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Planning for Higher Education Journal

Published
March 1, 2005

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Planning for Cost-Efficiencies in Online Learning

Planning and planners must take the lead in ensuring that the design of on-line learning programs is both cost-efficient and productive. This must happen with some urgency because the gap between online learning models and implementation has been closing more rapidly than planners’ knowledge about online learning has been growing.

From Volume 33 Number 3 | March–May 2005

Abstract: This article proposes a framework that can help institutions break down and analyze the costs of online learning so they can make decisions about how to improve the cost-efficiencies of online education. The framework involves looking at costs across elements (which include the two stages of development and delivery plus administration of the enterprise) and seven factors: students, faculty, other staff, course design, content, infrastructure, and policy. The elements and factors may combine and interact, thereby improving (or not improving) cost-efficiencies. Where possible, current research results are included and areas where research is needed are identified.

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Planning for Higher Education Journal

Published
April 1, 1999

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The Inevitable Interim

From Volume 27 Number 3 | Spring 1999

Abstract: Few presidents leave under "normal" expected circumstances. Quite often this void left must be filled with an interim appointment. What the interim is expected to do, length of service, and ramification of the choice of interim are issues a governing body must consider before the need becomes reality.

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Planning for Higher Education Journal

Published
December 1, 1997

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Reducing the Lame-Duck Syndrome

From Volume 26 Number 2 | Winter 1997–1998

Abstract: Calls for a reexamination of the way in which higher education institutions select their leaders. The prevalence of the "lame-duck" syndrome, exacerbated by resignations up to a year in advance and the appointment of interim leaders to serve while searches for permanent leaders take place, has repercussions throughout the institution in terms of willingness to take risk and to implement substantive change. Proposes some possible alternatives to the current system of recruitment and replacement as a means of facilitating strong leadership on campus.

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Planning for Higher Education Journal

Published
April 1, 1994

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Presidents, Change, and Teamwork

From Volume 22 Number 3 | Spring 1994

Abstract: Book Review: Redesign Collegiate Leadership: TEams and Teamwork in Higher Euducation, by Estela Mara Bensimon and Anna Neumann. Johns Hopskins University Press, 1993. 182 pages. ISBN 0-8018-4561-0 How Academic Leadership Works: Understanding Success and Failure in College Presidency, by Robert Birnbaum. Jossey-Bass, 1992. ISBN 1-55542-466-X.

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