This chapter examines an underexplored way in which deans enact their authority in Responsibility Center Budgeting (RCB)--mobilizing the expertise of administrators in their colleges to establish academic and budgetary priorities. The findings underscore the benefits of deans harnessing the expertise of their senior administrative teams to make…

This chapter describes organizational structures and processes at the institutional and project levels for the development and support of distance learning initiatives. It addresses environmental and stakeholder issues and explores principles and strategies of effective leadership for change creation and management.

The chapters in this volume, in addition to the follow-up survey described in this chapter, constitute a study of the way adult education programs in small private colleges and universities relate to the institutions of which they are a part. The chapters not only present many variations of organizational relationships but also reveal some common…

A 4 Ps perspective addresses immediate needs: to help institutions gain traction in their retention strategies by framing and reframing the challenges and the possible responses, by challenging some of the traditional mental models about retention that can distract or dilute those strategies, and by offering focus and coherence to institutional…

Proving the value of dual enrollment to the institution has become particularly important in recent years as the recession has squeezed state budgets for higher education. Programs that are not viewed as offering benefits to the institution become vulnerable in tough economic times. In addition, to operate effectively, all dual enrollment programs…

Few words have dominated the vocabulary of college retention as has the word "persistence." Many institutions still struggle to engage faculty and administrators in building campuswide retention efforts, to find the organizational levers that translate the abstractions and complexities of retention theory into scalable and durable initiatives, and…

In ten years, Alaska Pacific University has moved from a totally decentralized administration of its adult online program to a very centralized structure. Drastic changes in funding sources and student needs have compelled the university to take new approaches. As the learning landscape continues to shift for adults, online learners, and Alaska…

This chapter provides an overview of UReturn, the Disability Services (DS) unit providing services to University of Minnesota-Twin Cities (UMN) faculty and staff with disabilities and health conditions. The physical layout of DS, case management policies, and collaborative work with other UMN departments all emphasize three key ideas: (1)…

Eastern University has moved from a distributed model to a centralized model for administration of its adult degree programs. This move involved numerous factors and motivations but one central component in the ultimate success of that move was a significant change in the role of faculty assigned to the program. Once regarded as rather ancillary…

Campuses that pursue the Carnegie Community Engagement Classification will in some form take full inventory of their engagement efforts in order to address the range of questions posed by the Carnegie Foundation. At an institution as large, diverse, and decentralized as North Carolina State University, this was no small undertaking. NC State's…

New terms were exploding early in the development of distance learning and virtual universities. Distance learning, online learning, e-learning, and distributed learning were applied to the various new forms of learning using online or Web-based materials and processes. However, largely thanks to the immediate popularity of the Western Governors'…

The purpose of this study was to understand the consortial approach to distance education at the state level, with a focus on examining the way three state-level virtual universities engaged colleges and universities in participating in distance education initiatives. Specifically, three research questions guided this study: (1) What structure was…

In November 1996, forty-five higher education technology leaders convened in Washington, D.C., to discuss the virtual university (VU). The Western Governors Association had announced establishment of the Western Governors University (WGU). As a result, VU initiatives were emerging from, or being contemplated by, almost every state-level higher…

In the current environment, presidents and chancellors can expect to have their institutions under nearly continuous scrutiny from regional accrediting bodies. The number of reports, the expected details of outcomes measures, and the level of ongoing interaction between the institution and the regional association will continue to increase. In…

Prior to 2003, virtual universities were being created at a rate that would question the usual perception that higher education rarely changed, or changed (if at all) at a glacial speed. No comprehensive study of what was actually being created had been done; nor had anyone tapped the experiences of the developers in the states to see what was…