Learning Resources

Abstract: Colleges and universities typically do not gather routine feedback from community stakeholders, despite the fact that various organizations dedicated to the advancement of higher education continually have clamored for campus representatives to be more responsive to members of host communities. Recent petitions for “deep culture” change within academia—in combination with recent methodological advances in efforts to understand town-gown relationships—provide a comprehensible set of motives and details for institutions to become more fully engaged in the process of collecting systematic information from community members. A review of recent efforts to conceptualize and measure town-gown relationships using a tool known as the Optimal College Town Assessment (OCTA) is provided. After reviewing results from a previous study that piloted the OCTA tool, qualitative data gathered from a subset of community stakeholders in that original sample are presented and analyzed. The resulting themes are described and discussed in the context of enhancing evidence-based campus planning efforts that meet the call for greater higher education responsiveness.

Abstract: A reprint of the 1976 article with a new 2015 introduction by the author.

Original abstract: Drawing on his experience as Provost for Planning at West Virginia University, Raymond M. Haas deals in the following article with the importance of a proper charge to the Planning Office as a means of achieving integrated planning. He further proposes that the role of the Planning Office should be clearly coordinative in the nature--to the point where its only responsibility for actual planning should be in planning the planning process. Finally, he argues that "... integrated planning can be achieved only when planning is a regularly scheduled activity which occurs frequently, and which produces results that manifest themselves in the allocation, reallocation, and effective use of resources within the institution." The author's remarks have been adapted from his presentation at the Society's 11th Annual Conference in Washington, D.C.

Abstract: This article outlines the conception and creation of the Dornsife Center for Neighborhood Partnerships at Philadelphia’s Drexel University. It details the university’s goal of becoming an academic leader in civic engagement through the transformation of an off-campus site of existing historic structures into a center for outreach services.
The discussion of the center’s implementation is divided into four sections to present a comprehensive description of its planning process, funding, and design:
- Planning for community engagement
- The idea: developing an extension center at a private urban university
- Creating a physical hub for neighborhood engagement
- Planning the facility
The article closes with a report on early outcomes that have been identified: the introduction of community dinners, the creation of a stakeholder advisory council, and the establishment of volunteer committees that are planning to host a visioning event that will feature a creative building process along with an opportunity for participants to review and revise the vision and goals outlined during the original planning process.

Abstract: A university’s strategic plan sets out its intent to reach higher, innovative levels to be considered prominent, a market leader, or universally recognized for excellence. By engaging employees as “owners” they can actively manage the forces and operational processes during plan implementation, monitoring, and controlling. Working with data-based performance metrics aids employees—and even students— in decision-making to evaluate options that affect performance thereby influencing the outcome. This session provides insight into KSU’s approach on engagement across the university.

Abstract: During a discussion exploring a proposed campus center renovation at Rollins College, a dialogue emerged about the institution’s plan, facility functions, and ultimate student life experience. To capture this dynamic exchange, the design team created a strategic visioning exercise—“Bubble Goo”—to better understand the relationship of the proposed renovation to other “neighborhood” buildings. In this article, the authors unveil this successful new collaborative approach to long-term planning and space allocation and explore the significance and benefit of understanding every campus building, their individual functions, and how to create meaningful and strategic connections.

Abstract: Very few, if any, organizations operate with anything remotely resembling clockwork precision. As for stability, many organizations need to regularly adapt new practices just to maintain their status quo. Higher education institutions, perhaps more than other organizations, need to consistently practice adaptability to remain competitive and relevant. SCUP Planning Institute faculty trainer, Robert P. Delprino, has drawn on his education, professional life, and experience as an institute faculty member to write a book every planner should read.

“Change is a people process; the strategic planning process is not a solitary activity but one that involves a number of players. Its success depends on the individuals and groups who participate in the plan’s development, application, and evaluation.”

Look inside

Abstract: Institutions around the world use various social channels—blogs, Twitter, Facebook, YouTube, and many others—as an integral part of campaigns designed to achieve important outcomes. This article describes some of what the author has learned about using social media as part of a campaign. It also presents three abridged case studies from the book Social Works: How #HigherEd Uses #SocialMedia to Raise Money, Build Awareness, Recruit Students and Get Results (EDUniverse Media 2013):
- College of William & Mary: High school seniors and their families see countless mailings from admissions offices across the country that lack individual impact. Admissions leaders at the College of William & Mary knew this when they tackled a project to create new undergraduate recruitment materials. They needed a solution that stood out from the competition, had immediate visual impact, and drove traffic to the college website. Enter the Ampersandbox, launched in August 2011. This unique campaign concept tells stories about William & Mary through highly interactive print and web components while allowing visitors to share their own stories.
- Florida State University: Three months of planning doesn’t sound long enough to prepare a 36-hour fund-raising campaign to raise $161,000. Yet this was the challenge that faced Florida State University’s then-director of annual giving Chad Warren and his staff of two fund-raisers in 2011. In January 2012, FSU’s annual giving team surpassed that goal and reached $186,000 while attracting hundreds of new donors. This was the “Great Give,” FSU’s first online-only campaign—and its foundation was social media.​
- Missouri University of Science and Technology: When a crisis hits, social media can deliver important messages to many audiences at a rapid pace. However, with all the messaging that occurs on multiple channels, the atmosphere appears ripe for confusion. How can a university or college break through the virtual noise and make sure its constituents are receiving important emergency messages? On May 12, 2011, a remarkable example of social media crisis management began to unfold at Missouri University of Science and Technology when an active shooter drove onto the campus.