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Webinar Recordings

Published
September 15, 2020

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Instructional Economics

Making Finance-Informed Academic Decisions

By: William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. (Moderator) | Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University | Steve Probst, Senior Partner, Gray Associates, Inc.

All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health.

This is part two of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health. Understanding the economics of your programs and courses can help you focus resources on the programs and courses most critical to your mission and free up funds for strategic growth.

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Planning for Higher Education Journal

Published
September 14, 2020

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Untangling the History and Procedures of Strategic Planning

We Review a Century of Literature for Answers

By: Roy Mathew, Elsa Bonilla-Martin, Daniel Santana, and Erick Gonzalez

Almost since the time when the concept of strategic planning first appeared in the literature of higher education, its value has been questioned. Do strategic plans help institutions achieve excellence, or are they more likely to gather dust on a shelf? Perspectives are presented through a review of nearly 100 years of the history and theoretical basis for strategic plans.

From Volume 48 Number 4 | July–September 2020

Abstract: Is a strategic plan necessary for institutional success? In preparation for a new strategic plan at UTEP, we reviewed literature and found many publications that described the procedures of plan making and also case studies of how plans are produced. We also found substantial literature that questioned the value of strategic plans. These findings prompted us to think about the historical and theoretical basis for strategic plans: How did they emerge, what is their theoretical value, and is there a right way to do them? In our article we offer surprising answers to these questions based on a review of a century of theory and planning literature.

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Conference Recordings

Published
July 24, 2020

2020 Annual Conference | July 2020

Vision to Reality

Reshaping Institutional Models for Underserved Populations

By: Cheryl Marshall, Chancellor, North Orange County Community College District | R. Umashankar, Principal Physical Planner, University of California-Riverside | Mario Violich, Principal, Moore Ruble Yudell Architects & Planners | John White, Executive Director, Bond Program and Facilities Planning, College of the Desert

Come learn how you can translate institutional values of access and equity into resilient physical planning strategies that will help your institution support underserved students in a time of crisis.
Abstract: New learner-centered tools must emphasize collaboration and scalability as higher education responds to a worldwide health crisis and social unrest sparked by inequity. This session will illustrate how the needs of traditionally underserved students are reshaping higher education delivery, now more than ever due to increased virtual learning and loss of campus space. We'll share how we're learning as we go, implementing innovative, resource-conscious, and practical solutions to urgent challenges. Come learn how you can translate institutional values of access and equity into resilient physical planning strategies that will help your institution support underserved students in a time of crisis.

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Conference Recordings

Published
July 22, 2020

2020 Annual Conference | July 2020

Planning for Equity

Supporting Students Now and in the Fall

By: Salvador Aceves, Senior Vice President and Chief Financial Officer, Regis University | William Atkins, Associate Dean of Students, Senior Director, Multicultural & Diversity Affairs, University of Florida | Seher Awan, President, Los Angeles Southwest College | Andrew Feick, Associate Vice President for Sustainable Facilities Ops. and Capital Planning, Swarthmore College | Linsey Graff, Campus Planner, DLR Group | Krisan Osterby, Campus Planning Leader | Principal, DLR Group

Come join our panelists for an in-depth discussion of research into student inequities and how their institutions plan to improve the student support system on their campus this fall.
Abstract: The campus exists to serve as a support network for students, but the COVID-19 pandemic has revealed the variety of ways in which some students remain underserved. This session will discuss the equity and access issues amplified by the pandemic and how institutions are adapting this fall's programs and environments to alleviate these issues. Come join our panelists for an in-depth discussion of research into student inequities and how their institutions plan to improve the student support system on their campus this fall.

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Conference Recordings

Published
July 22, 2020

2020 Annual Conference | July 2020

Reframing Strategic Planning Priorities Through Results-based Strategic Design

By: David Haney, President (retired), Centenary College | Jeremy Houska, Director of Educational Effectiveness, University of La Verne

In this session, you will learn how Results-Based Strategic Design (RBSD) can help you supplement, restart, or reframe planning processes at your institution.
Abstract: Strategic planning processes need to be more engaging, relevant, and effective—especially within the disruptive context of the COVID-19 pandemic. Results-Based Strategic Design (RBSD) is an alternative approach to strategic planning that combines design-thinking methods with a focus on outcomes. By shifting from 'planning' for an unknown future to 'designing' human experiences, RBSD emphasizes student experience rather than institutional preservation, concrete problem solving, early adoption over prioritizing consensus, and strategy as behavioral change. In this session, you will learn how RBSD can help you supplement, restart, or reframe planning processes at your institution.

