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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

Sustainability Plan

Public (British Columbia, Canada)

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.”

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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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Conference Presentations

Published
March 10, 2022

Case Study of New, Inclusive Process for Leading and Orchestrating Transformation

By: Joseph (Tim) Gilmour, Principal/President | Timothy Trainor, President

Higher education planners require a proven methodology for supporting their leaders as they seek to transform their institutions in the face of existential threats and challenges in the coming decade.
Abstract: Higher education planners require a proven methodology for supporting their leaders as they seek to transform their institutions in the face of existential threats and challenges in the coming decade. This session will explore how Mount St. Mary's University applied a new, highly-participative process for leading, navigating, and orchestrating institutional transformation. Come learn how this methodology provides institutional leaders with an approach for developing consensus on a promising, transformative vision for the future as well as executing major initiatives that assure its success.

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Planning for Higher Education Journal

Published
October 13, 2021

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Mission-Aligned Online Academic Programs at US Jesuit Institutions

Identify and Implement Practices That Mature the Development of Courses

By: Royce L. Robertson, EdD

A custom survey measured the process maturity involved in planning, implementing, and evaluating online offerings that reflected the principles of Ignatian Pedagogy.

From Volume 49 Number 4 | July–September 2021

Abstract: The purpose of the research was to observe process maturity associated with the design and development of mission-aligned online academic programs at Jesuit institutions in the United States. Twenty of the twenty-seven American Jesuit institutions were represented, including respondents who were most responsible for implementing the process used to design and develop online courses and programs. A custom survey was created to measure the process maturity involved in planning, implementing, and evaluating the design and development. The research design focused on narrative analysis of each institutional mission, which identified themes and keywords that were included in the custom survey.

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Conference Recordings

Published
July 13, 2021

2021 Annual Conference | July 2021

Higher Education’s Financial Trajectory

Are We at an Inflection Point?

By: Susan Fitzgerald, Moody’s Investors Service, Global Higher Education and Nonprofit Ratings | Michael Osborn, Moody’s Investors Service, Global Higher Education and Nonprofit Ratings | Debra Roane, Moody’s Investors Service, Global Higher Education and Nonprofit Ratings

Moody's will discuss the financial outlook for the higher education sector over the next two years and beyond.
Abstract: The external environment confronting colleges and universities continues to rapidly evolve, driven by lingering effects of the pandemic, changing demographics and student preferences, a complex governmental funding environment, and exposure to a broad array of macroeconomic conditions. Moody's will discuss the financial outlook for the higher education sector over the next two years and beyond. Within that context, they will review how they assess the financial health of individual institutions, which are better situated to thrive and which may struggle, and trends in capital funding strategies.

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Conference Recordings

Published
July 13, 2021

2021 Annual Conference | July 2021

Strategic Plan Implementation in a VUCA Environment

By: Heather Murchison, Lakehead University

In this session, we'll share how Lakehead University developed a phased strategic approach to guide implementation of its strategic plan.
Abstract: Institutions are currently operating in a VUCA environment, requiring them to manage immediate pressures while still advancing long-term goals. In this session, we'll share how Lakehead University developed a phased strategic approach to guide implementation of its strategic plan. Come learn how a revised approach can serve as a foundation to support a community-informed strategic plan implementation in a VUCA world.

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Webinar Recordings

Published
June 30, 2021

Reimagining Master Planning at Florida State University

By: Dave Irvin, Florida State University | Pete Zuraw, Gordian

Revising a master plan isn’t usually innovative, but Florida State’s holistic approach is. By engaging the whole institution in the conversation, the master plan reset will ensure that the values and aspirations of the institution are reflected in a built environment that not only meets program needs, but supports and sustains the innovation necessary for post-pandemic realities.
Abstract: After considering the pandemic’s impacts—in particular, new financial constraints and shifting space expectations—it become clear that Florida State University’s relatively recent master plan needed to be reimagined.

Revising a master plan isn’t usually innovative, but Florida State’s holistic approach is. By engaging the whole institution in the conversation, the master plan reset will ensure that the values and aspirations of the institution are reflected in a built environment that not only meets program needs, but supports and sustains the innovation necessary for post-pandemic realities. The result? A master plan that includes almost no new buildings, rethinks how entire programs work, and drives discipline back into departmental aspirations.

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Planning for Higher Education Journal

Published
June 25, 2021

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Flexing Beyond the Pandemic

IT as a Change Leader: Driving Institutional Goals Around Retention and Enrollment

By: Amy Linde, MBA, Matthew Clay, BS, and Mark Johnson, BS

The IT division at Minnesota State University, Mankato— working as part of a campus-wide collaborative effort—quickly and successfully installed new tech in more than 100 classrooms within months of COVID-19 first appearing. Outcomes of the large-scale project are seen as a key attractor for incoming students, regardless of where they are learning.

From Volume 49 Number 3 | April–June 2021

Abstract: With the pandemic forcing education online, IT has become integral to keeping campuses moving forward. With a visionary team dedicated to student-centered experiences, the IT division at Minnesota State University, Mankato managed to quickly and successfully install new tech in more than 100 classrooms within months of COVID-19 first appearing. In this period of crisis, their information technology team created a campus-wide collaboration to introduce and integrate new course delivery opportunities. Outcomes of the large-scale project are seen as transformational and a key attractor for incoming students—regardless of where they are learning.

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Conference Recordings

Published
March 10, 2021

2021 Mid-Atlantic Regional Conference | March 2021

Keynote | VCU | Social Unrest in the Midst of a Pandemic . . . Now What?

By: Jeffrey Eastman, Virginia Commonwealth University | Jessica Hurley Smith, Virginia Commonwealth University | Keith Van Inwegen, Virginia Commonwealth University

Join us to discuss how VCU changed its planning strategies and built campus environment to simultaneously address a public health crisis and calls for social reform.
Abstract: When the pandemic forced students, faculty, and staff off campus in March 2020, Virginia Commonwealth University (VCU) had just begun initial investments to implement the first phases of its recently completed master plan. What impacts would the pandemic have on the master plan, space planning, and the delivery of VCU's core mission? While VCU adapted and planned for a return to campus, Richmond became a center of social unrest with protests throughout VCU's campuses. Join us to discuss how VCU changed its planning strategies and built campus environment to simultaneously address a public health crisis and calls for social reform.

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