In "Hope and Healing," former Morehouse College president John Silvanus Wilson, Jr. looks to Historically Black Colleges and Universities (HBCUs) to examine what it takes not only to survive as a relevant institution of higher education, but to thrive. Wilson draws on pivotal moments in the timelines of HBCUs and the work of past…

Ontario needs to expand nursing education options to improve access to the nursing profession, create better pathways amongst all nursing occupations, and build Ontario's capacity to meet the province's long-term nursing needs. Ontario's colleges are capable of playing a larger role within a long-term provincial strategy for sustaining and…

Describes five possible institutional "futures," derived from a participatory action research process at a large urban research university in Canada, reflecting the range of thinking regarding the role of universities. The contrasting missions are: confederation of faculties, learner centered, regionally responsive, research dominant, and thematic…

North East London Polytechnic's recent review of institutional aims and long-term academic strategy is chronicled, and related changes in its internal structure as a result of externally imposed financial constraints are outlined. (MSE)

The University of Quebec's planning process, based on the periodic development of a master plan for its 11 institutions, is outlined, including the plan's main components, its formulation, and its impact on the institution's development. (MSE)

A university strategic planning approach that allocates resources simultaneously from the top down (administratively) and from the bottom up (based on expressed needs of the schools, colleges, and support units), making adjustments late in the process, is described. (MSE)

This Plan of Action is the seventh in a series of such plans for the development of Cowley County Community College and Area Vocational-Technical School. Part I describes the history and mission of the college, focusing on changes at the college since its establishment in 1922, its location and service area, institutional mission, and educational…

An overview is provided of the planning process used by Anchorage Community College (ACC), along with detailed plans for fiscal year (FY) 1986. Introductory material highlights the history of ACC and its projections for the future; and provides information on the goals and objectives, timeline, and annual cycle of the planning process employed at…

Thirty-nine specific recommendations, adapted from a rigorous mission statement reached through a participatory process at Notre Dame University, indicate the range of the chief academic officer's involvements. (Author/MLW)

Higher Education needs a rebirth of academic management to combine educational policy and planning with financial administration. The approaches to strategy-making at four institutions at Hood, Hartford, Minnesota, Minneapolis-St. Paul, and Teachers College are described. (MLW)

A historical, incremental method for allocating resources in the Institute for Advanced Studies in recent years is being replaced by a new approach involving the identification of purposes and pursuits and evaluation of their importance. Greater responsiveness to unit needs is the objective. (MSE)

The framework necessary for achieving a strategic planning posture in higher education is outlined. The most important benefit of strategic planning for higher education decision makers is that it forces them to undertake a more market-oriented and systematic approach to long- range planning. (Author/MLW)

This environmental scanning report presents, in brief, various key indicators: political climate, population demographics, secondary education, postsecondary education, welfare, unemployment, industry, labor, and general conclusions. General conclusions made in this report are as follows: higher education is expected to receive a slight increase…

Methods used at the University of Richmond to rethink its mission and develop a five-year plan with budgets are outlined, including setting up task forces, keeping to deadlines, budgeting, allowing minority views, keeping the trustees apprised and committed, and getting faculty reactions. (MSE)

Colleges have two different cultures, the corporate community that views the institution as a business organization, and the traditional community of scholars. Coexistence affects planning, assessment, and institutional change. Collaboration requires understanding of the history and nature of the university and a special kind of leadership. (MSE)