Learning Resources

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.

Abstract: Using a case study, this article describes a method by which higher education institutions construct and use multiple future scenarios and simulations to plan strategically: to create visions of their futures, chart broad directions (mission and goals), and select learning and delivery strategies so as to achieve those broad directions. The four scenarios described in this article are written by combining two assumed “external” sets of future trends and conditions with two “internal” sets of institutional policies. Simulation of future college enrollment under each scenario enables planners not only to mitigate uncertainty and explore implications of different numbers of students but also to analyze the characteristics of these students to design educational content and delivery that is learning centered and, therefore, likely to be effective. The simulations also frame fiscal issues for a broad range of future conditions, thereby alerting planners to long-range strategies and options such as distance learning, partnering, and differential pricing, among others, that might not otherwise have been pursued.

Abstract: In this article, we discuss a method for developing and writing scenarios for a college or university. We begin by reviewing the general literature on scenarios; we then detail a scenario development project at Arizona State University. This project, conducted in 1988–89, was Arizona State University's first institution-wide, futures-based planning and scenario development effort. The focus of the project for Arizona State University was planning and programming for affirmative action. An outside consultant facilitated the group-process portion of the project and instructed university staff in scenario development. Staff in the university's Office of Institutional Analysis then developed and wrote a set of three scenarios to guide the university's affirmative action programming and planning during the decade of the nineties.

Abstract: The concept that innovation and change in curriculum and teaching patterns will affect the arrangement and utilization of physical facilities is hardly novel in 1972. But perhaps nowhere has the principle been demonstrated more dramatically than at Colorado College in Colorado Springs. The college, with a faculty of 125 and a student body of 1,650, in September 1970 adopted a comprehensive plan that involved an almost total revision of the concepts of a course, a classroom, a contact hour, a unit of credit, scheduling procedures, and definitions of academic and non-academic space. This article is adapted from one by Dr. Glenn Brooks, professor of political science and assistant to the president, and Malcolm Ware, administrative assistant to the dean, describes both the planning process and the ultimate results. The original appeared in Higher Education Facilities Planning Manuals, published by the Western Interstate Commission for Higher Education.