Learning Resources

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

Institutions Mentioned: Medical College of Wisconsin
Planning Types: Continuity Planning
Tags: Building (or Writing) the Plan, Communication, Crisis and Disaster Management, External Collaboration / Partnerships, Leadership, Medical / Allied Health Education, Modifying the Plan, Recovery Planning, Response Planning, Risk Management, Scenario Planning, Security

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Around the Water Cooler, Minus the Water Cooler

Build College Community, Resilience, and Trust through Campus-Wide Meetings

By: Kelley L. Conrad, PhD

More than 100 Muskegon Community College employees attend weekly, all-college meetings. These are essential touchpoints for communication, learning, and planning.

From Volume 50 Number 3 | April–June 2022

Abstract: Since 2011 Michigan’s Muskegon Community College has held all-campus meetings every Friday morning. Initially the meetings were for student services staff to share information and updates. When COVID-19 caused a rapid shift to virtual course and service delivery, meeting attendance more than tripled as the college community drew together to understand what was happening, what was needed from and expected of employees, and how to connect with colleagues when doing so in person was not possible.

Institutions Mentioned: Muskegon Community College
Tags: Communication, Community College, COVID-19, Operational Planning

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Fully Engaged

Integrated Planning Was Leveraged to Optimize Community Participation in the University of California, Berkeley’s Campus Master Plan

By: Caitlyn Clauson, MUP, and Marissa Cheng, MArch, AICP

The most effective master plans are those that reflect the myriad voices of the institution. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process.

From Volume 50 Number 2 | January–March 2022

Abstract: The most effective master plans are those that reflect the myriad voices of the institution. We’re finding the engagement process is fast becoming as important a product of the plan as the plan itself. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process. Leveraging the University of California, Berkeley’s Campus Master Plan as a case study, this article provides a framework for developing custom engagement strategies, and highlights examples, lessons learned, and tips for optimizing meaningful participation.

Institutions Mentioned: University of California-Berkeley
Planning Types: Campus Planning
Tags: Campus Master Planning, Communication, Community Engagement, Engaging Stakeholders, Facilities Planning, Master Plan, Planning Processes, Student Engagement, Town and Gown

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Flexing Beyond the Pandemic

IT as a Change Leader: Driving Institutional Goals Around Retention and Enrollment

By: Amy Linde, MBA, Matthew Clay, BS, and Mark Johnson, BS

The IT division at Minnesota State University, Mankato— working as part of a campus-wide collaborative effort—quickly and successfully installed new tech in more than 100 classrooms within months of COVID-19 first appearing. Outcomes of the large-scale project are seen as a key attractor for incoming students, regardless of where they are learning.

From Volume 49 Number 3 | April–June 2021

Abstract: With the pandemic forcing education online, IT has become integral to keeping campuses moving forward. With a visionary team dedicated to student-centered experiences, the IT division at Minnesota State University, Mankato managed to quickly and successfully install new tech in more than 100 classrooms within months of COVID-19 first appearing. In this period of crisis, their information technology team created a campus-wide collaboration to introduce and integrate new course delivery opportunities. Outcomes of the large-scale project are seen as transformational and a key attractor for incoming students—regardless of where they are learning.

Institutions Mentioned: Minnesota State University-Mankato
Planning Types: Information Technology Planning
Tags: Communication, Implementation, Learning Environments, Learning Technology, Online Learning, Technology Infrastructure

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Good Academic Planning Is What Happens . . .

. . . When Opportunity Meets with Integration

By: David A. Jenks, PhD, and Brendan Bowen, MPA

The division of Academic Affairs at the University of West Georgia worked with SCUP to integrate academic planning with facilities, accreditation, budget, student affairs, and student success.

From Volume 49 Number 3 | April–June 2021

Abstract: The division of Academic Affairs at the University of West Georgia became involved with the Society for College and University Planning and integrated planning over four years ago. The result was slowly integrating academic planning with facilities, accreditation, budget, student affairs, and student success. Just as Thomas Edison was probably not thinking about integrated planning when he was quoted on planning, we had no idea how fruitful our efforts would become. We enhanced and assessed student scheduling, learning spaces, faculty support, and student success and support services in a meaningful way that resulted in positive and measurable outcomes for improving learning and reducing costs.

Institutions Mentioned: University of West Georgia
Planning Types: Campus Planning, Academic Planning
Tags: Active Learning Environments, Alignment, Facilities Planning, Faculty, Learning Environments, Space Management, Student Support Services

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Planning for Instructional Continuity

Develop a Communication and Implementation Strategy Before a Short-Term Class Disruption Happens

By: Shawn Krahmer, MDiv, MA, PhD, Ginette McManus, PhD, and Rajneesh Sharma, PhD, FRM

Classes can be cancelled because of inclement weather, faculty being unavailable, IT or power outages, pandemic-related closures, and other occurrences. The result of any of these circumstances can be a loss of instruction. St. Joseph’s University developed and applied a best practices guide to ensure the continuation of instruction in the advent of many short-term disruptions.

