Little is known about how the complex notion of higher education quality is understood and (strategically) handled by a specific group of key university actors: directors of educational programmes. A framing analysis of in-depth interviews was conducted to explore how bachelor-programme directors in Dutch social science departments understand and…

Organizational transformation takes time, energy, and patience. An active administrative unit, The Hub for Innovation in Learning and Technology (called simply, the Hub) engaged intentional change from its inception. The Hub aspires to help Michigan State University (MSU) "reinvent itself as a learning institution" by transforming…

Using a stratified random sample and real-time virtual focus group sessions, we evaluated the regional administrative model, addressing personnel supervision, program direction, financial management, and administrative leadership. We concluded that the regional administrative model remains a highly charged topic, there is no common understanding…

The dynamic and high-stakes nature of education and training requires reliance on evidence-based practices and policies to make decisions about technology adoption and implementation. In the report, "Science of Learning and Readiness (SoLaR) Recommendation Report: Science of Learning Practices for Distributed Online Environments"…

We are all part of different communities of practice (Wenger, 1998) that impact who it is possible for us to be and become. Through the process of self-study described in this paper, we seek to understand our personal experiences within a particular teacher education program, but also offer insight into the social and political complexities of…

While the use of analytics to promote student success is gaining in popularity, basic questions about what IPAS is and the issues institutions face during implementation and integration. The "IPAS Implementation Handbook" catalogs the experiences, observations, and practical advice from 19 institutions engaged in IPAS implementation…

Over 20 years ago, Robert J. Barak and Barbara E. Breier suggested incorporating a regular assessment of the entire program review system into the review schedule in order to ensure that the system itself is as efficient and effective as the programs under review. Barak and Breier's seminal book on the goals and processes of program review has…

Within a system, change affects stakeholders differently. Consequently, when making changes in the mental health system, mental health agencies should expect varied reactions from staff, community members, consumers, and families. Since misunderstandings can stymie efforts to implement evidence-based and promising practices, it is important to…

Effective, efficient, and sustainable ID/DD organizations: are they possible in today's world of dwindling resources and mounting demands for more and better services? Yes--with the practical tools and strategies in this lifeline for ID/DD leaders. Developed by two of the most trusted authorities in the disability field, this innovative business…

Portland Community College has a firmly rooted career and technical education (CTE) partnership with its service area high schools. However, the partnership was continuing to operate as it had for many years. Given the rapid pace of change in the region's workforce, Oregon's secondary and postsecondary educational initiatives, and a shared…

This report documents the successful coordination of two agencies, the Teacher Corps of the Office of Education (Department of Health, Education, and Welfare) and the Office of Juvenile Justice and Delinquency Prevention of the Law Enforcement Assistance Administration (Department of Justice), in the establishment of a joint program, the School…

The purpose of this study is to provide an assessment of the Follow Through organization and its major components in order to identify problems in functioning and to suggest possible organizational changes that would lead to improved functioning. Each of the major components of Follow Through - the Follow Through Office, the sponsors, local…

Interviews with university and college department chairs or persons responsible for existing educational administration and higher education programs evaluated the effects of a merged structure (combining the two programs) on the study of administration. Sixteen universities were visited and program heads were interviewed. Identified advantages of…

The self-imposed external evaluation of a university grants office is reported, including discussions of the office's and administrator's roles, comparison with similar-sized institutions and programs, the review process, and its results. (MSE)

This is the statistical and methodological appendix to a report on the first part of a two phase community action program (CAP) research project. Construction of variables is covered, with attention to changes in income and minority group composition of social service agencies, increased interagency cooperation, publicity, scope of service, social…