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Campus safety inspections, which determined the type of environmental health and safety training needed for faculty, staff, students, and researchers, took three staffers four days followed by several days of data input. The school automated the process, cutting the number of hours in half and saving more than $49,000 in annual training and $8,000 in staff and travel costs.
Baldwin Wallace University's IT department was maintaining more than 65 types of hardware with multiple operating systems, which tied them down and made it difficult to be forward-thinking. Through virtualization, BW consolidated its computing and storage infrastructure. Now it has 87 percent fewer servers, and projects a three-year ROI of 194 percent.
UWG's pub and print department was mandated to become self-funded by 2013. The department searched and found equipment that could meet its needs affordably in other departments and shifted them to pub and print. Worker responsibilities were realigned and some student work was offloaded to the students themselves. The efforts generated both productivity improvements and financial savings.
After doubling its number of graduates, Polk needed to automate its graduation applications process. A customized Access database was created with built-in reporting capabilities. An automated download capability was added to link graduate information with the reporting database. The result: Advising hours have been reduced by 1,600 per year and the additional clerical help is no longer needed.
SCU's Clinical Internship program was manually maintained and took hours each day for staff to review credit request forms and patient procedure logs. A new Clinical Internship Portal automated students' schedule. Students and clinical faculty now submit and approve credit and patient tracking forms online, substantially reducing time involved and eliminating paper.
Preached by a select few in academe who saw the recession approach like a speeding freight train, the do-more-with-less philosophy—finally—is gaining traction and critical leadership support in higher education both nationally and abroad. Yes, finally.
Unintended consequences will frequently result from unique events. Barton College (N.C.) fashioned one of the most dramatic finishes ever played when it won the DII National Men’s Basketball Championship in spring 2007. In the last 45 seconds, a single point guard sank five baskets.
In the wake of a slow, mostly jobless recovery, volatile market conditions have chilled the appetite of multinational corporations for creating permanent, full-time employment opportunities with health benefits.
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Hurricane Sandy made landfall in Atlantic City, NJ, at the end of October, creating devastation up and down the East Coast. Over 100 people in the U.S. died as a result of the storm and millions were without power for weeks. College and university campuses were not immune to the damage.
While voters across the nation were glued to their screens on election night counting electoral votes, the higher education community was holding its collective breath awaiting the answers on a number of important ballot initiatives, proving this year’s election was truly about more than blue and