Learning Resources

Abstract: This article explores a methodology for assessing and managing the financial viability of private, tuition-dependent institutions as well as institutional tactics and strategies used to improve their financial strength. The resulting model will help institutions understand the trends and predictive value of key financial metrics directly impacting their liquidity and operations and how senior leadership can drive change. Institutional examples illustrate how to engage senior leadership in strategic decision-making that includes assessment of revenue growth and/or expense management.

Abstract: Institutional success depends on long-term sustainability, connecting investments with outcomes, and creating a culture that is data-informed. As the role of institutional effectiveness expands across higher education, designing a comprehensive integrated planning process is critical. Integrated planning requires a unified approach to utilizing academic and administrative data for continuous improvement. However, this can be an overwhelming process for institutions, with many unsure of where to start. Learn from leaders in two different accreditation regions as they share best practices and lessons learned associated with their integrated planning evolution and its impact on operational efficiency and student learning.

Abstract: This article presents a framework for developing a meta-assessment process for evaluating assessment practices in higher education institutions. Meta-assessment is important for improving assessment processes, setting clear expectations, and efficient decision-making. The comprehensive literature on this topic that is included in this article suggests that developing meta-assessment rubrics is an effective method for evaluating assessment. The meta-assessment results can be used in combination with qualitative resources to encourage program self-improvement. At the American University of Beirut, different meta-assessment checklists were developed based on best practices for evaluating program learning outcomes assessment, unit outcomes assessment, periodic program review, and periodic unit review.

Abstract: An Optimizing Academic Balance (OAB) analysis provides colleges and universities with effective tools to use in making strategic academic decisions needed to stay competitive in the context of institutional mission, program quality, market potential, cost, and revenue. The Association of Independent Kentucky Colleges and Universities recently completed a three-year statewide OAB project with the participation of 13 higher education institutions. The results supported the colleges and universities in making tough decisions.

Abstract: Big data and analytics are promoted as an approach that can improve educational quality, student success, strategic and operational decision-making, and knowledge discovery. Over the last three decades, the University of Texas at El Paso has refined its planning system and integrated metrics within a comprehensive planning framework—to produce dramatic outcomes. The article describes the institution’s metrics-based planning approach and the context that produced it.

Abstract: Tri-County Technical College in northwestern South Carolina developed a proactive academic program strategy to determine which programs will be offered in the future, including where, how, and when. The process also evaluates which existing programs will be maintained or grown. Business and industry have long used product strategies to determine what will be delivered to market to best meet consumer needs; similarly, Tri-County created a program strategy to be more responsive in meeting employer and community needs. The approach is necessarily nimble, responding to labor market changes, political interests, governance assessment requirements, and the need for continuous program improvement. Using this proactive approach, academic programming decisions can strategically impact curriculum design, enrollment management, learner support and engagement, student transitions programming, and facilities design. Processes and tools were co-created by faculty and staff and incorporated into their roles, negating the need for initial buy-in. Overall, an effective program strategy improves both student access and success while helping the college be more nimble in meeting emerging labor market needs.

Abstract: Suggests that planning efforts begin not with mission statements but with key performance indicators, or KPIs, which are substantive, measurable, and specific directions that a strategic plan must address. Some of these KPIs are outside mandates, while others are internal management objectives or goals articulated by divisions or departments. The three types of KPIs form the "givens," or the foundation of the strategic plan. They take account of the various pulls on the institution, and outline more specific ways to address multiple needs and goals. Finally, they provide benchmarks against which institutions can measure the success of their planning efforts.