A recent, unsuccessful effort by Senate leaders to provide a path to citizenship for children who were brought to the United States illegally sparked debate over the provision among financial aid administrators. The provision, commonly referred to as the DREAM Act, would allow the children of illegal immigrants to earn citizenship through higher education or military service.
Beyond local butchers, bakers, and candlestick makers, when was the last time you remember shopping at a family-owned and operated bookstore, pharmacy, or haberdasher, let alone a family-owned and operated school, college, or university?
As 2010 comes to a close, campus officials still have concerns about economic realities, but as many in higher education have learned firsthand, a department doesn't need an overabundance of budget dollars and staff members to operate effectively.
Even in these digital times, undergraduate admissions remains a paper-laden discipline. Viewbooks, search pieces, postcards, catalogs, applications, and more need to be printed, enveloped, and mailed, a process not only costly but also inefficient. Most inquirers to any one school, after all, end up attending elsewhere.
It wasn’t as if the admissions office at Boston University did nothing to keep from drowning in paper, working 12-hour days and weekends, and falling behind on customer service.
There were any number of reasons why The George Washington University needed to automate the way it paid stipends to the thousands of students who work there as tutors, teachers, researchers, or facilitators.
It wasn’t an idea mentioned at a conference or a snippet noted in a magazine or a suggestion from a listserv that sparked Jamie Belinne’s brainstorm. It was the time she spent waiting in her doctor’s office during an illness six years ago.
Faculty and staff at every college and university in the United States like to talk about the real-world, hands-on education it imparts to its students.
Student-athletes face the daunting task of keeping up with their studies while also devoting considerable time to practicing, competing, and traveling. That pressure extends upward to coaches, administrators, and faculty members, who are required to assess student progress and make adjustments amidst wildly varying schedules.
As far back as 1995, Sacred Heart University (Conn.) was requiring all full-time undergraduates to purchase a laptop; as early as 2002, Sacred Heart students, faculty, and staff enjoyed campuswide Wi-Fi.
Yet this self-described “pioneer in mobile computing” spent years outsourcing technical support to an off-campus call center.
College campuses are typically beautiful places. Tree-lined walkways, verdant quads, and stately buildings make for a pleasant place to take a walk.
A funny thing happened to the College of William & Mary (Va.) on its way to a more efficient way to determine each of its undergraduate students’ home address.
Dreading the implementation of the solution agreed upon, college officials instead found efficiencies in the process of working together to solve the problem.
For Mike Freeman, the projected arrival of a Wendy's in fall 2012 in the student union at The University of North Carolina at Chapel Hill is not just about tasty burgers.
Medieval castles were protected by moats, fortified walls, and small villages, yet enemies sometimes still snuck through using disguises.
A similar multilayered approach is needed to protect the modern campus IT infrastructure. Only this time the enemy is malware and viruses and the disguises are links on Facebook, Twitter, and other social media sites.