Research on new administrative campus positions (e.g., affirmative action officers) created by extensive federal involvement in higher education is reported. It is suggested that these positions have not contributed significantly to the expansion of administrative access for women and minorities. (Author/MLW)

Since planning is a continual process, the college public relations manager plans for what could occur and prepares for it. The manager's responsibilities include working with the board and president, budgeting, setting objectives, innovating, representing, staffing, coordinating, and directing. (MSE)

The National University Consortium for Telecommunications in Teaching, the first national effort to provide high quality bachelor's degree programs for Americans who cannot attend college full-time on campus, is described. It is suggested that both institutional participation and enrollment projections may be exceeded. (MLW)

Describes the Resource Development Office (RDO) at Snow College (UT), a small, rural institution. Covers the RDO's activities, including federal, private, state, and local funding development; staff development; and alumni affairs; the RDO's administration; use of consultants; staff training; major accomplishments; budget; and requisites for…

Argues that the present structure of federal programs for elementary and secondary education is unwieldy and does too little to promote access and quality. Several broad directions for reform are outlined, including coordination at the local school level, but the idea of major program consolidation is rejected. (Author/DB)

A pilot project in education for mental health administration at Wayne State University is described and evaluated. The one-year curriculum was continuously refined, based on studies conducted by the project staff and project evaluation data. Project goals and processes to meet them are outlined. (MSE)

In a small college, application of management by objectives concepts for planning and management have been used in three areas: personnel, programs, and budget. Interrelationships of these areas are discussed. Procedures are explained and results are illustrated so that these concepts can be used in other circumstances. (MSE)

The financial support system for scientific research in the Netherlands and University of Leiden are described. Methods for funding teaching and research separately are examined, and faculty response to these methods are discussed. The funding changes are intended to link funding more directly to institutional and national science policy. (MSE)

Addresses issues relevant to the implementation of tutoring programs in a four-step sequence: (1) obtaining institutional support and selecting a director; (2) choosing facilities and determining the types of tutors required; (3) selecting, training, and supervising tutors; and (4) determining hours of service, recording-keeping requirements, and…

The off-campus term program (OCT) of the University of South Florida is described. The OCT represents a model of centralized, comprehensive experiential education. The methods and systems used are described as well as the strengths and weaknesses of the OCT centralized model. (Author/SF)

Defining the nature and extent of risk associated with adventure education, this article notes the riskiest activities and delineates three main causes of accidents: unsafe conditions; unsafe acts; and judgmental errors. Careful program organization, staff selection, routine safety inspections, and emergency plans are also addressed. (SB)

Examines the concept of competency-based education, describes an experience-based model for its development, and discusses some empirically derived rules-of-thumb for its application in allied health. (HD)

Focuses on program evaluation of vocational education from four different starting points (context, input, process, and product evaluation) and the purposes to which each is directed. (Editor/TA)

Describes implementation of Responsibility Center Management in the School of Science at Indiana University-Purdue University (Indianapolis) to achieve higher academic and research goals and what the institution as a whole has learned about the approach. Argues that this form of decentralized management is a partial antidote to the outmoded,…

To increase the value of its endowment, a college or university must manage three separate but interdependent factors: endowment spending rate; investment policy; and fund-raising. Using lessons learned by other institutions, Oberlin College (Ohio) developed strategies for spending and investment that balance the institution's need for income, the…