Learning Resources

Why Strategic Plans Aren’t Working in Uncertain Times

Because Strategic Planning Should Be a Dynamic, Robust Process

By: Daniel Seymour, PhD

The author’s approach to his research-based Strategic Planning in Uncertain Times Fieldbook began with a sampling review of 50 strategic plans. What emerged was the development of an organizational learning cycle used as a template to assess the effectiveness of strategic plans on more than 250 college and university websites.

From Volume 52 Number 3 | April–June 2024

Abstract: A strategic plan is supposed to “bring the future into the present so that you can do something about it now.” Almost every college or university has such a plan because accreditors and governing boards require one. The question is: Why do so many higher education institutions seem to be unprepared when they take drastic actions (e.g., eliminating programs, cutting faculty and staff members, etc.) in uncertain times? The author studied more than 250 colleges and universities and suggests the answer in this article.

Institutions Mentioned: Methodist University, Fontbonne University, University of North Carolina at Greensboro, West Virginia University
Planning Types: Strategic Planning
Tags: Adaptable Plans, Alignment, Building (or Writing) the Plan, Change Management, Implementation, Institutional Planning, Leadership, Leadership Attitude Toward Planning, Mission / Vision / Identity, Organizational Change, Planning Processes, Preparing to Plan

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Financial Planning for Central Utility Plant Decarbonization

Divide and Conquer the Lift Across Different Funding Options

By: Andrew Honeyman, BSME, and Paul Graves, BSME

Vital stakeholder feedback and consensus from various university departments reveal the proper approach to building issues. Institutions such as the University of North Dakota used technical planning to produce well-informed financial modeling and right-sized financial plans.

From Volume 52 Number 2 | January–March 2024

Abstract: Implementing central utility plant (CUP) decarbonization projects requires strategic financial planning, collaboration, and consensus-building from the entire university community. This article describes gathering support from facilities management, executive staff, and lawmakers through technical and financial charrettes. Learn how technical planning produces well-informed financial modeling and right-sized financial plans, and how shared planning between design teams and facility planners creates tailored funding options, including IRA incentives, to fund decarbonization.

Institutions Mentioned: University of North Dakota, Kentucky State University
Planning Types: Campus Planning
Tags: Alignment, Carbon Neutral, Energy Infrastructure, Engaging Stakeholders, Facilities Funding, Facilities Planning, Public-Private Partnerships (P3), Sustainability (Environmental)

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Conference Presentations

Published
March 5, 2024

Planning and Leading Through Positive Turbulence: Kean’s Pursuit of R2 Status

By: Neva Lozada, Kean University | Carlos Rodriguez, Kean University | Michael Salvatore, Kean University | Joseph Youngblood, Kean University

In order to meet the Carnegie Commission on Higher Education's requirements for an R2 Research Institution designation, Kean University created the University Planning Council (UPC), an inclusive university-wide body with representatives from every constituency within the university community.

Abstract:

In order to meet the Carnegie Commission on Higher Education's requirements for an R2 Research Institution designation, Kean University created the University Planning Council (UPC), an inclusive university-wide body with representatives from every constituency within the university community. The UPC creates linkages between assessment and resource allocations to establish integrated university-wide planning, supporting a comprehensive restructuring of its planning processes, policies, and procedures. This session will emphasize the importance of the democratization of data, transparency, inclusivity, and capacity development in integrated planning processes.

Planning Types: Strategic Planning
Tags: Adaptable Plans, Alignment, Assessment / Analytics, Data, Resource Allocation, Resource Management

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Published
March 5, 2024

Launching the Duquesne College of Osteopathic Medicine From the Ground Up

By: Rodney Dobish, Duquesne University | Neil Martin, The S/L/A/M Collaborative | Karen Parzych, The S/L/A/M Collaborative

Establishing a new college within a university requires coordination with the accrediting body, other university disciplines, the city, donors, and neighboring landowners. We’ll outline and discuss how we navigated the process, challenges, and opportunities related to Duquesne University’s new College of Osteopathic Medicine, including the collaboration with the City of Pittsburgh’s Forbes Avenue Improvement Initiative.

Abstract: Establishing a new college within a university requires coordination with the accrediting body, other university disciplines, the city, donors, and neighboring landowners. We’ll outline and discuss how we navigated the process, challenges, and opportunities related to Duquesne University’s new College of Osteopathic Medicine, including the collaboration with the City of Pittsburgh’s Forbes Avenue Improvement Initiative. Through practical, implementable approaches to growth-focused programming in a new urban facility, this session will offer lessons learned, priorities, and planning tools for flexibility and improvement.

Tags: Engaging Stakeholders, Facilities Planning, Governmental Policies and Regulations, Medical / Allied Health Facility, Town and Gown

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Conference Presentations

Published
March 5, 2024

Placemaking, Programming, and Plaza: An Innovative P3 Approach to Activation

By: Dan Biederman, Biederman Redevelopment Ventures | Brian Naumick, Edgemoor Infrastructure & Real Estate | Cathy Pinskey, George Mason University | Melissa Thierry, George Mason University

For colleges and universities to achieve their goals with extremely limited resources, they must rely on constructive partnerships. This session will focus on building those connections for placemaking on campus, which is a critical aspect of activating a successful innovation ecosystem.

