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Planning for Higher Education Journal

Published
March 26, 2021

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Keep on Keepin’ on

Customized Retention Practices Helped Low Income and Single Mom Students to Persist

By: Andrew J. Smith, EdD, and Jennifer Vamvakas, EdD

A support program for low-income and/or single-mother students to improve their persistence and retention was revisited 15 years after it had been launched at Charter Oak State College. Did follow-up with the graduates show that the effort had aided the former participants in obtaining their college degree? Had the collaboration between the institution’s Academic Services, Enrollment Management, and Financial Aid departments—and the support they offered—help the students to persevere? Based on survey results, was the program still of value, and what improvements needed to be made?

From Volume 49 Number 2 | January–March 2021

Abstract: This article is based on follow-up survey research from a doctoral case study that highlighted effective retention practices for low-income and/or single mothers who were students within the Women in Transition (WIT) program at Charter Oak State College. The concept of retention in this instance is an enrollment management practice aimed at maintaining a student population while aiding the institution in sustaining organizational success. Emphasis is placed on the retention concepts of social and academic integration that enabled the specific population to persist and succeed.

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Webinar Recordings

Published
March 2, 2021

How to Create a Secondary-Postsecondary Partnership to Promote Diversity, Inclusion, and Underrepresented Populations in Higher Education

By: Dr. Ivan Banks, Alcorn State University | Vibhavari Jani, Kansas State University | Dr. Tim Murrell, Topeka Center for Advanced Learning and Careers (TCALC)

This webinar will focus on how to develop a secondary-postsecondary partnership to intentionally promote diversity, inclusion, and recognition of under-represented populations through collaboration and integrated planning strategies. The presenters will share their goals and project planning for a competency-based, project-based learning model—with an emphasis on mentoring.
Abstract: Institutions of higher learning and professional firms report concerns about lack of diversity in the workplace. Intentional partnerships can help bridge this gap. This webinar will focus on how to develop a secondary-postsecondary partnership to intentionally promote diversity, inclusion, and recognition of under-represented populations through collaboration and integrated planning strategies.

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Conference Recordings

Published
October 19, 2020

2020 North Central Regional Conference | October 2020

Making Colleges Student Ready

It’s About Time!

By: Chris Gilmer, President, West Virginia University at Parkersburg | Ivan Banks, Interim Associate Provost, Alcorn State University | La’Tara Osborne-Lampkin, Senior Research Associate, Florida State University | Donzell Lee, Former Interim President and Provost, Alcorn State University | Anthony Johnson, Interim Vice President for Academic Affairs, Philander Smith College | Brady Whipkey, Vice President and Chief of Staff to the President, West Virginia University at Parkersburg

We will share a tool we developed through the National Institutes for Historically-Underserved Students for institutions to assess their readiness to support underserved students. In this session, you will learn about this tool and the detailed survey of relevant research that went into its development as well as discover how you can employ this tool on your campus.
Abstract: Equity and inclusion on campus has never been more important and institutions must come to terms with their current practices in order to improve them. We will share a tool we developed through the National Institutes for Historically-Underserved Students for institutions to assess their readiness to support underserved students. A detailed survey of relevant research went into the development of this readiness tool. In this session, you will learn about this tool and the detailed survey of relevant research that went into its development as well as discover how you can employ this tool on your campus.

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Webinar Recordings

Published
June 15, 2020

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Voices from the Field: Episode #13

Change Management to Change Leadership: Planning from the Pivot

By: Robert Schultz, Department Chair for Teacher Education, The University of Toledo, and ACE Fellow 2019–2020

During his year of ACE fellowship, Robert Schultz, department chair for teacher education at the University of Toledo, had a front row seat as Ohio State University adjusted to COVID-19, seeing firsthand the remarkable pivot a large institution can make when its leadership has spent significant time and effort on teamwork development.
Abstract: During his year of ACE fellowship, Robert Schultz, department chair for teacher education at the University of Toledo, had a front row seat as Ohio State University adjusted to COVID-19, seeing firsthand the remarkable pivot a large institution can make when its leadership has spent significant time and effort on teamwork development. He discusses the need for collaborative governance and transitioning to the planning and change leadership that is necessary for schools to effectively strategize for what’s next.

