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Planning for Higher Education Journal

Published
December 11, 2020

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Redefining Federal Work-Study Programs

Support Students in Their Academic and Professional Success by Developing Their Career-Readiness Skills

By: Dea Marx, EdD, Jessica Flinkman, and Carla Wilson

The University of Missouri-Kansas City, by reinventing its campus Federal Work-Study (FWS) program (newly termed PRO Roos), committed to a goal of supporting student success through developing their career-readiness skills. FWS students were engaged in worthwhile campus employment that increased their sense of belonging within the university, enhanced their professional proficiencies, and prepared them for careers after graduation.

From Volume 49 Number 1 | October–December 2020

Abstract: As Federal Work-Study (FWS) programs are coming under national scrutiny for their lack of proven effectiveness and antiquated systems, the University of Missouri-Kansas City reevaluated the culture surrounding its student employee positions. After collaborating with financial aid personnel and identifying key stakeholders, a new program was created to focus on professional-readiness skills and developing a culture of high-quality, campus-wide customer service. Former expectations of FWS positions were revised to include more intentional career-readiness opportunities. Doing so required investing in professional development for supervisors and support for mentoring student employees. This article presents the planning and collaboration methods that are vital to implementing an innovative program and provides insight for other universities seeking to professionalize their FWS programs.

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Webinar Recordings

Published
October 1, 2020

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From Academic Program Decisions to Results

Building and Managing a Robust Program Portfolio

By: Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness (Moderator) | William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. | Steve Probst, Senior Partner, Gray Associates, Inc. | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University

The decision-making process is only the beginning—how do you build a robust program portfolio in a way that ensures educational quality, financial sustainability, and meets the needs of your students? We will provide real-world examples of ways to effectively build quality online programs and courses that improve student access and retention, including performance metrics and faculty engagement.

This is part three of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: This is part three of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.” These discussions will help you build a strategic and sustainable program portfolio that is mission-centered, data-informed, student-centered, and focused on growth opportunities.

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Webinar Recordings

Published
September 15, 2020

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Instructional Economics

Making Finance-Informed Academic Decisions

By: William Massy, Professor Emeritus and Former CFO, Stanford University; Former President, The Jackson Hole Higher Education Group, Inc. (Moderator) | Antoinette Farmer-Thompson, Deputy Vice President, Educational Outreach & Student Services, ASU University; Design Institute Expert in Residence; Former Dean and Senior Vice President, Institutional Effectiveness | Nicholas Santilli, Senior Director for Learning Strategy, Society for College and University Planning (SCUP); Professor Emeritus of Psychology, John Carroll University | Steve Probst, Senior Partner, Gray Associates, Inc.

All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health.

This is part two of a three-part program series, “Integrated Planning to Build a Thriving Academic Program Portfolio.”

Abstract: All program decisions have financial consequences—and some may surprise you. We will share a methodology for analyzing instructional economics and strategies for incorporating this data into the program decision-making process for long-term financial health. Understanding the economics of your programs and courses can help you focus resources on the programs and courses most critical to your mission and free up funds for strategic growth.

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Conference Recordings

Published
July 23, 2020

2020 Annual Conference | July 2020

Critical Concepts and Trends in Assessment, Accreditation, and Program Review

By: Erica Eckert, Assistant Dean, Assessment and Accreditation, Kent State University at Kent | Nicholas Santilli, Senior Director of Learning Strategy, Society for College and University Planning

This session will help you define assessment-related terms (i.e. goals, outcomes, objectives, standards, etc.) and will provide an overview of assessment and accreditation trends that could impact your institution.
Abstract: Assessment professionals speak their own (important) language, and it can be hard to keep up with critical terminology and trends. This session will help you define assessment-related terms (i.e. goals, outcomes, objectives, standards, etc.) and will provide an overview of assessment and accreditation trends that could impact your institution. We will also provide an overview of how this landscape is in flux due to COVID-19, and how this may impact higher education.

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Conference Recordings

Published
July 21, 2020

2020 Annual Conference | July 2020

President’s Session | Every Student’s Dream Matters

Lorain County Community College’s Vision for Student Success

By: Marcia Ballinger, President, Lorain County Community College | Jonathan Dryden, Provost/Vice President for Academic and Learner Services, Lorain County Community College

Come learn how Lorain County Community College (LCCC) identifies game-changing innovations and aligns resources to bring them to scale.
Abstract: Core to the mission and vision of Lorain County Community College is the belief that “Every Student's Dream Matters,” that every student, regardless of their background, can succeed. LCCC built its culture of student success upon strategies that include a broad community-based strategic planning process, transparent dialogue about institutional data, an organizational structure that fosters responsiveness, and strategic finance principles that align resources with mission. Come learn how LCCC, as a mission-driven institution, identifies game-changing innovations and aligns resources to bring them to scale.

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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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Planning for Higher Education Journal

Published
May 15, 2020

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Reduce Curriculum Costs While Increasing Student Enrollment

Optimizing Academic Balance Analyses Let Kentucky Institutions Stay Competitive

By: Kenneth L. Hoyt

Results of the study supplied evidence needed to support tough institutional decisions. The 13 Kentucky colleges and universities that participated in the research now have critically important data to use in making choices about how they best serve their students, maximize scarce resources, and sustain financial stability.

From Volume 48 Number 3 | April–June 2020

Abstract: An Optimizing Academic Balance (OAB) analysis provides colleges and universities with effective tools to use in making strategic academic decisions needed to stay competitive in the context of institutional mission, program quality, market potential, cost, and revenue. The Association of Independent Kentucky Colleges and Universities recently completed a three-year statewide OAB project with the participation of 13 higher education institutions. The results supported the colleges and universities in making tough decisions.


A Follow-Up

An introduction to the Optimizing Academic Balance process and early results of the research were published in the 2015 Planning for Higher Education article, “Reshaping Your Curriculum to Grow the Bottom Line,”. The current article, with final research data, represents the study’s wrap-up report.

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Webinar Recordings

Published
April 10, 2020

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Voices from the Field: Episode #3

From Crisis to Collaboration and Creativity

By: Mike Martin, Associate Dean Science, Math, and Health, John Carroll University

Mike Martin, Associate Dean Science, Math, and Health at John Carroll University discusses how the administration addressed the first few weeks of the COVID-19 crisis and how they have creatively shifted gears with students and faculty toward what’s next.
Abstract: The past month has been trying for all of higher education. How do we transition our constituents from crisis to collaboration in order to meet the needs of the entire campus community? In this conversation, Mike Martin, Associate Dean Science, Math, and Health at John Carroll University discusses how the administration addressed the first few weeks of the COVID-19 crisis and how they have creatively shifted gears with students and faculty toward what’s next.

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Webinar Recordings

Published
April 9, 2020

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Voices from the Field: Episode #2

Business is Not So Usual at a (Mostly) Online Institution During COVID-19

By: Cynthia Tweedell, Assistant Vice President for Institutional Effectiveness, Ohio Christian University

Cynthia Tweedell, Assistant Vice President for Institutional Effectiveness, Ohio Christian University talks about how this faith-based institution with a personal touch is working through the transition for students, athletes, and summer programs.
Abstract: While the majority of their students are online, it’s not so easy to take the same methodologies to deliver on mission when quickly switching their residential students to an online environment when expectations are different. Cynthia Tweedell, Assistant Vice President for Institutional Effectiveness, Ohio Christian University talks about how this faith-based institution with a personal touch is working through the transition for students, athletes, and summer programs.

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