With rising student loan debt, a tough job market for recent graduates, and a tougher default standard higher education institutions will have to meet in 2014, strengthening default prevention efforts is an imperative. Yet it's not always clear what factors determine default rates and how much influence higher ed institutions have in keeping defaults low.
The campus bookstore at Tallahassee Community College (Fla.) uncovered a problem in the course of its annual student survey. "What we noticed last spring was that more and more students were not buying textbooks, period," says Vice President and Chief Financial Officer Teresa Smith. "They told us that in our surveys. They wrote comments like, 'I just didn't buy my textbook this semester' or 'I borrowed the chapters I needed from a friend when it was time to study for an exam.'"
Educating students to "think critically, reason wisely, and act humanely" is solidly at the core of what we do in higher education. Sometimes it seems, though, that what's at the periphery—including retail, real estate, and public facilities— demands an inordinate amount of our time and energy.
So, it's another Thursday night for multi-tasking students shuffling into the campus cyber cafe. This new generation of aspiring students are plugging into Facebook, Twitter, and, importantly, student activities portals?pumping out concert tickets, premium movie seats, and gourmet pizzas?critical nourishment for burning the midnight oil for spring semester cram sessions.
“Never in my life would I have expected community colleges to be called potential saviors of the economy,” says George Boggs, president of the American Association of Community Colleges. “When the downturn started and people were being laid off, community colleges sent teams into companies to talk to workers about their options,” he explains. The importance of community colleges progressed from there.
It is easy to communicate with constituents when you are talking about enrollment growth, a large financial gift, faculty accomplishments and new building projects. But what about when the going gets rough? What then? How do you share bad news with individuals, both internal and external, who are vested in your institution?
It's 2010. Do you know where your mobile web visitors are? If your college or university hasn't managed yet to provide an online presence for this growing section of its target audience, it should probably have been named a New Year's resolution. The days where desktop computers—or even their little brothers the laptops and netbooks—were the only important devices in web town are over. The year of the mobile web has finally dawned upon us, and there is no turning back.
Over the past two years, Arizona State University has opened two new schools at its campuses in the Phoenix area. But these educational additions are not training future social workers, lawyers, or business executives. They'll be turning out qualified future college students, many of whom—ASU officials hope—will populate the state's universities years from now.
Are you watching all the for-profit universities'; stocks soar as their online programs grow by double-digit percentages?
The recently concluded holiday break wasn't much fun for those very bright but struggling freshmen students who got their first taste ever of academic failure.
Natural and man-made disasters cause immediate harm and can also have an impact for months or years afterward. This article offers basic recommendations for pre- and post-disaster leadership, planning, preparation, and action to mitigate a disaster's effect, expedite your institution's recovery, and maximize the financial recovery process. Start with the premise that disasters do occur and pose serious challenges and problems for institutional leadership.
At the University of San Diego (USD), while students and faculty look forward to summertime, the USD Wireless Team is working without any real breaks. The USD Wireless Team knows that summer brings more than 12,000 visitors on campus for events, sports camps, and conferences. Each year the Team is faced with a number of challenges in supporting these visitors, including providing secure wireless internet access across a campus that spans 180 acres.
In our current economic environment, critical funding for an array of essential entities and institutions has dried up, leaving a momentous gap between budget needs and realities. Universities are certainly no exception to this phenomenon. Even Harvard is feeling the pinch. The university had reported a 30 percent decline in its endowment for the fiscal year ending June 2009.
We're starting the new year by announcing a new recognition program here at University Business, a program that honors those administrative departments that have found a way to work smarter and better. We call it Models of Efficiency, and it gets to the heart of what University Business is all about, a message that is reflected in our tag line, "Solutions for Higher Education Management."