How can colleges and universities determine if they are doing enough to meet the challenges of change and intensified scrutiny in the 1990s? This book outlines the tools that more and more institutions in higher education are adopting from current business practice to cope with the academic, financial, and management issues they face: benchmarking to assess school performance versus "competing" colleges and universities; "reengineering" to shape an efficient, flexible school for the future; goal-setting to assure clarity of mission and accountability throughout the institution; accounting differently to demystify higher education fund reports; and jump-starting the management process to make critical decisions quickly and early enough to gain faculty, trustee, and student buy-in. Not the traditional blend of terms or methods for thinking about higher education and how it is governed - but these are not traditional times for colleges and universities. Measuring Institutional Performance in Higher Education draws on the best corporate experience to give colleges and universities solid, practical ways to improve their performance.