The COVID-19 pandemic has thrust students, their support networks, and institutions of higher education toward a financial crisis. In response, the U.S. Senate signed the CARES Act into law, which provides institutions of higher education with $14 billion to support various campus functions. Within the CARES Act, the Senate allocated funding for…

The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…

Since 2001 the National Science Foundation's ADVANCE program has distributed over $130 million in grants to improve work climate, enhance professional success, and increase recruitment and retention of female faculty in STEM fields. The process by which each institution designs and implements these interventions is seldom studied, however. Using…

Distributed leadership has been explored internationally as a leadership model that will promote and advance excellence in learning and teaching in higher education. This paper presents an assessment of how effectively distributed leadership was enabled at five Australian institutions implementing a collaborative teaching quality development…

This paper examines the key aspects of stakeholder engagement that can strengthen the design, implementation and sustainability of outcomes-based funding policies. We seek to help policymakers understand the prevailing starting-point attitudes of institutional stakeholders, primarily college and university administrators, faculty and staff, and…

Peer review of teaching is recognized increasingly as one strategy for academic development even though historically peer review of teaching is often unsupported by policy, action and culture in many Australian universities. Higher education leaders report that academics generally do not engage with peer review of teaching in a systematic or…

The purpose of this study was to examine the nature of distributed leadership at the University of ABC's SCPS, as the School worked to transform itself through reorganization. The study examined the perceptions of key leaders and members of the implementation team as they sought to understand the implementation of a more participative approach to…

Among the many challenges of professional (faculty, administration, and staff) development is the implementation of shared governance. We propose a model involving professional learning communities that we are experimenting with in our College of Education. This new model provides faculty with decision-making power, a sense of cooperation and…

An SBM team chairman of a middle school-college collaboration explains ongoing problems, including teachers' discomfort with student and parent participation, teacher-administrator power struggles, the push for immediate results, and communication issues. Despite setbacks, the group has some tangible outcomes: improved safety procedures, a…

This study examined the effects of contingency management on participation in an education program by new members of a student housing cooperative. With credit and fine contingencies in place, the percentage of participants completing study guides was five times higher than without the contingencies. Members continued to implement the program for…

In 1997 a new governance act, based on the principles of New Public Management (NPM) was introduced at Dutch universities. The aims were to realise integrated management, to strengthen the position of executives at the central (executive board) and faculty (dean) levels, to introduce a Supervisory Board at the institution's central level, and to…

Bringing together technical and administrative personnel for a problem-solving session preceeds the development of an institutional energy management plan. A "Master Plan Worksheet" model is included along with monitoring guidelines for successful plan implementation. (MLF)

The Staff Development for School Improvement Program (SDSI) at Eastern Michigan University (EMU) and Wayne State University (WSU) is an exceptional undertaking, designed to promote school improvement through the cooperative actions of EMU and WSU, and public schools. In the program, a university faculty member (facilitator) is assigned to work…

The use of performance appraisal (PA) as part of a performance management system at the college level is discussed, and a process model to implement PA through staff development is presented. Through PA, the supervisor and employee develop a framework for identifying job duties and responsibilities, goals and objectives, and performance measures.…

In October of 1985, the Office of Educational Research and Improvement (OERI) awarded contracts to 29 universities and one regional education center to conduct three-year efforts aimed at research-based improvement of teacher education. All have university-school collaboration as a major theme, and will spend up to one year in development of…