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Conference Presentations

Published
July 23, 2024

Bison Blueprint: Building An Integrated Planning Culture At Gallaudet

By: Kristin Mulrooney, Strategic Planning & Integration Officer | Guthrie Nutter, Strategic Communications and Planning Manager| Jennifer Powers, Sr. Project Manager

A successful integrated plan requires the broad engagement within an institution.
Abstract: A successful integrated plan requires the broad engagement within an institution. In this session, we'll demonstrate how we taught key leaders about integrated planning by breaking down the integrated planning process to enable plan creation for different programs and divisions. We'll share our Bison Integrative Planning Toolkit, which provides an 'evergreen' resource for onboarding colleagues into the integrated planning process and also serves as a manual that walks through the process of creating a plan. Join us to gain teachable, no-cost resources that you can easily disseminate at your institution to foster necessary skills for building an integrated planning culture.

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Conference Presentations

Published
July 23, 2024

Keep Focus: Improve Outcomes and Engagement With a Communications Calendar

By: Tina Dee, Director of Strategic Initiatives

Focusing on a specific goal each month increases strategic plan success.
Abstract: Focusing on a specific goal each month increases strategic plan success. Tactical discussions among stakeholders enhance ownership, identify more effective strategies, and ensure adaptations to the strategic plan as needed to meet evolving needs. This session will illustrate how aligning strategic goals with a monthly 'goal in focus' communications calendar can improve goal attainment by prioritizing focus, engagement, and ownership. Join us to find out how you can use a monthly communications calendar to achieve better outcomes for your strategic plan.

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Conference Presentations,Conference Recordings

Published
July 22, 2024

The Strategic Doing Methodology at Northern Michigan University

By: Ellen Koski, Institutional Researcher II-Strategic Planning Coordinator | Elizabeth Nilsen, Acting Director, Agile Strategy Lab

Many institutions face challenges in evolving traditional, and often ineffective, planning processes into fully participatory systems that use collaborative methods and techniques for improving outcomes.
Abstract: Many institutions face challenges in evolving traditional, and often ineffective, planning processes into fully participatory systems that use collaborative methods and techniques for improving outcomes. We'll illustrate how Northern Michigan University (NMU) is using Strategic Doing methodology to advance strategic action plan tactics, organize loosely connected networks, and increase collaboration and effectiveness. Come learn how to use a structured methodology with loosely affiliated cross-functional teams to drive greater results, increase accountability, and support impactful strategic plan implementation.

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Conference Presentations

Published
July 22, 2024

It’s Alive! Georgia Tech’s Bold, Comprehensive Campus Plan

By: Juan Archila, Academic & Research Facilities Infrastructure Director | Laurence Brennan, Campus Planner | Megha Sinha, Principal, Urban Design and Planning | Rama Sivakumar, Senior Research Engineer

Planning for certainty in higher education's unpredictable climate is impossible.
Abstract: Planning for certainty in higher education's unpredictable climate is impossible. The living framework, a geographic information system-based (GIS) tool, gives institutions agency to adjust scenarios and measure impacts against set metrics to facilitate decision making and guide capital plans. Georgia Institute of Technology (GT) applies this integrated planning process for long-term relevancy as campus priorities and external factors evolve, the impacts of hybrid work emerge, and unexpected ideas develop. You can use GT's innovative planning tools and strategies to meaningfully respond to dynamic stakeholder needs, manage institutional complexity, measure sustainability and growth outcomes, and build an effective governance model.

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Conference Presentations

Published
July 22, 2024

Lessons Learned From a Successful Strategic Plan Implementation Process

By: Christine Hoyt, Vice President for Strategy, Planning, and Analysis | Ben Pingel, Director of Strategic Planning and Communication | Eija Sumner, Communications Coordinator | Jon Walter, Assistant Vice President for System Strategy and Insight

You have a beautiful, shiny new strategic plan?
Abstract: You have a beautiful, shiny new strategic plan? Now comes the hard part of implementing it. An efficient implementation process provides direction, aligns actions, creates accountability, and accelerates goal achievement for a successful strategic plan. This session will explore lessons learned in developing an implementation process from scratch that integrates the work planners perform across multiple campuses. Join us to take an in-depth look at a successful model of strategic plan implementation and discover how you can apply a similar structure at your institution.

