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Curated content on higher education presented by the Society for College and University Planning (SCUP).
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Colleges Lose Pricing Power

Colleges Lose Pricing Power | SCUP Links | Scoop.it
The demand for four-year college degrees is softening, creating an inflection point that is sapping pricing power at a growing number of U.S. colleges and universities, according to a new survey by Moody's Investors Service.
Society for College and University Planning (SCUP)'s insight:

"

The financial pressures signal that many schools are starting to capitulate to complaints that college has become unaffordable to many American families, observers say. At least two dozen private colleges froze tuition this fall, roughly double the previous year's total.

"It's pretty clear that pricing power of colleges has reached an inflection point," said John Nelson, a managing director at Moody's who oversaw the survey team.

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Top 20 Online Colleges and Universities by Headcount

Top 20 Online Colleges and Universities by Headcount | SCUP Links | Scoop.it

"1) University of Phoenix – Online Campus

  • Headcount: 270,000
  • Estimated growth from last year: -10%
  • Type of School: For Profit
2) American Public University System
  • Headcount: 124,000
  • Estimated growth from last year: +17%
  • Type of School: For Profit
3) Ashford University
  • Headcount: 89,000
  • Estimated growth from last year: +11%
  • Type of School: For Profit"
Society for College and University Planning (SCUP)'s insight:

President Wallace E. Boston, Jr, of #2, APUS, recently joined SCUP's Planning for Higher Ed Mojo and is engaged in the conversation around "The Challenge to Deep Change: A Brief Cultural History of Higher Education."

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Cutting-edge Open Concept Engineering Classroom at Iowa State University

Cutting-edge Open Concept Engineering Classroom at Iowa State University | SCUP Links | Scoop.it

A Learning Spaces Collaboratory Webinar, Wednesday, January 30, 2013 | 4:00 p.m. EST

(Webinar will last about 1 hour)

Registration fee per institution: $100

To register, please fill out the online survey form.

Facilitator:

  • Dr. Richard Wlezien, Professor and Vance and Arlene Coffman Endowed Department Chair in Aerospace Engineering– Iowa State University

Featuring:

  • The new, open-concept learning space accommodating up to 120 students for the Introduction to Aerospacecourse.

What were the goals for the planning?

  • To move the introductory class from its current, distant place on the other side of campus into Howe Hall, the home of Aerospace Engineering and Engineering-LAS Distance Learning.
  • To accomplish this migration as quickly and efficiently as possible

How did it happen?

  • Taking over a space tucked in a large alcove under the Howe Hall atrium stairs, a former go-to-spot for napping
  • Connecting to institutional initiatives (support) for piloting new generation classroom
  • Getting $250,000 from internal funds.

What was achieved?

  • An adaptation of the ‘next-generation’ classroom concept—where technologies and flexible arrangements of equipment and students are conducive to a participatory, interactive learning experience
  • A greater sense of ‘participatory learning,’ by those doing the learning and by those observing that doing.’
  • An academic interpretation of spaces in which real astrophysicists work, including those that Dr. Wlezien experienced while he was at NASA.

Learning outcomes for this webinar, similar to those for recent LSC webinars, include how to orient a community in thinking in a new way about learning spaces and how to focus their attention, secure their support. This is a newly renovated space, so pre-post assessments are not yet possible, yet the final learning outcome will address issues such as faculty response, student response, next steps.

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Pippa Yeoman's curator insight, August 23, 2013 12:10 AM

Recurrent themes in the way in which we refer to spaces for learning: open space, distant space, home space and migrating across space into what had been a disused space which was later colonised as a sleeping space.

 

Recurrent attributes: flexible, participatory spaces which mimic the real world. 

