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 the impact that participation in the Carnegie Classification for Community Engagement had on the institutions of higher learning that applied for the classification. This is described in terms of changes in direct community engagement, monitoring and reporting on community engagement, and levels of student and professor…

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.

Three models for college and university decision-making about scarce resources are outlined: (1) shared governance, (2) corporate management, and (3) total quality management. Two underlying principles of all the models are, first, that faculty are the heart of the institution and, second, that successful institutions are governed through the…

While the electronic fact book will not replace the paper variety used by colleges and universities to disseminate institutional information, there are a number of uses for the electronic format, which accommodates both quantity and currency of information. Considerations in producing an electronic fact book are discussed, and a seven-day process…

In order to implement industry-education cooperative activities without encountering some significant problems, institutions must consider beforehand the kind of relationship and responsibilities required, and clearly outline assumptions, mutual goals, resources, priorities, and evaluation criteria. Types of cooperative agreements include…

Literature about the roles of college deans and department heads is reviewed, issues confronting these administrators are discussed, and their information needs are examined. A guide to the categories, types, and sources of useful information is provided. (MSE)

Information about students needed by college deans and department heads is identified, including data on cultural diversity, gender and age distributions, work and community experiences, educational experience, the extent to which programs serve students who are not majors, employment and continued education patterns, employer evaluation of…

This article proposes a conceptual decision-making framework for college and university offices of institutional research during times when budgetary retrenchment and reallocation of resources is necessary. Key issues the office should consider include understanding the institution's purpose, strategy selection, evaluation activities, student…

Priority given to enrollment management at the University of Hartford (Connecticut) has created demands for better information about prospective student markets, admissions selectivity, enrollments, student adjustment, retention, and graduation rates. The planning and institutional research office used fourth-generation software, microcomputers,…

At Rio Salado Community College (Arizona), project documentation is the final step in the continuous improvement cycle. This stage is very important because it assists others in understanding the work the team has done and documents in detail when, where, how, and why process changes were made. (MSE)

Small increases in research and development funding and the state of the economy pose serious challenges to research universities. It is unlikely that the financial pressures will moderate. Research universities will be challenged to downsize by restructuring resources without compromising their quality. (Author/MSE)

An open-systems framework is used to describe how institutional researchers analyze the inputs, processes, outputs, and environmental considerations of higher education; resources for collecting and analyzing data are specified. Additional resources for institutional research professionals are listed. (MSE)

A comprehensive information resource management system is the key to the future of quality data management. Instituting and developing the system requires a major commitment from institutional leadership. The institutional researcher can take steps to solve some of the initial problems and increase institutional awareness for the systems'…

Although each higher education institutional research office has a unique style and mission, their commonalities suggest guidelines for establishing effective units, including placement high in the organizational structure, consistent attention given to first-order data responsibilities (collection, reporting), attention to institutional needs, a…