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P R E S E N T E D B Y B R A D N OY E S | J U N E 1 3 , 2 0 1 4
N A T I O N A L H O U S I N G T R A I N I N G I N S T I T U T E
Introduction – Planning 101 Recap
Planning 201: Overview– Context
– Learning Objectives & NHTI
– Breakout Scenarios Explained
Planning 201: Breakout Session
Wrap-up / Closing Remarks
AGENDAN H T I - P L A N N I N G 2 0 1 : H O U S I N G & R E S I D E N C E L I F E
FIRM OVERVIEWB R A I L S F O R D & D U N L A V E Y
Our mission is to make our clients the strongest owners possible throughout the development process.
Our purpose is to inspire and empower organizations to maximize the value of investments that advance communities.
BRAD NOYES – SENIOR VICE PRESIDENTBeen with the firm since its founding in 1993
Background in Architecture and Real Estate Development
Frequent lecturer at NHTI and many national higher education conferences
Frequent author of articles on planning and program management for a number of national publications
Experience with over 200 higher education campuses– Over $1 billion of program management and consulting– Over 250,000 beds of campus housing planning
PRESENTER INTRODUCTIONB R A I L S F O R D & D U N L A V E Y
HIGHLY Dynamic Environment
Unpredictable External Factors
Significance of Story Telling and Strategic Alignment
Impact of Changing Political and Financial Realities
Range of Complex Structures
Importance / Role of Data and Predictive Analytics
CURRENT INDUS TRY OBSERVATIONSP L A N N I N G 1 0 1 R E C A P
A. Personnel Management
B. Planning and Projection
C. Research Skills
D. Communication Skills
E. Diversity Awareness
F. Leadership
G. Counseling Skills
H. Institutional Organization
I. Students
J. Current Trends
CURRENT INDUS TRY OBSERVATIONSP L A N N I N G 1 0 1 R E C A P
A. Decision Making
B. Interpersonal Communication
C. Budget and Resource Allocation
D. Crisis Management
E. Cooperation and Collaboration
F. Personal Characteristics
G. Staff Supervision
H. Ethics
I. Staff Selection
J. Strategic Thinking and Planning
K. Motivation
L. Organizational Culture
M. Interpretation of Institutional Goals
N. Networking
O. Assessment of Student NeedsDunkel, N. W., & Schreiber, P. J. 1990J. Diane Porter, PhD, ©2005Included with permission.
Competencies, 1990 Competencies, 2005
PREDICTIVE ANALY TICS PLANNINGP L A N N I N G 1 0 1 R E C A P
Future Condition Accuracy = Methodology(Critical Variables Identification, Depth of Analysis and Quality Assumptions)
Predictive analytics is being embraced at an increasing rate by organizations that need to gain actionable and forward-looking insight from their data. Why? Companies realize that simply looking in the rearview mirror to obtain insight and make decisions is not enough to remain competitive. Companies want to better understand what actions their customers might take.
“The Top 5 Trends in Predictive Analytics”, Dr. Fern Halper, Information Management, Nov 2011
Studying vs. Planning– Strategic Planning
– Financial Planning
– Feasibility Planning
– Physical Planning
– Operations Planning
System Planning vs. Project Planning
ASPECT S OF PLANNINGP L A N N I N G 1 0 1 R E C A P
PLANNING 201: OVERVIEW
WHY PLANNING 201 MATTERSP L A N N I N G 2 0 1
Blue Jay College Norsemen UniversityBobcat State University
PLANNING 201 CASE STUDIES
INITIAL CONTEXT
Urban, 4-year public institution
Declining enrollment
Un-energized campus culture
2nd / 3rd tier institution within in-state hierarchy
Legacy housing inventory
BOBCAT S TATE UNIVERSIT YW H Y P L A N N I N G 2 0 1 M AT T E R S
BLUE JAY COLLEGEW H Y P L A N N I N G 2 0 1 M AT T E R S
INITIAL CONTEXT
Very Small, 4-year private institution
Stagnant to declining enrollment
Campus culture characterized by rich traditions
History as a single-sex institution
Oversupply of housing with significant deferred
maintenance issues
NORSEMEN UNIVERSIT YW H Y P L A N N I N G 2 0 1 M AT T E R S
INITIAL CONTEXT
Public research institution
Growing enrollment
Member, major athletic conference
Flagship institution within the state
Significant housing presence for underclassmen
Understand the broader campus context in relation to its housing facilities
Calibrate the need to engage internal and external resources in order to accomplish strategic goals
Clarify how different tools can be deployed to address identified challenges and risks
Demonstrate the impact of developing a story
LEARNING OBJECTIVES & NHTIP L A N N I N G 2 0 1
SEEING THE BIGGER PICTURE: Ensuring the appropriate campus infrastructure is in place to support the resident experience
HITTING A MOVING TARGET: Providing housing in a highly dynamic environment
CULTIVATING A NEW RESOURCE: Understanding the new world of private engagement
BREAKOUT TOPICSP L A N N I N G 2 0 1
SEEING THE BIGGER PICTURE:Ensuring the appropriate campus infrastructure is in place to support the resident experience
The Quality-of-Life Ecosystem (Recreation, Dining, Etc.)