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Survey Results: What Surprised People When They First Started Working in Higher Ed | Inside Higher Ed

Survey Results: What Surprised People When They First Started Working in Higher Ed | Inside Higher Ed | SCUP Links | Scoop.it

The most common response was shock around the politics.  Here are a few responses:


  • From an administrator: “The politics. You hear about it, but when it is seen and affects you for the first time, there is no way to be ready for it.”
  • From someone who teaches and is an administrator: “I was surprised at first by the complexity and subtlety of institutional politics, both inside the faculty and between faculty and administration.”
  • From someone in a business role: “POLITICS.”
  • From someone who classified themselves as “other:” “The amount of office politics and territorial defensiveness.”
Society for College and University Planning (SCUP)'s insight:

Not unsurprising—an arrow aimed right at the heart of what some see as the cause of higher ed's inability to be nimble—its complex governance.

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Colleges Expect Lower Enrollment

Colleges Expect Lower Enrollment | SCUP Links | Scoop.it
A Moody’s survey found that nearly half of colleges and universities expect enrollment declines for full-time students, with problems more acute at smaller schools.
Society for College and University Planning (SCUP)'s insight:

Over all, 18 percent of private universities and 15 percent of public schools in the survey projected a decline in net tuition revenue for fiscal 2013. A much larger share, one-third, said net tuition revenue would decline or grow by less than 2 percent.

“Such weak revenue growth often means a college cannot afford salary increases or new program investments unless it cuts spending on staff and existing programs,” the Moody’s report said. By comparison, in fiscal 2008, only 11 percent of private schools and 9 percent of public schools did not increase tuition revenue by 2 percent or more.

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Does Constant Googling Really Make You Stupid? [Excerpt]: Scientific American

Does Constant Googling Really Make You Stupid? [Excerpt]: Scientific American | SCUP Links | Scoop.it
Preliminary data suggest that all those tweets, status updates and other digital distractions may actually stave off cognitive decline
Society for College and University Planning (SCUP)'s insight:

Here is a direct Amazon link to this book.


This excerpt includes a portion about the potential for Googling to slow cognitive decline.

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Disruptive Trends to Watch in 2013

Disruptive Trends to Watch in 2013 | SCUP Links | Scoop.it
Game-changing ideas that could break out in the new year.
Society for College and University Planning (SCUP)'s insight:

Number four, of four, pertains:


4. Low-cost, online, competency-based learning universities. Innosight Institute Education Executive Director and Disrupting Class co-author Michael Horn noted this one. He said, "We'll see UniversityNow and others rise up and get more attention as their ultra-affordable degrees (no government dollars or loans needed) that are aligned to real work-force needs gain increasing traction in today's market. Some will take the best from MOOCs and mash them up with teachers, tutors, coaches and more to give students a complete learning experience." Horn also suggested that companies like Code Academy and DevBootcamp will increasingly provide face-to-face mechanisms that complement MOOCs. ... 


It is still early enough in the development of any of these areas that market leaders in respective sectors have sufficient time to formulate response strategies. They should be doing much more than watching and analyzing however — they should be actively experimenting in the disruptive space, either through organic efforts or through investments and partnerships.


Market leaders also should ensure that they monitor a set of metrics that help them identify the acceleration or deceleration of a particular trend, because response windows can close quickly.  

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Deb Nystrom, REVELN's comment, January 13, 2013 2:24 PM
Sharing. Good capture on this wave of ongoing disruption via the higher education bubble.
Deb Nystrom, REVELN's curator insight, January 13, 2013 2:31 PM
I'm sharing commentary from SCUP's insights below, very useful for change leadership planning.  Are you "doing much more than watching and analyzing?" — Are you "actively experimenting in the disruptive space?"
 
Society for College and University Planning (SCUP)'s insight:


Number four, of four, pertains:


4. Low-cost, online, competency-based learning universities. Innosight Institute Education Executive Director and Disrupting Class co-author Michael Horn noted this one. He said, "We'll see UniversityNow and others rise up and get more attention as their ultra-affordable degrees (no government dollars or loans needed) that are aligned to real work-force needs gain increasing traction in today's market.

_________________________
    
Some will take the best from MOOCs and combine them with teachers, tutors, coaches.  

