In this article, we discuss the necessary components for successfully creating and implementing a chief diversity officer (CDO) position within a four-year public institution. We explore information about critical stages of the process such as the creation of the position, the recruitment process, and compatibility with the institution's mission.…

Many universities, colleges, and independent schools face the reality of geographically expanding alumni bases, likely combined with constant or decreasing budgets for alumni activities. Well-intentioned colleagues understand the potential power of a geographically diverse alumni network but do not always grasp the time and complexity associated…

The educational decisions that are made today must consider the current situation of declining enrollment, but also take into account the resurgence in higher education that is certain to follow within the next decade. Community college administrators must take on the role of leaders (i.e., those who infuse an organization with values) rather than…

Examines how college presidents spend their time and the stress associated with their duties. (Author)

A brief history of the concept of scientific crime prevention is outlined, and development of a college crime prevention program is discussed, including criteria for judging proposals that address a security threat; advantages and disadvantages of three prevention approaches (informational, mechanical, human); innovations; crime in the surrounding…

Admissions professionals can upgrade their computing capabilities in recruitment by using their nonscientific skills and abilities and working with the university's computing center staff. Practical guidelines are provided. (MSE)

Approaches to planning, conducting, and assessing workshops or retreats for college trustees and regents are suggested. It is claimed that the most successful workshops or retreats are those that fit into a comprehensive strategy of board development, and that it is important to decide what needs to be accomplished and to involve the board in…

A survey of Australian department heads in 61 institutions examined their most important tasks and responsibilities and perceptions of professional development opportunities; the results are compared with North American studies. Three alternative strategies for meeting professional development needs are suggested and evaluated. (Author/MSE)

Discusses the need for educators to respond positively to changing enrollments and financial conditions by demonstrating fiscal responsibility, planning and developing relevant academic programs, and understanding the types of students being served. Attitudinal and managerial factors in the achievement of these goals are explored. (JP)

Results of a survey of 201 Australian college and university administrators concerning the need for an interdisciplinary professional training program for college planners and the importance of various planning functions and areas of knowledge for these officers are presented and discussed. Aspects of the survey itself are examined. (MSE)

The rapid introduction of a faculty evaluation program at the University of Liverpool is described, addressing such issues as the consultation and negotiation involved in getting the program accepted, the changing role of the department head, and the program's part in the institution's overall academic plan. (Author/MSE)

This article examines what risk management is, how the personnel officer can impact risk management, and personnel officer responsibilities for risk management. It is concluded that the time, effort, and commitment required of the personnel director to implement an employee risk management program is well spent to save (scarce) human and financial…

The universality of administrative functions and tasks is sufficiently established to make special preparation programs for any one group of higher education administrators unjustifiable. This thesis is based on research undertaken to determine if significant differences existed in the functions or tasks performed by presidents, vice-presidents of…

The planning and implementation of a computerized management information system at a fictional small college is described. Nine key points are made regarding department involvement, centralization, gradual program implementation, lowering costs, system documentation, and upper-level administrative support. (MSE)