Learning Resources

Abstract: The contemporary university operates within a global context characterized by ever-increasing uncertainty and complexity. Strategic planning must, therefore, be cognizant of future trends and how those trends will affect the university by creating both threats and opportunities. Our hypothesis is that an approach we refer to as “strategic foresight” can provide us with the tools, methodology, and process to creatively address uncertainty and complexity in our working environment. Dublin City University has taken the lead in Ireland in terms of its emphasis on strategic planning. Its 2005–2008 strategic plan, Leadership Through Foresight, was part of an ambitious foresight exercise that was aimed at informing subsequent strategic cycles. This article reports on this process in the context of the wider literature examining the value of foresight/futures thinking as applied to universities. The article commences with a review of current uncertainties and complexities in the current operating environment. It broadly outlines foresight/futures thinking and then examines universities specifically. It continues by focusing on Dublin City University’s foresight exercise as an example of how foresight operates in practice. Finally, the article concludes by exploring what a strategic foresight approach to planning might look like based on that experience.

Abstract: This article examines the strategic planning process at Cleveland State University, a large metropolitan state university in Ohio. A faculty-administrative team used a communicative planning approach to develop a collaborative, ongoing, bottom-up, transparent strategic planning process. This team then spearheaded the process through plan development and the early stages of implementation and evaluation. The article presents the framework for this process in detail and includes a three-year timetable. The authors discuss the unexpected landmines that threatened to undermine the process and the important lessons learned in the hopes that this will aid other universities in their strategic planning efforts.

Abstract: A Guide to Planning for Change summarizes the new and emerging challenges facing leaders of colleges and universities; discusses new techniques and tools (most notably, analytics) to create an enhanced model for planning in higher education; takes the reader back through the history of planning and strategy execution in higher education by outlining its many eras and stages of development, and highlights the latest thinking and writing on the topic on integrated planning. The enhanced planning model in this book recognizes the many internal, external, up, down, and sideways forces, challenges, and opportunities facing higher education. In the end, it is the successful execution of strategy that will have a lasting impact on the institution.

Abstract: What does it take to plan for and move from a two-year to a four-year institution and implement a baccalaureate degree in applied psychology? Here’s how Kwantlen University College (BC) did it.

Abstract: A strategic planning model for colleges and universities is presented which integrates competitive benchmarking and an adaptation of Hill’s manufacturing strategy model. Hill’s model is altered to focus on student-winners and is used to design programs of study and supporting services. Benchmarking is used as a key component of the planning process. This model is based on integrating program strategy with recruiting strategy to satisfy the needs of stakeholders including students, faculty and industry recruiters. A planning context is developed and a modeling example is presented. This paper responds to the need for improvements in traditional strategic planning in higher education to develop a more holistic and integrative approach.