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Published
January 1, 2006

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Integrating Higher Education Planning and Assessment

A Practical Guide

Using their extensive experience on the University of Delaware campus, the authors give numerous examples of the integrated nature of planning. Intended for anyone on campus who is involved with the planning or accrediting process.
Abstract: This book provides insight on the higher education assessment process with an emphasis on planning and metrics. Using their extensive experience on the University of Delaware campus, the authors give numerous examples of the integrated nature of planning. Intended for anyone on campus who is involved with the planning or accrediting process.

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Planning for Higher Education Journal

Published
September 1, 1997

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Converting the Community Colleges

From Volume 26 Number 1 | Fall 1997

Abstract: Book Review: A Learning College for the 21st Century, by Terry O'Banion. American Association of Community College/Oryx Press, 1997. 250 pages. ISBN 1-57356-113-4

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Planning for Higher Education Journal

Published
December 1, 1985

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Ensuring Effective Governance

From Volume 14 Number 4 | 1986

Abstract: A review of the monograph “Ensuring Effective Governance,” by William L. Deegan and James F. Gollattscheck (eds.), New Directions for Community Colleges, Number 49 (Volume 13, Number 1). San Francisco: Jossey-Bass, Inc., 1985.

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Planning for Higher Education Journal

Published
April 1, 1973

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Baltimore

The College That Tried

This article is a profile of one institution—the new Inner Harbor campus of the Community College of Baltimore—that tried to share its facilities with commercial interests—and failed.

From Volume 2 Number 2 | April 1973

Abstract: There are good reasons—educational, economic, sociological—for educational institutions to coexist on the same site or even in the same building with governmental, residential, or commercial functions. At the same time there are roadblocks to such joint-occupancy arrangements, particularly for public institutions, in the laws governing the financing of public buildings and in bureaucratic inertia. This article is a profile of one institution—the new Inner Harbor campus of the Community College of Baltimore—that tried to share its facilities with commercial interests—and failed.

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