Discusses trends in two-year college research, defines research, and poses questions that must be answered before research can be used effectively in management. Outlines steps in a decision-making system that converts data into planning concepts. Explains the need for a master plan and describes the master-planning process. (DD)

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)

The ways and means for an Office of Research to promote research on the campus and consequently serve as a faculty advocate in research are discussed and illustrated through case histories. Motivating faculty, which includes creating the proper environment and attending to faculty needs, is the method discussed for promoting research. (JMD)

The nature of the legislative environment is discussed and observations are made about how institutional researchers can influence lawmaking outcomes. (Author/SF)

The nature of institutional research in small, private colleges is examined. It is suggested that institutional researchers in small colleges are responsible for their own professional development and must generate their own plans and learning situations. (Author/SF)

Because several legitimate survey techniques are available, the higher education institutional advancement officer must compare available methods and decide which ones to use for each survey task. Three methods available (the personal interview, the telephone interview, and the mail questionnaire) are discussed. (Author/MLW)

Fact books are discussed as effective methods of information dissemination that facilitate institutional research and planning. Advice is given on how to compile a fact book, information selection, and presentation. Examples are taken from the fact book concept formulated at Georgia State University. (SF)

To determine how to mail information to prospective students identified through the College Board's Student Search Service, Xavier University researched three hypotheses: August and December are good mailing times; the easier it is for students to respond, the higher the response rate; the easier it is to respond, the lower the final enrollment…

Describes the six steps used in a modified Delphi technique to establish research needs and priorities: identification of needs, collection of rankings of needs, calculation of rank by an importance/consensus method, feedback to administrators, planning actions, and reporting developed plans. (MB)

A discussion of the need for institutional research to address student financial aid issues in higher education outlines, first, a research agenda for use within institutions, and then presents a research agenda for emerging policy issues and the role that institutional research might play in positioning institutions to participate in national…

Describes an institutional research office's establishment of an outcomes-oriented self-assessment model rooted in the college's mission and goals. Reports that the framework enables institutional research departments to evaluate their effectiveness, and more importantly, to use the results of self-assessment to plan future activities, thereby…

Outlines the history of women's colleges and concludes with a case study of institutional assessment at Chatham College that provides insights for research and analysis. (EV)

Delineates the disparate aspects of internal and external assessments and dispels many common fallacies about historically black colleges and universities. (EV)

Discusses how diversity of mission, student intent, and student demographics should influence state- and institution-level assessment and evaluation of community colleges. (EV)

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…