Graduate programs in higher education administration and leadership have sought to equip students with the knowledge, skills, and competencies for higher education leadership; that is, to prepare globally minded leaders who can navigate the internal and external demands of, and for, higher education. With the use of the Lattuca and Stark model of…

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 sheds light on the ways in which institutional research (IR) professionals can be involved in the development and/or modification of high-quality academic programs. Suggestions from authors within this volume for how IR can assist in accomplishing these goals will be integrated and organized in alignment with Terenzini's (1993) three…

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…

The prevalence and emergence of college promise programs presents interesting and important methodological challenges. Based on their immediate access to de-identified data of applicants and enrollees, institutional researchers are in a privileged position to rigorously assess the effect of these programs in a myriad of outcomes. This study is a…

Faculty and staff at Indiana University-Purdue University Indianapolis (IUPUI) have developed several tools to assess campus civic engagement initiatives. This chapter describes the IUPUI Faculty Survey and the Civic-Minded Graduate Scale, and reports on findings from campus-based assessment and research.

The community college environment is complex and dynamic, requiring constant monitoring. To ensure that workforce education, a core component of community colleges' missions, remains aligned with colleges' environments, responsive to employers' needs, suited to students' interests and abilities, and current in content and technology, it is…

This article describes the development of Virginia Improves Teaching and Learning (VITAL) as a statewide data warehouse focused on teacher education. The VITAL system is a longitudinal data system that tracks individuals from their entry into teacher preparation programs to employment in public schools. The system goes far beyond typical…

Planning change through faculty and administrative development is discussed. The development of a comprehensive faculty and administrative development program involves instructional, curricular, organizational, personal, and professional development. (Author/MLW)

In its most basic form, strategic planning is a process of anticipating change, identifying new opportunities, and executing strategy. The use of mixed methods, blending quantitative and qualitative analytical techniques and data, in the process of assembling a strategic plan can help to ensure a successful outcome. In this article, the author…

Elements that the University of Akron, Furman University, and Wichita State University believe to be essential for mounting a successful program for change are identified: definition of institutional mission, top administrative support, leadership development, comprehensive change programs, emphasis on communication and process, and merging of…

This chapter offers techniques that can help institutional researchers play a more active role in the process of creating and modifying instructional programs to meet workforce needs. (Contains 1 table.)

Institutional change, it is suggested, can be managed through task forces that focus on a broad spectrum of institutional problems and issues including internal and external communication, institutional planning, program review and evaluation, administrative development and performance review, and faculty development. (Author/MLW)

Each institution has an existing planning style, and new approaches to academic planning must take into account institutionalized planning practices. Four planning styles are examined: needs assessment, program data, retrenchment and reallocation, and economic incentives. (Author/MLW)

In both purpose and practice, general education in American higher education has experienced several recurring debates and national revivals. In a world with constantly evolving technology, students need a strong general education to be flexible and adaptable to the changes of the world. General education is an important component and requirement…