A radical blueprint for reinventing American higher education. America’s research universities consistently dominate global rankings but may be entrenched in a model that no longer accomplishes their purposes. With their multiple roles of discovery, teaching, and public service, these institutions represent the gold standard in American higher education, but their evolution since the nineteenth century has been only incremental. The need for a new and complementary model that offers broader accessibility to an academic platform underpinned by knowledge production is critical to our well-being and economic competitiveness. Michael M. Crow, president of Arizona State University and an outspoken advocate for reinventing the public research university, conceived the New American University model when he moved from Columbia University to Arizona State in 2002. Following a comprehensive reconceptualization spanning more than a decade, ASU has emerged as an international academic and research powerhouse that serves as the foundational prototype for the new model. Crow has led the transformation of ASU into an egalitarian institution committed to academic excellence, inclusiveness to a broad demographic, and maximum societal impact. In Designing the New American University, Crow and coauthor William B. Dabars—a historian whose research focus is the American research university—examine the emergence of this set of institutions and the imperative for the new model, the tenets of which may be adapted by colleges and universities, both public and private. Through institutional innovation, say Crow and Dabars, universities are apt to realize unique and differentiated identities, which maximize their potential to generate the ideas, products, and processes that impact quality of life, standard of living, and national economic competitiveness. Designing the New American University will ignite a national discussion about the future evolution of the American research university.

A significant contribution to the literature about American community colleges, this guide describes the community college system in each state in terms of its purpose, history, and the current status of its governance, funding, and enrollment. Forty-eight contributors, who are professional community college leaders, have written about the schools in their respective states. The coeditors all have substantial high-level administrative experience in individual community colleges or state community college systems. This publication provides valuable insights regarding how community colleges began in each state, their amazing growth in the 20th century, and the challenges they face as they enter the next millennium.

A bracing account of liberalism's most radical critics introducing one of the most controversial movements of the twentieth century "One of the best discussions of the extreme right's intellectual foundations that I have ever read."--George Hawley, author of Making Sense of the Alt-Right "One of the best books I've read this year. . . . Its importance at this critical moment in our history cannot be overstated."--Rod Dreher, American Conservative In this eye-opening book, Matthew Rose introduces us to one of the most controversial intellectual movements of the twentieth century, the "radical right," and discusses its adherents' different attempts to imagine political societies after the death or decline of liberalism. Questioning democracy's most basic norms and practices, these critics rejected ideas about human equality, minority rights, religious toleration, and cultural pluralism not out of implicit biases, but out of explicit principle. They disagree profoundly on race, religion, economics, and political strategy, but they all agree that a postliberal political life will soon be possible. Focusing on the work of Oswald Spengler, Julius Evola, Francis Parker Yockey, Alain de Benoist, and Samuel Francis, Rose shows how such thinkers are animated by religious aspirations and anxieties that are ultimately in tension with Christian teachings and the secular values those teachings birthed in modernity.

In the United States, 1,200 community colleges enroll over ten million students each year—nearly half of the nation’s undergraduates. Yet fewer than 40 percent of entrants complete an undergraduate degree within six years. This fact has put pressure on community colleges to improve academic outcomes for their students. Redesigning America’s Community Colleges is a concise, evidence-based guide for educational leaders whose institutions typically receive short shrift in academic and policy discussions. It makes a compelling case that two-year colleges can substantially increase their rates of student success, if they are willing to rethink the ways in which they organize programs of study, support services, and instruction. Community colleges were originally designed to expand college enrollments at low cost, not to maximize completion of high-quality programs of study. The result was a cafeteria-style model in which students pick courses from a bewildering array of choices, with little guidance. The authors urge administrators and faculty to reject this traditional model in favor of “guided pathways”—clearer, more educationally coherent programs of study that simplify students’ choices without limiting their options and that enable them to complete credentials and advance to further education and the labor market more quickly and at less cost. Distilling a wealth of data amassed from the Community College Research Center (Teachers College, Columbia University), Redesigning America’s Community Colleges offers a fundamental redesign of the way two-year colleges operate, stressing the integration of services and instruction into more clearly structured programs of study that support every student’s goals.

Considers. H.R. 16958, to authorize a public community and vocational college and public college of arts and sciences in D.C. H.R. 7395, and identical H.R. 14769, H.R. 15365, H.R. 15966 and H.R. 16353, to establish a Board of Higher Education in D.C. H.R. 4761, to establish a public community college and a public college of arts and sciences in D.C. H.R. 4763, to establish within the D.C. Teachers College a junior college.