06 July 2017 
Jen Summerton, Executive Director
What brought you to write this book now?
I couldn't find a book on Strategy and Planning in HE for new team members, and a commissioning editor behind a book stall challenged me to think about fixing the problem. When I joined the HESPA Executive I thought this was something I could usefully contribute.
What got left out in the final draft?
Higher Education policy is a thread throughout the book, but the topic does not have its own chapter. I couldn't persuade those whom I wanted to write it within the publishing timeline. One for another day.
What did you hope to achieve with the book?
I hope it's a showcase of some of the wonderful talent and expertise in the strategy and planning community. Secondly, a practical guide for those who work in the functional area, where leading practitioners share on its pages their craft for others. Thirdly, an expedition around the fascinating world we inhabit for those who study Higher Education or are supported by the work of planners.
What was the most difficult part of the project?
Finding and securing contributors across the range was hard as most people are too modest to accept they are the one who should write on their topic. As editor I shaped the book but it was important each chapter belonged to its authors. There was the chasing and detailed proof reading which was not the fun end of a project like this.
What did you enjoy the most?
Once the book had a shape, contributors were secured and a publisher was showing interest I knew this was going to happen which was both exciting and a moment for a deep breath. Reading the chapters as they came back in draft, without yet worrying about permissions, referencing, editing and so on, and just enjoying the content was always a joy and I hope those who read the book will get that sense too.
What do you think is next for strategy and planning in higher education?
One of the findings in the book is that Strategy and Planning has no function or task which is core to and defines the profession. What planners might do in one institution their colleagues do not similarly do in another. This flexibility is a strength as it facilitates a contribution adapted to each institution's context, strategy, structure and requirements. Adaptability is a key attribute.
What should HESPA be doing to support this?
Looking across the varied scope of Strategy and Planning teams, somewhere there will be a department which has experience of or an expert in the thing that is new or unfamiliar to a colleague somewhere else. HESPA has a unique role in being able to bring members together to share best practice, ideas and different approaches. Leaders in a subject can meet and listen to the wisdom of peers. The book will I hope be seen as a contribution to that professional development role which HESPA performs for its members.
HE Strategy and Planning can be purchased here via Routledge. HESPA members are entitled to a 20% discount, using code FLR40.
