Learning Resources

Abstract: Achieving curricular coherence across a multi-campus institution required sustained coordination, shared purpose, and a commitment to alignment. Through integrated planning, Embry-Riddle Aeronautical University moved from three separate catalogs and curriculum processes to a single, standardized system. AI provided an initial draft for a unified catalog, but real progress came through cross-campus faculty collaboration. Faculty reviewed and revised content together, covering more than 2,000 courses, guided by a process that included the registrar, deans, and accreditation leaders. The approach emphasized relationship-building, respected campus differences, and ensured consistency, creating a stronger foundation for future change.

Abstract: This Viewpoint examines how organizational culture, performance expectations, and decision authority interact as interdependent drivers of executive alignment and institutional effectiveness within colleges and universities. It is intended to contribute to ongoing discussions on institutional effectiveness, executive leadership, strategic planning, and organizational sustainability in higher education. Drawing on organizational culture theory and practitioner leadership experience across multiple executive divisions, the authors propose the Executive Alignment Framework as a conceptual model to understand both fragmentation and coordination in higher education.

Abstract: Community colleges must balance student transfer preparation with workforce alignment while remaining responsive to changing regional needs. At Coastal Bend College, leaders used an integrated planning approach to evaluate career and technical education programs amid shifting labor market demand. By aligning employer input, enrollment and student success data, funding considerations, and institutional mission, the college developed transparent criteria to guide difficult program sunset decisions. This planning story focuses on how cross-functional stakeholders were engaged, evidence informed choices, and the planning cycle supported adaptive academic decision-making rather than outcomes alone.

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.

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: King’s College, Cambridge required new postgraduate housing to support its growth plans. The design team collaborated closely with college stakeholders, including the prospective residents, to research all aspects of the proposals—brief, spaces, structure, and services—early in the process. That research provided a comparison of environmental methods that ranged from a regulatory baseline to a certified Passivhaus approach. The holistic “fabric-first” standard delivers highly efficient, low-energy buildings with high-quality construction and occupant comfort. The metrics fed into a cost-benefit analysis of capital cost vis-a-vis energy reduction to determine the long-term value of each approach.

Abstract: The president of Carlow University identified the university’s town-gown relationships as needing assessment as the institution embarked on a significant campus revitalization that required close coordination with the City of Pittsburgh. We developed a four-quadrant framework of best practices based on an extensive literature review. To assess town-gown interactions against the framework, we interviewed city and higher education leaders, reviewed the City of Pittsburgh’s and university documents, and analyzed the university’s social media presence. Our process generated specific, actionable recommendations that resulted in the university reorganizing senior leadership position descriptions and responsibilities, revamping its social media strategy, and aligning organizational efforts to increase its visibility.

Abstract: The value of collaborative planning is in the process and the outcome. An intentional, co-creation design improves your odds of developing a meaningful plan—a plan of action and impact. By leveraging connection and collective cognition, more voices are engaged, diverse viewpoints and ideas are collected, and shared understanding is fostered. This leads to enhanced plan quality and ownership of the direction and action. The article explores the benefits of collaborative planning, the amplification of social capital, and the application of a design framework and tools for purpose-driven collaboration.

Abstract: Georgia College & State University, a public liberal arts institution, began an integrated, collaborative, and future-focused strategic planning process during a time of uncertainty (COVID-19, enrollment declines, financial shortfalls, etc.). This planning included shared leadership across campus to develop and implement the plan, data-informed decision-making by a diverse group of steering committee members representing all areas of campus, visits to strategically identified aspirant universities, and ongoing stakeholder engagement that included student input. These strategies leveraged the inherent qualities of a liberal arts institution while addressing the challenges and opportunities that exist in public higher education.