Learning Resources

Abstract: Swarthmore College’s leadership shares insight into how the college’s newest addition, Maxine Frank Singer ‘72 Hall, decided to create a collaborative environment by combining three academic departments—Biology, Engineering, and Psychology. Each floor combines functional areas for teaching, research, and learning. The unique common space, both indoor and out in the adjacent gardens will foster connections with nearby academic programs and enrich the mission of The Scott Arboretum.

Abstract: Higher education institutions, across nearly all socio-cultural cross-sections, are more diverse today than ever before. This evolution in campus demographics also coincides with the changing values, priorities, and needs of students. The bottom line for many of today’s students is clear: now more than ever, values matter when selecting a school. This article explores the programmatic and administrative responses as well as the physical planning and design opportunities associated with creating and sustaining more diverse and inclusive campus environments.

Abstract: Public-Private Partnership (“P3”) procurement models for built infrastructure serving higher learning institutions started to gain attention in North America in the late 1990s—mostly as an alternative approach to adding student housing at select universities and colleges. More recently, P3 models have been applied to a diverse range of higher learning projects, with some serving core academic and research functions.

Although many institutions are considering P3 approaches among their options to address emerging pressures to expand or update their facilities, their implementation is not yet common. The researcher’s intention was to better understand P3 models and learn how they have performed, possibly generating some useful lessons for how P3 models can be applied with desired outcomes.

Abstract: Camden, New Jersey, a city of 80,000 located directly across the Delaware River from center-city Philadelphia, is, by any index of urban decay, one of the nation's most distressed urban centers. While severely ineffective, the city houses the essential building blocks of future recovery: branches of four colleges and universities and two major hospitals. A failure to recover during one of the strongest economic upturns in the nation's history, coupled with an unfortunate history of corruption and mismanagement, caused the state legislature to take two extraordinary actions to stabilize and revitalize the city: installing a state-appointed chief operating officer for the city, whose powers supercede those of the mayor and council, and putting forth an investment plan for the city that built upon its remaining institutional strengths in higher education and health care. A working group, the Camden Higher Education and Healthcare Task Force, was formed by the city's higher education and health care institutions at the behest of key legislators to coordinate their development efforts in order to advance the recovery of the city.

Abstract: Institutional mission influences college and university decision making by providing a shared sense of understanding about core values and aspirations. For institutions to maintain the benefits of having a clear mission, they must periodically revise and redefine the institutional purpose. This article compares the changing missions of two liberal arts colleges and reveals striking commonalities in how this process is accomplished. It also describes several factors that influence mission change.

Abstract: Four distinct waves can be discerned in the history of American higher education. The 85 years before the Civil War were characterized by the founding of hundreds of liberal arts colleges. The post–Civil War era saw the majority of these small colleges disappear, replaced by public land-grant schools. Around the turn of the last century, the giants of American industry led the founding of the great private research universities. The term "megaversity" entered the American lexicon after World War II, when thousands of returning GIs swelled the ranks of higher education; the second half of the 20th century also witnessed the proliferation of community colleges. The fifth great wave is now breaking, with for-profit competition and revolutionary teaching technologies among its main characteristics.

Abstract: Recruiting and retaining women and minority faculty members is a particularly challenging workforce development issue facing many universities. This article summarizes current literature and the results of a survey of selected institutions to gauge responses to this challenge. All the survey respondents indicated that recruitment of women and minority candidates has been problematic, that retention problems vary, and that job placement is difficult and can negatively influence the recruitment and retention of women and minority faculty members. Job placement for partners has been most difficult for those universities located in small- to mid-sized cities. A variety of programs have been attempted to alleviate problems of recruitment and retention.

Abstract: Effective benchmarking demands continuous change with equal emphasis on identifying the goal and understanding why the goal is important. In this article, the authors suggest analytic frameworks that might be useful in moving benchmarking from a tracking and monitoring exercise to an organizational process that informs the strategic decision making of university administration.

Abstract: Book review of Truth and Consequences: Colleges and Universitites Meet Public Crises, by Jerrold Footlick. ACE/Oryx Press, 1997. 192 pages. ISBN 0-89774-970-7. Pull quotes: "The press is not likely to change how it operates, so universities need to learn how to deal with the media more skillfully."