A recent article, “Higher Education’s Data Experts Face a Crossroads,” in the Chronicle of Higher Education examines the changing profile of institutional researchers. Akin to the characters in the movie
Having a commitment to continuous improvement is an essential characteristic for effective department leadership (Lees et al. 2009). The process of making changes, both incremental and sweeping, that generate better
Educators and engineers approach problems in very different ways. Educators often experiment without attention to detail, causing plans to fall apart. Engineers make a point of diving deep, leading to
Data. Like a thread woven through every discussion, that four letter word appears in everything from the news to our board meetings to our strategic plans to our accreditor’s reports.
Many academic departments now engage in annual cycles of assessment of student learning as well as departmental services. Best practices in higher education, reinforced by regional accrediting bodies, among others,
One of the most difficult decisions for upper leadership in a university is how to apportion funds for capital improvements and new and ongoing academic programs. Often, the decision comes
Formulating strategic plans is a relatively common activity in higher education. Some institutions have strong traditions in this regard, and all levels periodically engage in this process. Others participate occasionally.
In lean financial times, colleges and universities need to ask themselves whether to take a conservative approach to new program development or to aggressively scan for growth markets, seeking opportunities
Almost every institution of higher education has a strategic plan, but how many institutions actually make use of that plan? According to Wayne Smutz, dean of continuing education and extension
“Our goal was to make sure students on campus understood that they would be working in a global environment,” says Karen Kashmanian Oates, Peterson Family Dean of Arts and Sciences
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