... [Others] 
will provide face-to-face mechanisms that complement MOOCs...

_________________________
    


Some will take the best from MOOCs and mash them up with teachers, tutors, coaches and more to give students a complete learning experience."

Horn also suggested that companies like Code Academy and DevBootcamp will increasingly provide face-to-face mechanisms that complement MOOCs. ... 


It is still early enough i... that market leaders... have sufficient time to formulate response strategies.


They should be doing much more than watching and analyzing however — they should be actively experimenting in the disruptive space, either through organic efforts or through investments and partnerships.


Market leaders also should ensure that they monitor a set of metrics that help them identify the acceleration or deceleration of a particular trend, because response windows can close quickly.  

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The Year Ahead in IT, 2013 ~ Stephen's Web

The Year Ahead in IT, 2013 ~ Stephen's Web | SCUP Links | Scoop.it

Speaking of the publishing industry—with many parallels to much of higher education—Stephen Downes sees ....


"a rebound year for commercial content. Expect the pay media sites begin to prosper and for publishers to begin rolling out high-quality dynamic learning resources non-professionals cannot easily emulate.


That's the hard prediction - a reversal of existing trends. It will happen this year. You might think I oppose it, but I don't. Commercial media quite properly should focus on the difficult and high-quality. Where it has gone wrong in the past was in trying to monopolize easy media against a growing tide of open content. Once it enters into a proper research-and-development cycle (something it hasn't needed in a century) it will begin to prosper again, without harming openness, and this is good for all of us."

Society for College and University Planning (SCUP)'s insight:

Any improvement in methods to obain revenue from the creation of knowledge content is welcome.

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National Online Survey of Students’ Experiences of Learning in Learning Communities

"Each year, a two-page report on highlights from survey administrations is sent to participating institutions. Information includes number of colleges and universities participating, number of student responses, and the variety of learning communities students were enrolled in from pre-college to college-level studies.


The report also includes faculty activities or behaviors reported by students to happen “often” or “very often,” notably exceptional student outcomes or behaviors as well as what “sometimes” or “never” occurs in learning community classrooms according to students. Survey findings which relate directly to integrative learning are detailed as are students’ experiences in learning communities compared to other classes."

Society for College and University Planning (SCUP)'s insight:

The Washington Center for Improving the Quality of Undergraduate Education and Skagit Valley College’s Institutional Research Office are heading into their fourth year of collecting useful data.

We encourage schools to participate. This link takes you to a page where you can quickly acquire the PDFs of the previous three years' reports.

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Jo McClure's curator insight, July 7, 1:53 PM
Article noted that students who participated in learning communities were more successful, not only in their current course, but in future courses AND when the going got tough.  The impact of community in the online classroom cannot be understated.
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Using "Story" to Engage Students - SCUP's Planning for Higher Ed Mojo

Using "Story" to Engage Students - SCUP's Planning for Higher Ed Mojo | SCUP Links | Scoop.it
One of the most important trends in recent years is the meaningful design of campus spaces.  Increasingly, colleges across the country are investing in the re…
Society for College and University Planning (SCUP)'s insight:

Brief description and context for Vanderbilt University's Athletics Football Locker Room and the Texas A&M Memorial Student Center. Nice post.

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Mohammed Omar Faruque Masud's curator insight, January 9, 2013 8:56 AM

Brief description and context for Vanderbilt University's Athletics Football Locker Room and the Texas A&M Memorial Student Center. Nice post.

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MOOCs, Outsourcing, and The Cloud: Where are Institutional Missions? | Tracy Mitrano

"There is a potential slippery slope, however, because combined with the other headlines of the day -- alternative careers for historians and new models for MLA publishing -- it should not take long before Coursera not only negotiates licenses with academic institutions but with intelligent, savvy, marginalized trained faculty, i.e. the Ph.D.s who do not get the tenure track jobs.  If a critical mass of learning moves towards the MOOCs model, I am not sure who among that crowd will have the last laugh, but administrators, from presidents to deans and departments chairs and traditional faculty, will probably not be amused.

