Institutional research's role in strategic planning

Abstract

Higher education literature is replete with articles and book chapters urging institutions to plan strategically. Escalating demands from higher education boards of trustees and state boards of higher education for institutions to demonstrate their effectiveness are an impetus for institutions to carry out strategic planning. One need not be particularly well informed to have heard calls from Congress, state legislatures, the U.S. Department of Education, and regional and professional accreditation bodies for data-driven evidence to demonstrate that institutions and programs are assessing their outcomes. Still another, and perhaps more compelling, reason for institutions to engage in strategic planning is its promise to help predict and manage the future.A strategic plan that does not make use of data verges on propaganda. Although customarily appealing in a visual sense, a data-free plan seldom offers a useful framework for gauging an institution' s future. In contrast, a strategic plan that focuses on data and uses those data to pose realistic goals and strategies to meet goals portends a significant return for the institution creating it. This pathway is more challenging but infinitely easier to navigate for institutions that have created and maintain an institutional research office. The Role of Institutional ResearchInstitutions that have organized and centralized their data enjoy an obvious advantage in grappling with strategic planning and other issues. As the drumbeat for accountability, planning, and demonstrating effectiveness to 77 7

Why Do Data and Decision Often Disagree? Analytical Framework to Facilitate Organizational Dynamics

“…In the area of strategic planning, IR professionals frequently facilitate discussions on designing and conducting various institutional analyses, supporting the development of strategies and actions, and monitoring the progress and results of strategic initiatives (Voorhees, ). At the senior administration level, IR professionals may also support the chief academic officer for strategic review of academic programs and work with the chief finance officer on budgeting and other resource allocations.…”

Integrating the IR into strategic goals at the University of Toledo: case study

“…The focus on curating research data and other digital content in IRs for long-term access perfectly complements strategic plans, which devote considerable attention to teaching, research and learning outcomes. Voorhees (2008) points out that strategic plans focusing on and using data for realistic goals and strategies will offer more benefit to institutions creating quantitative and qualitative data, and a growing number of universities have articulated the use of IRs in strategic plans to support various institutional initiatives. The University of Kansas (2015, p. 9) has included using the IR as part of their State-of-The-Art Infrastructure (Objective 3) to “provide an institutional repository for preservation and dissemination of research data and publications” under “3.2, Support faculty in all phases of research administration”.…”

The Role of Institutional Research in Institutional Engagement with DQP and Tuning

“…Beyond reporting functions and support for decision making (Saupe, ), IR offices have been involved in engaging in a social process of knowledge construction (Woodley, ), fostering buy‐in to systematic processes (Reynolds‐Sundet & Adam, ), and/or helping to create a culture of inquiry (Brittingham, O'Brien, & Alig, ). Further, IR has been involved with curriculum development or instructional design (Wehlburg, ), program design (Delaney, ), and strategic planning efforts (Voorhees, ). IR practitioners have been described as problem‐solving knowledge workers (Calderon & Mathies, ), information architects (Matier & Sidle, ), and expert witnesses (Fincher, ).…”