Learning Resources

Abstract: Information technology (IT) departments need to move from being "order takers" to "strategic partners" for innovative solutions within the institution. In particular, IT partnerships with academic affairs is essential to move the university forward. We will describe how our IT transformed to align with the university strategic plan. We will focus on partnerships that have been created with academic affairs, and explore various strategies for leveraging partnerships within an institution.

Abstract: This article describes execution of the balanced scorecard (BSC) strategic framework in a School of Nursing (SoN). The SoN strategy map was the outcome of the development phase. The two-year implementation phase incorporated balanced scorecards that linked outcome measures to the priority strategies. Thirty-two percent of the defined outcome measures were met. Factors in adopting the BSC framework included development of a strategic plan that supports the college mission and vision, improved communication within the SoN, a united effort to institute strategies to sustain the SoN’s future, and establishment of performance indicators to measure success in achieving those strategies.

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: “Integrated strategic planning” is a much more collaborative process in its development and execution than the practice of the executive team and/or a consultant simply drafting a plan with the expectation that it will be implemented by others. In this article, the author recounts her unique experience in going through the strategic planning process twice in the same stressful environment of an educational institution beset by financial, cultural, and accreditation challenges. The first plan was unsuccessful because it did little to engage institutional stakeholders as the board and administration did what they separately believed was best. It was drafted by the author in her capacity as an outside consultant and according to the instructions of the then executive team. On the second occasion, the prior president had been replaced by the author. As the new leader of the institution, the author used an integrated planning process. The result was a more meaningful plan as the stakeholders worked together and held each other accountable in its development and execution, leading to a turnaround that saved the school and surprised the community.

Abstract: Succeeding at integrated planning at colleges and universities is a challenge. Many planning models do not work in higher education because they are not designed for higher education. Planning processes designed for corporations or non-profits do not account for the complex environment of higher education nor its unique challenges.

Many institutions struggle to leverage planning into lasting change because they create plans in a vacuum. They do not grasp the institution’s strategic issues or create a sound value proposition. They are not prepared for good planning.

To provide guidance on where to prioritize efforts, SCUP partnered with the Baker Strategy Group in 2015 to conduct a study with more than 2,200 leaders who plan at colleges and universities, and ran quantitative analysis on their responses. Several themes emerged around planning challenges and how to respond, which are explored in this report.