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Planning for Higher Education Journal

Published
December 15, 2023

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Survival of the Financially Fittest

Leverage Strategic Decision-Making and Key Financial Metrics to Achieve Financial Stability

By: Aaron Meis, EdD, and Julee Gard, EdD

Leaders must look closely at financial trends that may reveal signs of trouble—in the short or immediate term—and have the courage to act to address them.

From Volume 52 Number 1 | October–December 2023

Abstract: This article explores a methodology for assessing and managing the financial viability of private, tuition-dependent institutions as well as institutional tactics and strategies used to improve their financial strength. The resulting model will help institutions understand the trends and predictive value of key financial metrics directly impacting their liquidity and operations and how senior leadership can drive change. Institutional examples illustrate how to engage senior leadership in strategic decision-making that includes assessment of revenue growth and/or expense management.

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Planning for Higher Education Journal

Published
November 21, 2023

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Overcoming a $90M Budget Overage in Vanderbilt University’s Residential Colleges

A Multifaceted Team Worked Collaboratively to Stem Overruns

By: David Bailey, BA, AIA, LEED AP, and Walt Massey, BA

The University, architects, engineers, strategic planning consultants, and contractor teams worked hand in hand to peel back the onion to stem the overruns.

From Volume 52 Number 1 | October–December 2023

Abstract: When Vanderbilt University began seeing signs that cost escalation, scope additions, campus requirements, and authentic Collegiate Gothic architecture for their proposed new residence halls were all pressuring the budget, a multifaceted team worked collaboratively and arduously to stem the overruns.

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Planning for Higher Education Journal

Published
June 29, 2023

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What Is Your Crisis ‘What If’?

Create a Sustainable Approach to Emergency Response Planning

By: Jessica A. Luedtke, PhD, and Mary M. Reinke, MBA, MS

The Medical College of Wisconsin planned strategically, engaged executive leadership, and operationalized an Administrative Response Team to navigate critical incidents impacting the university.

From Volume 51 Number 3 | April–June 2023

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Planning for Higher Education Journal

Published
May 23, 2023

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Quickly Building a Bridge

Use an Institutional Effectiveness Planning Model to Drive Strategic Planning

By: Jason Nicholas, MS, Daniel Cullen, PhD, and Ellen Koski, MPH

Executive leadership changes at Northern Michigan University led the interim president, interim provost, and Board of Trustees to call for a bridge plan to clearly articulate strategic work happening throughout campus. This article describes how the university was able to develop an interim strategic plan with broad campus engagement in less than half a year.

From Volume 51 Number 3 | April–June 2023

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Planning for Higher Education Journal

Published
April 26, 2022

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The Future of Planning is . . .

. . . Aligned, Integrated, and Collaborative Institutional Effectiveness

By: Michael Ben-Avie, PhD; Kimberly K. Daugherty, PharmD; Lina Di Genova, PhD; Justin P. Hoshaw, MS; Erin M. Isaacson, MA; Nicholas R. Santilli, PhD; Megan Schramm-Possinger, PhD; and Robert Wilkinson, DEd

IE professionals are both translators and integrators—and universities need these people who know how to interpret the data. Within the context of an IIE office, they assist in developing data-informed strategic plans, financial forecasts, enrollment plans, and other assessments of institutional efficacy.

From Volume 50 Number 3 | April–June 2022

Abstract: The institutions that will thrive in the future will be those that use high-quality, relevant mission-driven data as part of their strategic, integrated planning process. Because of this it is imperative to create integrated institutional effectiveness (IIE) offices that serve as the connective tissue among all units within a college or university. The data and expertise of institutional effectiveness can be leveraged to benefit the institution as a whole. In this article, we discuss the value of creating an IIE office and challenges associated with a centralized infrastructure.

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Planning for Higher Education Journal

Published
April 6, 2022

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Teetering on the Demographic Cliff, Part 3

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
January 1, 2018

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An Approach to the Preparation or Revision of a Master Plan for a Nigerian Polytechnic

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
July 1, 2017

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Eight Themes in Strategic Planning

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
September 1, 2002

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Grappling with Strategic Dissonance

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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