Using Technology, Reengineering, and Competitive Business Strategies to Reposition Colleges and Universities for the 21st Century

A Two-Day Conference With Pre- and Post-Conference Workshops

June 23-24, 1997
Four Seasons Hotel
Philadelphia, PA

Executive Education Center
Drexel College of Business and Administration
(215) 895-1604

Theme and Purpose | Conference Program | Cost | Registration Information | Payment & Cancellations
Travel Arrangements | Hotel Accommodations

Conference Theme and Purpose

The new technological, economic and social realities of college administration and education demand dramatic change for the new millennium. What's at stake? The survival of many institutions and the continuing quality of higher education as we know it.

The technology is galloping ahead of all of us, higher education included. Welfare reform demands that we pay attention to retraining as a society. The population of high school graduates prepared (both academically and financially) to pursue a four-year degree continues to be demographically unstable while the costs of administration and faculty continue to rise. Corporate and individual adult students are increasingly interested in convenience, preferring courses delivered by various means to them at their location rather than to travel to campus. Demands from short term fixes will not create the kind of future our institutions want and deserve. Colleges and universities must rethink their mission, and build new systems to efficiently deliver quality education to a changing marketplace.

This conference will study the fundamental changes being implemented at pioneer colleges and universities and explore how creative adaptation, private sector business strategies such as distance delivery and reengineering can be adapted to higher education. Moreover, the overarching issues and core values will be reexamined. This conference is aimed at those who want to become the leaders of the future.

More than just theory, this conference is based on the real life experiences and successes of your colleagues from around the country. Take advantage of this unique opportunity to learn from and exchange ideas with higher education leaders who have "reinvented" their institutions.

Conference Program

Sunday, June 22, 1997

11:30-3:00--Pre-Conference Workshop

Transitioning from Face-to-Face to Distance Education

Lessons Learned

Moving from traditional lecture-learner style education to completely asynchronous, multimedia based distance education is not a trivial task; nor appropriate in all cases. While distance education (re: correspondence courses) is far from a new undertaking, computer assisted (supported) or fully electronically disseminated, learn anytime, anywhere, is. Yet, while technology seems to be a train which lays track in any direction at whim, moving toward learner (user) centered education not only requires a paradigm shift in delivery, but also one in instructional design.

This workshop attempts to reflect on the issues of conversion including:

  • The politics of conversion
  • Conversion - the Process
  • Instructional Design
  • Evaluation
  • The Economics of Conversion
  • Program Administration
  • Technology
  • And more!

John Morris, Director, Architectural Engineering and Distance Education
College of Engineering, Drexel University

3:30 - 5:00--Optional Excursion

Rodin and Michelangelo: A Study in Artistic Inspiration
Dorrance Special Exhibition Galleries - Philadelphia Museum of Art

We have reserved a block of tickets for this special exhibition. Draweings and sculptures by both artists will be displayed on this, the last day of the exhibition. Call early to reserve your space!

Dinner - on your own

Monday, June 23

7:00--Registration and Continental Breakfast

7:45--Welcome and Opening Remarks

Welcome and Opening Remarks by Chairman Timothy Perkins
Welcome by Dr. Constantine Papadakis, Drexel University

8:15 am

Keynote - Higher Education in the 21st Century

Colleges and universities are being bombarded by tumultuous forces for change - - global communications, virtual classrooms, telecourses, corporate classrooms, a highly competitive global economy, increased competition among social agencies for scarce resources, pressure for institutional mergers, state-wide program reviews and so on. What are other signals of change that will affect the future of higher education? How can we interpret these signals to plan more effectively as we reinvent our institutions? How many leading edge higher education institutions be organized and function in the 21st Century?

Dr. James Morrison, Professor of Educational Leadership
Editor, On the Horizon, University of North Carolina, Chapel Hill

9:00 am

Strategic Planning: (Re)Defining the Mission

No college or university can successfully implement change or achieve excellence unless its long-term purpose is clearly defined. This mission should be the foundation upon which all strategic decisions are made. It is implemented through the first year experience which is essential to the future academic and service climate, and provides the foundation for a coherent education. Every institution must decide its mission of service and how to implement it.

Dr. Harold Eickhoff, President, The College of New Jersey

9:55 am-- Break

10:15 - 11:30--Concurrent Sessions

Serving Customer Needs for the 21st Century

Effective strategic planning requires an understanding of the elements of society your institution will serve. As society's needs change, colleges must reach out to constituent communities and then build organizational structures and resource bases to support the delivery of new programs. How will successful 21st Century colleges and universities meet these challenges?

John E. Steffens, Assistant Vice Provost, University of Oklahoma

The Birth of New Institutions: The Future is Now

A discussion of the status of the newly forming International Community College, which is an alliance of community colleges dedicated to offering all instructional products glocally, utilizing appropriate educational technologies. Mertes will discuss this new kind of institution in the context of the revolutionary changes occurring in education today.

