NATIONAL HOUSING TRAINING INSTITUTE · 2020-01-03 · SEEING THE BIGGER PICTURE PLANNING 201:...

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:


SEEING THE BIGGER PICTURE:


Student Preference vs. Developmental Outcomes

The Off-campus Market

Fluctuations in Enrollment

Changes in Leadership and Strategic Direction

CULTIVATING A NEW RESOURCE:


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


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

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


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 ”


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?


situation?







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 ”


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?


situation?







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 ”


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.


situation?







NATIONAL HOUSING TRAINING INSTITUTE · 2020-01-03 · SEEING THE BIGGER PICTURE PLANNING 201:...

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