Ten case studies that describe the planning process and strategies employed by colleges who use computing and communication systems are presented, based on a 1981-1982 study conducted by EDUCOM. An introduction by John W. McCredie summarizes several current and future effects of the rapid spread and integration of computing and communication technologies and discusses their implications for academic administrators. The case studies represent a wide range of institutions (small liberal arts colleges, large state universities, independent doctorate granting, church-affiliated, and technological). About half of the institutions have decided which information-processing strategy will be followed, while the remaining schools are still developing strategies. The institutions and case study authors are as follows: Hamilton College (David Smallen), Dartmouth College (William Y. Arms), Pepperdine University (John McManus and James Penrod), Carnegie-Mellon University (Douglas Van Houweling), Rensselaer Polytechnic Institute (James Moss), Stanford University (Paul R. Kaufman), Cornell University (Kenneth M. King), University of Iowa (James W. Johnson), University of Minnesota (Carl Adams, Peter C. Patton, Peter Roll), and the California State University (Thomas W. West). (SW)