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ERIC Number: ED330399
Record Type: Non-Journal
Publication Date: 1991-Apr-13
Pages: 23
Abstractor: N/A
Reference Count: N/A
Strategic Planning: A Catalyst for Shared Governance and Leadership Development.
Phelan, Daniel J.; And Others
Lack of strategic planning by colleges and universities has inhibited higher education's ability to respond to the changing global environment. A majority of institutions plan from year to year, with crisis management becoming the norm. Because the external environment is evaluated infrequently, the institution does not have the broad view necessary to make appropriate decisions. Mission statements, rather than serving as a pragmatic guide for the organization's future, simply adorn college catalogs. Strategic planning requires the creation of a specific vision for a college, reflecting decisions in five areas: (1) institutional mission; (2) targeted groups; (3) programs offerings and priorities; (4) comparative advantages; and (5) key institutional objectives. Strategic planning helps to clarify an institution's mission and can link budgeting and planning processes to maximize effective use of resources, increasing internal consensus and external support. Because strategic planning involves self-evaluation, it is often resisted by groups within an institution. Assessment of the external environment should consider economic, demographic, political, social, and technological factors. The strategic planning process itself is comprised of three elements: mission statement development; analysis of internal strengths and weaknesses as well as external opportunities and threats; and strategy development. The result of the process should be a 3- to 5-year operational or tactical plan which leads to institutional mission accomplishment. Brief reviews of two additional strategic planning models, and a 25-item bibliography are included. (PAA)
Publication Type: Speeches/Meeting Papers
Education Level: N/A
Audience: N/A
Language: English
Sponsor: N/A
Authoring Institution: N/A