Campus Infrastructure Needs
Institution-wide Financial Outlook and Debt Capacity
Institutional Mission Related to Housing
HITTING A MOVING TARGET:
CULTIVATING A NEW RESOURCE:
BREAKOUT TOPICSP L A N N I N G 2 0 1
SEEING THE BIGGER PICTURE:
HITTING A MOVING TARGET: Providing housing in a highly dynamic environment
Student Preference vs. Developmental Outcomes
The Off-campus Market
Fluctuations in Enrollment
Changes in Leadership and Strategic Direction
CULTIVATING A NEW RESOURCE:
BREAKOUT TOPICSP L A N N I N G 2 0 1
HITTING A MOVING TARGET:
SEEING THE BIGGER PICTURE: CULTIVATING A NEW RESOURCE: Understanding the new world of private engagement
The Capital Reality Driving the Change
Potential Third-party Partners
The Trade-offs of Private Involvement
One Size Does Not Fit All
BREAKOUT TOPICSP L A N N I N G 2 0 1
SEEING THE BIGGER PICTURE: Ensuring the appropriate campus infrastructure is in place to support the resident experience
HITTING A MOVING TARGET: Providing housing in a highly dynamic environment
CULTIVATING A NEW RESOURCE: Understanding the new world of private engagement
BREAKOUT TOPICSP L A N N I N G 2 0 1
PLANNING 201: BREAKOUT SESSION
Respond to the provided questions
Summarize the discussion at your table
Develop a compelling story
Ask two questions for a follow-up discussion
BREAKOUT SESSION INS TRUCTIONSP L A N N I N G 2 0 1
What is your identified approach to addressing the
situation?
How does context impact your identified approach?
Who should you involve in the process?
What are your biggest risks?
What planning tools are required to address the
question and mitigate the identified risks?
QUES TIONS TO CONSIDERP L A N N I N G 2 0 1
DISCUSSION
WRAP-UP & CLOSING REMARKS
WHY PLANNING 201 MATTERSP L A N N I N G 2 0 1
Bluejay College Norsemen UniversityBobcat State University
CASE STUDIES…THE CONCLUSIONS
SEEING THE BIGGER PICTURE: Ensuring the appropriate campus infrastructure is in place to support the resident experience
HITTING A MOVING TARGET: Providing housing in a highly dynamic environment
CULTIVATING A NEW RESOURCE: Understanding the new world of private engagement
BREAKOUT TOPICSP L A N N I N G 2 0 1
P R E S E N T E D B Y B R A D N OY E S | J U N E 1 3 , 2 0 1 4
N A T I O N A L H O U S I N G T R A I N I N G I N S T I T U T E
THANK YOU!
B R E A K O U T S E S S I O N T O P I C S : “ S E E I N G T H E B I G G E R P I C T U R E ”
N A T I O N A L H O U S I N G T R A I N I N G I N S T I T U T E
SEEING THE BIGGER PICTURE P L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
INITIAL CONTEXT
Urban, 4-year public institution
Declining enrollment
Un-energized campus culture
2nd / 3rd tier institution within in-state hierarchy
Legacy housing inventory
SEEING THE BIGGER PICTURE P L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
THE SITUATION: The institution is at an existential moment in its history. The options included decommissioning the physical campus, along with its deteriorating infrastructure, and transitioning to a virtual university, or “doubling down” on the physical asset in an attempt to re-invigorate its urban campus and raise the profile of the institution, both regionally and nationally.
