Education Commons^™

Should We Start An Honors College? An Administrative Playbook For Working Through The Decision, Richard Badenhausen

National Collegiate Honors Council Monographs: Chapters

The last two decades have seen significant growth in honors colleges, though the transition to that model takes many forms. This essay lays out crucial questions for stakeholders considering such a move. While highlighting material advantages that may accrue from the transition, the chapter also notes reasons for not starting an honors college; and it explores some of the new challenges that recently founded honors colleges will face. Above all, the essay frowns upon the so-called “switch out the sign over the door” approach to institutional change in favor of deliberate, thoughtful, and strategic processes that involve many stakeholders and …

Leading Meaningful Change, Lynn D. Akey, Tina Dee, Robert Delprino, Nicholas R. Santilli

Academic Affairs Publications

While strategic planning is often approached from a theoretical perspective, it is in the implementation that the rubber hits the road. The importance of leadership in this shift from a theoretical plan to actual implementation cannot be underestimated. Change agents from a variety of institutional types—community college, public institution, and private institution—will discuss strategies used to inspire and guide others toward the achievement of shared objectives while managing institutional complexities. You will learn about issues leaders must successfully address to implement a meaningful strategic planning process.

Leading A Campus Team To Navigate Through The Comprehensive Evaluation, Andrea L. Lassiter, Lynn D. Akey, Joan Roca

Academic Affairs Publications

What are some best practices to help your institution prepare for a comprehensive evaluation? This presentation will include discussion of how to gain broad campus community participation by assembling a team to help lead the process. Committee membership, information sharing, meeting topics and timelines will be shared.

Nu-Bor-Bylaws-2.0, Nu Board Of Regents

Mission/Vision/Leadership

Chapter II. Structure of the University

Nu-Bor-Bylaws-1.2, Nu Board Of Regents

Mission/Vision/Leadership

Chapter I. The Board of Regents of the University of Nebraska

Nu-Bor-Bylaws-2.9, Nu Board Of Regents

Mission/Vision/Leadership

2.9 The Colleges.

Nu-Website-Bor-Policies 1.1.2, Nu Board Of Regents

Mission/Vision/Leadership

RP-1.1.2 Code of Ethics of the Board

Nu-Website-Bor-Policies-2.1.6, Nu Board Of Regents

Mission/Vision/Leadership

RP-2.1.6 Relationship of Teaching, Research, and Service

Nu-Bor-Bylaws-1.7, Nu Board Of Regents

Mission/Vision/Leadership

1.7 Rule-Making Authority of the Board.

Nu-Website-Bor-Policies-1.1.1, Nu Board Of Regents

Mission/Vision/Leadership

RP-1.1.1 Direct Responsibilities of the Board

Nu-Bor-Bylaws-2.12-2.13, Nu Board Of Regents

Mission/Vision/Leadership

2.12 Provision for Faculty Government.

2.13 Provision for Student Government.

Cfe Leadership Forums 2015-2016, Uno Center For Faculty Excellence

Mission/Vision/Leadership

This document outlines the accomplishments and proposed ideas/issues for 6 Faculty Leadership Forums: Women in Stem; Chairs and Directors; Pre-Tenure Faculty Leadership Forum; ESL/ELL Practices for Teacher Educators; Global Engagement Leadership Forum; and Graduate Program Chairs.

Nu Strategic Planning Framework 2014-2016 Accountability Measures, Nu System

Mission/Vision/Leadership

NU Strategic Planning Framework 2014-2016 Accountability Measures.

Uno Website Strategic Planning Committee Strategic Plan Homepage, Strategic Planning Committee

Student Learning

Placing students first .. striving for academic excellence ... engaging with the community.

Starting in 1997 with 15 members, the Strategic Planning Steering Committee has been responsible for the on-going development and updating of the UNO Strategic Plan and integration of the pion with other campus-wide planning efforts

Nu Board Of Regents Campus Visit To Uno Agenda 10/23/15, Uno Office Of Academic And Student Affairs

Mission/Vision/Leadership

Agenda for the Board of Regents visit to campus, October 23, 2015.

Integrated Academic Planning: Developing An Intentional Path Forward, Marilyn J. Wells, Lynn D. Akey

Academic Affairs Publications

This presentation will focus on successful completion of Phases 1–3 of an integrated academic planning process, with engagement of 180+ degree programs and four extraordinary education task forces. Presenters will discuss successful and provocative elements, including consensus building, community involvement, data utilization, shared governance, and transparency.

