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Planning reflects the human appetite to improve our condition. Inhigher education, improving one's condition includes hiring betterfaculty, recruiting stronger students, upgrading facilities,strenthening academic programs and student services, and acquiringthe resources needed to accomplish these things. The "strategic"part of strategic planning involves shaping the institution in waysthat will ensure mission attainment by capturing and maintaining amarket niche in the competition for resources, faculty, andstudents.
This is the 123rd issue of the Jossey-Bass higher educationreport New Directions for Institutional Research.
EDITORS’ NOTES (Michael J. Dooris, John M. Kelley, James F.Trainer).
PART ONE: The Foundations ofStrategic Planning.
1. Strategic Planning in Higher Education (Michael J. Dooris,John M. Kelley, James F. Trainer)
The authors present an introductory foundation for the developmentand evolution of strategic planning in general, and highereducation in particular.
2. Accreditation as a Catalyst for Institutional Effectiveness(Ann H. Dodd)
This chapter describes the accreditation landscape in highereducation and identifies the role of institutional research in theplanning, assessment, and improvement cycle. The author uses twomodels of institutional effectiveness as a foundation fordescribing the accreditation cycles for the Middle StatesAssociation and the Baldrige-inspired AQIP process used by theNorth Central Association.
3. Strategic Planning via Baldrige: Lessons Learned (JohnJasinski)
The Baldrige Criteria support a systems perspective and a focus onresults. The chapter highlights eleven lessons learned by all typesof organizations that have participated in the Baldrigeprocess.
4. Applying Ad Hoc Institutional Research Findings to CollegeStrategic Planning (Craig A. Clagett)
This chapter gives three examples of institutional researchundertaken for reasons other than strategic planning that in theend had a profound influence on planning efforts. The cases suggestthat it is indeed possible to create an institutional researchlegacy.
5. Linking Planning, Quality Improvement, and InstitutionalResearch (Daniel Seymour, John M. Kelley, John Jasinski)
The authors argue that more and more institutions are striving tomake evidenced-based decisions. Planning, quality improvement, andinstitutional research are being linked within a systems-thinkingcontext.
PART TWO: Examples from theField.
6. Linking Planning, Quality Improvement, and IR: Los AngelesCity College (Daniel Seymour)
This chapter demonstrates how planning, improvement initiatives,and institutional research can all be successfully linked within aplan-actcheck model.
7. Strategic Planning and Budgeting to Achieve Core Missions(Heather J. Haberaecker)
This chapter shows how a new strategic planning and budgeting modelcan help a university and professional school achieve its strategicvision.
8. Integrated Planning for Enrollment, Facilities, Budget, andStaffing: Penn State University (Louise E. Sandmeyer, Michael J.Dooris, Robert W. Barlock)
This chapter describes the integrated planning and improvementprocess for eighteen of Penn State’s campuses, and it alsohighlights lessons learned through this experience.
9. A Team Approach to Goal Attainment: Villanova University(John M. Kelley, James F. Trainer)
The authors describe two successful initiatives at VillanovaUniversity, where teams were employed to develop and implementgoals and to monitor goal attainment.
10. Future-Search Conferences at Cornell University (Chester C.Warzynski)
This case study describes how Cornell employed a future-searchconference to structure a conversation with a multidisciplinarygroup of faculty, build collective understanding of the challengesthey face, and respond to an accreditation review.
11. Strategic Planning at Carroll Community College (Craig A.Clagett)
The author presents a case study of strategic planning at CarrollCommunity College, highlighting how planning standards, an advisorycommittee, continuous plan revision, budgeting, and institutionalassessment measures work together in the process.
12. Moving the Strategic Plan off the Shelf and into Action atthe University of Wisconsin-Madison (Kathleen A. Paris)
The focus of this chapter is simply taking the plan off the shelfand implementing it. The author also demonstrates a purposeful linkbetween planning and the institution’s regionalreaccreditation process.
13. Models and Tools for Strategic Planning (James F.Trainer)
This final chapter integrates the entire volume by examiningseveral strategic planning models and their intersection with otherinstitutional research activities. The chapter also offers anannotated list of “top-ten” planning tools, as well askey strategic planning references.