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Full-Text Articles in Education

Should We Start An Honors College? An Administrative Playbook For Working Through The Decision, Richard Badenhausen Jan 2023

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 …


Using Data To Inform Decision-Making: A Focus On Department & Program Enrollments, Craig D. Hlavac Apr 2022

Using Data To Inform Decision-Making: A Focus On Department & Program Enrollments, Craig D. Hlavac

Academic Chairpersons Conference Proceedings

Department chairs are frequently required to make decisions on behalf of their department. Most significant decisions require input from department stakeholders (e.g. faculty, staff, students) yet the responsibility for guiding this process – including gathering and presenting relevant data – generally resides with the chairperson. Determining what data is needed for each situation can be challenging, especially when considering enrollments. This session will provide current and prospective chairpersons with practical suggestions for seeking relevant data points to assess and guide department initiatives with a specific focus on enrollments. Simple, measurable recruitment and retention strategies will also be discussed. Participants will …


Institutional Accreditation: Making The Process More Efficient, Effective, And Meaningful To Colleges And Universities, Cynthia J. Requa May 2021

Institutional Accreditation: Making The Process More Efficient, Effective, And Meaningful To Colleges And Universities, Cynthia J. Requa

Ed.D. Dissertations in Practice

Institutional accreditation is a voluntary, peer-review process that is overseen through the seven institutional accreditors governed by the U.S. Department of Education. The purpose of accreditation is to ensure institutional quality standards are being met by colleges and universities. The purpose of this study was to identify how the accreditation process could be improved with foci on efficiency, effectiveness, and more meaningful impact to the institutions. Drawing on Heifetz et al.’s (2009) theory of adaptive leadership, Kotter’s (2012) accelerators and the integrated planning principles of Stephens (2017) and Immordino et al., (2016), this study employed grounded theory to discover the …


Are You Ready For A Crisis? Communication And Continuity In The Aftermath, Diana L. Ashe, Rick Olsen, Colleen A. Reilly, Matthew Tenhuisen Apr 2020

Are You Ready For A Crisis? Communication And Continuity In The Aftermath, Diana L. Ashe, Rick Olsen, Colleen A. Reilly, Matthew Tenhuisen

Academic Chairpersons Conference Proceedings

Institutions of higher education face numerous crises from natural disasters to mass shootings to sexual abuse scandals. Our interactive workshop will engage participants in planning, negotiating, and recovering from a variety of institutional crises. Participants will develop concrete plans for crisis preparation and recovery, including retrospective sensemaking.


Collaborative College Leadership, Maureen E. Wilson, Dawn M. Shinew, Brian M. Campbell, Trinka E. Messenheimer, Mary M. Murray, Patrick D. Pauken, Mark A. Seals, Deborah G. Wooldridge Mar 2019

Collaborative College Leadership, Maureen E. Wilson, Dawn M. Shinew, Brian M. Campbell, Trinka E. Messenheimer, Mary M. Murray, Patrick D. Pauken, Mark A. Seals, Deborah G. Wooldridge

Academic Chairpersons Conference Proceedings

With the collaborative leadership style of a new dean, the Dean’s Executive Council (associate deans, school directors, chair) in the BGSU College of Education and Human Development transformed operations of the team and our work with college faculty. This has reenergized the college and garnered substantial faculty support and engagement.


The Changing Role Of The Department Chair, Dean Ann Tate, Kim Delauro Dr., Dawn Eaton Dr. Mar 2018

The Changing Role Of The Department Chair, Dean Ann Tate, Kim Delauro Dr., Dawn Eaton Dr.

Academic Chairpersons Conference Proceedings

At San Jacinto College, the department chair role has changed significantly from the traditional model. Expanded to a twelve-month position, chairs commit to coaching faculty, engaging in strategic initiatives, and other special projects designed to improve student success. Benefits of enhanced supervision, strategic planning, and innovative projects will be discussed.


Leading A Campus Team To Navigate Through The Comprehensive Evaluation, Andrea L. Lassiter, Lynn D. Akey, Joan Roca Oct 2017

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

Lynn D. Akey, Ph.D.

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.


Leading Meaningful Change, Lynn D. Akey, Tina Dee, Robert Delprino, Nicholas R. Santilli Jul 2017

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 Apr 2017

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.


New Chair Alliance, Katherine Frank, Dan Wheeler Mar 2017

New Chair Alliance, Katherine Frank, Dan Wheeler

Academic Chairpersons Conference Proceedings

Those who will soon transition into a chair position or who have been a chair for two years or less will find this workshop particularly valuable. Topics covered include transitioning to new roles and responsibilities, annual planning, everyday management, strategic planning for the future, personal development, and finding satisfaction in being a chair and making a difference. Participants will gain practical tips and tools to improve effectiveness, become familiar with essential resources, learn how to identify an administrative mentor, as well as connect and network with others at a similar career stage.


Governance And Board Member Identity In An Emerging Nonprofit Organization, Jeffrey J. Aulgur Jun 2016

Governance And Board Member Identity In An Emerging Nonprofit Organization, Jeffrey J. Aulgur

Administrative Issues Journal

Organizational effectiveness is a term without a single definition about the nonprofit community; it is difficult to define, much less measure, due to the wide disparity in that community. Inconsistency in the sector leads to an array of hypotheses in the literature addressing organizational effectiveness. Through a comprehensive examination of a single nonprofit organization, this qualitative case study examines the gap between the expectations of board performance by the nonprofit organization’s senior leadership and the board members’ self-perception of their governance role. The dominant self-perception of the board of directors is that their value as a governing entity is in …


Nu-Bor-Bylaws-2.0, Nu Board Of Regents May 2016

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 May 2016

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 May 2016

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 May 2016

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 May 2016

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 May 2016

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 May 2016

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 May 2016

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 May 2016

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.


A Framework For Relevancy In Academic Departments, Ann Singleton, Michele Atkins Mar 2016

A Framework For Relevancy In Academic Departments, Ann Singleton, Michele Atkins

Academic Chairpersons Conference Proceedings

Academic chairs lead the planning process for their departments. An important question for chairs becomes, “How can I develop and assess relevant goals?” This session offers participants a framework to establish a realistic understanding of how their academic departments relate to and are perceived by their outside and inside stakeholders.


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

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 Jan 2016

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 Oct 2015

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 Mar 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.


Infrastructure And The User Experience: #11;How The Built And Virtual Environment Shapes Teaching And Learning At The University Of Oregon, Helen Y. Chu Mar 2015

Infrastructure And The User Experience: #11;How The Built And Virtual Environment Shapes Teaching And Learning At The University Of Oregon, Helen Y. Chu

Helen Y. Chu

No abstract provided.


Visions, Missions, And Strategic Plans 101, M. J. Caro, Anne Marie Casey Jan 2015

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

Anne Marie Casey

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.


Nu Strategic Planning Framework 2014-2016, Nu System Jan 2015

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 Jan 2015

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 Jan 2015

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 …