David Mertes, President, The International Community College


Luncheon Speaker

Asynchronous Learning Networks (ALNs) use Computer-Mediated Communication (CMC) to support online courses of study, in which anytime, anywhere access to interactions among the students and the teacher/facilitator is a key element. The asynchronous nature of the interaction leads to new paradigms for teaching and learning, with both unique problems of coordination and unique opportunities to support active, collaborative (group or team-based) learning.

Starr Roxanne Hiltz, New Jersey Institute of Technology

1:15 - 2:30 pm--Concurrent Sessions

Reallocating Resources: New Solutions to Old Challenges

For decades, colleges and universities have successfully reallocated resources to support high-priority programs during times of fiscal constraint. What impact has years of reallocation had on the quality of education and support services? Can you squeeze any more out of the system without breaking it? What new ideas and innovative approaches are being considered? Ten creative resources reallocation alternatives are presented.

Donald Bruegman, Former Senior Vice President, Virginia Commonwealth University

Building Collaborations Through Distance Learning: A Metropolitan University's Approach to Corporate Partnerships

This sessions will discuss how a metropolitan university developed partnerships with a major corporate university, the regional Private Industry Council and a public medical system to meet the growing needs of continuous education in the changing work force environment. Distance Learning strategies include the use of interactive video, computer applications and the Internet.

Dr. Marilyn Willis and Ms. Beth Crawford
University of Tennessee, Chattanooga, Division of Continuing Education

1:15--Concurrent Sessions

Downsizing in the Past - Continuous Improvement for the Future

Management of Higher Education institutions grows more difficult each day. Taxpayer revolt, increasing competition for diminishing state resources, decreasing community support, increased pressure from private higher education competitors, and rising student demand for higher education services from more sophisticated customers all contribute to the challenging higher education environment. Learn how Arizona State University has developed a model for managing the decline of resources in its administrative service functions, and develop an understanding of the continuous improvements being made on the journey to more efficient operations.

Jennus Burton
Associate Vice President for Administrative Services, and Campus Administrative Services Officer, Arizona State University

Creating and Environment for Change: Building a Learning Organization

The learning organization, as defined in Peter Senge's The Fifth Discipline, is widely considered the new model for organizational behavior. Ironically, most colleges do not qualify as "learning organizations" because the organization itself is so resistant to change. The presentation will highlight the actual applications of Systems Thinking, Team Learning and Senge's other disciplines that are being applied in the country's largest community college system.

Ron Bleed, Vice Chancellor, Information Technology, Maricopa Community Colleges
Laura Helminski, Faculty of English, Rio Salado Community College

5:30--Networking Reception

Wind down from your busy first day by networking with your colleagues from across the country. Wine, beer and nibbles will be served. Don't miss this opportunity to share your ideas.

Tuesday, June 24

7:30 am--Continental Breakfast

8:00 am--Recap, Conference Chair

8:15 am

Thriving in the Aftermath of Unprecedented Change

Increadingly, institutions of higher education are contemplating an order of change that is unprecedented. This session focuses on what it is like to work in the aftermath of such change. What kinds of initiatives, for example, develop in the context of an environment that is designed to address change as something fundamental rather than as an add-on to business as usual? How can experimentation and innovation become the order of the day?

Elizabeth Coleman, President, Bennington College

9:45 am--Concurrent Sessions

Managing Change for Strategic Advantage

The University of Pennsylvania has taken an innovative, proactive approach to change. The university's restructuring initiative is focused on enhancing Penn's administrative effectiveness and cost efficiency through the use of business process reengineering and continuous improvement methods. A process orientation, targeted staff development and information systems enhancements are brought together to ensure a holistic approach to change. The atmosphere is one of faculty, staff and administration working collaboratively to achieve optimal delivery of administrative services.

Janet Gordon, Associate Executive Vice President, University of Pennsylvania

The Virtual Campus: A Higher Education Transformation Model

This session reflects on new paradigms, unique partnerships, and explores the transformation power of the Virtual Campus as well as the long-term impact of distance learning and instructional technologies on higher education culture. The presenter will describe and demonstrate how telecommunications technologies, Student Centered distance learning programs, and a sustained institutional change process can transform the culture of higher education and redefine roles, practices, and functions to meet the needs and the demands of the Information Age.

Jacques Dubois, Joint Director, Distance Learning
Project Director, PBS Going the Distance Project
WBCC-TV, Brevard Community College

11:15 am--Concurrent Sessions

Globalization: Issues and Challenges

No one disputes the inevitability of globalization--in business, cultural and political terms--it has already arrived. What does this arrival mean to higher edication? Will universities need to globalize in order to survive? If so, what does that mean and how does it happen? If the global changes in technology, mobility, and communication effect the ways in which we think about our subjects and the ways in which we teach and our students learn, then are we not under pressure to reweave the fabric of our universities into global focused entities?

