Learning Resources

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.

Abstract: A Practical Guide to Strategic Planning in Higher Education is a resource for anyone engaged in college or university strategic planning; it is also an excellent primer for planning committees. Using clear definitions, practical tips, and examples drawn from actual situations, this short book acts as a manual for both experienced planners and those who are new to the process. This second edition also contains new strategies for using an institution’s strategic plan during times of institutional upheaval, and additional techniques for jump-starting various parts of the planning process.

Abstract: “In 2013 TRU established ‘increasing sustainability’ as one of its five strategic priorities for 2014-2019. This Strategic Sustainability Plan (SSP) is aligned with the university’s strategic plan, and provides a focus for TRU’s efforts toward sustainability over the same period. The SSP is comprehensive in nature, and includes more than 130 recommended strategies across four key focus areas: Operations & Planning, Advocacy & Engagement, Learning, and Administration. The SSP is intended to provide a framework for each TRU department and operational unit to incorporate sustainability initiatives into their own planning processes (the structure of the plan is illustrated on the opposing page). . . . Unlike some strategic documents, the plan takes a comprehensive approach of documenting strategies over the next 5 years. These strategies are not all the responsibility of one department or office, but rather are shared among many. This comprehensive approach will allow each office or department to see where and how it can play a role in TRU’s sustainability journey.”

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.

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.

Abstract: Part 1 of this series described a major contraction in the pool of college-going 18-year-olds that will reverse decades of growth and stability for higher education. Part 2 explored how we can shape a planning context that supports success in the coming 10 or 20 years. Part 3 suggests how our approach to planning must shift to prepare for abrupt change.

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”.