Learning Resources

Abstract: The role of central administration in program development varies from institution to institution. Applications of shared governance, differences in state regulations, and evolving institutional procedures result in dissimilar administrative structures. This article reports on the role of central administration in new program development, as discussed by 13 senior academic officers at 12 public universities in the Carnegie Research Universities/Very High classification. The themes of fostering institutional communication and partnerships emerged in the interviews. In addition, the perceptions of the assistant provosts, associate provosts, and vice provosts responsible for the process are included.

Abstract: Chronic disease is rapidly diminishing the health of our nation as rates of serious physical and psychological conditions such as cancer, heart disease, diabetes, depression, and emotional stress continue to rise. The urban agricultural movement is one strategy that has demonstrated promise in combating the increasing costs of chronic disease related to poor health behaviors. A half-acre urban farm is developed on a medical university campus and thrives in spite of an uncertain economic climate and skepticism among some stakeholders. Details related to planning, programming, and sustainability are described and successes as well as challenges are highlighted in this case study that might serve as a template for others seeking to develop campus gardens.

Abstract: Over the course of two years, The New School, a New York City university established in 1919 by philosopher John Dewey and other prominent Progressive Era scholars, partnered with the Stevens Institute of Technology, a private research university in Hoboken, New Jersey, founded in 1870. The partnering universities entered—and were selected as one of 20 finalists of—a biannual, international competition among higher education institutions to design and build an energy-efficient house. Typically, the competition draws significant public attention because of its focus on showcasing innovative technologies to advance energy savings. (All 20 finalist houses—this time, including the New School–Stevens “Empowerhouse”—are displayed on the National Mall in Washington, DC.) As well, the competition spurs innovation among students and provides an extraordinary “real-world” educational experience. Five of us who worked on this project discuss the challenges and benefits of an inter-institutional approach that also centered on collaboration with multiple community partners including Habitat for Humanity of Washington, DC, several DC government agencies, and community-based organizations in the DC neighborhood of Deanwood, where the competition house would ultimately be relocated and reconstructed as a two-family Habitat for Humanity residence. The project involved more than 200 students over a multiyear period working on and employing their academic preparation in areas including community engagement, advocacy, mechanical engineering, civil engineering, environmental policy, sustainability management, fashion design, lighting design, organizational change management, urban policy, environmental studies, architecture, and product design.

Abstract: Mobile is quickly becoming the dominant computing and communications platform. Starting in 2013, it is projected that smartphone shipments will outpace those of PCs. With this shift comes a corresponding shift in expectations from higher education users. We cannot afford to sit back and do nothing. Instead, we need to embrace this critical evolution in technology and harness it to the best advantage of our students, faculty, and institutions. An undertaking of this complexity and criticality requires a deliberate plan, but the plan will need to be highly flexible and able to quickly adjust to this constantly evolving and shifting landscape.

Abstract: The study presented in this article investigated the state of the diversity budget at the nation’s flagship institutions during an economic recession. The sample included higher education administrators who oversaw a diversity budget at their respective institution and who were familiar with the state of budget cuts. Results indicate that 53 percent (17) of diversity units have experienced some type of cut in their operating budget. While many experienced some form of budget cut, when compared with other areas within the institution, the amount of the cut in diversity areas was not as significant as that in other areas.

Abstract: As an industry, information technology (IT) innovates constantly, and IT departments in higher education need to integrate new technologies into teaching, learning, research, and business practices in rapid succession while maintaining existing technologies without interruption. By pursuing complementary and interdependent processes for IT governance, strategic planning, and leadership development, a university or college can create foundational long-term IT planning capabilities that support the mission of the institution. This article describes a multifaceted approach to establishing long-term IT planning capabilities, explores the components of building long-range IT governance, identifies strategies for leadership development for IT professionals, and demonstrates how collaborative IT planning is a fundamental component of integrated planning for higher education.

Abstract: The management of change and the evaluation of performance outcomes in higher education are most successful when a set of reference institutions against which to benchmark is identified. This article discusses a method by which a focal institution can identify other institutions that are most similar to itself. This methodology identifies the nearest institutional neighbors using a balanced set of measures from the Integrated Postsecondary Education Data System (IPEDS). A case study is used to demonstrate the methodology. Readers will find this methodology to be robust and flexible, as well as easy to understand and explain to others. It is a hybrid method that integrates judgment and analytical techniques.

Abstract: College and university leaders currently face the most challenging fiscal, monetary, and legislative climate in memory. Leaders must manage the academic and financial resources of the enterprise with far more deft than their predecessors. For many campuses, additional resources will need to be created from within the existing financial boundaries of the institution. The overhead coverage matrix presented in the article is positioned as a tool to assist in making decisions related to strategic resource management. To demonstrate the utility of the overhead coverage matrix, a hypothetical example of resource planning is presented as a walkthrough.