewing and Updating Your Mission Statement

This toolkit will walk you through the steps of evaluating your current mission statement, facilitating the key conversations and decisions that underpin an effective mission statement, and writing a mission statement that serves your institution.
Abstract: An effective mission statement can act as an institution’s North Star—providing a distinct, constant direction that a college or university can travel towards. But frequently, college and university mission statements are too broad, too vague, or too outdated to help institutions navigate today’s challenges and opportunities.

This toolkit will help you craft a mission statement that is both inspirational and useful. It will walk you through the steps of evaluating your current mission statement, facilitating the key conversations and decisions that underpin an effective mission statement, and writing a mission statement that serves your institution.

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Delivered
March 8, 2020

2020 North Atlantic Regional Conference | March 2020

Cathedral

Being Strategic About Value and Niche in Higher Ed

This session will present the cathedral model as a tool to analyze how our institutions can support lifelong learning, the academic portfolio, and vibrant community outreach.
Abstract: In a time when public perception of higher ed's value is growing more negative, the 'cathedral model' offers a strategic, integrated approach to amplifying an institution's niche value, cultivating a presence and a narrative that resonates beyond campus borders. This session will present the cathedral model as a tool to analyze how our institutions can support lifelong learning, the academic portfolio, and vibrant community outreach. You will gain a fresh perspective on the strategic use of your brand, mission, and physical campus.

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Data Collection as a Means for Integrated Higher Education Change

The Case of the Anchor Dashboard Learning Cohort

Six institutions measured the community impact of their anchor mission efforts along several social and economic dimensions using the Anchor Dashboard data tool.

From Volume 46 Number 3 | April–June 2018

Abstract: Within the last several years, higher education institutions have embraced the language of an “anchor mission” to define their place-based commitments. This case analysis details the role of data in promoting systematic local change in six institutions participating in the Anchor Dashboard Learning Cohort. These institutions committed to measuring community impact through the Anchor Dashboard, a tool to understand and enhance local commitments along several social and economic dimensions. This article details the promises and pitfalls of developing an institution-wide, place-based mission led from different institutional levels—from the president’s office to faculty-led centers—using this data tool.

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Balanced Scorecard Implementation in a School of Nursing

A Case Study Analysis

Implementing the balanced scorecard measurably improved the overall effectiveness of planning activities and increased individual involvement in and understanding of the strategic planning process.

From Volume 45 Number 4 | July–September 2017

Abstract: This article describes execution of the balanced scorecard (BSC) strategic framework in a School of Nursing (SoN). The SoN strategy map was the outcome of the development phase. The two-year implementation phase incorporated balanced scorecards that linked outcome measures to the priority strategies. Thirty-two percent of the defined outcome measures were met. Factors in adopting the BSC framework included development of a strategic plan that supports the college mission and vision, improved communication within the SoN, a united effort to institute strategies to sustain the SoN’s future, and establishment of performance indicators to measure success in achieving those strategies.

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Integrating Board, System, and University Planning and Performance During a Period of Rapidly Declining State Funding Commitment

Even in the most difficult financial times, integrating planning and budgeting throughout the organization creates opportunities for success.

From Volume 45 Number 3 | April–June 2017

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.

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Developing a Mission Statement for a Faculty Senate

The mission statement stakes the faculty’s claim in the institutional decision-making process.

From Volume 39 Number 2 | January–March 2011

Abstract: If faculty senates are to maintain a place in the modern university, then they must be both effective and viewed as such by faculty, administrators, and other campus stakeholders. One way to shape faculty senate efforts is to create and exploit a clearly defined mission statement. In this article, we offer a four-step, committee-driven, technology-assisted process to develop a mission/vision statement that is anchored in the theory. The proposed process is efficient and easy to administer and can be used at other universities. We also discuss our experience with the process and offer recommendations for other university faculty senates.

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