This is a timely work on a very dynamic field. It provides more than 40 best practice case studies from nearly half the states in America, and discusses current and evolving trends in the relations between educational institutions and cities, towns and other municipalities. The schools include public and private universities and colleges, public school districts, and other local school systems. Case studies examine current and evolving state-of-the-art practices. Appendices include a glossary; regional, national and international resource directories; bibliographic sources; model agreements and documents; a state municipal league directory; a state public library directory; and a summary of distance learning resources. The handbook is indexed. The future of America's cities and schools depends upon the proper management of resources through the use of state-of-the-art town-gown planning practices. Both public officials and taxpayers, faculties, as well as students, benefit from town and gown best practices.

Singer, Allison Starer, Wim Wiewel, Eugene L. Zdziarski II

Make sure you’re preparing with the most up-to-date materials! Look for The Princeton Review’s newest edition of this book, The Best 387 Colleges, 2022 (ISBN: 9780525570820, on-sale August 2021). Publisher's Note: Products purchased from third-party sellers are not guaranteed by the publisher for quality or authenticity, and may not include access to online tests or materials included with the original product.

This is a timely work on a very dynamic field. It provides more than 40 best practice case studies from nearly half the states in America, and discusses current and evolving trends in the relations between educational institutions and cities, towns and other municipalities. The schools include public and private universities and colleges, public school districts, and other local school systems. Case studies examine current and evolving state-of-the-art practices. Appendices include a glossary; regional, national and international resource directories; bibliographic sources; model agreements and documents; a state municipal league directory; a state public library directory; and a summary of distance learning resources. The handbook is indexed. The future of America's cities and schools depends upon the proper management of resources through the use of state-of-the-art town-gown planning practices. Both public officials and taxpayers, faculties, as well as students, benefit from town and gown best practices.

In the last quarter of the twentieth century, urban colleges and universities found themselves enveloped by the poverty, crime, and physical decline that afflicted American cities. Some institutions turned inward, trying to insulate themselves rather than address the problems in their own backyards. Others attempted to develop better community relations, though changes were hard to sustain. Spurred by an unprecedented crime wave in 1996, University of Pennsylvania President Judith Rodin knew that the time for urgent action had arrived, and she set a new course of proactive community engagement for her university. Her dedication to the revitalization of West Philadelphia was guided by her role not only as president but also as a woman and a mother with a deep affection for her hometown. The goal was to build capacity back into a severely distressed inner-city neighborhood—educational capacity, retail capacity, quality-of-life capacity, and especially economic capacity—guided by the belief that "town and gown" could unite as one richly diverse community. Cities rely on their academic institutions as stable places of employment, cultural centers, civic partners, and concentrated populations of consumers for local business and services. And a competitive university demands a vibrant neighborhood to meet the needs of its faculty, staff, and students. In keeping with their mission, urban universities are uniquely positioned to lead their communities in revitalization efforts, yet this effort requires resolute persistence. During Rodin's administration (1994-2004), the Chronicle of Higher Education referred to Penn's progress as a "national model of constructive town-gown interaction and partnership." This book narrates the challenges, frustrations, and successes of Penn's campaign, and its prospects for long-term change.

Leadership matters more than ever in this turbulent moment in American higher education. During these unprecedented times, glaring internal inefficiencies, communication breakdowns, and an overriding sense of cultural inertia on many campuses are too often set against a backdrop of changing consumer preferences, high sticker prices, declining demand, massive tuition discounting, aging infrastructure, technological and pedagogical alternatives, and political pressure. Strategic leadership in such a complex environment needs to be exercised in nuanced ways that differ from those embraced by corporate cultures. In Leadership Matters, W. Joseph King and Brian C. Mitchell argue that the success of higher education institutions depends on strategic leaders who can utilize the strengths of their institutions and leaders to balance internal pressures, shifting demographics, global education needs, and workforce preparation demands beyond the college gates. Drawing on their extensive experience, the authors guide senior administration, trustees, and presidents on how to lead during immense financial, demographic, and social challenges. King and Mitchell believe that, to survive, colleges must be well run—flexible, effective, and forward thinking. The authors begin with a fundamental premise—that colleges and universities must evolve and adapt by modernizing their practices, monetizing their assets, focusing on core educational strategies, and linking explicitly to the modern world. Discussing a broad range of leadership positions, including presidents, provosts, and board chairs, Leadership Matters touches on strategic planning, management and operations, stakeholder relations, campus and community, accreditation and athletic conferences, and much more. The authors offer an optimistic assessment based upon frank and stark conclusions about what colleges must do—and must not do—to remain relevant in the coming decades.