This chapter presents three themes that have emerged from the previous chapters and offers ideas on how to implement recommendations within IR offices.

This chapter describes a process for assessing programmatic initiatives with broad-ranging goals with the use of a mixed-methods design. Using an example of a day-long teaching development conference, this chapter provides practitioners step-by-step guidance on how to implement this assessment process.

A participatory framework in conducting research and implementing decisions can engage multiple constituents throughout a college community. At a small college, it is especially relevant, because nonmajority groups are especially vulnerable because of a smaller critical mass.

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.

This chapter describes how data analysis and data-driven decision making were critical for designing, developing, and assessing a new academic program. The authors--one, the program's founder; the other, an alumna--begin by highlighting some of the elements in the program's incubation and, subsequently, describe some of the components for data…

The system office for community college institutional research (SOCCIR) plays a role in the drama of higher education that states must orchestrate to help community college systems operate effectively and efficiently over the long term. But how exactly does the SOCCIR enable a state to accomplish what the separate institutional research (IR)…

It is a historically held principle of microeconomics that in the presence of better information, consumers make better decisions. This chapter focuses on information to guide consumers in making decisions about higher education. It examines the development and implementation of a one-stop career and college planning tool that leverages existing…

In today"s economy, public university administrators need to reflect on current practices for reporting and projecting space requirements to government entities as the cost of constructing new facilities or renovating space rises while income from legislative appropriations diminishes. As stewards of public buildings and funds, 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…

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.)

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)

Over the past decade, cross-functional quality improvement teams have been formed not only to reengineer work processes but also to enhance community and create incentives and recognition; they have moved the university from planning to action. (Contains 1 table.)

Academic leaders and governing boards are increasingly aware of the importance and difficulty in managing physical plants as finite resources. In addition, the finances needed to renovate or build facilities have become severely constrained. The National Science Foundation (2000), in its survey of research facilities, suggests that research space…

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…

Performance funding for public colleges is attractive to state policymakers but volatile and difficult to implement. It requires levels of collaboration, cooperation, patience, and persistence unusual in state government and a commitment to institutional goals, performance standards, and coordinated activities rare in academic governance. However,…