Higher Education Strategy and Planning draws together a team of expert contributors from across the sector to offer contemporary descriptions of practice in Higher Education and critical reflections on that practice. Many of the tools and techniques transcend the particular national system within which they are situated and therefore have global relevance for all those interested in strategy and planning in Higher Education.
Containing chapters on each of the major functions or capabilities of strategic planners, critiques of global policy trends, framework examples and explanations of the main league tables both in the UK and globally, the book is divided into five main parts:
* Context and Positioning;
* Integrated Planning;
* Centrality, Co-ordination and Connection;
* Analytical Capacity and Capability;
* Insight and Information.
This text offers a contemporary representation of strategic planning and will be an indispensable guide for all those who work in or study Higher Education, particularly aimed at those who work in strategy, planning and leadership roles.
Tony Strike is Director of Strategy, Planning and Governance at the University of Sheffield, UK. He is currently chair of UK Russell Group Directors of Strategy and Planning and a member of the Higher Education Strategic Planners Association (HESPA) national executive board.
Foreword Preface by HESPA Chair Acknowledgements Abbreviations List of Contributors List of Figures List of Tables Introduction Part I: Context and Positioning Chapter 1: Locating Universities in a Globalising World Susan Robertson and Kris Olds Chapter 2: The functions of Strategy and Planning Tony Strike, Martin Hanlon and Dominic Foster Chapter 3: Developing Institutional Strategy John Pritchard Part II: Integrated Planning Chapter 4: The Planning Cycle - a Strategic Conversation Steve Chadwick Chapter 5: Student Number Planning Lucy Hodson Chapter 6: Generating a research strategy for sustained success and growth Jane Boggan, Rebecca Lambert, Elizabeth Westlake and Michael Wykes Part III: Centrality, Co-ordination and Connection Chapter 7: Leadership, Governance and Decision-Making Tony Strike and David Swinn Chapter 8: Risk Management Rhiannon Birch, Rachel Pye, Claire McDonald and John Baker Chapter 9: Finance, Resource Allocation and Income Forecasting Sonia Virdee and Andrew Keeble Part IV: Analytical Capacity and Capability Chapter 10: Data Capability across the Information Landscape Andy Youell and Dan Kidd Chapter 11: Business Intelligence and Analytics Tom Loya and Giles Carden Part V: Insight and Information Chapter 12: Indicators for Measuring and Managing Performance Mike Kennerley Chapter 13: Benchmarking and Ranking Nicki Horseman Chapter 14: Responsible Metrics James Wilsdon