Higher education leaders and their teams should always seek to add value to their decision-making processes. Planning, Policy, and Politics in Higher Education: Tools to Help Leaders Make Strategic Choices provides a strategic decision-making model and specific tools to help maximize the opportunities for making successful choices. The model was introduced by Dr. Anderes in the book Navigating Through Turbulent Times: Applying a System and University Strategic Decision Making Model. It is built on the use of new tools, including a planning and assessment framework, future scans, an issue analysis inventory, and decision matrix. The new tools in combination with a strong strategic planning process, transparency for all constituencies, and high quality information focused on the future and globally gives leaders the greatest opportunity to make thoughtful choices aligned with their primary goals. The strategic decision-making model consists of six components: 1) Creating an organizational mentality committed to strategic thinking, 2) maximizing the amount of high quality historical data and information for analyses to inform decision makers, 3) routinizing the use of globalized scans of the future integrated with other decision-making information, 4) supporting ongoing strategic planning processes, 5) ensuring transparency to incorporate all key constituencies in planning, and 6) implementing a planning and assessment framework that allows leaders to weigh and filter information into thoughtfully constructed strategic alternatives and action plans. The success of the model is based on the integration of all components, with strategic thinking permeating all aspects of decision making. Board, system, and university leaders and their teams will benefit from the use of the strategic decision-making model in crafting well-informed choices. They will have greater confidence in supporting those choices to the myriad internal and external constituencies they serve. The planning outcomes will be derived from a set of new and expanded resources that provide greater organizational certainty in the final choices. The certainty in the choices will be based on the exhaustive use of the tools in translating strategies into key outcomes and the increased capacity to measure success in meeting board and institutional goals.

The Politics of Public Higher Education: Strategic Decisions Forged From Constituency Competition, Cooperation, and Compromise is the third in a set of three books that provides higher education leaders, faculty, and system and institutional planners a reality-based view of decision-making in higher education. The focus is on how issues and related problems are translated into strategic initiatives that become the basis for leadership solutions. How the decisions are arrived at is very much influenced by the constituencies within higher education such as faculty, staff, students, and institutional leaders and their interaction with those external to higher education, like a governor and legislators. The interactions are political. On one level, they represent the internal politics of higher education constituencies seeking to highlight their priorities, and on another level, they represent the external politics of elected officials and their representatives seeking support from the public. There is often substantial conflict and competition to gain advantages in funding or as an organizational priority. In this book, we assess the politics within and between the internal and external parties and how those politics should be defined within any strategic planning process. The Strategic Decision-Making Model (SDMM) is applied to help identify and resolve problems. The model consists of six components that ensure that all constituencies are heard and that alternative solutions recognize the key variables necessary to guide a leader's final choices. The six model components are strategic thinking as an organizational mentality, maximizing the amounts and quality of data and information for comprehensive reporting, scanning the future globally, implementing comprehensive strategic planning, supporting transparency of process and decision-making, and using a framework to consistently assess all planning issues, strategies, and outcomes.

In From Strategy to Change-the last in a series-Daniel James Rowley comes full circle in defining his unique vision of the strategic planning process. Written with Herbert Sherman, From Strategy to Change shows how to take the next step after a strategic plan has been formulated. The authors clearly show how to implement a strategic plan that will meet the myriad challenges of today's complex higher education environment and spell success for the academy."It is amazing that while sports teams of colleges and universities meticulously plan their contests against their opponents, their institutions' administrators don't spend nearly enough time or effort in creating andimplementing a strategy. Institutions of higher education seem to be missing the requisite tools to develop and activate their 'play book.' With this new age of globally available real-time information, it becomes increasingly more essential to have a map to help go over and around obstacles, avoid the ever-present pitfalls, and effectively aid in selecting the best route. Rowley and Sherman provide such tools in this exciting and comprehensive new book. I wish that when I was a department chair, president of a faculty senate, and dean that this superb work was available. My function in planning would have been so much easier and more rewarding."--Barry R. Armandi, Distinguished Teaching Professor, SUNY - Old Westbury

Higher Education Strategy and Planning draws together a team of expert contributors from across the sector to offer contemporary descriptions of practice in Higher Education and critical reflections on that practice. Many of the tools and techniques transcend the particular national system within which they are situated and therefore have global relevance for all those interested in strategy and planning in Higher Education. Containing chapters on each of the major functions or capabilities of strategic planners, critiques of global policy trends, framework examples and explanations of the main league tables both in the UK and globally, the book is divided into five main parts: • Context and Positioning; • Integrated Planning; • Centrality, Co-ordination and Connection; • Analytical Capacity and Capability; • Insight and Information. This text offers a contemporary representation of strategic planning and will be an indispensable guide for all those who work in or study Higher Education, particularly aimed at those who work in strategy, planning and leadership roles.

One of the key elements in determining the socio-economic significance of education is quality. Quality management plays an integral role in higher education by ensuring that quality benchmarks are being met, thereby attributing to its prestige, increased enrollment, and student success. Quality management policies must be successfully implemented for the institution to thrive. With quality management still in the growing stage, research is needed regarding the applications, challenges, and benefits of these policies within advanced academics. Quality Management Principles and Policies in Higher Education provides emerging research exploring the theoretical aspects of quality management policies and applications within the educational field. Featuring coverage on a broad range of topics such as faculty involvement, administration practices, and critical success factors, this book is ideally designed for educators, administrators, educational consultants, researchers, policymakers, stakeholders, deans, provosts, chancellors, academicians, and students seeking current research on successfully implementing quality management systems in teaching, learning, and administrative processes.

Globalization, demographic shifts, increase in student enrollments, rapid technological transformation, and market-driven environments are altering the way higher education operates today. Institutional Research and Planning in Higher Education explores the impact of these changes on decision support and the nature of institutional research in higher education. Bringing together a diverse set of global contributors, this volume covers contemporary thinking on the practices of academic planning and its impact on key issues such as access, institutional accountability, quality assurance, educational policy priorities, and the development of higher education data systems.

The global higher education sector has changed dramatically as universities continue to face unprecedented challenges associated with the COVID-19 pandemic. Many are struggling to navigate this crisis while maintaining high-quality course delivery, ensuring strong student recruitment numbers, and providing clear communication to staff and students. Issues have emerged at an exponential rate, and coping with the pandemic has been particularly difficult for universities as they serve several functions, such as being educational institutions as well as major employers. Leadership and Management Strategies for Creating Agile Universities reflects on the challenges that higher education institutions have faced during the pandemic and the associated projected socio-economic impact yet to be felt. It also considers how different universities have addressed the challenges so as to learn what has and has not worked and speculates what future implications exist for the vision of a new higher education sector in a changing world. Covering topics such as developmental leadership, IT governance, and lifelong learning, it is ideal for policymakers, industry professionals, academicians, researchers, governors, decision makers, teachers, and students.

Institutional research is more relevant today than ever before as growing pressures for improved student learning and increased institutional accountability motivate higher education to effectively use ever-expanding data and information resources. As the most current and comprehensive volume on the topic, the Handbook describes the fundamental knowledge, techniques, and strategies that define institutional research. The book contains an overview of the profession and its history, examines how institutional research supports executive and academic leadership and governance, and discusses the varied ways data from federal, state, and campus sources are used by research professionals. With contributions from leading experts in the field, this important resource reviews the analytic tools, techniques, and methodologies used by institutional researchers in their professional practice and covers a wide range of topics such as: conducting institutional research; statistical applications; comparative analyses; quality control systems; measuring student, faculty, and staff opinions; and management activities designed to improve organizational effectiveness.