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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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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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Planning for Higher Education Journal

Published
October 31, 2022

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Institutions Can Say They Encourage Staff DEI Professional Development . . .

. . . But the Individual Chooses to Embrace It

By: Jeffery L. Wilson, PhD, and Fred Tugas, EdD

This study examined professional development strategies for higher education professionals in the context of the post-George Floyd-era.

From Volume 51 Number 1 | October–December 2022

Abstract: The death of George Floyd in 2020 and the Black Lives Matter (BLM) movement have renewed the focus on diversity, equity, and inclusion (DEI), particularly in higher education planning. As a result of this attention, higher education has reexamined its commitment to DEI. A student voice survey found that college students were underwhelmed by actions taken by their institutions to address DEI on campus (Inside Higher Education 2021). Institutional units across higher education require coordinated, integrated planning to meet student expectations. This article highlights the results of a study that examined professional development strategies for higher education professionals in the context of the post-George Floyd–era.

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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
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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Blog Post

Published
March 17, 2022

Who Are Our Planners—and What Do They Read?

By: Roy Mathew, PhD

October 2021 marked Planning for Higher Education’s 50th issue! To celebrate, we’re looking back at earlier articles in Planning to reflect on how things change (and, sometimes, how they don’t). Planning is an essential resource for all higher education administrators, planning analysts, and theorists from many disciplines. In this post, the author describes each group of planners and identifies the types of information each group can glean from the journal articles.

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Planning for Higher Education Journal

Published
December 22, 2021

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Book Review: Campus Crisis Management

A Comprehensive Guide for Practitioners

By: Erica Eckert, PhD

From Volume 50 Number 1 | October–December 2021

Abstract: Edited by Eugene L. Zdziarski, Norbert W. Dunkel, and J. Michael Rollo
Routledge: Oxfordshire, England: 2021
388 Pages
ISBN-13: 978-0367333720

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Conference Recordings

Published
July 16, 2021

2021 Annual Conference | July 2021

Actionable Data

Creating Unit-level Dashboards to Drive Institutional Performance

By: Nasrin Fatima, Binghamton University

This session will share how Binghamton University has established an integrated data collection and tracking process and the ways in which the pandemic has affected this process and shifted institutional priorities.
Abstract: Although many institutions have clear processes for collecting data at the institutional level, we often overlook unit-level data collection aligned with institutional metrics, resulting in hindered outcomes. In order to achieve institutional outcomes, we must collect actionable data on key performance indicators at different unit levels. This session will share how Binghamton University has established an integrated data collection and tracking process and the ways in which the pandemic has affected this process and shifted institutional priorities. Come learn from examples of departmental-, divisional-, and institutional-level dashboards and find out how to use them to inform planning and improve performance.

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Conference Recordings

Published
July 14, 2021

2021 Annual Conference | July 2021

Post-Pandemic Pivots

Seizing this Moment of Opportunity

By: Ken Steele, Eduvation Inc.

In this session, we’ll explore how to step back from moments of crisis and see them in perspective, as moments also brimming with opportunity to regroup, rethink our strategies and refocus our resources to lead.
Abstract: In turbulent times, visionary leaders and their committed crews recognize the winds of change, reset their sails and change course so they emerge in a better position than before. The global pandemic of 2020-21 has been a once-in-a-century disruption for education at all levels, which has magnified pre-existing inequities and vulnerabilities, and compressed a decade’s worth of social and technological change into a year. Even once this threat has past, many of our campuses will see recurrent disruptions from extreme weather events, other zoonotic viruses, geopolitical conflict, wildfires or flooding. We know now that business and academic continuity will demand flexible, lower density approaches and an integrated, omnichannel approach to student services, scholarship and learning. It can be challenging to step back from moments of crisis and see them in perspective, as moments also brimming with opportunity to regroup, rethink our strategies and refocus our resources to lead positive

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Conference Recordings

Published
July 12, 2021

2021 Annual Conference | July 2021

Transformation in Turbulent Times

An Action Guide for Higher Education

By: Linda Baer, Linda L. Baer Consultant | Joseph (Tim) Gilmour, Strategic Initiatives, Inc. | Donald Norris, Strategic Initiatives, Inc.

Come learn about our framework for leading transformation, including a checklist for success, case studies in change, and resources for smart planning and strong execution.
Abstract: Higher education leaders must evolve in order to navigate the profound changes that are impacting their institutions. These challenging times require strategic foresight, transformative planning skills, and strong execution. With accelerated urgency driving the need for transformation, leaders must apply smart planning competencies to multiple campus areas in order to create a clear road map for future regeneration. Come learn about our framework for leading transformation, including a checklist for success, case studies in change, and resources for smart planning and strong execution that will help you respond to ongoing disruptive factors and plan for a thriving future.

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