Nu Strategic Planning Framework 2014-2016, Nu System

Mission/Vision/Leadership

The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …

Nu Strategic Planning Framework 2014-2016, Uno Office Of Institutional Effectiveness

Student Learning

The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …

Nu Strategic Framework Investing In Nebraska's Future, University Of Nebraska

Student Learning

The University of Nebraska is a four-campus, public university which was created and exists today to serve Nebraskans through quality teaching, research, and outreach and engagement. We strive to be the best public university in the country as measured by the impact we have on our people and our state, and through them, the world. To do that, we must compete effectively with other institutions around the world for talented students and faculty. The future of Nebraska is closely tied to that of its only public university, and this framework guides university-wide and campus planning to help build and sustain …

Negotiating A Seat At The Table: Questions To Guide Institutional Involvement, Gregory J. Siering, Suzanne Tapp, Debra Rudder Lohe, Micah Meixner Logan

To Improve the Academy: A Journal of Educational Development

In addition to traditional roles, educational developers increasingly find themselves considering their involvement in issues of institutional change. However, this evolution leads to new challenges as educational developers attempt to discern whether and how to be involved inparticular organizational change efforts. This chapter provides a framework that can help centers of all types reflect on the broader risks and rewards of institution-level leadership. Through a series of context-based reflective questions, the authors hope to promote strategic thinking among educational developers (particularly center directors) and to spur new questions and research as our field continues to evolve.

Visions, Missions, And Strategic Plans 101, M. J. Caro, Anne Marie Casey

Office of the Registrar

This presentation outlines a basic method to identify the tasks, functions and outcomes of a department or division in order to craft meaningful vision and mission statements, and suggest questions to ask and methods to use in designing a strategic plan.

Strategic Thinking Is At The Core Of Strategic Planning, Darvesh Karim

Professional Development Centre, Gilgit

No abstract provided.

The D.B. Weldon Library's Instruction Portfolio: A Grassroots, Team-Based Approach, Kim Mcphee, Melanie Mills, Marg Sloan

Western Libraries Presentations

In an effort to address ever-shifting staffing levels and evolving service demands, staff in the Research & Instructional Services department of The D.B. Weldon Library at Western University developed and implemented a new and strategic approach to structuring their work. The ‘Portfolio Model’ provides a framework for organizing the primary functions of the department - collections, instruction and reference - while at the same time preserving liaison at its core. Through a close examination of this grassroots effort and in particular, the achievements realized and challenges faced by the team of librarians and library assistants who together comprise the ‘Instruction …

Understanding Faculty Perceptions Of The Future: Action Research For Academic Librarians, Kara Josephine Malenfant

Antioch University Dissertations & Theses

The intent of this study was to aid academic librarians in examining their perceptions of the future of higher education, engaging disciplinary faculty members to understand their views, and determining actions to take to shape the future. In this mixed methods study, scenarios about the future of higher education served as the basis for collecting quantitative (survey) and qualitative (focus group) data at one institution. During this study, staff, faculty, and administrators at one library developed new ways to craft strategies and make decisions, shifting their focus from strategic planning as an event to strategic thinking as a process, a …

Dr. Connie's 6 Keys To Becoming A Successful Learner, Connie I. Reimers-Hild

Kimmel Education and Research Center: Presentations and White Papers

I have learned a great deal about students by teaching and advising learners at the University of Nebraska. The fact that I was working on my Ph.D. on a part-time basis while being employed full-time broadened my knowledge about how to be a successful learner. My professional and personal experiences in the world of higher education have enabled me develop some powerful insights on what it takes to be a successful learner. I would like to share my insights with as many people as possible, so here are Dr. Connie’s 6 Keys to Becoming a Successful Learner:

Measuring College Student Satisfaction: A Multi-Year Study Of The Factors Leading To Persistence, Felice D. Billups

NERA Conference Proceedings 2008

Using Tinto's (1987) social integration theory as a framework, this study measured student satisfaction in six transformative areas: educational experience, skills development, faculty interaction, personal growth, sense of community, and overall expectations. Emerging as a strategic planning process priority, this project sought to identify those areas where students succeeded or were at risk. Employing a three-phase mixed methods approach, this descriptive, longitudinal study was conducted from 1990-2004 at a highly selective specialized college and assisted college administrators in developing or modifying programs that would enhance student satisfaction to ensure degree completion.

Library Services Strategic Plan 2008, Une Library Services

Program Review 2008

Strategic plan for the University of New England Library Services, submitted in support of program review.

Reconciling Organisational Realities With The Research Mission Of The Irish Institutes Of Technology, Deirdre Lillis

Conference papers

A key principle in systems theory is that a system, such as a Higher Education Institute (HEI), will self-correct and stabilise to align itself with its overarching ‘system goals’, irrespective of interventions. System goals may be explicit and obvious, such as published performance indicators, however change initiatives can often fail because the initiative is acting against some underlying, implicit and/or hidden system goal. In addition, if one accepts the premise that people will work toward what is recognised and rewarded then the measures of performance used within a HEI are likely to be important forces for change in their own …

Engaging The Academic Heartland:A Key Factor In The Effectiveness Of Strategic Planning And Self Study Programs., Deirdre Lillis

Conference papers

Conventional wisdom in the literature attests to the importance of involving academic staff in strategic planning and self study programs but there is a lack of empirical evidence to substantiate this argument. This paper reports on the findings of an empirical investigation of the effectiveness of three strategic planning and three self study programs, undertaken in one Higher Education Institute (HEI), between 1997 and 2006. It was found that the level of engagement of academic staff was a key factor in the effectiveness of the programs – the more engagement the more effective the programs were. The research methodology was …