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Conference Presentations

Published
July 22, 2024

A Unique, Integrated Approach to Strategy Execution

By: Christopher Crew, Executive Director Research, Planning & Institutional Effectiveness | Nohemy Ornelas, Vice Chancellor of Educational and Student Support Services | Diana Rodriguez, Chancellor

The pandemic has underscored the importance of building systems, cultures, and tactical infrastructure that allow organizations to adapt, challenging us to rethink our priorities.
Abstract: The pandemic has underscored the importance of building systems, cultures, and tactical infrastructure that allow organizations to adapt, challenging us to rethink our priorities. We'll demonstrate a unique approach to strategy execution that ensures accountability and increases institutional investment by empowering all organizational units to understand how their work contributes to the success of a strategic plan. In this session, you'll learn how to mitigate risks to strategic priorities early and effectively, bridge the chasm between strategy creators and executors, while simultaneously creating a shared experience where everyone feels responsible for facilitating meaningful progress.

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Conference Presentations

Published
July 22, 2024

Charting the Future of Education: Expedited, Experiential Strategic Planning

By: Ryan Evans, Senior Service Designer | Colin Gerrity, Design Strategist | Jessica Sears, Director, Academic Planning & Accreditation

As higher education operates in an increasingly complex world, charting a path forward requires a clear vision. An inclusive, comprehensive strategic planning process for educational programs is both just and necessary for institutions to stay relevant.
Abstract: As higher education operates in an increasingly complex world, charting a path forward requires a clear vision. An inclusive, comprehensive strategic planning process for educational programs is both just and necessary for institutions to stay relevant. We'll present a three-phase expedited, practical, inclusive approach that Tufts University used to lead a strategic planning process and develop an educational vision. Join us for experiential, mixed methods to include all voices in the strategic planning process, build community across schools in a decentralized university, and participate in a simulated co-design session.

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Planning for Higher Education Journal

Published
June 20, 2024

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Why Strategic Plans Aren’t Working in Uncertain Times

Because Strategic Planning Should Be a Dynamic, Robust Process

By: Daniel Seymour, PhD

The author’s approach to his research-based Strategic Planning in Uncertain Times Fieldbook began with a sampling review of 50 strategic plans. What emerged was the development of an organizational learning cycle used as a template to assess the effectiveness of strategic plans on more than 250 college and university websites.

From Volume 52 Number 3 | April–June 2024

Abstract: A strategic plan is supposed to “bring the future into the present so that you can do something about it now.” Almost every college or university has such a plan because accreditors and governing boards require one. The question is: Why do so many higher education institutions seem to be unprepared when they take drastic actions (e.g., eliminating programs, cutting faculty and staff members, etc.) in uncertain times? The author studied more than 250 colleges and universities and suggests the answer in this article.

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Planning for Higher Education Journal

Published
April 9, 2024

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What Constitutes Tribal College and University Sustainability?

Research Develops a Framework to Begin the Conversation

By: David Sanders, PhD

Historical successes and challenges join missions, visions, and strategic plans for a glimpse of what TCU institutions are emphasizing, today and in the future.

From Volume 52 Number 2 | January – March 2024

Abstract: This article uses available Tribal College and University (TCU) missions, visions, and strategic plans as well as dissertations focused on TCU research to develop a framework to begin the conversation about what constitutes sustainability for the institutions. The dissertations offer an opportunity to look at historical successes and challenges, while TCU missions, visions, and strategic plans provide a glimpse of what the institutions are emphasizing currently and in the future. Both present elements to consider as part of a larger TCU sustainability framework.

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Webinar Recordings

Published
April 3, 2024

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The Strategic Planning Checklist

17 Critical Mistakes to Avoid in Higher Education

By: Dr. Daniel Seymour - Tenured Professor, Administrator, and Consultant

Learn from a research-based analysis of over 250 colleges and universities.
Abstract: Learn from a research-based analysis of over 250 colleges and universities. What is the difference between the Strategic Plan and Strategic Planning? How do we ensure planning is not a one-time event, but an ongoing organizational learning cycle that endures the changing environment? The analytic framework featured in this webinar is a Strategic Planning/Organizational Planning Cycle that derives a series of “what not to do” dictums (guidelines?) that support higher education institutions. Don’t make these critical mistakes derail you during these uncertain times

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