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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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Webinar Recordings

Published
December 7, 2022

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The Provost Bookshelf: Start, Stop, or Grow?

A Data-informed Approach To Academic Program Evaluation And Management

By: Robert Gray Atkins, Gray Associates | Nicholas Santilli, Society for College and University Planning

Author, and founder of Gray Associates, Robert Gray Atkins joins us for a conversation about his book Start, Stop, or Grow?: A Data-informed Approach To Academic Program Evaluation And Management.
Abstract: Author, and founder of Gray Associates, Robert Gray Atkins joins us for a conversation about his book Start, Stop, or Grow?: A Data-informed Approach To Academic Program Evaluation And Management. Along with moderator Nick Santilli, Senior Director for Learning Strategy at SCUP, we will explore a mission-driven, data-informed program review process outlining how provosts can lead a robust academic planning process focused on determining which programs to start, stop, or grow.

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Example Plans

Published
May 31, 2022

Supporting Document

Public (British Columbia, Canada)

This green paper (a preliminary report of proposals published to stimulate discussion) introduces the primary concepts and advantages of integrated planning, designating it as the approach that will frame the institution’s upcoming strategic planning process.
Abstract: From the introduction:
“Envision TRU culminated with the approval of a new institutional vision, values and change goals. The COVID-19 pandemic has put a pause on our work towards vision realization and goals prioritization. We now are picking up where we left off. This green paper is intended to present a general outline and stimulate discussion on how Thompson Rivers University (TRU) can work towards living our new vision and achievement of our 10-year goals.”

Contents:
  • What Is Integrated Planning
  • Planning Process Model
  • Why Adopt Integrated Planning At TRU
  • Strategic Framework Approaches
  • Integrated Planning Implementation
  • How Will We Realize Envision TRU?
  • Planning, Budgeting and Assessment
  • Next Steps

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Planning for Higher Education Journal

Published
May 26, 2022

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Around the Water Cooler, Minus the Water Cooler

Build College Community, Resilience, and Trust through Campus-Wide Meetings

By: Kelley L. Conrad, PhD

More than 100 Muskegon Community College employees attend weekly, all-college meetings. These are essential touchpoints for communication, learning, and planning.

From Volume 50 Number 3 | April–June 2022

Abstract: Since 2011 Michigan’s Muskegon Community College has held all-campus meetings every Friday morning. Initially the meetings were for student services staff to share information and updates. When COVID-19 caused a rapid shift to virtual course and service delivery, meeting attendance more than tripled as the college community drew together to understand what was happening, what was needed from and expected of employees, and how to connect with colleagues when doing so in person was not possible.

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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
February 25, 2022

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Fully Engaged

Integrated Planning Was Leveraged to Optimize Community Participation in the University of California, Berkeley’s Campus Master Plan

By: Caitlyn Clauson, MUP, and Marissa Cheng, MArch, AICP

The most effective master plans are those that reflect the myriad voices of the institution. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process.

From Volume 50 Number 2 | January–March 2022

Abstract: The most effective master plans are those that reflect the myriad voices of the institution. We’re finding the engagement process is fast becoming as important a product of the plan as the plan itself. Engagement should be informative, inclusive, meaningful, and fun—and should be the product of an integrated process. Leveraging the University of California, Berkeley’s Campus Master Plan as a case study, this article provides a framework for developing custom engagement strategies, and highlights examples, lessons learned, and tips for optimizing meaningful participation.

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Webinar Recordings

Published
January 13, 2022

Higher Education Business Models Under Stress, Part 2

Graceful Business Model Transitions: Planning and Executing a College or Campus Closure

By: Rick Seltzer (Moderator), Higher Ed Dive | James E. Lyons Sr., AGB Consulting | Lynn Priddy, Claremont Lincoln University | Melody Rose, Nevada System of Higher Education

Join a panel discussion moderated by Rick Seltzer, senior editor of Higher Ed Dive, with guest panelists Melody Rose, author of AGB’s new book Higher Education Business Models Under Stress, and Lynn Priddy and James Lyons Sr., higher education leaders with experience closing financially distressed colleges and universities.
Abstract: Securing financial viability requires an engaged board that is monitoring the right trends and campus indicators, asking the right questions of campus leaders about the institution’s finances, and doing the scenario planning and stress testing necessary to transform a business model under stress.

The governing board’s fiduciary duty to steward the institution’s financial health requires that boards and leaders consider business model transformations, and plan for a range of scenarios like mergers, affiliations, strategic partnerships, and even—when all other options are exhausted—final transformations such as campus closures when continued mission fulfillment is impossible.

This is part two of a two-part webinar series delivered in partnership between SCUP and the Association of Governing Boards of Universities and Colleges (AGB), “Higher Education Business Models Under Stress: Planning for Successful Transitions”. This series will help build your fiduciary understanding of your institution’s business model as you prepare the campus for a range of possible business transformations, from mergers, strategic affiliations, corporate partnerships, or even the ultimate scenario of a campus closure. View the recording for part one, “Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing”.

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