The campus student center may once have been the place students passed through on the way to their next class. But these facilities have evolved into bustling destinations that foster campus culture and community.
Disputes over intellectual property (IP) rights have been around as long as faculty members have been producing ideas. Whether it’s a cure for a disease, a textbook, or even a syllabus, ownership and IP rights are dictated by a policy at every college and university in the United States.
In her role as web manager and assistant director of institutional marketing at Elms College (Mass.), Karolina Kilfeather routinely relies on student workers to help carry the department’s workload. She has found that while they may make valuable contributions, students often pose special management challenges.
As we launch the fourth year of our Models of Efficiency recognition program, we are seeing lots of familiar names. The University of Wisconsin-Stout, a 2011 honoree, picks up two more awards this round, for separate efforts within the Registration and Records Office. Miami Dade College’s two winning entries are also among the group of nine conversation-stimulating stories we share this month.
It costs much more to recruit new students than to keep the ones you have, which is why retention is so important to colleges and universities.
With a 67 percent one-year retention rate costing $6.5 million in lost revenue annually, Valdosta State University (Ga.) officials knew they had to act. The problem was data that could have helped identify remedies were sorely lacking, and what little information the institution possessed was difficult to access and analyze.
Until 2009, students at Asheville-Buncombe Technical Community College (N.C.) could wait as long as two hours to be seen by a counselor in student services, which includes the offices of admissions, advising, financial aid, and the registrar. After signing in on a sheet of paper in one of the four offices, students waited to be seen. Sometimes they were then referred to another office, where they got in the back of the line. The process was not only time-consuming, but frustrating.
Despite a freeze introduced three years ago on full-time hiring, which was necessitated by statewide funding cuts to higher education, Miami Dade College still regularly hires part-time workers to fill support roles.
Its eight campuses have 6,200 employees, and at any given time there are between 300 and 700 openings, shares Iliana Castillo-Frick, vice provost of human resources. Available jobs comprise noninstructional jobs—including clerical, facilities, public safety, administration, and supervisory roles—as well as adjunct professor jobs on the instructional side.
For newly minted alumni poised to land their first job or continue their studies in grad school, few items are more important than the transcript. Proof that the work was done, the grade earned, and the degree awarded, the transcript serves as the institution’s stamp of approval.
Historically, all 26,000 annual applicants to Johnson County Community College (Kan.) received up to three printed communiqués regarding their admissions status. While more information is usually better, the problem with JCCC’s process was that pieces of communication were not sent in chronological order. This created confusion for students.