Summarizes the observations, ideas, and proposals of nearly 250 representatives of community organizations, businesses, trade associates, non-profit agencies, government and educational institutions, including current students and alumni, about what City College of San Francisco (California) might do to prepare for and face a number of important…

The report evaluates a proposed San Ramon Valley Center community college and responds to California legislative requirements that the California Postsecondary Education Commission (CPEC) advise the legislature and governor regarding new institutions and campuses of public higher education. The report concludes that the San Ramon Valley Center…

This proceedings document presents the texts of 11 papers presented at the 1999 annual meeting of the Association of Higher Education Facilities Officers. The papers are: (1) "Is There a Pot of Gold at the End of the Rainbow?" (James J. Sebesta, Charles Strutz, and Frank Brewer); (2) "Preparing for Y2K" (Joe Spoonemore, Michael Montgomery, and…

The crucial decisions and attitude changes that educators and administrators must make if higher education is to survive into the 21st century are identified using the insights and ideas of Alvin Toffler, John Naisbitt, Gerard O'Neill, and other futures thinkers. (Author/RM)

Advocates of parks and recreation must face the challenge of seeing beyond traditional boundaries, embracing new alliances, and translating hopes into actions. Vision, strategy, and grassroots strength and strong leadership skills are critical to the future of parks and recreation. (CJ)

Some recommendations to encourage effective marketing of continuing education programs are presented, and the use of strategic planning to develop programs is discussed. A marketing management program is seen as necessary for adding depth, substance, and integrity to continuing education programs. (MLW)

A project to prevent the unplanned long-term placement of children in foster care used case review as an integral part of an information and monitoring system. It eliminated the shortcomings of traditional management information systems by involving workers, supervisors, and administrators in the design of the system. (Author)

With new knowledge (obtained from tools that can help to predict the future) and basic assumptions about society and education, educational planners must begin to plan for the future. Futurists and educators should compare approaches and plans for the near future and beyond. (CJ)

Describes the long-term economic and demographic forecast from recent long-term computer global models, discusses their relevance and limitations with regard to educational policy, and suggests a computable quantitative framework designed to overcome criticisms of current models. (Author/CMV)

Advises that young people should be helped to a clearer understanding of how the Selective Service System works and the options for satisfying a military obligation. (JD)

To clarify the relationship between planned and preferred age for retirement, concurrent trends in the measures for a sample of workers were compared. Workers generally preferred to retire sooner than they planned to, and preferences were revised over time, tending to converge with the planned age for withdrawal from work. (Author)

Discusses the prospects of electricity deregulation and highlights nine steps school districts can take to reassess and update their plans for maximizing the benefits of deregulation. Suggestions include forming an energy management team, seeking discounts and rate incentives, getting involved in competitive user groups, and aggressively seeking…

Discussion of changes in business information protection since the September 11th terrorist attacks focuses on three planning goals: continuing to serve the customer in times of threat; implementing new communication paradigms; and establishing a comprehensive knowledge redundancy program. Considers threats other than terrorism, risk management…

A survey of 6,000 British small businesses, 600 interviews, and 120 case studies found that 70-80% were family owned; most favored informal management styles. In family-owned businesses, training of nonfamily employees was considered less crucial; investments in the latter were related to long-term business strategies and potential succession.…

The article describes how planning was used to transform the University of Twente (The Netherlands) from a regional to an entrepreneurial national institution. Noted are contexts of Dutch higher education and history, developments since 1964, strategic development for the 1980s, planning since 1980, a strategic plan for the 1990s, and the present…