Leaders in higher education regularly find themselves at the intersection of change, torn between their institution's history and culture, the intrinsic value of education, market needs, and the desires of alumni, current, and prospective students. Higher education is often labeled reluctant to change, and many believe any change initiative not…

In 1998-1999, the University of California added a new dimension to its K-12 outreach: partnerships between the university and educationally low-performing high schools. The program aimed to improve the academic performance of targeted high schools and their feeder middle and elementary schools. This paper examines the processes that led to the…

As one in a series of working papers in the final report of the Arizona Board of Regents' (ABOR) Task Force on Excellence, Efficiency and Competitiveness, this document presents data on an anlaysis undertaken to determine how Arizona's universities emphasize new or expanded programs. Areas of institutional focus are identified to help develop…

The long range plan for the University of North Carolina system is the third edition of a plan initiated in 1976. The revised plan incorporates new information on and changes in the system and its programs: status reports on all new degree programs and program tracks previously authorized for planning; requests for authorization to plan new degree…

The case study approach is used to analyze problems of college and university administration. Among the topics treated in this collection of essays are: from the expanding university to the steady state; university reorganization; the metropolitan state university; intercampus relations in multicampus universities; the politics of program reform;…