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.
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Planning for Higher Education Journal Published
By: Ayodeji Oloyo
Whether preparing a plan for a proposed institution or revising a plan for an existing institution, following a carefully designed approach greatly facilitates the realization of the institution’s vision and mission.
From Volume 46 Number 2 | January–March 2018
Abstract: This article presents an approach for the preparation of a feasible master plan for a proposed polytechnic. It identifies and discusses key steps common to all methods used in the preparation of an institutional master plan. The object is to provide pertinent information to guide the preparation of a master plan that ensures a successful implementation and fulfillment of the institution’s objectives. It was concluded that the adoption and implementation of an appropriate master plan for a named polytechnic greatly facilitates the realization of the institution’s vision and mission.
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Planning for Higher Education Journal Published
Reflections from a Year of Focused Learning
By: Jennifer H. Stephens
Strategic planning and how higher education leaders use strategic planning to move their institutions forward are changing to remain relevant in today’s highly competitive and fast-moving environment.
From Volume 45 Number 4 | July–September 2017
Abstract: A year of focused learning on strategic planning at colleges and universities across the nation revealed eight key themes in strategic planning as well as how university leaders are using strategic planning to move their institutions forward and how strategic planning is changing. Strategic plans (1) have shorter time spans, (2) include goals in broad brush strokes, (3) have strong communication plans, (4) present their complex goals in simplified form, (5) use data, (6) distinguish their institutions, (7) are aligned with other plans, and (8) require strong leadership.
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Planning for Higher Education Journal Published
By: Sandra L. Dowie
Educational technology units must continually monitor their strategic plans to ensure that they are aligned with the evolving realities of their institutions.
From Volume 31 Number 1 | September–November 2002
Abstract: Educational technology units must continually monitor their strategic plans to ensure that they are aligned with the evolving realities of their institutions. Strategic dissonance occurs when previously successful strategies are no longer achieving the same results. This article uses the Virtual Retina project as an example of strategic dissonance for the Academic Technologies for Learning at the University of Alberta. A number of methods for analyzing the strategies used by educational technology units are presented. These methods provide a means for units within institutions of higher education to conduct the ongoing task of renewing their strategic plans.
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