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Planning for Higher Education Journal

Published
April 1, 2013

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Connecting Your Institution’s Achievements to Demonstrate a Culture of Compliance

By: Susan Paraska

Achieving the goals of a strategic plan will provide an institution with directly correlated evidence of compliance.

From Volume 41 Number 3 | March–May 2013

Abstract: Institutions of higher learning are under continuous demand to provide data-based evidence that is responsive to state-mandated education requirements as well as federal and regional accreditation standards. Using project management techniques, a relational matrix will help to identify available documentation (such as policies, assessment results, audit reports, and data warehouse reports) and any gaps in evidence needed that may then be used to begin collaboration toward improving an institution’s culture of compliance. A matrix also shows the linkage between organizational ownership and the requisite actions that contribute to accomplishing goals that may serve as supporting evidence in addressing external requirements.

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Planning for Higher Education Journal

Published
April 1, 2013

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Promoting Partnerships for Integrated, Post-Carbon Development

Strategies at Work in the Oberlin Project at Oberlin College

By: David Orr,Adam Cohen

Oberlin College, Oberlin City School District, and the City of Oberlin have launched a series of projects that join the many strands of sustainability into an integrated response.

From Volume 41 Number 3 | March–May 2013

Abstract: Converging crises of climate destabilization, environmental deterioration, rising inequity, and economic turmoil call for extraordinary responses by organizations and institutions at all levels. Oberlin College, Oberlin City School District, and the City of Oberlin have launched a series of projects that join the many strands of sustainability including urban revitalization, green development, advanced energy technology, sustainable agriculture and forestry, green jobs, and education into an integrated response that serves as a model for others around the world who wish to pursue a more sustainable, integrated model for the design of a post-carbon economy.

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Planning for Higher Education Journal

Published
April 1, 2013

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Conversations With Central Administration

Facilitating Communication and Partnerships in New Program Development

By: Nathan Brad Miller

Central administration is not creating curriculum; rather, it is encouraging the faculty to understand limitations and embrace broad institutional visions.

From Volume 41 Number 3 | March–May 2013

Abstract: The role of central administration in program development varies from institution to institution. Applications of shared governance, differences in state regulations, and evolving institutional procedures result in dissimilar administrative structures. This article reports on the role of central administration in new program development, as discussed by 13 senior academic officers at 12 public universities in the Carnegie Research Universities/Very High classification. The themes of fostering institutional communication and partnerships emerged in the interviews. In addition, the perceptions of the assistant provosts, associate provosts, and vice provosts responsible for the process are included.

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Planning for Higher Education Journal

Published
January 1, 2013

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Understanding the Effects of State Oversight and Fiscal Policy on University Revenues

Considerations for Financial Planning

By: Gabriel Ramon Serna

This article outlines the ways in which increased state oversight and restrictive state fiscal policies have affected public four-year college and university revenue structures, highlights how these policies introduce new considerations for institutional financial planners, and outlines some possible institutional responses.

From Volume 41 Number 2 | January–March 2013

Abstract: This article surveys the impact of state oversight and fiscal policy on universities’ revenue structures with special attention to tuition and state appropriations. It highlights the difficulties that arise for financial planners who face increasing state oversight, diminishing state support, and significant reliance on increases in tuition and fees. It also considers the impacts of restrictive state fiscal policies on financial planning. The author suggests that as institutional planners seek out the factors affecting revenues, it is sensible for them to consider the consequences of state oversight and state fiscal policy in their assessment of the internal and external fiscal environments.

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Planning for Higher Education Journal

Published
January 1, 2013

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Transforming in an Age of Disruptive Change

Part 2: Getting Started, Getting it Done

By: Donald M. Norris,Robert Brodnick,Paul Lefrere,Joseph E. Gilmour,Linda L. Baer

Get started reinventing strategies, business models, and emerging practices. Examine a two-track model for moving ahead, and think about planning from the future backwards.

From Volume 41 Number 2 | January–March 2013

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Planning for Higher Education Journal

Published
January 1, 2013

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Agency and Influence

The Organizational Impact of a New School of Education Building

By: Nathan F. Alleman,L. Neal Holly,Carla A. Costello

The study presented in this article was guided by a single research question: What difference, individually and organizationally, does a new academic building make to its users?

From Volume 41 Number 2 | January–March 2013

Abstract: In this article we discuss the organizational impact of an academic unit’s move from an old adapted structure to a new building constructed specifically to meet its needs. We emphasize the interaction of user agency and building influence as the faculty sought ways to enact group values and goals in a new space that promoted some and frustrated others. In conclusion we discuss specific examples of the interaction between agency and influence and propose steps that planners and users might take prior to and following a building transition to better promote congruence between the purposes of academic units and the spaces that support them.

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