Higher Education Strategy and Planning

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.

"With chapters from some of the superstars of university planning across the globe, sometimes in partnership with colleagues from other parts of the institution, it [this book] provides a delightful tour through all the key areas of university planning. There are, among others, chapters which provide international context, advice on building developing and (in my opinion critically) monitoring a strategic plan, the opportunities presented by data analytics, research planning and benchmarking – the latter often underdeveloped in some institutions. In sum, they represent a brilliant resource for higher education professionals both inside and outside planning departments." Professor Sir Ian Diamond, Principal and Vice-Chancellor, University of Aberdeen, UK."HESPA is proud to be associated with this publication and endorses its use within the sector. Most of the chapter authors are HESPA members, each thought leaders in their field, and the editor, Dr Tony Strike, is a member of the HESPA national executive. HESPA offers its membership a wide variety of resources and training to help them perform their roles and share their applied practical knowledge. I hope you will see this book as a must-have definitive guide to strategy and planning in higher education." Alison Jones, Chair of HESPA, Director of Planning, Legal and Governance, University of Bradford, UK.

• Foreword Preface by HESPA ChairAcknowledgementsAbbreviationsList of ContributorsList of FiguresList of TablesIntroductionPart I: Context and Positioning Chapter 1: Locating Universities in a Globalising WorldChapter 2: The functions of Strategy and PlanningChapter 3: Developing Institutional StrategyPart II: Integrated PlanningChapter 4: The Planning Cycle – a Strategic ConversationChapter 5: Student Number PlanningChapter 6: Generating a research strategy for sustained success and growthPart III: Centrality, Co-ordination and ConnectionChapter 7: Leadership, Governance and Decision-MakingChapter 8: Risk ManagementChapter 9: Finance, Resource Allocation and Income ForecastingPart IV: Analytical Capacity and CapabilityChapter 10: Data Capability across the Information LandscapeChapter 11: Business Intelligence and Analytics Part V: Insight and InformationChapter 12: Indicators for Measuring and Managing PerformanceChapter 13: Benchmarking and RankingChapter 14: Responsible Metrics