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Author: Kay McClenney Publisher: American Association of Community Colleges(AACC) ISBN: Category : Education Languages : en Pages : 96
Book Description
Using the conceptual framework outlined in "Building Communities: A Vision for a New Century," a 1988 report of the American Association of Community and Junior Colleges, this guidebook explores eight phases in the development and implementation of a strategic plan. Chapter I provides an overview of the planning process and the essential elements and conditions of strategic planning. Chapter II discusses organizational and logistical issues in the "planning to plan" phase, focusing on the planning council, staff support for planning, the role of the governing board, and the use of outside consultants. In chapter III, methods for reviewing and clarifying the college's mission are explored. Chapter IV looks at the process of articulating the values shared by the college and its community, and chapter V presents different approaches to environmental and institutional scanning. Chapters VI and VII explain the processes of identifying strategic issues and formulating the strategic plan. After a discussion in chapter VIII concerning the presentation, approval, endorsement, and dissemination of the strategic plan, chapter IX considers the implementation and follow-up phases and ways of linking strategy to operations and resources. Each of the chapters dealing with particular phases of the strategic planning process concludes with a list of suggested activities and resources. The final chapter presents a guide for discussion and evaluation of the goal of building communities. Appendixes include a self-assessment instrument and Owensboro Community College's (KY) strategic plan, which was developed using the eight-phase process presented in the guidebook. (WP)
Author: Kay McClenney Publisher: American Association of Community Colleges(AACC) ISBN: Category : Education Languages : en Pages : 96
Book Description
Using the conceptual framework outlined in "Building Communities: A Vision for a New Century," a 1988 report of the American Association of Community and Junior Colleges, this guidebook explores eight phases in the development and implementation of a strategic plan. Chapter I provides an overview of the planning process and the essential elements and conditions of strategic planning. Chapter II discusses organizational and logistical issues in the "planning to plan" phase, focusing on the planning council, staff support for planning, the role of the governing board, and the use of outside consultants. In chapter III, methods for reviewing and clarifying the college's mission are explored. Chapter IV looks at the process of articulating the values shared by the college and its community, and chapter V presents different approaches to environmental and institutional scanning. Chapters VI and VII explain the processes of identifying strategic issues and formulating the strategic plan. After a discussion in chapter VIII concerning the presentation, approval, endorsement, and dissemination of the strategic plan, chapter IX considers the implementation and follow-up phases and ways of linking strategy to operations and resources. Each of the chapters dealing with particular phases of the strategic planning process concludes with a list of suggested activities and resources. The final chapter presents a guide for discussion and evaluation of the goal of building communities. Appendixes include a self-assessment instrument and Owensboro Community College's (KY) strategic plan, which was developed using the eight-phase process presented in the guidebook. (WP)
Author: Lisa Jeanne Augustyniak Publisher: ISBN: Category : Languages : en Pages : 423
Book Description
Community college leaders face unprecedented change, and some have begun reexamining their institutional strategic planning processes. Yet, studies in higher education strategic planning spend little time examining how community colleges formulate their strategic plans. This mixed-method qualitative study used an expert sampling method to identify three AQIP-accredited community colleges in one Midwestern state that were viewed as leaders in strategic planning. Using their AQIP Systems Portfolios and interviews with their senior leadership, this study examined these colleges’ strategic planning perspectives (i.e., the “point of view” that an organization has chosen to use as a basis for formulating their strategic plan) and processes (i.e., the series of actions, changes, or functions to achieve a desired result). This study also examined the extent to which these institutional leaders perceived that their strategic planning process added “value” to their institution. To examine strategic planning perspectives and processes at these institutions two different theoretical frameworks (i.e., Goodman and Willekens (2001) and Mintzberg et al.'s (1998) 10 strategic perspectives) were used. Goodman and Willekens’ research was updated to reflect the AQIP accreditation pathway, and a crosswalk was created to determine which, if any, of Mintzberg et al.'s 10 strategic perspectives were present at these community colleges. Key findings revealed both familiar and distinctive elements of strategic planning processes across the institutions under investigation. Instead of the three phases of strategic planning suggested in the literature, these institutions exhibited five phases, adding phases to advance their institutions from strategic planning to strategic thinking. All participating institutions relied on Mintzberg et al.'s (1998) configuration perspective rather than the positioning perspective indicated as more common in the literature. The institutional leaders interviewed all saw value in planning strategically, and noted it allowed their organizations to align priorities, perceptions, perspectives, processes, and personnel. Overall, this study revealed no specific recipe for strategic planning within these community colleges, but that successful strategic planning is contextual. It is a function of practices and models customized to fit a college’s unique setting (i.e., organization, leaders, and members).
