Learning Resources

Abstract: This article discusses significant changes in a management model within a university with an extensive, distributed campus system and multiple community college partnerships. These changes created stronger linkages between branch campus faculty and their disciplinary counterparts on the main university campus. They were based on a model analogous to a faculty member holding a joint appointment between colleges of a university and include collaborative decision making, hiring decisions, and evaluation by faculty and administrators of the branch and main campuses. Also included in the article is a description of the working relationship between the university and one of its significant community college partners.

Abstract: Educational technology units must continually monitor their strategic plans to ensure that they are aligned with the evolving realities of their institutions. Strategic dissonance occurs when previously successful strategies are no longer achieving the same results. This article uses the Virtual Retina project as an example of strategic dissonance for the Academic Technologies for Learning at the University of Alberta. A number of methods for analyzing the strategies used by educational technology units are presented. These methods provide a means for units within institutions of higher education to conduct the ongoing task of renewing their strategic plans.

Abstract: Performance reporting is now the preferred approach to state accountability for public higher education. This article analyzes the performance indicators used in 29 states; categorizes the 158 generic indicators by type, concern, policy value, and model of excellence; compares them to the measures used in performance funding; and notes where the reporting indicators track or trail current state policy issues. The authors suggest that indicators used in the statewide, system, and institutional performance reports are often uncoordinated and recommend that campus planners ensure that institutional reports include relevant data on department results that contribute to campus, system, and state success on critical indicators.

Abstract: One of the major issues in strategic planning is moving the academic strategic plan from planning to implementation. This article suggests that there are several effective implementation methods: using the budget, using participation, using force, establishing goals and key performance indicators, working within the human resource management system, using the reward system, using faculty and staff development, working with institutional culture, working with or around tradition, developing and using change champions, and building on systems that are ready for or are easily adaptable to strategic change.

Abstract: This article examines the strategic planning process undertaken at California State University, Los Angeles. The authors describe the planning process used to develop the university’s strategic plan and the successful application of a business model approach to the planning exercise. Finally, they summarize some of the important lessons learned as a result of the planning process and subsequent dissemination of the plan.

Abstract: In an era of rapid and often discontinuous change, careful planning provides the only hope of meeting the challenges that higher education institutions face. As this viewpoint explains, planning never requires an explanation; lack of planning does. The future may not be simply a race between planning and catastrophe, but planning can inspire us in such a way as to prepare a future that is more fully adequate to our dreams than would otherwise have been the case.