Learning Resources

Abstract: A sharp, perhaps permanent contraction in the pool of college-aged students has become inescapable. Nearly all institutions could confront wrenching losses in competitiveness, revenue, or both. Yet despite advance warning, few institutions understand what they must do now to remain viable. We will go over two sets of tools that are critical for preparing for the upcoming demographic changes: 1) conducting analyses of institutional vulnerability; and 2) modeling what-if scenarios to shape strategy.

Abstract: A year of focused learning on strategic planning at colleges and universities across the nation revealed eight key themes in strategic planning as well as how university leaders are using strategic planning to move their institutions forward and how strategic planning is changing. Strategic plans (1) have shorter time spans, (2) include goals in broad brush strokes, (3) have strong communication plans, (4) present their complex goals in simplified form, (5) use data, (6) distinguish their institutions, (7) are aligned with other plans, and (8) require strong leadership.

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.

Abstract: The Glendale Community College integrated strategic planning model represents a significant paradigm shift at the institution. Rather than focus exclusively on the production of a strategic plan, the college now seeks to vertically integrate planning at the departmental, divisional, and college levels and horizontally integrate planning with resource allocation and assessment across the organization. This disruptive innovation allows the college to remain true to its mission and ensures the allocation of resources to strategic priorities linked to student success.