This chapter describes some of the major principles, practices, and processes involved in designing and founding a new community college dedicated to improving student outcomes by doing things differently.

Purpose: This paper aims to describe the creation of a new approach to the implementation of educational technologies at a UK Higher Education Institution. Driven by changes in technology, an evaluation of the virtual learning environment (VLE) provided the opportunity to reassess the application of technology to the curriculum. However, such an…

The goal of this research study has been to develop, implement, and evaluate a school reform design experiment at a continuation high school with low-income, low-performing underrepresented minority students. The complexity sciences served as a theoretical framework for this design experiment. Treating an innovative college preparatory program as…

In August 2005, Hurricane Katrina, the worst natural disaster in the history of the United States, forced the fall semester closure of Tulane University in New Orleans, Louisiana. In the aftermath of this unprecedented storm, the Tulane leadership set forth a plan for renewal to secure the survival, recovery, and sustainability of the institution,…

This brief summarizes efforts to reform developmental education at Zane State College and the Community College of Baltimore County (CCBC). Focused on accelerating student success and progress, the two schools pursued distinctive approaches to reform that aligned with their institutional missions and student populations. Recognizing that the…

In 2009, the second largest university in the nation was awarded a grant from NCURA to initiate a new fully-online graduate program in research administration. The Master of Research Administration (MRA) was approved by the institution's Board of Trustees in March 2011 and the first classes will begin August 2011. Currently the research literature…

The University of North Carolina at Chapel Hill undertook faculty development activities to increase awareness of community-engaged scholarship through campus dialogue and by assisting faculty members in acquiring skills for community-engaged scholarship. This article presents a case report describing activities and their impact. The activities…

The state of higher education today is one of change and stasis. Economic vulnerability, globalization, technological innovation, and an increasingly competitive market underlie the need for change in higher education. At the same time, there are strong and stubborn forces at work supporting the status quo. Though daunting, institutions of higher…

Sustainability has become a central consideration across the board in university business decisions. Passing a tipping point, it has become a pivotal focus of management. College leaders are increasingly drawing connections between sustainability, institutional missions, and higher education's fundamental purposes. Administrators readily rattle…

This qualitative within-case study explored how planned educational change in universities can be facilitated through academic professional development strategies. Thus this study attempted to shed some light on the dynamics of educational planned change in universities and their implications for academic professional development of faculty. The…

The University of North Carolina at Charlotte's innovative approach to campus planning was to designate an internal task force to provide the vision, values, planning assumptions, and operational rules guiding the master plan, only later to involve architect-planners for implementation. This keeps control of the plan within the campus community…

Considerations in the planning and construction of overseas college campuses are discussed, and the process followed by Webster University (Missouri) in developing four European campuses is described. Special issues arising in the conversion of one location from leased facilities to an institution-owned site, including zoning and construction…

In 1981, South Central Community College received funding to develop a long-range planning process. The process was to be modeled on the 3-year planning cycle developed by the National Center for Higher Education Management Systems and to use the college's existing organizational structure. Since November 1981, the planning process at the college…

This report presents a flexible 10-year plan for the Claremont Colleges as a group, with sections on the individual colleges, the central programs and services, and the affiliates. Appendices include reports concerning various Claremont colleges. (MJM)

Issues management, concerned with the identification, analysis, probability, and timing of a developing issue and with organizational response, is discussed as an aspect of the institutional strategic planning process. Its application at Pennsylvania State University is described. (Author/MSE)