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Claflin University is leading the way in graduating underrepresented minorities at the bachelor’s level and preparing them for graduate school in STEM. Claflin University is a small liberal arts institution with the primary focus on teaching. However, because of the national demand for STEM professions, and the gap between the supply and demand, Claflin administrators were astute enough (14 years ago) to realize that in order to be effective as a teaching institution, there must be a delicate balance between teaching and research. For the state of South Carolina which has the third largest percent population of African Americans (31%) in the country, educated and trained minorities in the STEM fields are in even higher need as they can serve as role models and help build up a minority higher education pipeline within their home towns. HBCUs are central to this mission of increasing minority participation in STEM and have been playing a vital role in educating underrepresented groups. Therefore, Claflin University made a courageous decision (14 years ago) to enhance the role of research-based teaching, specifically in STEM. This synergistic move would bolster Claflin’s competitiveness as a teaching institution with a strong and sustainable research core.

Education to an international standard that can provide successful careers has arguably been the main drive of many parents to allocate scarce financial resources to the education of their progenies. Competition for high-calibre degrees has seen an explosion of opportunity in the private education sector. As many Global South countries do not have the equivalent control of standards provided in the United Kingdom (UK) by the Quality Assurance Agency, this can lead to dissatisfaction with the qualifications received in the Global South. This chapter aims to explore the factors influencing participation in higher education in the Global North versus the Global South, particularly where these relate to or vary by locality, and the relative influence these have on the propensity of the learners living in these areas to progress into higher education in local universities. The conceptual framework and methodology provided in this chapter show the differences between transnational education (TNE) as primarily a standalone or independent activity supported by a UK higher education institution (HEI)/provider versus being a collaborative effort between a UK host university and a South/Southeast Asian HEI university partner. The methodology provides a strategy for UK host institutions to best provide carefully aligned independent or collaborative partnerships with the partner country regulatory bodies. The chapter concludes with the author’s personal reflections and recommendations based on decades of collaborative and independent university provision of TNE. These reflections are focused on design-based courses in selected South/Southeast Asian HEI partnerships with the College of Architecture and Design at Birmingham City University.

This chapter focuses on the social responsibility of public universities and community colleges to expand access to higher education through collaboration. Higher education has historically been riddled with hierarchies, including selective admissions, institutional rankings and faulty narratives about the inferiority of community colleges. More recently, there has been a shift in the relationship between community colleges and universities as universities begin to see the value of reaching out to their communities, diversifying their student bodies and providing alternative pathways to a bachelor’s degree. The authors begin by arguing that public universities should collaborate with their community college counterparts to right historical wrongs, serve the broader community and maximize the use of public resources. The authors then present a case study of a concurrent-use partnership model between institutions and highlight the everyday practices that contribute to successful implementation. The authors conclude by describing the benefits of collaboration for institutions and students with the goal of showing that social responsibility and organizational effectiveness go hand in hand.

The purpose of this paper is to identify and highlight the key constructs of an enabling policy environment and their probable impact on development and implementation of recognition of prior learning (RPL) process in higher education and training in South Africa with reference to library and information science (LIS) field.

The study adopted quantitative methods, and utilised questionnaires and document analysis to collect data. The study used a combination of quantitative and qualitative methods to collect data from all the ten LIS schools in the South African higher education and training landscape. The questionnaire was used as the main data collection tool to collect quantitative data through a survey research design. In addition, the researcher employed content analysis to analyse qualitative data collected from institutional RPL policy documents.

The study found that the LIS schools have aligned most of their institutional RPL policies and procedures with South African Qualifications Authority’s national RPL policy (2013). However, in terms of the institutional RPL policy environment, the study found that there was a low level of compliance regarding certain aspects of the policy environment among LIS schools despite their express explicit commitment to the principles of equity of access and redress.

In-depth interviews were not conducted to ascertain the reasons for low level of compliance regarding certain aspects of the RPL policy.

This study is valuable for higher education institutions, policy and governance, government and other stakeholders to assess the level of compliance to legislative and regulatory framework in RPL implementation in higher education and training in South Africa. In addition, the study was important for LIS schools in particular as RPL can be used as a tool to open access and increase participation in learning programmes to counteract low level of student enrolments in this field.

There is very little published concerning compliance to legislative framework RPL implementation in higher education and training. Furthermore, most published work relate to RPL implementation in higher education and training in general. The paper describes compliance to legislative framework to RPL implementation in higher education and training in South Africa with special reference to LIS field.

The community college model is evolving in the Socialist Republic of Viet Nam. During June 2009, 11 of the 12 existing higher education institutions with “community college” in their official name were examined utilizing a qualitative multiple-case study approach. Data were collected in the field from June 1 to 23, 2009, while making visits to each of the 11 colleges, the Ministry of Education and Training (MOET), and the Vietnam Association of Community Colleges (VACC). Five data collection techniques were utilized to examine the bounded system: (a) semi-structured interviews, (b) survey of the college rectors, VACC informant and MOET informant, (c) participant observation with field notes, (d) document review, and (e) photographs taken during each site visit. After the field study stage, e-mail communication with the study informants between August 2009 and March 2010 clarified questions and developed a deeper level of understanding of the Vietnamese community college model. Results of the study (Epperson, 2010) indicate that although legislation does not exist to permanently establish the higher education institutions named community colleges, a community college model does exist and is in a state of evolution. The model can be defined by a set of core characteristics which emerged from the data. Five themes were particularly prominent: (a) public higher education institutions with community ownership at the provincial or city level, in conjunction with MOET oversight for academic matters; (b) multidisciplinary programs designed to meet the unique needs of the community; (c) multi-level certificates and diplomas conferred up through the college level (three year) of higher education and articulation agreements with universities enable students to earn a university bachelor's degree; (d) domestic and international partnerships are actively sought to develop social capital; (e) scientific and technological research based on community needs as required in the 2005 Education Law.

The purpose of this paper is to explore not only the academic measures such as grade point average of success of college-to-university transfer programs (Pathway Programs), but also the social-cultural facilitators and barriers throughout the students’ Pathway experience.

The experience of students and academic advisors moving between Queensdale College and North Star University (NSU) (pseudonyms) were analyzed using a mixed-methods approach including analysis of data from online surveys, secondary data (course performance), and focus group interviews.

Students who are able to enter the Pathway Programs at NSU perform on average better than their four-year traditional program peers. There remain a number of social-cultural barrier which need to be addressed to improve the overall experience of these transfer students.

The results from this study will assist the administrative decision makers in designing Pathways and their associated communication plans in order to meet the needs of the students with tools and supports that are both perceived by the students as valuable and are improving their Pathway experience and ultimately their academic performance.

The move to develop Pathway Programs in Ontario is a new phenomenon, even in provinces where this is more common, few studies exist which consider the social-cultural aspects of the student journey between the two institutions. This study moves beyond the standard academic performance data and provides insight into the critical role played by the social aspects in higher education experiences.

Investigates a census problem‐solving model developed, by the author, to provide team members in an organization with a people‐centered vision. Provides and discusses 11 steps to the consensus problem‐solving process. Concludes that this process helps a team to develop as such, where ideas are shared and discussed.

Investigates a versatile consensus problem‐solving model developed by the author which gives values a central position. Provides team members with a principle‐centered vision to encourage inspired solution finding. Because the model provides a discipline for the alternate suspension and use of critical judgment, it constructively channels the expression of diverse viewpoints and defuses negative conflict. Discusses 11 steps to the consensus problem‐solving process. Concludes that this process helps a team to manifest the paradoxical attributes of both unity in diversity and patient efficiency.