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It seems like a geological age ago when admissions officers considered themselves educators first and foremost, with a penchant for interacting on a personal basis with adolescents, their parents, and professional counselors in the high schools.

Because of the smooth aid award eligibility process, students can concentrate on the business of getting to campus and getting housing, books, and other details in order.

The Retention Mentors team, based at various locations across campus, have contact - but not overcontact - with at-risk students to help provide assistance as needed and keep them in school.

Thanks to the new system, staff can spend more time assisting students and much less time processing phone requests for meetings.

Blackboard, the ubiquitous online course-management tool, is a valuable resource for faculty, staff, and administrators alike. However, its learning outcomes are only as good as the quality of material that faculty members use to build all of their courses on the back end, a typically lengthy process. So when Regent University (Va.) officials decided to add an undergraduate business major and approached the school’s Center for Teaching & Learning in April 2008 to develop and deploy 40 online courses over the next year, CTL staff knew they had to find a different way of doing things.

Employees arriving on campus for Day One can get acquainted with the institution without sitting in an orientation session.

Pierrette Maillet, associate director of annual giving at Southern Polytechnic State University, with just a bit of the paperwork that no longer needs printing.

Stacks of old job posting binders no longer clutter the center, making it more welcoming to student visitors.

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 the stories of our Summer 2010 Models of Efficiency honorees demonstrate, there are a multitude of good ideas being implemented that streamline processes without reducing the quality of service that campus constituents deserve, and in many cases expect.

Smart, highly educated, experienced executives moving into a new role are expected to hit the ground running. Their calendars are already packed with appointments and tasks, and their bosses (e.g., the president, chancellor, provost, or board, depending on the person's role) have pressing goals that need to be achieved ASAP. After a promising start, the new leader's performance veers off track. If a course correction isn't made, it can lead to derailment. Why?

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