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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

By: Sanjeev Khagram, PhD, and Buzz Yudell, MArch, FAIA

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

By: Signe Nielsen, BS, BA, RLA, FASLA

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

By: Edward Inch, PhD, Minnesota State University – Mankato | Lynn Akey, PhD, Minnesota State University – Mankato | Linda Baer, PhD, Strategic Initiatives and Minnesota State University – Mankato

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Example Plans

Published
May 17, 2023

Bridge Plan

Public Associate’s College (Arizona, United States)

From April 2020, the institution’s president led faculty and staff in a rigorous planning and exploration process to ensure that the college remained accessible and thriving through the pandemic and beyond. This bridge plan document details the action steps resulting from that process.

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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

By: Robert Brodnick, Sierra Learning Solutions | Robert DiCenzo, Massachusetts College of Pharmacy and Health Sciences | Joseph (Tim) Gilmour, Strategic Initiatives, Inc. | Donald Norris, Strategic Initiatives, Inc.

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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Report

Published
October 26, 2022

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Smart Building, Smart Campus

By: Angela Foss, Autodesk (previously of Southern New Hampshire University)

This is a SCUP Fellow Research Project Final Report for the 2019–2020 program. This report explores the hypothesis that user-centered design would better address STEM student needs and could increase the likelihood of a broader adoption of remote labs.
Abstract: “Will innovative environments like a smart building expand STEM education and reach more underrepresented groups? If technology can support remote work, then why haven’t the previous proofs of concept become fully adopted?” The author pursued these questions through her SCUP Fellows research, exploring the hypothesis that user-centered design would better address STEM student needs and could increase the likelihood of a broader adoption of remote labs. Although the COVID-19 pandemic required a hard pivot in her research plan, she was able to leverage the world's new focus on remote activities and work with students to design a prototype mobile application for a digital, interactive twin of a STEM building on campus.

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Planning for Higher Education Journal

Published
September 19, 2022

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The Little Campus That Could

Survey Results Inform Postsecondary Education in an Island Community

By: Valerie A. Barko, PhD

The Institutional Effectiveness Office at Kaua‘i Community College developed and administered community and workforce surveys to better understand current and future educational needs of residents and employers on Kaua‘i.

From Volume 50 Number 4 | July–September 2022

Abstract: In 2018, the Institutional Effectiveness Office at Kaua‘i Community College developed and administered community and workforce surveys to better understand current and future educational needs of residents and employers on Kaua‘i. These single island surveys highlighted the need for a comprehensive neighbor island survey to collectively advocate for additional online post-associate degree programs that best align with and support these geographically isolated communities. This project demonstrates how surveys can be used to inform decisions and integrated planning across multiple scales within a university system, especially in regards to distance education.

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Blog Post

Published
July 6, 2022

What Is a Bridge Plan?

(And Does Your Institution Need One?)

By: Sadie Wutka, Director of Content Strategy, SCUP

A bridge plan allows a college or university to continue to pursue defined strategic pathways during times of uncertainty or rapid, unpredictable change. It’s also a good solution for when faculty and staff are overwhelmed due to a highly volatile, uncertain, complex and ambiguous (VUCA) environment.

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Example Plans

Published
May 31, 2022

Academic Plan

Multiple Locations

This academic plan document enumerates the institution’s academic goals and strategies, with special focus on generating or enhancing interdisciplinary connections between the primary academic themes.

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Planning for Higher Education Journal

Published
April 6, 2022

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Teetering on the Demographic Cliff, Part 3

Different Conditions Require a Different Kind of Planning

By: Bryan C. Harvey, EdD

Higher education has faced major changes for some time—COVID-19 accelerated that volatility—and now we’re anticipating the demographic downslope in student enrollment. How and when should institutions mobilize for the difficult work of planning in the face of wrenching change?

From Volume 50 Number 2 | January–March 2022

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.

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