Timothy Perkins, Vice President, Lifelong Learning and International Programs, Drexel University

Developing Partnerships with the Private Sector: Lessons Learned

The California State University Institute is the entrepreneurial arm of the 23 campus CSU system. As part of the California Virtual University and the CSU virtual university activities, the CSU Institute works with private sector companies to co-develop and co-market mediated and distributed learning course work and products. The activities of the California Virtual University and the CSU Institute will be described. "Lessons Learned" in developing such partnerships will be discussed.

Dr. Diane Vines, The California State University Institute

12:45 pm--Luncheon

2 pm--Concurrent Sessions

Non Credit Distance Executive Education - Can it Work?

One of the main problems we face in utilizing the new technologies in Executive Education is to provide education and information in a cost effective manner. It is easy to see the convenience of the technology for the user but what are the real costs for production and presentation for the provider? Do executives find electronic media a good choice for gather information. Can distance technology provide the necessary interactive medium required for executive education? While no one has any hard answers to these questions, we will give you some opinions and trends and something to think about when you are designing your next distance seminar.

Chris Christensen, Distance Learning and Executive Education, University of Wisconsin

Leadership for Quality and Planning in Higher Education

Real change is impossible without the support and participation of university leadership. The leadership team must contribure to a quality vision, inspire faculty and administrative participation and foster an environment in which everyone takes ownership of improved educational enterprise. How can your institution's leaders utilize careful and effective planning on a continuous basis?

John Brighton, Executive Vice President and Provost, Pennsylvania State University

3:30 pm

Meeting Quality Standards While Controlling Costs: "The York College Secret"

York College has evolved a set of academic policies and financial practices that help control college costs without infringing directly on quality. U.S. News & World Report calls York College "the most efficient liberal arts college" in the north. Barron's Best Buys in College Education points to it as "an example of how a fiscally responsible college should be run." How do they do it? Learn the four secrets of success operating at York College.

George Waldner, President, York College

4:30 pm

Taking Lessons Learned into the Future

In addition to attempting to pull together ideas, we've processed throughout the conference, Professor Shostak will also grapple with the following:

  • What might the Palmtop and the Information Agent mean for Higher Education?
  • What other esoteric infotech possibilities (like Virtual Reality Applications) should we be aware of?
  • Why? and So What?

Professor Shostak will help participants develop action items for their institutions.

Arthur B. Shostak, Professor, Sociology
Long-time member, World Future Society

Program Schedule subject to change. Additional sessions may be added.

Half-Day Post-Conference Workshops

Wednesday, June 25, 1997

8:30 a.m. to 12:30 a.m.

Developing Foresight Capability on Your Campus

Colleges and universities are faced with a sea of change as they enter the 21st Century: In order to plan effectively in this environment, college and university leaders must be able to anticipate new developments on their institutions and curricular programs. This requires developing a foresight capability on campus.

The purpose of this workshop is to model how you can establish a foresight capability on your campus. Specifically we will focus on (a)identifying events that will shape the future of higher education, (b)selecting the most significant events, (c)identifying the signals that indicated these events could occur, (d)drawing out the implications of each selected event if it were to occur, and (e) concluding with a set of recommendations for college and university leaders to consider as they face the challenges of the future. In-so-doing, we will pay particular attention to establishing and maintaining an environmental scanning system for the collection and analysis of data from the external environment. The workshop will be conducted as a model of how you can establish a foresight system on your campus. In addition, you will receive a handbook, Developing Foresight Capability on Your Campus, for your use in your organization.

Workshop leader: James L. Morrison, professor of educational leadership at UNC-Chapel Hill, is editor of On the Horizon, a scanning publication, and is co-editor of The Technology Colloquium, a publication focusing on integrating technology in higher education.

Full-Day Post-Conference Workshops

Wednesday, June 25, 1996

8:30 a.m. to 3:30 p.m.

How to Streamline and Reengineer Administrative Systems

An organization-any organization-is a collection of processes. Managing these processes is the key to the success of your institution. Unfortunately, most colleges and universities-probably yours-are not set up to manage processes. Instead they manage tasks (e.g. the purchasing dept., the maintenance dept., the payroll dept.).This results in duplication, inter-departmental politics, excessive monitoring and other inefficiencies that rob your administration of revenue, productivity and customer satisfaction. Many organizations have escaped this quagmire by streamlining or reengineering their processes.This workshop will introduce tools to enable you to peel away the complexity of your organizational structure (and internal politics) and focus on the processes that are truly the heart of your administrative business. Armed with a thorough understanding of the inputs, outputs and interrelationships of each process, you and your institution can:

  • Understand how your processes interact in a system
  • Locate process flaws that are creating systemic problems
  • Recognize and remove activities that do not add value
  • Streamline and improve processes
  • Identify processes that need to be reengineered.