THE QUESTION: As the SHO, what role should you play in influencing the outcome and ultimate decision by the institution?
Respond to the provided questions
Summarize the discussion at your table
Develop a compelling story
Ask two questions for a follow-up discussion
BREAKOUT SESSION INS TRUCTIONSP L A N N I N G 2 0 1
What is your identified approach to addressing the
situation?
How does context impact your identified approach?
Who should you involve in the process?
What are your biggest risks?
What planning tools are required to address the
question and mitigate the identified risks?
QUES TIONS TO CONSIDERP L A N N I N G 2 0 1
B R E A K O U T S E S S I O N T O P I C S : “ H I T T I N G A M O V I N G TA R G E T ”
N A T I O N A L H O U S I N G T R A I N I N G I N S T I T U T E
HITTING A MOVING TARGET P L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
INITIAL CONTEXT
Very Small, 4-year private institution
Stagnant to declining enrollment
Campus culture characterized by rich traditions
History as a single-sex institution
Oversupply of housing with significant deferred
maintenance issues
P L A N N I N G 2 0 1 : B R E A K O U T S E S S I O NP L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
HITTING A MOVING TARGET
THE SITUATION: The college has a retention issue, that when coupled with stagnant to declining freshman enrollment, has placed the institution in financial limbo. As a result, the institution has relied on excess cash flow from Housing to support the operation of the campus, which has usurped the department’s ability to reinvest in its infrastructure. Also, while there is a four-year live-on requirement, the college has an over-supply of housing and a disproportionally high number of traditional beds.
THE QUESTION: As the SHO, what should you do to help address both your department’s and the overall institution’s critical issues that appear to be in conflict with each other?
Respond to the provided questions
Summarize the discussion at your table
Develop a compelling story
Ask two questions for a follow-up discussion
BREAKOUT SESSION INS TRUCTIONSP L A N N I N G 2 0 1
What is your identified approach to addressing the
situation?
How does context impact your identified approach?
Who should you involve in the process?
What are your biggest risks?
What planning tools are required to address the
question and mitigate the identified risks?
QUES TIONS TO CONSIDERP L A N N I N G 2 0 1
B R E A K O U T S E S S I O N T O P I C S : “ C U LT I VAT I N G A N E W R E S O U R C E ”
N A T I O N A L H O U S I N G T R A I N I N G I N S T I T U T E
CULTIVATING A NEW RESOURCEP L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
INITIAL CONTEXT
Public research institution
Growing enrollment
Member, major athletic conference
Flagship institution within the state
Significant housing presence for underclassmen
P L A N N I N G 2 0 1 : B R E A K O U T S E S S I O NP L A N N I N G 2 0 1 : B R E A K O U T S E S S I O N
C U LT I VAT I N G A N E W R E S O U RC E
THE SITUATION: The university has a goal to house over 30% of its students. However, the institution’s rapid enrollment growth has actually decreased the department’s capture rate, even with significant investment in additional capacity. Now, enrollment appears to be stabilized but limited debt capacity is restricting the department’s ability to add any more beds in order to achieve the institution's 30% capture rate goal. Finally, the institution's focus on bed capacity growth has created a serious deferred maintenance issue with the department’s older supply.
THE QUESTION: As the SHO, how should you address the institution’s housing participation goal and the needs of your existing infrastructure in light of the university’s debt situation.
Respond to the provided questions
Summarize the discussion at your table
Develop a compelling story
Ask two questions for a follow-up discussion
BREAKOUT SESSION INS TRUCTIONSP L A N N I N G 2 0 1
What is your identified approach to addressing the
situation?
How does context impact your identified approach?
Who should you involve in the process?
What are your biggest risks?
What planning tools are required to address the
question and mitigate the identified risks?
QUES TIONS TO CONSIDERP L A N N I N G 2 0 1
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