Abstract: For colleges and universities to achieve their goals with extremely limited resources, they must rely on constructive partnerships. This session will focus on building those connections for placemaking on campus, which is a critical aspect of activating a successful innovation ecosystem. Activation does not simply happen because a plaza exists; rather, it requires organizational structure, programming, funding models, and partnership. This session will explore cross-disciplinary planning?internally within the institution and with external partners?as well as provide resources for creating a framework for public space activation.

Planning Types: Campus Planning
Tags: Landscape / Open Space, Placemaking, Public-Private Partnerships (P3)

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Overcoming a $90M Budget Overage in Vanderbilt University’s Residential Colleges

A Multifaceted Team Worked Collaboratively to Stem Overruns

By: David Bailey, BA, AIA, LEED AP, and Walt Massey, BA

The University, architects, engineers, strategic planning consultants, and contractor teams worked hand in hand to peel back the onion to stem the overruns.

From Volume 52 Number 1 | October–December 2023

Abstract: When Vanderbilt University began seeing signs that cost escalation, scope additions, campus requirements, and authentic Collegiate Gothic architecture for their proposed new residence halls were all pressuring the budget, a multifaceted team worked collaboratively and arduously to stem the overruns.

Institutions Mentioned: Vanderbilt University
Planning Types: Campus Planning
Tags: Academic Facility, Engaging Stakeholders, Facilities Design, Facilities Planning, Implementation, Leadership in Energy and Environmental Design (LEED), Mixed-Use, Modifying the Plan, Project Management, Project Management / Delivery, Student Housing

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Analyzing Existing Campus Space for Hybrid Teaching and Learning

A Step-by-Step Process Helps Planners Reconceptualize Classrooms

By: Aiman Khamitova, EdD, Luis R. Rojas-Solórzano, PhD, and Ines Russinho Mouga, MSc

In the aftermath of COVID-19, Nazarbayev University (Kazakhstan) rethought learning spaces, adapting them to the good practices that were used during the period of solely online teaching.

From Volume 51 Number 4 | July–September 2023

Abstract: This article describes the step-by-step process of campus space reconceptualization. In the aftermath of the COVID-19 pandemic, there was a need to rethink learning spaces and adapt them to some of the good practices used during the solely online teaching period. Through cross-functional collaboration and joint governance, a purposefully established task force audited all classrooms at Nazarbayev University (Kazakhstan). It came up with short-term and long-term recommendations. The audit results and recommendations outlined in this article might be useful to university administration and leadership interested in campus repurposing due to pandemic effects on teaching and new formats like hybrid learning that have influenced instruction.

Institutions Mentioned: Nazarbayev University
Planning Types: Campus Planning
Tags: COVID-19, Facilities Design, Facilities Planning, Hybrid Learning, Learning Environments, Online Learning, Renovation, Space Assessment, Teaching and Learning

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What Is Your Crisis ‘What If’?

Create a Sustainable Approach to Emergency Response Planning

By: Jessica A. Luedtke, PhD, and Mary M. Reinke, MBA, MS

The Medical College of Wisconsin planned strategically, engaged executive leadership, and operationalized an Administrative Response Team to navigate critical incidents impacting the university.

From Volume 51 Number 3 | April–June 2023

Institutions Mentioned: Medical College of Wisconsin
Planning Types: Continuity Planning
Tags: Building (or Writing) the Plan, Communication, Crisis and Disaster Management, External Collaboration / Partnerships, Leadership, Medical / Allied Health Education, Modifying the Plan, Recovery Planning, Response Planning, Risk Management, Scenario Planning, Security

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Tell Us What You Think

Smith College Drafted Its Master Landscape Plan Through Robust Stakeholder Engagement

By: Signe Nielsen, BS, BA, RLA, FASLA

More than 1,600 students and alumnae provided input through online mapping tools and in-person workshops. Staff and faculty were interviewed in person and via phone. And Instagram was used to reach 6,400 members of the campus community.

From Volume 51 Number 3 | April–June 2023

Abstract: Smith College commissioned MNLA to develop its 20-year Landscape Master Plan to address climate change impacts, inclusiveness, and pedagogy. The process was grounded in robust campus engagement over 18 months. More than 1,600 students and alumnae provided input through online mapping tools and in-person workshops that used cutouts and puzzles to reimagine the open spaces on campus. Staff and faculty were interviewed in person or via phone on ways to incorporate scholarship in the landscape, and 6,400 members of the campus community were reached through Instagram. An online magazine published by MNLA kept the campus community updated on findings, alternative plans, and conclusions.

Institutions Mentioned: Smith College
Planning Types: Campus Planning
Tags: Adaptable Plans, Campus Master Planning, COVID-19, Diversity Equity and Inclusion (DEI), Engaging Stakeholders, Facilities Design, Facilities Planning, Landscape / Open Space, Placemaking, Planning Processes, Student Engagement, Sustainability (Environmental)

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Destination 2030

The Need for Transformation Architects

By: Edward Inch, PhD, Minnesota State University – Mankato | Lynn Akey, PhD, Minnesota State University – Mankato | Linda Baer, PhD, Strategic Initiatives and Minnesota State University – Mankato

Institutions Mentioned: Minnesota State University-Mankato
Planning Types: Academic Planning, Strategic Planning, Resource Planning
Tags: Adaptable Plans, Alignment, Assessment / Analytics, Data, Disruptive Change, Enrollment Management, Environmental Scanning, Higher Ed Trends, Organizational Change, Planning Processes, Presidential Leadership, Student Demographics, Student Success

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