We -- higher education -- really need to be thinking very carefully about these developments.  First, as is noted in the article in which I made the initial suggestion about centralized planning and foundational thresholds, the contract is king.  What are the terms exactly?  They have been published and are available for everyone to see.  What impact do those terms have on not merely the bottom line of our colleges and universities but on our sense of obligations as a not-for-profit institutions of teaching, research and outreach in U.S., if not global, society?  Higher education is the most important public good we have.  In the name of meeting this year's fiscal budget, let's not throw its future to the wind."

Society for College and University Planning (SCUP)'s insight:

Tracy Mitrano's got a good point, what are all these contracts and agreements about MOOCs—and, as she puts it, outsourcing the institution's core function—doing in terms of unintended consequences? Is anyone paying attention, with regard to institutional mission and vision?

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The Challenge to Deep Change | SCUP Change-Disruption Mojo - SCUP's Planning for Higher Ed Mojo

The Challenge to Deep Change | SCUP Change-Disruption Mojo - SCUP's Planning for Higher Ed Mojo | SCUP Links | Scoop.it

To the left is an image, not a video.


"The Challenge to Deep Change: A Brief Cultural History of Higher Education," by Valencia College president Sanford M. Shugart is our lead article in this issue of Planning for Higher Education.

This is a video conversation we held Tuesday, January 8, with Sanford M. Shugart, president of Valencia College. Panelists included Stankovitch; Joan Hope, editor of Dean & Provost Newsletter (Wiley); Michael Haggans, visiting scholar the the University of Minnesota; and Donald M. Norris, CEO of Strategic Initiatives.

Society for College and University Planning (SCUP)'s insight:

The full journal article will be released in SCUP's Mojo Friday morning, January 11.

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IRS Says Colleges Must Be 'Reasonable' When Calculating Adjuncts' Hours | The Chronicle

Preparation time, not just hours in the classroom, should be counted, the agency says in a proposed rule. Eligibility for health benefits is at stake.
Society for College and University Planning (SCUP)'s insight:

This is a bg deal: 


"The proposed rules, announced in the Federal Register on January 2, don't provide a hard and fast formula for how to calculate an adjunct's workload, but "further guidance may be provided," the announcement says. The agency is collecting comments on the proposal through March 18.

In the meantime, colleges must "use a reasonable method for crediting hours of service," the IRS document says. In the case of an adjunct faculty member, the document adds, it would not be a reasonable method of calculating an instructor's work hours for colleges to take into account "only classroom or instruction time and not other hours that are necessary to perform the employee's duties, such as class-preparation time."

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Introducing the Digital Learning Quadrants

This is the follow-up post and answer to “The Fallacy of Digital Natives“. Let us agree, therefore, that regardless of age or situation, the learning process is one in which any learner...
Society for College and University Planning (SCUP)'s insight:

What do you think of this suggested alternative model to digital natives and immigrants?

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Dozens Killed as Explosions Hit Syrian University

Dozens Killed as Explosions Hit Syrian University | SCUP Links | Scoop.it
Each side in Syria’s conflict blamed the other Tuesday after multiple blasts rocked Aleppo University, leaving 82 people dead, according to a Syrian official.
Society for College and University Planning (SCUP)'s insight:

Ghastly.

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Preserving the Future | Association for the Advancement of Sustainability in Higher Education (AASHE)

Preserving the Future | Association for the Advancement of Sustainability in Higher Education (AASHE) | SCUP Links | Scoop.it

"These global examples of student sustainability efforts demonstrate that they have embraced protecting and preserving the future while touching almost every component of our institutions in some way. The stories in this week’s column illustrate students supporting the three pillars of sustainability — economic, environmental and social — while addressing climate change through learning, empowerment, action, and connections."

