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Planning for Higher Education Journal

Published
April 1, 2011

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The Historian’s and the Preservationist’s Dilemma

The Challenge of the Recent Past in Campus Heritage Efforts

By: Barbara S. Christen

Deciding what to preserve is never easy, and even more difficult with campus heritage resources from the recent past.

From Volume 39 Number 3 | April–June 2011

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Planning for Higher Education Journal

Published
April 1, 2011

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Caring for America’s Colleges and Universities

Stewardship Lessons from the Getty Foundation Campus Heritage Initiative

By: Robert Melnick

Chief among the lessons learned—Consideration of the effects of campus development on campus heritage need to be integrated within the planning process.

From Volume 39 Number 3 | April–June 2011

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Planning for Higher Education Journal

Published
April 1, 2011

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A Tale of Three Campuses

Planning and Design in Response to Cultural Heritage at Mills College, the University of California, Berkeley, and Stanford University

By: Karen Fiene,Robert Sabbatini

Perhaps the most enduring contribution we can make is to know intimately what makes our campus special.

From Volume 39 Number 3 | April–June 2011

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Planning for Higher Education Journal

Published
April 1, 2011

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Historic Preservation

An Introduction to Its History, Principles, and Practice

By: Sandra L. Kortesoja

From Volume 39 Number 3 | April–June 2011

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Planning for Higher Education Journal

Published
January 1, 2011

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Developing a Mission Statement for a Faculty Senate

By: Derrick E. D'Souza,Terry L. Clower,Kim Nimon,Elizabeth A. Oldmixon,Frances S. van Tassell

The mission statement stakes the faculty’s claim in the institutional decision-making process.

From Volume 39 Number 2 | January–March 2011

Abstract: If faculty senates are to maintain a place in the modern university, then they must be both effective and viewed as such by faculty, administrators, and other campus stakeholders. One way to shape faculty senate efforts is to create and exploit a clearly defined mission statement. In this article, we offer a four-step, committee-driven, technology-assisted process to develop a mission/vision statement that is anchored in the theory. The proposed process is efficient and easy to administer and can be used at other universities. We also discuss our experience with the process and offer recommendations for other university faculty senates.

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Planning for Higher Education Journal

Published
January 1, 2011

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Taking the Long View

Ten Recommendations about Time, Money, Technology, and Learning

By: Stephen C. Ehrmann

Read this before you spend that money or make that academic program change!

From Volume 39 Number 2 | January–March 2011

Abstract: Ten recommendations outline a strategy for departments to make gradual, visible, and rewarding improvements in the learning outcomes of their degree programs. Time is a crucial factor. Change occurs slowly in universities, so the strategy needs to be persistent and cumulative.Among the levers for improvement: familiar technology used by students and faculty to save time on core disciplinary tasks, curricular change, and group work; peer support among faculty; short, accessible increments of faculty development; extensive use of assessment and evaluation to help make glacially slow change visible and subject to conscious control; and careful development of coalitions inside and outside the academy.

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Planning for Higher Education Journal

Published
January 1, 2011

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STARS

A Campus-Wide Integrated Continuous Planning Opportunity

By: Richard J. Martin

Measuring ‘sustainability’ broadens perspectives and offers opportunities.

From Volume 39 Number 2 | January–March 2011

Abstract: Participating in the STARS sustainability tracking system can provide campuses with opportunities to do integrated analysis and planning. Campus operating decisions are often made to achieve narrow, localized optimization. More integrated analysis and planning can identify opportunities for greater financial savings and more sustainable operations by identifying impacts and interactions beyond normal planning boundaries. This article provides four specific scenarios as examples of the potential for more global optimization.

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