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Planning for Higher Education Journal

Published
June 15, 2020

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Is Higher Education Ready for Its Learners?

Impact Student Success Using the Three-Box Solution

By: Janel Bloch, Ryan D. Padgett, Shawn Rainey, Holly Riffe, Kimberly Scranage, Lois Schultz, and Gannon Tagher

With sweeping shifts in recruitment and retention of students throughout higher education, Northern Kentucky University committed to a pivot. Its new student framework emphasizes student support and academic delivery driven by strategic decisions and data rather than by impulsivity. Their Success by Design framework encouraged innovations that focused the university on meeting learners where they were.

From Volume 48 Number 3 | April–June 2020

Abstract: Northern Kentucky University (NKU) used an expedited and focused strategic planning process by applying Govindarajan’s (2016) Three-Box Solution to simultaneously manage the past, present, and future. A Core Team, supported by multiple resource teams consisting of representatives from all NKU constituencies, gathered input from nearly 2,000 stakeholders. The resulting Success by Design strategic framework concentrated solely on student success. This article describes the ongoing, iterative approach and offers recommendations for those seeking to develop widespread buy-in and unleash the innovative spirit needed to make their institutions more student-ready.

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Conference Presentations

Published
July 14, 2019

2019 Annual Conference | July 2019

Master Planning Engagement Strategies for Underrepresented Students

By: James H. Kolker, Christiana Moss, Lori White

This session offers new practices that yield social equity in campus planning and building design.
Abstract: Underrepresented students increasingly form the majority of most student bodies, but most built environments are not designed with these students' needs in mind. Why? Because most facilities planning processes do not engage underrepresented students in a way that elicits their experience of the built environment. This session offers new practices that yield social equity in campus planning and building design. You will learn new engagement and assessment tools that you can implement now to reveal and remedy the disparities that underrepresented students encounter in the built environments of the campus.

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Conference Presentations

Published
March 20, 2019

2019 Mid-Atlantic Regional Conference | March 2019

Branding and Design Strategies That Build STEM Career Awareness

By: Paul Harney, Katie Janson, Cassandra Robinson

This session will explore an integrated approach to planning, design, and branding an HBCU's new STEM facility, including carefully developed digital messaging, to encourage student awareness of STEM academic pathways and professional opportunities.
Abstract: The range of potential STEM careers is growing rapidly, yet people of color are underrepresented in STEM professions. New academic facilities can promote these careers through recruiting, retaining, and connecting with undergraduate talent. This session will explore an integrated approach to planning, design, and branding an HBCU's new STEM facility, including carefully developed digital messaging, to encourage student awareness of STEM academic pathways and professional opportunities. Come hear about strategies and lessons learned in working with architects, graphic designers, and digital content providers to develop this environment.

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Planning for Higher Education Journal

Published
October 1, 2018

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The University of California

Creating, Nurturing, and Maintaining Academic Quality in a Public University Setting

By: Karen Merritt

From Volume 47 Number 1 | October–December 2018

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Planning for Higher Education Journal

Published
January 1, 2018

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An Exploration of Administrative Bloat in American Higher Education

By: Thomas Wesley Williamson, E. Shannon Hughes, Penny L. Head

Administrative bloat, the ballooning growth of administrative functions and personnel in U.S. higher education, is the unintended consequence of several factors and can be mitigated to some extent through deliberate strategies.

From Volume 46 Number 2 | January–March 2018

Abstract: This article evaluates administrative bloat, the ballooning growth of administrative functions and personnel, in American higher education. This evaluation was undertaken through a review of the available literature describing administrative bloat. Though unintentional, increased spending and government requirements for accountability may have contributed to overall growth and cost in higher education. Similarly, the changing composition of faculty—in terms of tenure-track faculty, annual contracts, and adjunct faculty—may have also played a role in the increased influence that administration has over campus policy and curricular decisions. Strategies to mitigate the cost of administrative bloat and to balance campus decisions between faculty and administration are suggested.

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