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Sang Hoon Moon's comment, January 15, 2013 5:23 PM
oecd193 Member States (Regional Road Mep: green green technology Green Finance Committee Policy Committee Association) global multinational company founded services: economic policy innovation. Services.
1) North America.
2) South America.
3) the European Union.
4) Asia.
5) Africa.
6) Oceania.

A. cyclone engineering ltd.co: knowledge of industry R & d scientific and technological innovation, service.
a) OECD193 member countries: the green country only conduct sales.
District environmental restoration roadmap (:. b) oecd 193 member states: a new growth engine. policy innovation) services.
c) oecd193 member states social stability, job creation, policy, innovation, and service.
d) oecd193-member disputes. confrontation, war, reconciliation policies, and services.
e) oecd193 Member States: earthquakes, floods,

Energy
Environment, housing buildings (feed waste generation suppression devices. Fertilizer, compost gas): job creation, a new growth engine. Services.

* Co-housing buildings. Dominion through discarded waste dehydration use and reuse the resources immediately. To block non-motorized waste fundamentally fair system.

Environment, housing buildings: power supply)
Local government, and all the precious water supply in buildings.
* I unpowered the application process technology. By each generation of electricity, there is a need to distinguish between the industrial power and household electrical supply.
1) per household power usage may need to be coordinated.

* Prerequisites: policy challenges)
Emphasis on theory and discussion they should be. Engineers first run is always available even if
Sang Hoon Moon's comment, January 15, 2013 10:31 PM
Climate change, global environmental restoration technology commercialization. : (Goal: 1950s innovation).

* Technology holding company (licensing, marketing), please apply for a joint venture.
oecd193 member states. District environmental restoration. Science, Technology and Innovation. Power the new economic policy: global warming, climate correspond the Earth environmental restoration policy service.

OECD Committee for licensing. M / A. To attract foreign investment. Joint ventures.

* Environment, housing buildings: project implementation. Design, and construction. (Central government, local government: Section 1.2.3. Sector: innovation Urban Development.)

* Alternative water lay-out: (environment, housing buildings: manure using sewage and domestic sewage. Flow-shheet.) Life feed flume used.

A. water shortages oecd193 member states environmental problems cause?
a) co-housing (toilet culture: the toilet.) changing history
1) from 1930 to 1960: lack of water. Were no environmental problems.
2) from 1970 to the House of Commons culture, development, water usage period (beginning)
3) 1980 ~ Dam (securing water resources) .... Inflicting exponentially increasing.
* Sea, mountain fields. Environmental destruction. Abnormal weather conditions seriousness.
4) due to the water shortage from 1990 to come up with measures.
* More than climate (mountain sea) climate change appears
5) rivalry between 2000 and due to the lack of water. Water wars, securing water resources. (R & d)
* Climate crustal movements. Swine Pulau When the animal's death, earthquake, typhoon, tidal wave, tsunami, Pacific waters of change has come to the increasingly serious.
2010 ~ 6): planet of the environmental disaster created a culture of human alleles from natural ecosystems and motivation.
Suicide rate reaches the point of a serious imbalance.
* G20 world summit. Earth Environmental Restoration and seriousness of the global economy were discussed.

B. oecd member countries. General architecture of common (problem):
1) domestic sewage. And a waste of resources. Discard.
2) to discard food waste.
Toilet (3) toilet precious water about 60 to 70%:)
* Train, airplane example. Use a small amount of water.
Use the portable toilets: toilet bubbles.
C. Improvement: Improvement of general building and toilet
1) use the toilet bubbles toilet.
2) water used by domestic sewage domestic sewage, manure transported Alternative water. Is approximately 60 to 70% water reduction (environmental ecosystem restoration).

* OECD countries (Conclusion: (water and sanitation, local government ordinance).: Environment, housing capital gains tax exemption building green national policy and sustainable service policy. Born again.


Interested advice:)
Many of securing water resources. Interested in environmental issues, problems, and have So the idea of ​​participation is recommended.
But no experience of practice (theory: Professor, Ph.D., licensed, honor the title.) Exclusion relations agencies, among other things, the transfer of technology as soon as communication can be coordinated to ensure that it is even more important.

