This chapter describes a framework to guide collaboration between institutional research and other campus offices. Three examples are then provided to illustrate how the framework was applied successfully to actual projects.

Understanding one's competitive stance in a globally competitive environment provides the requisite awareness to maintain both competitive edge and institutional responsiveness. In this chapter, three case studies are presented to provide examples of ways in which strategic scanning can enhance the academic program development process and how…

This chapter is a case study of one institution's effort to institutionalize a process through which student development is promoted through active engagement with the community.

This chapter provides a conceptual model that academic leaders can use to navigate the complex, and often contentious, organizational terrain of academic program development. The model includes concepts related to the institution's external environment, as well as internal organizational structures, cultures, and politics. Drawing from the…

Benchmarking, when done properly, offers a lot of promise for higher education units that want to improve how they do business. It is clear that much is known, but still more needs to be learned before it reaches its full potential as a useful tool. Readers of this issue of "New Directions for Institutional Research" have been treated to useful…

Presents the steps necessary for successful innovation, with emphasis on financing, selling the change to faculty, and evaluating the results. (Editor)

Integrated planning promotes collaborative thinking and furnishes mechanisms for linking strategic plans with operational plans. (Contains 1 figure.)

The author describes practical steps for infusing the strategic plan throughout the organization. These steps have carried the University of Wisconsin--Madison effectively through two cycles of reaccreditation and planning. (Contains 1 figure.)

There is almost nothing more frustrating to an institutional researcher than seeing university leaders ignore data. The case study in this article examines how an institutional research office was able to put data to work in enrollment services and produce record-setting numbers of applications, admissions, and confirmations within a nine-month…

The authors outline how the University College (UC) model can serve as an effective vehicle for others.

Oregon State University implemented Total Quality Management in nine phases: exploration; establishing a pilot study team; defining customer needs; adopting the breakthrough planning process; performing breakthrough planning in divisions; forming daily management teams; initiating cross-functional pilot projects; implementing cross-functional…

The authors examine the promises and prospects of using student engagement data to promote success at minority-serving institutions.

This paper describes how various formal planning approaches were developed and applied at Pennsylvania State University. Phases (horizontal reduction, vertical reallocation, strategic planning, and strategic management) are identified as are principles including planning for change on the margins and continuity, providing for feedback, and…

A program focusing on recruitment of new freshmen at the University of Colorado at Boulder illustrates some major planning considerations in the development, implementation, and evaluation of a marketing plan. (MSE)

Analysis of the first cycle of academic program review at the College of St. Catherine (Minnesota) discusses recommendations resulting from reviews, insights about faculty and committee perceptions, and new directions for the second cycle. It is noted that the second cycle will focus more on program activities and output than on traditional input…