Author: Daniel James Rowley Publisher: John Wiley & Sons ISBN: 9780787959975 Category : Education Languages : en Pages : 384
Book Description
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
Author: Daniel James Rowley Publisher: Jossey-Bass ISBN: Category : Business & Economics Languages : en Pages : 376
Book Description
In Strategic Change in Colleges and Universities, the Rowley, Lujan, and Dolence show how the strategic planning process can lead to more constructive and effective change within the college and university environment. Solidly grounded in theory, this practical book builds on the authors' experience of successfully implementing an original strategic planning approach on a variety of campuses in the United States and Canada. This powerful model works well in the wide range of higher educational settings, provides a consistent framework that unifies all levels involved, and is effective in keeping diverse groups of decision-makers focused on the most important elements of the organization's success.The authors outline, step by step, a strategic planning process that is uniquely tailored to the needs of academic settings where multiple constituencies require a more collaborative planning approach than is used in corporations. Strategic Change in Colleges and Universities is filled with illustrative examples that clearly show how the authors' strategic planning principles, which they describe as a ?strategic planning engine,? work in practice. The book also discloses practical and realistic methods of navigating the political land mines that often obstruct the development of a strategic plan and its implementation. Offering clear directions on the many components of a successful implementation strategy, the authors show how to encourage communication, gain the backing of top leaders, and develop campuswide support. This collaborative model of strategic planning which (unlike other approaches used in academe) results in rather than starts from the institution's mission statement. Each campus applies the same principles, developing its own method of planning to match its institution's particular needs and characteristics.Strategic Change in Colleges and Universities is written for those charged with strategic planning--presidents, chancellors, vice presidents, Details a strategic planning approach that has proved effective in institutions across the country. The authors address the complex nature of stakeholders and conflicting purposes in an academic setting.
Author: Nacco, Stephen Damian Publisher: IGI Global ISBN: Category : Education Languages : en Pages : 299
Book Description
In American higher education, community colleges present new opportunities for many, embodying the democratic essence since their early roots. Originally conceived as junior colleges preparing students for university transfers, these institutions have undergone a transformative journey, evolving into the comprehensive, open-access pillars of education that define our present landscape. Despite a shared mission, a disparity exists among community colleges, with some rising to prominence as leaders in the community-college movement. Amidst the challenges posed by the two World Wars, economic fluctuations, and societal shifts, community colleges have adapted to serve diverse needs, encompassing workforce development, community education, and developmental studies. Narratives and Strategies of Effective Leadership in Community Colleges takes on the challenge faced by these institutions—maintaining excellence amid the evolving demands of a dynamic society. Narratives and Strategies of Effective Leadership in Community Colleges is a pivotal resource for higher-education practitioners navigating the complex realm of leadership challenges in community colleges. It portrays community colleges as national treasures in higher education. Beyond mere success stories, each chapter details the intricacies of effective leadership. Targeting governing boards, faculty, leaders, and administrators, the book provides invaluable insights into strategic planning, student support, campus revitalization, and financial management. It serves as a crucial guide for those aspiring to elevate their institutions.
Author: Daniel James Rowley Publisher: University Press of America ISBN: 9780761826910 Category : Education Languages : en Pages : 266
Book Description
Academic Planning examines the importance of building a college or university academic plan alongside the institution's strategic plan. While the strategic plan outlines the various strategies the campus has chosen to make itself more financially stable and compatible with crucial external controls, the most significant offerings of a campus are its academic products-- research, teaching, service, and intellectual products. It seems apparent that both plans should be developed alongside each other, but evidence suggests that in many cases, they are developed independently. In this book the authors contend that this is a fundamental mistake.
Author: Kay McClenney
Author: Kay McClenney
Author: Lisa Jeanne Augustyniak
Author: Gundar Myran
Author: Daniel James Rowley
Author: 
Author: Daniel James Rowley
Author: George T. Miller
Author: Nacco, Stephen Damian
Author: Daniel James Rowley
Author: Joseph T. Isaac