Planning for Higher Education Journal Published
Different Conditions Require a Different Kind of Planning
By: Bryan C. Harvey, EdD
Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?
From Volume 50 Number 2 | January–March 2022
Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education.
Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Achieving Graceful Transitions in the Academy
By: Susan C. Allen, MBA
From Volume 50 Number 2 | Jan–Mar 2022
Abstract: Higher Education Business Models Under Stress: Achieving Graceful Transitions in the Academy
Member Price:Login
Member-only Resource
Join now to have access
Planning for Higher Education Journal Published
Apply the Three Time Horizons Perspective to Planning and Governance
By: Jim Downey, PhD
An integrated model of three horizons, three areas of planning, and three types of governance is presented as a framework for institutional leadership.
From Volume 50 Number 1 | October–December 2021
Abstract: The global COVID-19 pandemic has fundamentally changed the world of higher education. As institutions look to the future, beyond the end of the pandemic, significant uncertainty exists. There is little question that colleges and universities will have to do a better job at planning, and boards at governing, to flourish in the years ahead. In this article an integrated model centered around three different time horizons, three areas of planning, and three types of governance is presented. The model can serve as a framework to demonstrate how these are all related, self-reinforcing, and usable as an aid for institutional leadership.
Member Price:Login
Member-only Resource
Join now to have access
