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Conference Recordings

Published
July 22, 2020

2020 Annual Conference | July 2020

Reframing Strategic Planning Priorities Through Results-based Strategic Design

By: David Haney, President (retired), Centenary College | Jeremy Houska, Director of Educational Effectiveness, University of La Verne

In this session, you will learn how Results-Based Strategic Design (RBSD) can help you supplement, restart, or reframe planning processes at your institution.
Abstract: Strategic planning processes need to be more engaging, relevant, and effective—especially within the disruptive context of the COVID-19 pandemic. Results-Based Strategic Design (RBSD) is an alternative approach to strategic planning that combines design-thinking methods with a focus on outcomes. By shifting from 'planning' for an unknown future to 'designing' human experiences, RBSD emphasizes student experience rather than institutional preservation, concrete problem solving, early adoption over prioritizing consensus, and strategy as behavioral change. In this session, you will learn how RBSD can help you supplement, restart, or reframe planning processes at your institution.

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Non-Member Price:
$50

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 8, 2020

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Promoting Engagement in Strategic Planning

Southeast Community College Used FAST Goals to Capture Stakeholder Interest

By: Paul Illich and Shawna Herwick

Creating a positive, reflective, inclusive, and transparent institutional climate facilitated improved engagement in and ownership of strategic and departmental planning. The process of using FAST goals (frequently discussed, ambitious, specifically measured, and transparent) produced constructive outcomes.

From Volume 48 Number 3 | April–June 2020

Abstract: Southeast Community College (SCC) transformed its departmental planning by embedding a cultural goal within its strategic plan. The goal focused on creating a positive, reflective, inclusive, and transparent institutional climate—through the implementation of departmental FAST goals. That goal type refers to those that are frequently discussed, ambitious, specifically measured, and transparent, which represents an alternative to the commonly used SMART goal-setting approach. This article describes how a change of climate at SCC set the stage for the conversion to FAST goals—and improved engagement in and ownership of strategic and departmental planning.

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Planning for Higher Education Journal

Published
March 27, 2020

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Totally Virtual

Northcentral University’s School of Business Succeeded in Integrated Strategic Planning in an All-Distance Environment

By: Tammi Cooper, Abigail G. Scheg

In the context of a fully online institution, how do you collaborate to strategically plan? You leverage online tools and techniques to keep widely distributed and separated-by-a-distance team members engaged in the process.

From Volume 48 Number 2 | January–March 2020

Abstract: This article presents a case study of the virtual strategic planning process at Northcentral University’s School of Business. Anchoring in practices proven successful in a face-to-face environment, we describe the unique challenges of effective strategic planning for an individual school—when complicated by a solely virtual, distributed environment. We share the tools and techniques we leveraged for each phase of our work, which facilitated overcoming the distance among members of our school community.

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Conference Presentations

Published
October 28, 2019

2019 North Central Regional Conference | October 2019

Funding the Future in Tough Times

The Programming Dilemma

By: Sandra Patterson-Randles

This session will detail strategies from three separate regional university initiatives to solicit, evaluate, adopt, and fund forward-thinking campus enhancements under significant budgetary constraints.
Abstract: In order to meet students’ evolving needs and ensure an institution’s ongoing vitality, competitive proposals for campus programming require astute evaluation and vigorous assessment of ongoing institutional benefit. This session will detail strategies from three separate regional university initiatives to solicit, evaluate, adopt, and fund forward-thinking campus enhancements under significant budgetary constraints. Come and explore the successes and failures involved in these planning initiatives that focus on long-term student success, financial viability, programmatic quality, and institutional stability over two decades.

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Free

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