Explores what the typical college or university campus might look like in the early decades of the twenty-first century. Describes what might plausibly occur within the lifetimes of most readers, with emphasis on those changes most likely to be rendered feasible--and driven--by information technology advances. (EV)

Review of demographic changes finds that by midcentury a majority of the college population will be minorities, and all of the net increase in student population will come from minorities. Implications for recruitment, remediation, and retention are drawn. (DB)

Discussion of effective college admissions recruitment considers new methodology, including electronic media, student information systems, statistical technologies, and increased use of geodemographic tools. Stresses the importance, however, of traditional principles, such as personalization and timing of nonprofit marketing. (DB)

Discussion of effects of long term demographic changes on colleges and universities suggests that conflicting philosophies toward access, and more costly remediation efforts will require the university of the future to reform its mission as well as its labor-intensive approach. (DB)

Whatever forms they take, colleges of the 21st century must incorporate the educational fundamentals that underlie traditional residential institutions. Key ingredients of these educationally powerful environments include clear purposes, maximization of human interaction, pedagogies for active learning, recognition of individual differences,…

The characteristics of U.S. colleges and universities with high proportions of minority group students (historically black colleges and universities, tribal colleges, and Hispanic-serving institutions) are examined, the distinctive needs and circumstances of their student populations are discussed, and the unique barriers faced by each group in…

The way universities organize activities related to economic development, such as continuing education and technology transfer, will both determine and reflect fundamental shifts in university organizational structure and radical redefinition of the university's role. The more successfully the university performs these non-core, nontraditional…

Three principal reasons for worry about the financial condition of higher education today are: inflation, public concern over government costs, and demographic changes. Those responsible for the development, use, and interpretation of financial indications have special responsibilities: acceleration of development, availability of evaluations, and…

Changes that are likely to affect higher education in the near future have major implications for institutional management, governance, and leadership. Ten forecasted changes are discussed regarding: enrollment, demand, income, work-learning integration, outcomes, general education, continuing education, and costs. (LBH)

Planning for higher education involves planning for expanded intellectual horizons and civilized progress, not for decline.

On the premise that the future of higher education depends on what all of us choose to construct as social and institutional policies, the author reviews possible changes in enrollment, instructional methods, campus life, and financing over the next 25 years, concluding that the traditional system of finance should be continued. (JT)

Examines the interaction of the American college with American youth in the affluent society of the 1970s and 1980s. This society is characterized by high material productivity, high per capita income, a high proportion of youth in the population, and a high unemployment of youth. (Author/PG)

Stresses that the goal setting function can take place at a variety of levels and involve any number of different curricular, instructional or administrative frameworks. Suggests a set of agenda items for colleges which seek to engage in a future-oriented process of setting goals. (Author/PG)

Changing demographics, public expectations, and economic circumstances mean that traditional measures of postsecondary educational quality may need to be supplemented. The California Commission for the Review of the Master Plan for Higher Education is looking at options for responding to the demand for better programs and teachers. (MLW)

Computerization, a new mood of interinstitutional cooperation, and the emerging triad of university, business, and government will create major changes in what universities will have to manage and in how they will manage it. Universities must begin to plan now for the substantial changes brought by cooperative research programs. (MSE)