Learning Resources

Abstract: The past two decades have seen great social change and both massive consolidation and expansion of institutions of higher education, clearly presenting circumstances warranting the use of formal approaches to planning. Varying planning theories, past failures and successes, and differing circumstances have generated several partially contrasting planning models to guide organizational change. Therefore, institutions of higher education have a variety of such approaches from which to choose. This article presents a case study illustrating the use of several approaches to planning that is distinctive because it relies heavily upon experience-based planning, examples of which are unfortunately lacking in the literature base.

Abstract: A critical concern of universities today is ensuring that students remain in their selected major and graduate promptly. In addition, there has been a renewed emphasis on scientific education presented to non-science majors. Through the renovation of the Ritenour Building, Penn State’s Eberly College of Science created an Academic Support Center as a hub of advising and assistance for prospective students, science majors, and science education. The center’s layout provides opportunities to share knowledge of science teaching with advising staff and the online learning department. The design of this space has been crafted to enhance these retention and educational goals.

Abstract: A budget model shapes the way a campus operates in a fundamental way. Redesigning a campus budget model could actually happen relatively quickly from a technical standpoint. However, extensive engagement, collaboration, and conversation are key to a successful implementation. In this article, the authors chart the budget model redesign process at UC Riverside, which followed a uniquely grassroots approach. Changing the budget model at UC Riverside was about changing mind-sets, incentives, and behaviors—not just about the numbers. UC Riverside’s phased approach to its redesign process may be instructive to other higher education institutions considering undertaking such a major change initiative.

Abstract: As colleges and universities plan efforts to improve financial reporting and analysis, which often entail making costly investments in new systems and tools, they should first evaluate whether to redesign the institution’s chart of accounts. The chart of accounts is the DNA of financial reports and is used to track financial activity across the institution. This article proposes a planning, evaluation, and design process for a new chart of accounts and identifies key considerations for leaders undertaking this effort.

Abstract: This article presents a range of approaches for linking budgeting to planning. After briefly discussing the natures of planning and budgeting, it presents four conceptual categories of ways to link the two. The article defines these as structural, adaptive-incremental, devolved, and holistic/advanced. No one approach will be correct for all institutions. Even where there is a system in place to link planning and budgeting, this is unlikely to be enough unless there is firm, skilled, aligned, and distributed leadership to keep the system on track toward institutional goals.

Abstract: The advantages of thoughtful, well-structured strategic planning and decentralized budgeting are numerous. But they bring different and sometimes conflicting perspectives to high-stakes discussions within the institution. By recognizing and preparing for these tensions, the odds increase that their potential benefits will not be eroded or eclipsed by distractions or destructive forces and they can work in harmony to help an institution accomplish its goals in an increasingly challenging environment. The author considers specific tensions and conflicts and draws on the experience of a flagship public university to suggest ways to manage these tensions and reap the benefits of both approaches.

Abstract: Transdisciplinary learning is the next frontier in higher education. Our innovation economy is applying tremendous pressure on all types of organizations to innovate and re-innovate at increasing speed. Transdisciplinarity requires us to engage and co-depend on others to co-identify humanity’s challenges and co-investigate and co-implement solutions in integrated and collaborative processes. To adapt and succeed, higher education needs to shift to a transdisciplinary mind-set model of learning in new environments. The Transdisciplinary Atelier is a concept for understanding space as a facilitator of disciplinary integration that can be used by all universities and colleges whether in new or existing buildings.

Abstract: As efforts to stimulate innovation spring up across campuses, institutions need a comprehensive planning framework for the integrated planning of initiatives that support innovation. The campus can be viewed as an Innovation Landscape, and settings for collaborative creative activity—both physical and virtual—can infuse the campus fabric and become part of the daily experience of users. The Innovation Landscape Framework is a tool to help coordinate physical planning with organizational initiatives, engage a wide range of stakeholders, and enable a more widespread culture of innovation.

Abstract: The College of DuPage (COD) is a two-year community college located in Glen Ellyn, Illinois. COD leaders and administrators believe that the whole team’s understanding of the “why” behind the planning and design process is vital to ensuring the achievement of a higher-quality “what” after construction. Employing an integrated project team approach by adding a construction management group to the design and facilities team, COD completed $550 million in capital projects from 2001 to 2014. The final element of COD’s most recent master plan was the development of a prototype renovation for its four satellite campuses. The goal of the prototype was to elevate the classroom experience to state-of-the-art instructional and educational standards, improve the energy performance of the facilities, and offer the same services provided at the main campus. The overarching challenge was for the planners, facilities staff, and construction managers to work together to fit a large campus educational program into a single-building prototype.

Abstract: Establishing the need for both academic program and facilities expansion is key to the success of any long-range planning process. Analyzing return on investment (ROI) is a beneficial yet underutilized metric to use in validating those needs. In a time when public funding is decreasing, it is advantageous to develop capital improvement plans that demonstrate how to achieve maximum financial benefits from the investment in major construction and renovation projects. This article demonstrates how a comprehensive master facilities planning process at Central Piedmont Community College in Charlotte, NC, will help persuade county officials to support a $687 million capital campaign resulting in a positive ROI to students, the institution, and the community.