Strategic Change in Colleges and Universities

This detailed guide outlines a strategic planning approach uniquelysuited to the academic environment and proven effective in numerousinstitutions around the country. The authors address the complexnature of stakeholders and conflicting purposes in an academicsetting. Their approach leads to?rather than starts from?theinstitutional mission statement, and includes realistic methods ofnegotiating the political barriers that often obstruct thedevelopment of a strategic plan and its implementation.

This informative book is particularly effective when used with thecompanion workbook Working Toward Strategic Change. Foreword by George Keller.

Part One: The Principles.

1. Higher Education--A System Under Fire.

2. Why the Academy Needs Strategic Planning.

3. Creating a Unique Model of Strategic Planning for HigherEducation.

4. Planning to Fit the Institution's Environments.

5. Negotiating Campus Politics.

Part Two: The Practices.

6. Concepts and Principles Underlying the Planning Process.

7. The Planning Process in Practice.

8. The People and Time Involved.

9. The Role and Functions of Committees.

10. Educating Participants and Stakeholders About the Plan.

11.Essential Areas I: Enrollment Management and ProgramPlanning.

12. Essential Areas II: Resources, Technology, and SupportSystems.

Part Three: Acting on the Plan.

13. Implementing the Plan.

14. Adjusting the Plan to Institutional Needs.

15. Moving from Strategic Planning to Strategic Management. "This book is the best guide to strategic planning I have read. Itraises provocative questions about institutional governance,direction setting, and survival in an ear of unprecedented changeand it details the questions to ask, the data sets to consider, andthe pitfalls to avoid. . . . A `must read' for any campus prior todeveloping its own strategic planning process." --James B.Appleberry, president, American Association of State Colleges andUniversities (AASCU)

"Rowley, Lujan, and Dolence transforms a top-down strategicplanning process commonly used in business into a participatorymodel appropriate for colleges and universities. A well researchedmodel for strategic planning that is grounded in the real world."--Laurence W. Mazzeno, president, Urusuline College

"Strategic Change in Colleges and Universities provides not only aconceptual framework, but also the methodology for helping anycollege or university adapt to shifting conditions, improve itscompetitive advantage, and position the institution for a betterfuture." --Steve Jonas, vice president for administration, SinclairCommunity College

"This book brings rare insight to the issues, promises, andpitfalls of strategic planning in colleges and universities today.The use of case studies and the rich experience of the authorsilluminate the critical dimensions. I highly recommAnd reading itbefore kicking off your next strategic planning process."--Philomena Mantella, vice president for enrollment management andstudent life, Pace University DANIEL JAMES ROWLEY is professor of management in the College of Business at the University of Northern Colorado. HERMAN D. LUJAN is the president emeritus of the University of Northern Colorado and is university distinguished professor of business and public policy. MICHAEL G. DOLENCE is president of Michael G. Dolence and Associates. Formerly he served as strategic planning administrator for the California State University, Los Angeles, and as director of research, planning and policy analysis at the Commission on IndepAndent Colleges and Universities in New York. 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. Strategic Change in Colleges and Universities outlines a strategic planning approach uniquely suited to the academic environment and proven effective in numerous institutions around the country. The authors developed a ten-step approach to strategic planning that addresses the complex nature of stakeholders and purposes in an academic setting. Their approach leads to, rather than starts from, the institutional mission statement, and includes realistic methods of negotiating the political barriers that often obstruct the development of a strategic plan and its implementation.This informative book is particularly effective when used with the companion workbook Working Toward Strategic Change.