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Your Higher Education Planning Library

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Example Plans

Published
May 23, 2023

Bridge Plan

Public Master’s College or University (Michigan, United States)

In the face of executive leadership changes, this university was able to develop this interim strategic plan, or “bridge plan,” with broad campus engagement in less than half a year.

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Planning for Higher Education Journal

Published
March 24, 2023

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Transforming Data into Meaningful Information

Put Methodologies in Action with Data-Driven Integrated Planning

By: Douglas Masterson, PhD, Christopher M. Davis, PhD, and Suzanne Carbonaro, MEd

Leaders in two different accreditation regions share best practices and lessons learned from their integrated planning evolution and its impact on operational efficiency and student learning.

From Volume 51 Number 2 | January–March 2023

Abstract: Institutional success depends on long-term sustainability, connecting investments with outcomes, and creating a culture that is data-informed. As the role of institutional effectiveness expands across higher education, designing a comprehensive integrated planning process is critical. Integrated planning requires a unified approach to utilizing academic and administrative data for continuous improvement. However, this can be an overwhelming process for institutions, with many unsure of where to start. Learn from leaders in two different accreditation regions as they share best practices and lessons learned associated with their integrated planning evolution and its impact on operational efficiency and student learning.

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Planning for Higher Education Journal

Published
February 7, 2023

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Managing Change from the Murky Middle

Offering Role Structure and Support Helps Middle Managers Effectively Lead Change

By: Nicole H. Gahagan, MEd

Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity.

From Volume 51 Number 2 | January–March 2023

Abstract: Middle managers are often blamed for change failure and portrayed as change resisters or saboteurs. However, what looks like obstructionist behavior could actually be the observable effects of role ambiguity. Absent clear expectations, middle managers might assume their own unsanctioned change leadership path or take on no role at all because they lack understanding about their responsibilities. This article explores the complexity of middle managers’ experience, examines how middle managers at a two-year college navigated the uncertainty of their role within the context of institutional change, and provides readers with suggestions for equipping middle managers to become effective change agents.

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Planning for Higher Education Journal

Published
December 12, 2022

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Social Mobility and the Graduation Rate Paradox

Can You Advance One and Avoid the Other?

By: Roy Mathew, PhD, Elsa Bonilla-Martin, PhD, Luis A Aguirre, MS, and Naoko Tsuboi, MA

By using a metric-based planning framework, researchers at the University of Texas at El Paso identified areas for institutional intervention to enhance social mobility outcomes.

From Volume 51 Number 1 | October–December 2022

Abstract: Social mobility is an emerging area of focus for higher education institutions. In recent years, we have seen a proliferation of measures related to social mobility produced by publishers, scholars, think tanks, and foundations. However, it is still unclear which social mobility measures to advance, or when to intervene to improve social mobility outcomes. We rely on a century of literature from economics, sociology, and policy analysis to identify an appropriate framework to understand higher education’s contribution to social mobility. Using the metric-based planning framework, we identify areas for institutional intervention to enhance social mobility outcomes.

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Planning for Higher Education Journal

Published
October 24, 2022

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Book Review: Higher Education Systems Redesigned

From Perpetuation to Innovation to Student Success

By: Terry Brown, PhD

From Volume 51 Number 1 | October–December 2022

Abstract: Higher Education Systems Redesigned: From Perpetuation to Innovation to Student Success
Edited by Jonathan S. Gagliardi and Jason E. Lane
SUNY Press: Albany, New York: 2022
ISBN: 9781438487670
252 Pages

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Example Plans

Published
September 6, 2022

Strategic Plan, Strategic Planning Website

Public Doctoral/Research University (North Carolina, United States)

The university’s detailed strategic plan, which includes goals focused on student success, diversity and equity, and increasing its presence as a research center.

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Webinar Recordings

Published
June 9, 2022

Catapulting African-American Women to Degree Completion at Land-Grant HBCUs

By: Samantha N. Friar, Elgin Community College | Rufus Williams, Managing Director, LoopWealth, and WVON Radio Morning Show Host

What factors support degree completion for African-American women students at Land-Grant Historically Black Colleges and Universities (HBCU)? New research on African-American women's degree completion dives into the contributing factors that support these students and catapult them to the degree completion mark.

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Example Plans

Published
May 31, 2022

Strategic Plan

Public (British Columbia, Canada)

A high-level document enumerating the institution’s five strategic goals and strategies for achieving each goal.
Abstract: A high-level document enumerating the institution’s five strategic goals and strategies for achieving each goal. The goals are framed as increasing and enhancing each of the following qualities:
  1. Student Success
  2. Intercultural Understanding
  3. Research Capacity
  4. Entrepreneurial Capacity
  5. Sustainability

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Planning for Higher Education Journal

Published
April 26, 2022

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The Future of Planning is . . .

. . . Aligned, Integrated, and Collaborative Institutional Effectiveness

By: Michael Ben-Avie, PhD; Kimberly K. Daugherty, PharmD; Lina Di Genova, PhD; Justin P. Hoshaw, MS; Erin M. Isaacson, MA; Nicholas R. Santilli, PhD; Megan Schramm-Possinger, PhD; and Robert Wilkinson, DEd

IE professionals are both translators and integrators—and universities need these people who know how to interpret the data. Within the context of an IIE office, they assist in developing data-informed strategic plans, financial forecasts, enrollment plans, and other assessments of institutional efficacy.

From Volume 50 Number 3 | April–June 2022

Abstract: The institutions that will thrive in the future will be those that use high-quality, relevant mission-driven data as part of their strategic, integrated planning process. Because of this it is imperative to create integrated institutional effectiveness (IIE) offices that serve as the connective tissue among all units within a college or university. The data and expertise of institutional effectiveness can be leveraged to benefit the institution as a whole. In this article, we discuss the value of creating an IIE office and challenges associated with a centralized infrastructure.

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Planning for Higher Education Journal

Published
January 19, 2022

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Partnerships Promote Inclusion

A university and a secondary school collaborate to decrease dropout rates and increase college enrollment

By: Vibhavari Jani, MA, and Tim Murrell, EdD

Intentional planning and a competency-based, personalized learning model empowers graduate students from the architecture discipline to assist secondary students in becoming knowledge seekers and design professionals.

From Volume 50 Number 2 | January–March 2022

Abstract: American industries, professional organizations, individual companies, and higher education institutions continue to struggle to attract employees from underrepresented populations. Future-forward thinking is required to ensure a multicultural workforce. The authors, a design educator at a predominantly white, Midwestern university, and a high school principal at a multicultural urban school district, developed an intentional collaboration—partnerships between secondary and postsecondary institutions—to bridge the gap. In this article, they share strategies they developed for recruiting and retaining underrepresented students through intentional planning and design of competency-based, personalized learning models.

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