Bill Tyson has been advising colleges and universities on getting media attention for more than 30 years through his firm Morrison & Tyson Communications.
It took one determined program director, two tries, three years, and much collective brainpower—but at Chatham University in Pittsburgh, today's interior architecture program students can earn a bachelor degree in three years rather than four.
It's hard to believe that it's been 10 years since brand marketing first swept higher education. During that time we have seen countless colleges and universities launch and develop brand strategies.
Renewed efforts will be needed in the days ahead to prepare the next generation of campus leaders. The average age of college and university presidents is about 60; a wave of retirements over the next five to 10 years is inevitable.
Summer is typically a time for relaxing—for most people. In higher education, no one rests for long. Running an institution is often just as time-consuming and intense as at any time of the year, and this summer seems to be more turbulent than ever.
So many choices, so many decisions. Campus HR professionals face decisions about how to enhance their technology systems to streamline business processes. Purchase new software or tweak existing HR modules? Help vendors build a compatible interface for a program or design it in-house?
Thanks to lecture capture, Julia Marty completed her junior year at Northeastern University (Mass.) this spring.
Smart, highly educated, experienced executives moving into a new role are expected to hit the ground running.
Last month's End Note featured a president who lived among students for an overnight. Here is the perspective of another president who has lived as a student for a day?and who allows a student to sit at his desk for that day.
We thought at first it was the bounce book authors get when the timing is right for their titles, in our case, Turnaround: Leading Stressed Colleges and Universities to Excellence, (Johns Hopkins University Press, 2009).
The financial pressures on institutions and the scrutiny on spending continue. But campus administrative offices also continue to find new ways to change their practices for the better.
As a reader of this magazine, you were probably not surprised--much less chagrined--by the 2009 publication of a three-volume set of books entitled, The Business of Higher Education (Praeger Publishers, 2009). Nor, I would wager, do you find University Business an unusual magazine title.