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At RIT, barcodes adorn all tech equipment, so when the internal auditing group conducts an asset audit, additional equipment beyond what is already tracked is rarely discovered by the team.

Tracking IT assets across a higher ed institution is tricky business. Depending on the college or university, it may be done by an internal audit group or IT, or a combination of both.

IT asset audits are important from a risk management perspective because they help schools track compliance with software licensing agreements, as well as state and federal requirements, and help them be more efficient.

Heading to the campus library used to mean needing serious study silence or a spot for solitary scholarly pursuits. Although the library’s shell may look the same, inside it’s a decidedly different and livelier place.

“The hush-hush is over. Instead you get noise, you get dialogue, you get engagement, you get creativity, you get sharing,” says Jim Draper, vice president and general manager at Gale, the division of Cengage Learning that provides digital and print products to libraries.

Community colleges have a long tradition of articulation agreements with four-year institutions, ensuring that those who begin at a two-year school can seamlessly transfer. As the college trajectory becomes less standard­—even for students with bachelor-sized goals who begin at the community college level—institutional leaders are creating or adding the reverse transfer option to articulation agreements.

Like most state universities in Michigan, the University of Michigan-Dearborn has entered into several reverse-transfer agreements with community colleges in recent years. In determining whether to activate the reverse-transfer process for a particular student, UM-Dearborn examines several criteria, says Ken Kettenbeil, vice chancellor for external relations. Here’s his checklist of items to consider:

Higher ed leaders are enhancing orientations to bring adjuncts to campus who are more likely to improve student outcomes.

An email from the department chair with a building and classroom number, a schedule, a syllabus, and instructions for getting a parking permit is about all the orientation many adjuncts receive before arriving on campus to teach their first class. It’s no wonder many of them don’t assimilate into campus.

As leaders at some institutions have realized, it’s not enough to offer just an orientation for adjuncts. Additional training and support after the initial orientation has ended is good practice. For example, at National Louis University in Illinois, Linda Kryzak launched the Post-Training Café in March 2013 as an online forum for faculty members to support one another and share ideas.

  1. Pay adjuncts for attending the orientation session
  2. Invite adjuncts on staff to participate
  3. Allow a range of campus departments to make presentations
  4. Give campus tours
  5. Host a getting-acquainted meal
  6. Provide online sessions for convenience and review
Since pesky parking to-do’s such as getting a permit or paying a ticket can be done online, there’s no need to find a spot near one of the parking offices at Northern Virginia Community College.

Dan Hofmann has been working for years to make parking about more than just painted lines, structures, and tickets. From city government positions to parking operations management at Harvard University to his current role as director of parking and transportation services at Clemson University (S.C.), he has been a champion for parking efficiencies. It wouldn’t be a stretch to say he makes parking cool.

College administrators are experimenting with cut-rate models by freezing tuition, slashing sticker prices, and rolling back tuition.

Has college tuition begun to go the way of Walmart-style pricing? College administrators are experimenting with cut-rate models by freezing tuition, slashing sticker prices, and rolling back tuition, driven to discover a way to tip the scales toward enrollment growth. So far, results are mixed. Also, the excitement of experimentation is being tempered by the uncertainty of the current college marketplace.

  • With a dramatic change in net price, ensure that enrollments will increase to certain levels. Otherwise, operating costs must be substantially reduced.
  • Identify the types of students you want and set the sticker price accordingly.
  • Diversify the revenue stream and operate more efficiently.

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