From Volume 49 Number 1 | October–December 2020

Abstract: When a class is cancelled because of weather, faculty unavailability, IT outage, power outage, or pandemic-related closure, it can result in a loss of instruction. This article details best practices for instructional continuity for many short-term disruptions. Different types of short-term disruptions are identified, as well as how they impact instruction based on course modality. Finally, the article suggests responses for the circumstances, provides a pathway to collaborate with faculty to create a best practices guide for instructional continuity, and shows how to develop a communication and implementation strategy for the plan to reset expectations about instructional disruptions.

Institutions Mentioned: Saint Joseph’s University
Planning Types: Continuity Planning, Academic Planning
Tags: Communication, Faculty, Online Learning, Planning Processes, Teaching and Learning

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Challenging “If You Build It, They Will Come”

Success of Active Learning Is About More Than the Space

By: Jeffrey Ashley, Susan Frostén, Jeffrey Klemens

Active learning spaces can be catalysts for improved teaching and learning. Yet the key to planning for and effectively implementing them on campus is faculty who are willing to change, accept, and evolve their instructional delivery.

From Volume 48 Number 2 | January–March 2020

Abstract: Five years ago, Thomas Jefferson University East Falls Campus (formerly Philadelphia University) planned and implemented an initiative to more mindfully design spaces that optimize active and collaborative teaching and learning. For active learning spaces to be true change agents at the institutional level, we suggest colleges and universities ground an active learning space initiative in the institution’s mission and strategic goals, designate a coordinator to involve stakeholders throughout the entire project, identify faculty members willing to participate, and build a network of support structures within which those faculty members can share their ideas and experiences.

Institutions Mentioned: Thomas Jefferson University
Planning Types: Academic Planning, Campus Planning
Tags: Active Learning Environments, Engaging Stakeholders, Faculty, Learning Environments, Teaching and Learning

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Adjunct Faculty Can Increase Student Success

Create Opportunities for Them to Lift Graduation and Retention Rates

By: Ruth Guthrie, Cheryl Wyrick, Carlos J. Navarrete

Although the numbers of adjunct faculty members at most institutions of higher education have increased, those instructors rarely are included in programs to improve student achievement. But Cal Poly Pomona, by providing modest resources and mentoring, generates opportunities for adjuncts to positively affect student success.

From Volume 48 Number 1 | October–December 2019

Abstract: As universities become more proactive in ensuring student success, the role of faculty is no longer primarily delivering the content of their discipline. It also includes reducing failure rates, creating a sense of student belonging, and engaging in high-impact practices. That work is perceived to be chiefly the responsibility of tenured faculty—and the effect of adjunct faculty is sometimes overlooked. This article argues for increased inclusion of adjunct faculty when planning for programs and policies that improve student success, retention, and graduation rates. Initiatives that worked for a public university are shared.

Institutions Mentioned: California State Polytechnic University-Pomona
Planning Types: Academic Planning
Tags: Faculty, Student Success

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Faculty Motivation in Challenging Times

Do Leadership and Economic Conditions Matter?

By: Alvin Holliman, Jennifer Daniels

Financial concern influences many of the factors that make up job satisfaction for faculty in small-to-medium-sized institutions; transparent leadership can mitigate some of these concerns.

From Volume 47 Number 1 | October–December 2018

Tags: Faculty, Original Research

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Integrating Planning Into the Development of Future Higher Education Leaders

By: Linda Clark

A practitioner-based program uses the practices of integrated planning to cultivate the knowledge and decision-making capacity of mid-level faculty and administrators, enhancing the higher education leadership of tomorrow.

From Volume 46 Number 3 | April–June 2018

Abstract: This article describes the philosophy and delivery of a strategy designed to proactively cultivate the knowledge and ability of mid-level academic administrators to understand and conduct integrated strategic planning. The strategy combines theory, content knowledge, and leadership development to enhance the capacity and effectiveness of future higher education leaders. As opposed to traditional on-the-job training, this strategy can eliminate early career mistakes and enhance planning skills in executive positions to improve the effectiveness of academic leaders. This article uses a conceptual framework grounded in teaching and learning, with strategic decision making emanating from key higher education knowledge bases. The strategies presented in the article cultivate the knowledge and decision-making capacity of mid-level faculty and administrators, enhancing the higher education leadership of tomorrow.

Planning Types: Strategic Planning
Tags: Faculty, Leadership

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