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Planning for Higher Education Journal

Published
April 26, 2022

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The Future of Planning is . . .

. . . Aligned, Integrated, and Collaborative Institutional Effectiveness

By: Michael Ben-Avie, PhD; Kimberly K. Daugherty, PharmD; Lina Di Genova, PhD; Justin P. Hoshaw, MS; Erin M. Isaacson, MA; Nicholas R. Santilli, PhD; Megan Schramm-Possinger, PhD; and Robert Wilkinson, DEd

IE professionals are both translators and integrators—and universities need these people who know how to interpret the data. Within the context of an IIE office, they assist in developing data-informed strategic plans, financial forecasts, enrollment plans, and other assessments of institutional efficacy.

From Volume 50 Number 3 | April–June 2022

Abstract: The institutions that will thrive in the future will be those that use high-quality, relevant mission-driven data as part of their strategic, integrated planning process. Because of this it is imperative to create integrated institutional effectiveness (IIE) offices that serve as the connective tissue among all units within a college or university. The data and expertise of institutional effectiveness can be leveraged to benefit the institution as a whole. In this article, we discuss the value of creating an IIE office and challenges associated with a centralized infrastructure.

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Blog Post

Published
March 17, 2022

Who Are Our Planners—and What Do They Read?

By: Roy Mathew, PhD

October 2021 marked Planning for Higher Education’s 50th issue! To celebrate, we’re looking back at earlier articles in Planning to reflect on how things change (and, sometimes, how they don’t). Planning is an essential resource for all higher education administrators, planning analysts, and theorists from many disciplines. In this post, the author describes each group of planners and identifies the types of information each group can glean from the journal articles.

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Blog Post

Published
March 1, 2022

Looking for Leaders

Strategies for Effective Executive Searches

By: Apryl Motley, CAE, SASM

To gain insight into how institutions can launch and manage effective leadership searches in this highly competitive market, we turned to SCUP Board of Directors Member Margaret (Peggy) Plympton, a principal at AGB Search.

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Webinar Recordings

Published
January 13, 2022

Higher Education Business Models Under Stress, Part 2

Graceful Business Model Transitions: Planning and Executing a College or Campus Closure

By: Rick Seltzer (Moderator), Higher Ed Dive | James E. Lyons Sr., AGB Consulting | Lynn Priddy, Claremont Lincoln University | Melody Rose, Nevada System of Higher Education

Join a panel discussion moderated by Rick Seltzer, senior editor of Higher Ed Dive, with guest panelists Melody Rose, author of AGB’s new book Higher Education Business Models Under Stress, and Lynn Priddy and James Lyons Sr., higher education leaders with experience closing financially distressed colleges and universities.
Abstract: Securing financial viability requires an engaged board that is monitoring the right trends and campus indicators, asking the right questions of campus leaders about the institution’s finances, and doing the scenario planning and stress testing necessary to transform a business model under stress.

The governing board’s fiduciary duty to steward the institution’s financial health requires that boards and leaders consider business model transformations, and plan for a range of scenarios like mergers, affiliations, strategic partnerships, and even—when all other options are exhausted—final transformations such as campus closures when continued mission fulfillment is impossible.

This is part two of a two-part webinar series delivered in partnership between SCUP and the Association of Governing Boards of Universities and Colleges (AGB), “Higher Education Business Models Under Stress: Planning for Successful Transitions”. This series will help build your fiduciary understanding of your institution’s business model as you prepare the campus for a range of possible business transformations, from mergers, strategic affiliations, corporate partnerships, or even the ultimate scenario of a campus closure. View the recording for part one, “Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing”.

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Webinar Recordings

Published
November 15, 2021

Higher Education Business Models Under Stress, Part 1

Board Oversight of Finance and the Business Model: Key Indicators and Trends for Scenario Planning and Stress Testing

By: Verne O. Sedlacek (Moderator), Valparaiso University Board of Directors | Carlton Brown, AGB Consulting | Lawrence R. Ladd, AGB Consulting | Melody Rose, Nevada System of Higher Education

Join a panel discussion on business model transformation moderated by Verne Sedlacek, vice board chair of Valparaiso University with guest panelists Melody Rose, coauthor of AGB’s new book, Higher Education Business Models Under Stress, and AGB consultants Carlton Brown and Larry Ladd, experts in higher education budgeting, finance, and strategic planning.
Abstract: Securing financial viability requires an engaged board that is monitoring the right trends and campus indicators, asking the right questions of campus leaders about the institution’s finances, and doing the scenario planning and stress testing necessary to transform a business model under stress.

The governing board’s fiduciary duty to steward the institution’s financial health requires that boards and leaders consider business model transformations, and plan for a range of scenarios like mergers, affiliations, strategic partnerships, and even—when all other options are exhausted—final transformations such as campus closures when continued mission fulfillment is impossible.