This interactive workshop is designed for administrative executives and other leaders influential in reengineering or process improvement (TQM) initiatives.

  1. Introduction: Process and System Mapping
    1. What are process maps?
    2. Comparison between CQI/TQM and process reengineering
    3. Systems thinking: Viewing your operation as a process
    4. The System Map and its 10 key components
    5. The System Map and defining gaps between outcomes and expectations
    6. Selecting key processes to improve
  2. The Tools: How to Analyze Processes
    1. Flow charting systems
    2. Top-Down Flow Charts
    3. Process Maps
    4. Determining value-added vs. non-value added activities
    5. Identifying the "best" process measures
  3. Implementation Guide: Getting your bang for the buck
    1. The change process
    2. Managing resistance to change
    3. Team-based problem solving

Workshop Leader: Orion Development Group

Wednesday, June 25, 1996

8:30 am to 3:30 pm

Asynchronous Learning Networks: The Theory and Practice of Collaborative Learning Online

Many universities and K-12 institutions have begun to integrate the use of asynchronous learning networks into their educational delivery repertoire. What kinds of collaborative or group learning structures and activities have worked well in this medium? What kinds of software tools and supports are helpful for "ALN's" or "Computer-Supported Collaborative Learning (CSCL")? How do you get started? What are some exemplars of resources and approaches that have been used successfully in various types of courses? What pitfalls should be avoided, and how? What are the potential impacts on the future of the university? These are among the questions that will be explored in this tutorial, with tentative answer developed and discussed.

  1. What is an ALN? Summary of major ALN/CSCL efforts and resources.
  2. Theories of Collaborative learning
  3. Some examples of successful uses of ALN's
  4. Getting Started: steps for putting your classes online
  5. The "virtual professor": How to design and facilitate CSCL. Problems such as "electronic anomie" and how to handle them.
  6. The online degree program: logistical nightmares.
  7. The future: probable developments in the next ten years. Senior's Learning Networks.

Workshop Leaders:
Starr Roxanne Hiltz ,Distinguished Professor of Computer and Information Science and Director of the Collaborative Systems Laboratory at NJIT
Murray Turoff , Distinguished Professor of Computer Science and Director of the joint NJIT-Rutgers Ph.D. in Management of Information Systems.
Their most recent book, with Canadian colleagues Linda Harasim and Lucio Teles, is Learning Networks: A Field Guide to Teaching and Learning Online (MIT Press, 1995).

Conference Details

Dates and Location:

June 22-25, 1997
Four Seasons Hotel
One Logan Square
Philadelphia, PA

Conference Fees

Reinventing Higher Education Conference, June 23-24, 1997

  • $895 per person when registering at least 30 days in advance.
  • $945 per person when registering within 30 days of the conference.
  • This includes the program abstracts, two breakfasts, two luncheons and the reception
Per-Conference Workshop - June 22, 1997
  • $200 per person. This includes refreshments and workbook.
  • Pre-Conference Art Exhibit - June 22, 1997
  • Rodin and Michaelangelo Exhibit--$15
Post Conference Workshops - June 25, 1997
  • Developing Foresight Capability--half day--$200
  • Reengineering Administrative Systems--full day--$350
  • Asynchronous Learning Networks - full day--$395
  • Conference audio tapes and workbook--$250
  • Conference audio tapes only--$195

To Register

Contact Drexel for registration information

  • By Phone: Call us at (215)895-1604
  • By Fax: Fax completed enrollment card to (215)895-1602
  • By e-mail: Send details to
  • By Mail:
    Drexel University
    Executive Education Center
    32nd and Chestnut Streets
    Philadelphia, PA 19104

Payment and Cancellations

Payment should be made prior to the start of the program. A full refund will be made if cancellation is received more than two weeks prior to the start of this conference. Substitutions will be accepted at any time.

Travel Arrangements

Arrangements have been made through Advantage travel for special rates on air travel. Call Paula Jean or Mary Ann Clark at 800-788-1980 as soon as possible to obtain the lowest fares. Identify yourself as a Reinventing Higher Education conference attendee.

Hotel Accommodations

All conference sessions and workshops will take place at one of the area's finest hotels:

Four Seasons Hotel
One Logan Square
Philadelphia, PA
(215) 963-1500

A block of rooms has been reserved at the Four Seasons Hotel at a special rate of $140 night plus room tax. Do not delay! To secure reduced rates and guarantee a room at the conference site, contact the hotel by May 21,1997. Please identify yourself as a registrant in the Reinventing Higher Education conference. Alternate hotel accommodations are available.

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