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The Campus Connections Program can help provide other universities with a better method to reach out to students so they can learn what resources are available to them on their university campus. This paper aims to examine how it does this.

An investigation was performed to find out what services were on the University of Central Florida's campus. Determining that many of the necessary resources were not being promoted to the students, the Campus Connections Program was developed. A review of relevant literature highlighted the point that partnerships/working relationships are important to perform successful outreach to those you wish to contact.

Through a survey instrument, it was concluded that a better way of reaching out to students was necessary. There are other outlets used to promote an organization's services, the difference shows that the Campus Connections Program provided a better forum for the exchange of information.

A survey of nine questions was administered to representatives who participated in the Campus Connections Program. The survey sought to determine if the established method of reaching out to students was useful.

Student orientations are the normal route groups take to meet students and discuss their services. Providing the time and location within the library for those same groups to meet the students individually, is what makes the Campus Connections Program unique.

A coalition of students, professors, administrators and operational staff at Lafayette College designed an environmental module to integrate in-class curricular education with out-of-class environmental engagement. The purpose of this study was to improve the ethos of sustainability across campus.

The research reported here draws from qualitative and quantitative assessments to corroborate previous evidence that institution-wide collaboration is a necessary prerequisite for the successful development of such environmental campus programming.

It adds to those prior conclusions with the finding that three intertwined factors are critical keys to success. One is attention in the design process to coalition building between the academic, administrative and operational units of campus; second is a strong focus on organizational capacity; and third is explicit attention to preparing long-term management.

The particularities of college campuses, where student residence is temporary while the campus environment is continuous, require attention to organizational sustainability as much as the more common technical features of sustainability (e.g. energy, water, food, transportation systems, etc.). For small colleges seeking to implement similar programming to foster a culture of sustainability on their campuses, that commitment to organizational sustainability demonstrates that maintenance, durability and invested personnel are essential factors when similarly seeking interdisciplinary environmental education initiatives.

This paper describes the original program structure of Greening Lafayette. The program was built on the campus of Lafayette College through specific co-curricular, administrative, academic and facilities efforts. The paper details the approach Lafayette College students and faculty took to draw from best practices in campus sustainability, analyze their campus’ baseline engagement in and awareness of sustainability and leverage their college’s structures to design a program that generates a campus ethos of sustainability. It further elucidates the importance of ensuring the organizational sustainability of the program itself. While Greening Lafayette was designed for the context of a specific undergraduate campus, the program offers a model for faculty, students and administrators of other colleges and universities to build coalitions, design sustainability programming and develop an ethos of sustainability on their campuses.

The global proliferation of distance learning programs has become a major phenomenon of our times. So rapid is the growth rate of distance learning options, that statistics on them are rendered out-of-date at the moment of publication. As soon as innovations in media and automation technologies have appeared, their new capabilities have been adapted to distance learning applications, fueling the growth of distance learning programs, and providing marketing tools for the promotion of newly upgraded or newly created distance learning programs and institutions. Rapid growth in a highly competitive market has led to the duplication and overlapping of new distance learning options both within institutions and across institutional and geographical boundaries.

The Campus Connections Program can help provide other universities with a better method to reach out to students so they can learn what resources are available to them on their university campus. This paper aims to address this issue.

An investigation was performed to find out what services were on the University of Central Florida's campus. Determining that many of the necessary resources were not being promoted to the students, the Campus Connections Program was developed. A review of relevant literature highlighted the point that partnerships/working relationships are important to perform successful outreach to those you wish to contact.

Through a survey instrument it was concluded that a better way of reaching out to students was necessary. There are other outlets used to promote an organization's services, the difference shows that the Campus Connections Program provided a better forum for the exchange of information.

A survey of nine questions was administered to representatives who participated in the Campus Connections Program. The survey sought to determine if the established method of reaching out to students was useful.

Student orientations are the normal route groups take to meet students and discuss their services. Providing the time and location within the library for those same groups to meet the students individually is what makes the Campus Connections Program unique.

