The planning process at Towson State University was developed in anticipation of a projected enrollment decline of 12 percent in the period 1984-90. The planning process, planning model, and implementation are described. (MLW)

Discussion of planning for change in higher education centers on premise that successful planning requires faculty to assume responsibility for outcomes rather than remaining guardians of the oversight process. Considers governance as oversight, governance based on joint responsibility, putting structure into responsibility planning, governance as…

A strategy for the future, selected by the faculty and administration at California State University Dominguez Hills--designed to achieve a balance among projected enrollments, resources, educational programs, and faculty and staff appointments--is described. Program integrity and viability were defined and studied. (MLW)

Faculty, department chairs, and deans at California State University at Los Angeles were surveyed for opinions and expectations concerning faculty responsibility and faculty development. Tenured and nontenured faculty responded differently, younger faculty appeared less committed to student service, and discrepancies occurred between faculty and…

This case study examined the dynamics and progress of a committee of faculty and student affairs professionals as they collaborated across a fifteen-month period on the planning and implementation of a residential college at a midwestern regional state university.

This first annual publication from the University of Mississippi's Bureau of Institutional Research and Planning summarizes data concerning the university's academic operations in the immediately preceding academic year. The report provides both an historical context in which to review the university's development and a realistic set of…

Institutional change, it is suggested, can be managed through task forces that focus on a broad spectrum of institutional problems and issues including internal and external communication, institutional planning, program review and evaluation, administrative development and performance review, and faculty development. (Author/MLW)

A comprehensive strategic planning model that has been developed by Pittsburg State University (Kansas) is described. The model is presented in the following sections: University Planning and Coordinating Committee (UPCCI): The Beginning (position paper, mission statement, and continuing goals and objectives); strategic planning unit reviews (unit…

A national study (n=114 institutions) of faculty teaching productivity is described, focusing on the development of appropriate measures acceptable to faculty, based on departmental data on credit hours taught and costs. Resulting tables display faculty productivity, in credits and students taught, and direct instructional costs by discipline and…

Proceedings of the 1987 Development Conference of Pittsburg State University, Kansas, are presented. The conference reported on the private support program for fiscal year (FY) 1986-1987 and evaluated national development trends and comparisons with peer institutions. Goals of the private support program for 1987-1988 were also reviewed. Contents…

The extent to which Colorado state universities and colleges coordinate master plans, program reviews, and methods for allocating faculty to programs was surveyed. Thirty-six state universities and seven state or community colleges participated. Seventy-five percent of the state universities believed that campus master plans and program…

Methods that can be used by administrators to provide flexibility in dealing with the issue of high faculty-tenure ratios were investigated, based on a literature review and a telephone survey of 22 major public research universities. Analysis of methods cited in the literature and by surveyed administrators to enable flexibility in the…

The 1987 edition of the statistical abstract for the University of Alaska System offers data to be used by public officials, institutional administrators, and the Board of Regents in developing university programs and plans. In 1987 the University used its old organizational structure for the last time due to state funding reductions, and this…

A portrait of Seattle University is drawn in this first of a series of annual reports to the president and trustees on the progress of the formal, comprehensive, and systematic, systematic planning process at Seattle University, a process begun in 1975. Focus is on five areas: enrollment, academic programs, personnel, finance, and facilities and…

Faculty (n=484) and administrators (n=189) at five public comprehensive universities that had experienced annual budget reductions of at least 10 percent were surveyed concerning their job satisfaction and reactions to the reduction process. Three institutions were identified as having used unplanned approaches, and two used planned approaches.…