Technology, my technology is executed immediately.
OECD member national (each, also municipalities: Licensing, (Dedicated conducted sales): spc. contractor services, can will tell.

* Business Organizer: Engineering and other companies
Representatives (pto.seo): sanghoonmoon.
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UWM Spotlight on Excellence: Campus Gardens

"From one corner of campus to the other, UW-Milwaukee Restaurant Operations, along with the UWM Food & Garden Club and students in a Conservation and Environmental Science class, tend more than 2,000 square feet of gardens. It's an effort to reduce the food mile and promote UWM's sustainability mission.

The growing (pun intended) movement isn't limited to your typical campus green space. In 2012, 300 pounds of veggies were harvested from a UWM rooftop. In this video, you'll meet several green-thumbed Panthers, including a Kenosha County farmer who earned bragging rights back home after her sky-high city garden outgrew everyone's expectations."

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Time’s Up

Time’s Up | SCUP Links | Scoop.it
This is actually urgent and important. Digital transformation and the rising tide of alternatives to traditional higher education are not the only threats.  The following are just a few of the most...
Society for College and University Planning (SCUP)'s insight:

"An investment advisory like Moody’s reports that a rising number of institutions will not be able to meet their enrollment revenue targets.  An international consultancy like Ernst & Young hypothesizes that most of Australia’s colleges will not be viable in 10 years. Another study shows that more than a third of US colleges are in declining fiscal health.

It is a better than even bet that some will not survive the decade intact.  That is unless they take action to address the inherent weaknesses of their business models, and soon. ...


For all these reasons, it is reasonable to believe that a tipping point has been reached.  The low hanging fruit has been harvested.  The value of short-term business tactics has been exhausted.  Higher education faces what Terry Brown of the University of Wisconsin System has called 'an existential choice:  adapt or die.'


Time to choose.  It is that important and that urgent."

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Building a Space for Calm—In Psychiatric Wards

Building a Space for Calm—In Psychiatric Wards | SCUP Links | Scoop.it
The right architecture can reduce violence — even in psychiatric wards.
Society for College and University Planning (SCUP)'s insight:

"To reduce the odds of such aggression, it’s time we put our growing understanding about stress-reducing design into architectural practice. At a time when health care payment policies are changing to reward better quality, reducing emotional trauma in care facilities should not only improve the lives of patients and health care workers, but perhaps even lower the cost of care as well."

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The Challenge to Deep Change: A Brief Cultural History of Higher Education

The Challenge to Deep Change: A Brief Cultural History of Higher Education | SCUP Links | Scoop.it
President Shugart's opening keynote address at the society's 47th annual conference in July 2012, was an energizing start to three well-integrated plenary sess…
Society for College and University Planning (SCUP)'s insight:

Click through for article and interview; interview in audio and video.


Given the extraordinary demands on higher education to adopt strategies that deliver better results with fewer resources and the common resistance of our institutions to strategic change, leaders and planners would do well to actively engage in processes of cultural change.

Management author and professor Peter Drucker is often quoted as saying that “culture eats strategy for lunch.” Given the extraordinary demands on higher education to adopt strategies that deliver better results with fewer resources and the common resistance of our institutions to strategic change, leaders and planners would do well to actively engage in processes of cultural change. This requires three things: a genuine understanding of the origins of institutional culture as expressed in the “deep architecture” of our colleges and universities; a systematic approach to initiating “courageous conversations” throughout the institution, leveraged by evidence that creates both hope and despair; and a willingness to reengineer the deep architecture around a new set of design principles, displacing the old culture with a new, intentional, emerging culture built on new working theories.


Do you have examples of where culture has eaten strategy for lunch?