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Planning for Higher Education Journal

Published
July 7, 2020

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Universal Design in the Age of COVID-19

Changes Are Demanding That Campuses Include All Learners

By: Greg Havens

Demographics on campuses have changed, expectations for accessibility have increased, and the COVID-19 pandemic has accelerated the need to provide inclusive experiences for all learners. Thirty years after the ADA was signed into law, much has been achieved; however, there is more to be accomplished at colleges and universities if we are to provide inclusive experiences for all learners. A renewed approach to campus planning and design, informed by the principles of Universal Design and Universal Design for Learning, and with a commitment to delivering hybridized online and in-person models of educational delivery, is needed now.

From Volume 48 Number 4 | July–September 2020

Abstract: In context of COVID-19, institutions are developing new approaches to online learning at an unprecedented pace. Looking ahead, this great experiment may offer lessons for broadening the definition of accessibility. Three decades after the Americans with Disabilities Act established minimum accessibility standards for the built environment, this moment of accelerated change presents a unique opportunity to utilize hybrid delivery models and universal design principles to rethink accessibility. Sasaki principal Greg Havens examines how continued emphasis on improvements to the physical environment, when combined with hybrid learning and services, could transform the way we plan the human-centered, accessible campuses of tomorrow.

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Planning for Higher Education Journal

Published
June 15, 2020

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Is Higher Education Ready for Its Learners?

Impact Student Success Using the Three-Box Solution

By: Janel Bloch, Ryan D. Padgett, Shawn Rainey, Holly Riffe, Kimberly Scranage, Lois Schultz, and Gannon Tagher

With sweeping shifts in recruitment and retention of students throughout higher education, Northern Kentucky University committed to a pivot. Its new student framework emphasizes student support and academic delivery driven by strategic decisions and data rather than by impulsivity. Their Success by Design framework encouraged innovations that focused the university on meeting learners where they were.

From Volume 48 Number 3 | April–June 2020

Abstract: Northern Kentucky University (NKU) used an expedited and focused strategic planning process by applying Govindarajan’s (2016) Three-Box Solution to simultaneously manage the past, present, and future. A Core Team, supported by multiple resource teams consisting of representatives from all NKU constituencies, gathered input from nearly 2,000 stakeholders. The resulting Success by Design strategic framework concentrated solely on student success. This article describes the ongoing, iterative approach and offers recommendations for those seeking to develop widespread buy-in and unleash the innovative spirit needed to make their institutions more student-ready.

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Planning for Higher Education Journal

Published
May 8, 2020

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Promoting Engagement in Strategic Planning

Southeast Community College Used FAST Goals to Capture Stakeholder Interest

By: Paul Illich and Shawna Herwick

Creating a positive, reflective, inclusive, and transparent institutional climate facilitated improved engagement in and ownership of strategic and departmental planning. The process of using FAST goals (frequently discussed, ambitious, specifically measured, and transparent) produced constructive outcomes.

From Volume 48 Number 3 | April–June 2020

Abstract: Southeast Community College (SCC) transformed its departmental planning by embedding a cultural goal within its strategic plan. The goal focused on creating a positive, reflective, inclusive, and transparent institutional climate—through the implementation of departmental FAST goals. That goal type refers to those that are frequently discussed, ambitious, specifically measured, and transparent, which represents an alternative to the commonly used SMART goal-setting approach. This article describes how a change of climate at SCC set the stage for the conversion to FAST goals—and improved engagement in and ownership of strategic and departmental planning.

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Webinar Recordings

Published
April 27, 2020

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Voices from the Field: Episode #4

Empowering Underrepresented Students for the Long Term During Crisis and Contingency Planning

By: Pat McGuire, President, Trinity Washington University

Pat McGuire, president of Trinity Washington University in Washington, DC, discusses how her all-women’s undergrad program is maintaining support for underrepresented students.
Abstract: Support for underrepresented students must continue now and in a post-COVID-19 world. How is this getting tackled in an all-women’s undergrad program that serves underrepresented students? Pat McGuire, president of Trinity Washington University (DC), discusses her university’s approach—from crisis planning through contingency planning.

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