In 2004 and 2007, the Kauffman Foundation awarded 18 universities and colleges $3–5 million dollars each to develop radiant model entrepreneurship education programs and campus-wide entrepreneurial ecosystems. Grant recipients were required to have a senior level administrator to oversee the program who reported to the Provost, President, or Chancellor. Award recipients included Syracuse University (2007) and the University of Rochester (2004). Cornell was not a Kauffman campus. This chapter explores three case studies in the radiant model of university-wide entrepreneurship education as deployed at Cornell University, The University of Rochester, and Syracuse University. The authors examine the history, accelerators, and challenges of the radiant model of university-wide entrepreneurship education.

This paper aims to describe a case study of the open and affordable educational resources (OAER) initiatives led by Penn State University Libraries (UL) and implemented at its many campuses which are designed to address the challenges students experience accessing and funding their course materials.

This case study will show how a broad administrative mandate for high-level OAER initiatives created the environment for Penn State (PSU) to evolve from individual pioneering units into coordinated university-wide initiatives. This shift, spearheaded by administration with strong UL involvement, allowed for customized and targeted initiatives at its many campuses. By using UL’s centralized, but geographically dispersed, structure, library faculty and staff have been supported in their efforts to expand OAER from the ground up to meet individual contexts and campus needs.

As a result of its many open and affordable initiatives, PSUL has been able to demonstrate both savings and increased access for students across PSU’s many campuses and World Campus. Broad administrative support has created an environment which enabled UL faculty and staff to lead various initiatives.

UL has long been a leader and partner in open and affordability initiatives at PSU because of its core mission of providing access. By sharing the processes and logistics of how a large research institution with many campuses of various sizes implemented a wide variety of library-driven open and affordability initiatives through a centralized but geographically dispersed structure, academic libraries will be able to replicate similar initiatives in their unique contexts.

This paper aims to present a successful partnership between the library and other campus units of California State University Sacramento in the program of campus‐wide laptop loan service. As an integral part of university resources, the library staff and systems play an exceptional role in collaborating with other university units in the campus‐wide program.

Three campus units worked together to create a model of support in innovation, cooperation and sharing of the campus resources, technology and expertise. Introducing the establishment of the campus‐wide loan service program and sharing service feedback retrieved from multiple service units in the project contributed to the success of this new program in the campus resource‐sharing practice.

Collaboration, cooperation, and teamwork are fundamental in sharing campus resources, and creating staffing synergies and delivering an ever‐increasing range of university services, especially in an environment of budget constraints and economic difficulties.

There are many academic libraries now providing laptop loan service, but campus‐wide laptop loan service needs more collaboration, cooperation and communication for the program crew to embrace differences in serving a common‐interest group.

The aim of this project is to modify and test the executive model of professional teacher training of disaster prevention education.

A three‐level teacher‐training program for disaster prevention education and training curricula is designed for campus disaster mitigation. The designed disaster prevention education in schools focus on the awareness of disasters, attitude toward prevention, preparation beforehand, appropriate countermeasures, scheduled drills, establishment of community‐based prevention units, participation, training programs for teachers, safety warning signs for public buildings, and research on disaster prevention.

The accomplishment of the project includes: the design of a systematic license procedure for disaster prevention for the leading‐level, county‐level, and campus‐level; the design of a systematic curricula for teacher training of disaster prevention and training campus‐level teachers; and the evaluation of the efficiency and performance of the teacher‐training program for disaster prevention education.

A three‐level teacher‐training program for disaster prevention education and training curricula is designed. Statistics analysis of training and learning efficiency evaluation by trainee shows that the designed courses are efficient and practical. The project cultured 310 campus‐level disaster prevention teachers and more than 1,000 licensed teachers trained that follow the training program in Taiwan.

In this chapter, we examine the program- and university-level infrastructure to support learners in a large online Master of Science in Computer Science program. The program is novel due to its cost and size: total tuition for the entire degree is around $7,000, and to date, it has enrolled over 25,000 total students with 11,000 enrolled in spring 2021. Prior research has largely focused on the program’s administration of individual classes, but in this work, we examine the administration of the program at higher levels: at the program level, including its academic advisers, career counselors, and alumni relations, and at the university level where it integrates with on-campus infrastructure for academic integrity, student advocacy, and disability accommodations. We close by offering three guidelines for implementing similar programs at other schools, taking into consideration the full range of experience in building the program.