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Students Kylie Campanelli and Chad Marvin operate a hydroponic lettuce farm that lives inside an upcycled, 40-by-8-foot shipping container at Stony Brook University in New York.

Designed by the company Freight Farms, the hydroponic lettuce farm inside a shipping container at Stony Brook University in New York uses 90 percent less water than traditional growing methods to provide an acre’s worth of leafy greens to campus dining halls.

Students use farm-management technologies such as cloud-synced growth data and a smartphone app to control lighting.

Recent regulations from the Department of Education improve protection for student borrowers targeted by misleading or predatory practices, and establish a clear path for loan forgiveness in instances of institutional fraud or misconduct—an issue financial aid experts say will impact both for-profits and nonprofits.

After years of working with multiple food service vendors and local restaurants, Carnegie Mellon University brought fast-casual bakery chain Au Bon Pain to campus. The school’s first experience with a national restaurant franchise, it was a 12-month process from the brainstorming phase to opening the doors to hungry students.

Carol Patton is a Las Vegas-based writer who specializes in human resources issues.

As the national movement for unionization continues to grow across college campuses, there’s an important lesson here. Unions typically spring up where inequities are either perceived or actually occur.

IT Community Unity—At Cal Poly Pomona, AV harmoniously operates under the greater information technology department umbrella—which may well be because the CIO still allows AV to have autonomy. (Photo: Cal Poly Pomona/Tom Zasadzinski)

AV has been absorbed by the IT department on many college campuses. But is the situation more like a friendly merger or hostile takeover?

The trend started in the mid-2000s, when AV equipment joined the network and control moved to remote software suites. The transition put AV departments in constant communication with the IT teams that manage those networks—making the adoption of AV by IT a natural progression.

With only 775 students, the need for a dedicated AV department was low at Martin Luther College, a teacher and pastor training institution in southwest Minnesota. The IT department handled the installation and wiring of emergency broadcast systems and of classroom AV technology, including projectors.

But as the school’s music program grew, an AV division created itself within the IT department.

“We always recorded concerts, but then five years ago, the desire arose to live-stream concerts and recitals,” says James Rathje, director of instructional technology.

More than 40 years after it was established, Title IX continues to pose compliance challenges for higher education institutions struggling with sexual assault investigations. Some say the federal government doesn’t provide enough guidance.

Students at Connecticut College can access its student information system via mobile or desktop.

In today’s world of vast networks and complex data analysis, the student information system is becoming a powerful tool to track—and influence—student success. By looking at the big picture of data generated across an institution’s enterprise resource planning software, universities can begin to forecast student outcomes.

“Look for a system that is very easy to use and easily adopted. I would want to make sure the new SIS could be easily connected to the fundraising system, housing system and admission system. I’d look for the SIS to become the core of our operation and make sure everything can easily be integrated with it.”

—Jack Chen, CIO, Adelphi University

College and universities must face a harsh reality: employer expectations of their graduates are changing. As the world becomes more complex, so do employer demands. It’s not enough for candidates to have the professional or technical skills needed for a particular job. Hiring managers now want strong “right brain” attributes -- communication, collaboration and creativity – and the ability to apply both hard and soft skills to their role.

Shani Lenore-Jenkins is associate vice president of enrollment at Maryville University.

While its primary focus is to educate students, a university is still a business with customers. Traditional marketing methods such as mailings, phone calls and old-fashioned boots-on-the-ground visits are no longer the best ways to reach today’s tech-savvy students, who find the information they need online.

The University of Maryland’s open source textbook initiative, known as “MOST,” has guided faculty through more than 50 OER adoptions. The program helps instructors assemble resources to significantly keep down the cost of course materials.

Open educational resources have grown over the last few years from one-off oddities in single courses to the basis of entire degree programs. Cutting out textbook costs for students tops the list of reasons administrators encourage faculty to develop and adopt these free—or very inexpensive—resources, also known as OER.

John Meagle is the chief marketing officer at Centenary University in New Jersey.

When Centenary College was granted university status in May, the news was celebrated by students, faculty, alumni and staff. For the marketing and student recruitment team, it was an opportunity to build awareness of the experience the institution offers career-oriented students.

Considering that textbooks can account for 25 percent of a community college student’s degree, some institutions have banded together to develop more open educational resources.

Nirmal P. Narvekar, now at Harvard, was previously CEO of Columbia University’s $9.6 billion endowment, which returned an average 10.1 percent during his leadership.

Nirmal P. Narvekar is the new president and CEO of Harvard’s $35.7 billion endowment, the largest fund in higher ed.

Narvekar, a former JPMorgan Chase & Co. derivatives trader, was also previously CEO of Columbia University’s $9.6 billion fund, which returned an average 10.1 percent during his leadership from 2005 to 2015. At Harvard, he is expecting to improve fund performance and reorganize staff at Harvard Management Co., which oversees the endowment.

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