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Learning Resources

Your Higher Education Planning Library

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Webinar Recordings

Published
November 15, 2023

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FLIPP: A Tool to Align Campus Stakeholders for Space Planning

Join us as we discuss how the FLIPP: FLEXspace Integrated Planning Pathway may help serve your needs with academic facilities planning, while building cooperative trust among campus advisors.
Abstract: Shared governance is a long tradition that well serves the academy, even as opportunity cost casts a long shadow over constrained budgets supporting built infrastructure. Over the past decade, two freely available tools: the Learning Space Rating System (LSRS) and the Flexible Learning Environments eXchange (FLEXspace) have successfully combined into an integrated planning pathway to help align the complexities of faculty, designers and AV/IT professional perspectives when considering facilities investment. This planning pathway was built in collaboration with professionals over time from many campuses, including the University at Buffalo and San Diego State University where portions of the process were integrated into a holistic solution to assist with learning environment ideation and planning.

Join us as we discuss how the FLIPP: FLEXspace Integrated Planning Pathway may help serve your needs with academic facilities planning, while building cooperative trust among campus advisors.

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Blog Post

Published
November 10, 2023

Integrated Planning at Nicolet College

Two Attendees Share Their Perspectives on the SCUP North Central 2023 Conference Presentation

During “Horizons 2025: Integrated Planning at Nicolet College,” presented at SCUP North Central 2023 Regional Conference, presenters Christin Van Kauwenberg, director of business intelligence, and Erika Warning-Meyer, chief of staff, described how the community college implemented integrated planning. Two conference attendees share the insights and ideas that resonated with them.

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Tool

Published
September 20, 2023

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Integrated Planning Competencies

This toolkit details the competencies—knowledge, dispositions, and skills—an individual needs to perform integrated planning in higher education.
Abstract: Build Capacity for Integrated Planning

Whether you’re preparing a committee for an upcoming planning process or simply looking for directions for your own professional development, the Integrated Planning Competencies can help you determine the knowledge, skills, and dispositions your institution needs to advance integrated planning.

Integrated planning requires building capacity in the people who do planning so they have the necessary knowledge and skills for success. But higher education institutions that focus only on developing planning-related expertise often face hurdles when they attempt integrated planning. Why? Because colleges and universities are complex environments and using an integrated planning approach in those environments requires a wide range of knowledge, skills, and dispositions. Some of the required expertise might seem obvious (like writing goals or analyzing information). But some of it may be less so—particularly expertise related to “soft” skills or human skills, like communication or collaboration.

To provide more clear and specific guidance, SCUP identified competencies—knowledge, skills, and dispositions—that individuals need for successful integrated planning. We analyzed the experiences and viewpoints of around 300 planners and higher education administrators in order to surface the competencies—both obvious and inconspicuous—that underpin integrated planning success.

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Blog Post

Published
September 5, 2023

What If the Building We Work in Could Make Us Healthier?

During the recent 2023 Society for College and University Planning (SCUP) 2023 Annual Conference in Cleveland, Niraj Dangoria, Stanford University’s associate dean of facilities planning, and management, and Paul Woolford and Julia Cooper of HOK, reported how they used integrated planning to construct the Center for Academic Medicine for the Stanford University School of Medicine.

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Planning for Higher Education Journal

Published
August 21, 2023

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Engaging Stakeholders Locally and Globally

A Multinational Business School Collaborates Across Disciplines, Time Zones, and Cultural Backgrounds

The Thunderbird School of Global Management at Arizona State University treated its stakeholders and partners as critical sources of information and inspiration in planning for a dynamic and flexible new world headquarters.

From Volume 51 Number 4 | July–September 2023

Abstract: An inclusive approach to planning and design for the new headquarters for Thunderbird School of Global Management offers important lessons about the value of investing in stakeholder engagement. The Thunderbird leadership team worked with their architects and planners to connect with Arizona State University stakeholders, the City of Phoenix, regional constituents, and alumni in the area and around the globe. This article includes real-world insights into how global entrepreneurs and business leaders collaborated and innovated to create a business-and-industry-savvy academic environment. The integrated process shows how teamwork and the understandings it yields set the stage for the institution to be a good citizen in the community and the world.

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Planning for Higher Education Journal

Published
June 12, 2023

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Tell Us What You Think

Smith College Drafted Its Master Landscape Plan Through Robust Stakeholder Engagement

More than 1,600 students and alumnae provided input through online mapping tools and in-person workshops. Staff and faculty were interviewed in person and via phone. And Instagram was used to reach 6,400 members of the campus community.

From Volume 51 Number 3 | April–June 2023

Abstract: Smith College commissioned MNLA to develop its 20-year Landscape Master Plan to address climate change impacts, inclusiveness, and pedagogy. The process was grounded in robust campus engagement over 18 months. More than 1,600 students and alumnae provided input through online mapping tools and in-person workshops that used cutouts and puzzles to reimagine the open spaces on campus. Staff and faculty were interviewed in person or via phone on ways to incorporate scholarship in the landscape, and 6,400 members of the campus community were reached through Instagram. An online magazine published by MNLA kept the campus community updated on findings, alternative plans, and conclusions.

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Webinar Recordings

Published
May 24, 2023

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Destination 2030

The Need for Transformation Architects

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Planning for Higher Education Journal

Published
May 23, 2023

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Quickly Building a Bridge

Use an Institutional Effectiveness Planning Model to Drive Strategic Planning

Executive leadership changes at Northern Michigan University led the interim president, interim provost, and Board of Trustees to call for a bridge plan to clearly articulate strategic work happening throughout campus. This article describes how the university was able to develop an interim strategic plan with broad campus engagement in less than half a year.

From Volume 51 Number 3 | April–June 2023

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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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Webinar Recordings

Published
April 26, 2023

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Transform Existing Planning and Implementation Processes

An Overview of the Webinar Series and Case Study of the MCPHS School of Pharmacy-Boston

Join us as a panel of experienced leaders provide an overview of a systematic approach for getting started on transformation.
Abstract: Join us as a panel of experienced leaders provide an overview of a systematic approach for getting started on transformation. The primary focus will be on how to redirect traditional strategic planning processes into ones that center on transformative and continuously adapting strategies rather than the relatively inflexible plans currently used by most institutions.

Additionally, presenters will describe how to transform existing ineffective approaches for the “implementation” of strategic plans through “orchestration.” This approach weaves together all of the ingredients needed for successful implementation—strong leadership, needed organizational capacity, necessary changes in culture, and measures to assess goal achievement.

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