Learning Resources

Abstract: Information technology strategic planning is a top priority for higher education throughout the United States. Associated with IT planning are many concerns that cause institutions to struggle with planning, ranging from selecting participants to alignment with institutional goals. However, before these concerns can be fully addressed, a fundamental question must be answered. Differences, advantages, and risks are explored between an approach that begins with infrastructure and applications versus a broader planning approach that focuses on what the institution wants to do with technology. In addition, five critical success factors for and eight benefits of using a strategic macro-level approach are identified.

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: 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.

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: Recruiting and retaining women and minority faculty members is a particularly challenging workforce development issue facing many universities. This article summarizes current literature and the results of a survey of selected institutions to gauge responses to this challenge. All the survey respondents indicated that recruitment of women and minority candidates has been problematic, that retention problems vary, and that job placement is difficult and can negatively influence the recruitment and retention of women and minority faculty members. Job placement for partners has been most difficult for those universities located in small- to mid-sized cities. A variety of programs have been attempted to alleviate problems of recruitment and retention.