This is part one of a two-part webinar series delivered in partnership between SCUP and the Association of Governing Boards of Universities and Colleges (AGB), “Higher Education Business Models Under Stress: Planning for Successful Transitions”. This series will help build your fiduciary understanding of your institution’s business model as you prepare the campus for a range of possible business transformations, from mergers, strategic affiliations, corporate partnerships, or even the ultimate scenario of a campus closure. View the recording for part two, “Graceful Business Model Transitions: Planning and Executing a College or Campus Closure”.

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Planning for Higher Education Journal

Published
November 5, 2021

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The Integrated Triad

Apply the Three Time Horizons Perspective to Planning and Governance

By: Jim Downey, PhD

An integrated model of three horizons, three areas of planning, and three types of governance is presented as a framework for institutional leadership.

From Volume 50 Number 1 | October–December 2021

Abstract: The global COVID-19 pandemic has fundamentally changed the world of higher education. As institutions look to the future, beyond the end of the pandemic, significant uncertainty exists. There is little question that colleges and universities will have to do a better job at planning, and boards at governing, to flourish in the years ahead. In this article an integrated model centered around three different time horizons, three areas of planning, and three types of governance is presented. The model can serve as a framework to demonstrate how these are all related, self-reinforcing, and usable as an aid for institutional leadership.

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Conference Recordings

Published
July 16, 2021

2021 Annual Conference | July 2021

Actionable Data

Creating Unit-level Dashboards to Drive Institutional Performance

By: Nasrin Fatima, Binghamton University

This session will share how Binghamton University has established an integrated data collection and tracking process and the ways in which the pandemic has affected this process and shifted institutional priorities.
Abstract: Although many institutions have clear processes for collecting data at the institutional level, we often overlook unit-level data collection aligned with institutional metrics, resulting in hindered outcomes. In order to achieve institutional outcomes, we must collect actionable data on key performance indicators at different unit levels. This session will share how Binghamton University has established an integrated data collection and tracking process and the ways in which the pandemic has affected this process and shifted institutional priorities. Come learn from examples of departmental-, divisional-, and institutional-level dashboards and find out how to use them to inform planning and improve performance.

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Conference Recordings

Published
July 16, 2021

2021 Annual Conference | July 2021

A University’s Successful Campus Relocation Using Integrated Planning

By: Sara Mathov, University of Western States | Rosalia Messina, University of Western States

This session will discuss how the University of Western States used integrated planning and data-informed decision making to design, build, and relocate to a new campus over a two-year period.
Abstract: In this age of rapid change, many institutions must consider reevaluating their campus facilities in major ways. This session will discuss how the University of Western States used integrated planning and data-informed decision making to design, build, and relocate to a new campus over a two-year period. Join us to discover how you can use data collection and analysis strategies combined with constituent engagement to effectively facilitate planning and implementation of adaptable student-centered learning spaces.

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Conference Recordings

Published
July 15, 2021

2021 Annual Conference | July 2021

Integrating Planning at the Organizational, Unit, and Individual Level

By: Mecca Salahuddin, Alamo Colleges

This session will demonstrate how our Integrated Performance Excellence Framework (IPEF) guides planning at multiple levels of the institution, all of which are tied to our strategic policy, plan, and processes.
Abstract: The ability to integrate planning at multiple levels—organizational, unit, and individual—strengthens our ability to formulate and implement strategies. This session will demonstrate how our Integrated Performance Excellence Framework (IPEF) guides planning at multiple levels of the institution, all of which are tied to our strategic policy, plan, and processes. You will be able to identify potential gaps and solutions within your institution's planning activities to create better alignment with your strategic plan and integrate the work at multiple levels of the organization.

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Conference Recordings

Published
July 15, 2021

2021 Annual Conference | July 2021

Innovative Tools for Engaging Challenges in Collaborative Governance

By: Nicolette Garcia, Cypress College | Presten Jimenez, Speaker, | Carissa Oyedele, Moore Ruble Yudell Architects & Planners | Miguel Powers, Fullerton College | Mario Violich, Moore Ruble Yudell Architects & Planners

Join our panel to discuss how traditionally underserved students are reshaping higher education and gain tools and solutions that you can apply to engagement efforts on your campus.
Abstract: Institutions need innovative student engagement strategies that cultivate collaborative governance in order to reflect changing learning paradigms and evolving societal needs, including recent pandemic-fueled inequities. This session will share diverse planner, leadership, faculty, and student perspectives on engagement and collaboration at North Orange County Community College. Join our panel to discuss how traditionally underserved students are reshaping higher education and gain tools and solutions that you can apply to engagement efforts on your campus.

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