Learning Resources

Abstract: We’ve organized Trends using STEEP: Social, Technology, Economic, Environmental, and Political. Each trend includes a brief trend summary, a footnoted source, and discussion questions to help you analyze and act on the trend.

Abstract: by Jason Owen-Smith
Stanford University Press, Palo Alto, CA 2018
213 pages
ISBN 9781503607095

Abstract: We look through an array of different lenses to gain some perspective on issues and opportunities that appear to be on the horizon—or at our doors.

Abstract: From demographics and social change to politics and technology, many trends impact planning in higher education. SCUP’s Trends for Higher Education is designed to help you and your institution make sense of the most significant evolutionary forces.

Abstract: Within the last several years, higher education institutions have embraced the language of an “anchor mission” to define their place-based commitments. This case analysis details the role of data in promoting systematic local change in six institutions participating in the Anchor Dashboard Learning Cohort. These institutions committed to measuring community impact through the Anchor Dashboard, a tool to understand and enhance local commitments along several social and economic dimensions. This article details the promises and pitfalls of developing an institution-wide, place-based mission led from different institutional levels—from the president’s office to faculty-led centers—using this data tool.

Abstract: From demographics and social change to politics and technology, many trends impact planning in higher education. SCUP’s Trends for Higher Education is designed to help you and your institution make sense of the most significant evolutionary forces.

This edition focuses broadly on change in higher education. We look through an array of different lenses to gain some perspective on issues and opportunities that appear to be on the horizon—or at our doors.

Abstract: In 2009 the Arizona University System (supporting over 130,000 enrollments) through its Board of Regents directed its board president and the presidents of Arizona State University, University of Arizona, and Northern Arizona University to create an operational plan that reflected the board’s vision, goals, and strategic directions. A primary objective was to transform the system (or enterprise) vision into concrete goals and outcomes that would directly connect to financial decision making at the system and university level. The backdrop for higher education planning and budgeting expectations included the continuation of severe reductions in state funding, rapidly increasing student tuition and fees, and a call for greater accountability. The planning processes were characterized by the integration of board and presidential discussions, inclusion of constituent debate, identification of strategic choices, and approval of outcomes focused on measuring performance. The integration ran across and within three organizations or levels that included the Arizona Board of Regents, its system administration, and the three universities.