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Different Places, Same Picture

Different Places, Same Picture | SCUP Links | Scoop.it
Higher education is living in interesting times, no matter where you stand. Two accounts from Australia, one from an academic and the other from a consulting firm, provide a clearer view of the fut...
Society for College and University Planning (SCUP)'s insight:

Using two higher ed change perspectives from other countries, Michael Haggans concludes:


Regardless of where an institution stands, standing pat is a poor strategy.

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Survey finds online enrollments slow but continue to grow | Inside Higher Ed

Survey finds online enrollments slow but continue to grow | Inside Higher Ed | SCUP Links | Scoop.it

"Annual survey finds that enrollments in online courses and programs grew at 9.3 percent rate, lowest level in a decade -- and that campus officials don't know what to make of MOOCs."

Society for College and University Planning (SCUP)'s insight:

Good story by Doug Lederman, with some excellent sharts and graphs. He concludes:


Among other highlights of the survey:
 

  • Nearly 7 in 10 chief academic leaders (69.1 percent) now say that online learning is critical to their long-term strategy. And just 11.2 percent say it is not.
  • More than three-quarters (77.0 percent) of chief academic officers rate the learning outcomes in online education as the same or superior to those in face-to-face courses, up from 57.2 percent when Babson first asked the question in 2003.
  • Fewer than a third (30.2 percent) of CAOs believe that faculty members on their campuses accept the value and legitimacy of online education -- lower than the rate in 2004.
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The Big(ger) Picture: Why Integrated Master Planning Works—And Who to Get Involved | University Business Magazine

The Big(ger) Picture: Why Integrated Master Planning Works—And Who to Get Involved | University Business Magazine | SCUP Links | Scoop.it

"Across the U.S., officials at colleges and universities large and small are starting to see the importance of getting more parties involved in the planning process. Below are four important constituent groups to consider getting involved in planning early on, along with what they can bring to the table."

Society for College and University Planning (SCUP)'s insight:

The need for more intergated planning is not news to SCUP members, of course, but this good article may help spread the word. Kristen Domonell, provides planning vignettes from Ohio State University, Eastern Kentucky University, the University of Pennsylvania, and the College of the Desert.

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Video—"The Challenge to Deep Change" | A #SCUP conversation with Sandy Shugart, president of Valencia College

Video—"The Challenge to Deep Change" | A #SCUP conversation with Sandy Shugart, president of Valencia College | SCUP Links | Scoop.it
The Challenge to Deep Change: A Brief Cultural History of Higher Education, by Valencia College president Sanford M. Shugart is our lead article in this issu…
Society for College and University Planning (SCUP)'s insight:

This is a video conversation we held Tuesday, January 8, with Sanford M. Shugart, president of Valencia College. Panelists included Alex Stankovitch, graduate student, University of Michigan; Joan Hope, editor of Dean & Provost Newsletter (Wiley); Michael Haggans, visiting scholar the the University of Minnesota; and Donald M. Norris, CEO of Strategic Initiatives.

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Multimedia Makeover @ Providence College

Multimedia Makeover @ Providence College | SCUP Links | Scoop.it

Almost every institution has one: a somewhat dingy and dimly lit basement area that hasn't been touched in decades. At Providence College, Providence, Rhode Island, that spot was the lower level of the Phillips Memorial Library, which students dubbed "the dungeon" prior to its 2010 transformation into a computer-equipped study lounge and information center.

Renamed the TecHub, the nearly 3,000-square-foot space features the latest in wireless connectivity, along with four Mac minicomputer terminals and data ports; two collaboration tables, each with a Mac minicomputer; a wall-mounted, flat-screen monitor to project images from a laptop; 50 electrical outlets; 50 data jacks; and enough tables and chairs to seat 85 students. Tucked into a corner is the TechStation, a help desk where students can obtain answers to either research or technology questions.

Society for College and University Planning (SCUP)'s insight:

This is an interview with John M. Sweeney, senior vice president for finance and business and chief financial officer.

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Mohammed Omar Faruque Masud's curator insight, January 8, 2013 3:43 PM

This is an interview with John M. Sweeney, senior vice president for finance and business and chief financial officer.