Intended Date of Award


Degree Name

Doctorate in Management and Public Service (DMPS)


Kris Norman

Committee Member

Rebecca Kaarbo

Second Committee Member

Janis Wegner


This study seeks to determine the competencies that college leaders need to possess in the intersection of finance and strategic planning. For this purpose, I am using resource management as a construct to define the competencies. This is important because one area rarely mentioned in the research is how the budgeting process, policies and practices that guide financial decisions are used to support student success and the strategic plan. There is literature related to the need for financial or fiscal leadership skills but not about what those skills are and how they are used to accomplish strategic goals to improve student outcomes. One of the reasons to study the financial competencies is because higher education has struggled to integrate strategic planning and their fiscal processes. A strategic plan focused on fulfilling the mission of the community college is not enough to achieve the mission. Many public organizations, including institutes of higher education are increasingly faced with demands to account for their spending and outcomes from those they serve (Scott, 2012). This study used Grounded Theory qualitative method.

The study highlights the competencies needed by Community College Presidents to align strategic planning with resource allocation. Four main categories have emerged to answer the research question regarding the competencies and processes used by community college leaders in strategic planning for student success. These categories include: 1) Mission and Leadership, 2) Process Transparency and Inclusion, 3) Analytical and Data-Driven Decision-Making, and 4) Strategic Resource Allocation.

To integrate analytical data and resource allocation processes into strategic planning, a systematic framework is essential. The process aims to engage stakeholders from across the institution, ensuring a comprehensive understanding of needs, priorities, and the impact of resource allocation decisions during the strategic planning process. Based on the existing literature and the data gathered, an approach and process to be used as part of the strategic finance and resource allocation framework to link budgeting to the Strategic Plan is outlined in the study recommendations.








School of Business Student Theses and Dissertations