Search

The article focuses on a building renaming at Colgate University to honor Jewish heritage amid rising antisemitism on college campuses. Topics include donor Dan Benton's decision to rename the building after his family's original Jewish surname to contrast with other donors pulling funding, the significance of the building's new name in Jewish philanthropy, and the personal connections of the author to the renamed Bernstein Hall.

The article discusses Georgetown University's innovative approach to transforming its core undergraduate experience through the Red House initiative, which aims to modernize traditional education methods. Topics discussed include the challenges of integrating new academic models, the role of experiential learning in shaping student development, and the mixed reception of these innovations among faculty and students.

The article discusses the role of Candace M. Thille, the founder of the Open Learning Initiative at Carnegie Mellon University in Pennsylvania, in bringing big data to college teaching. The perspective of Thille that adaptive learning will become an important tool for teaching is outlined. She also mentions the need for colleges to find ways to raise money for the research and development of learning software so companies will not encounter problem with the classroom delivery system.

Foundry College is designed to prepare adults for middle-skill jobs that won't leave them vulnerable to losing their livelihoods to a robot in the years to come. [ABSTRACT FROM AUTHOR]

The article discusses Ivy Bridge College, a program established by Altius Education and its founder Paul Freedman at Tiffin University that helped adults earn associate degrees and transition to four-year colleges. Information is provided on the events leading up to a July 2013 decision by Tifflin's accreditor, the Higher Learning Commission of the North Central Association of Colleges and Schools, to have the school ends its partnership with Altius due to low academic quality and student retention.

The article discusses religious education leader Eboo Patel's work on interfaith programs at U.S. colleges, and mentions his books such as "Acts of Faith: The Story of an American Muslim, The Struggle for the Soul of a Generation" and "Sacred Grounds: Pluralism, Prejudice, and the Promise of America." Patel's Interfaith Youth Core (IFYC) for training college students in religious tolerance, the effect of Islamic terrorists on public opinion of religion, and the theory of social capital are discussed, as well as religious diversity at U.S. colleges. Patel's education, work for U.S. President Barack Obama, and his interfaith programs at college such as Dominican University are mentioned.

The article presents a profile of Arizona State University (ASU), exploring its New American University model of innovation and reform which focuses on diversity, student retention, and educational quality. Particular attention is given to the leadership role of ASU president Michael M. Crow, the school's status as a research university, and ASU's alterations to its campus, teaching methods, administration, and academic departments in an effort to increase enrollment and produce more graduates. Other topics include ASU's programs to transition transfer students from two-year colleges, teaching innovations that focus on technology and adaptive learning, and the school's emphasis on Science, Technology, Engineering, and Mathematics (STEM) disciplines.

The article provides several ideas from contributors to the journal on ways in which higher education can be reformed. Ideas related to topics including the use of writing as a way to assess learning in all subjects, the appointment of two college presidents at each institution, and a model of providing badges, rather than grades, to students to indicate mastery of content are provided. Some of the additional recommendations regarding reform include providing students and parents with accurate calculations of out-of-pocket costs for college degrees, reprioritizing the aims of the National Collegiate Athletic Association (NCAA) to focus on the educational needs of college athletes, and incorporating technology into counseling and advisement services for college students.

The article presents a profile of the University of North Texas (UNT) at Dallas, providing a chronological history of the urban, public college and examining reform efforts at the school based on the concept of disruptive innovation. Particular focus is given to the role played by the management consulting firm Bain & Company in advising UNT-Dallas on its reforms, which according to the article will focus on cost reduction, services for adult and traditional college students, and academic programs based on career preparation. Criticism regarding the reform plans from faculty and community members are highlighted, centering on concerns regarding educational quality and college student recruitment.

The article outlines a competition devised by New York City mayor Michael R. Bloomberg which would allow for the construction of a university dedicated to the study of applied sciences on a site known as Roosevelt Island. Particular focus is paid to the efforts of Stanford University and Cornell University to submit applications for constructing schools that will focus on information technology and business development. Comments from Cornell dean Daniel P. Huttenlocher and Stanford president John L. Hennessy are provided regarding their respective proposals along with an examination of individuals and groups that have sponsored their efforts. Other topics include the lack of technology-focused colleges in New York City and an additional proposal submitted by Columbia University.

The article presents an examination into the status and trends of pharmaceutical research in the United States in 2011, particularly highlighting the shift in project spending from large industries to research universities. Details are given noting how the biotechnology industry is cutting costs due to financial hardships and how major universities are filling the medical research gap. The Parkinson's disease treatment project of P. Jeffrey Conn at Vanderbilt University is profiled as an example of the leading trend.

The article examines efforts by executives at the University of Phoenix to reform the school's recruiting techniques, marketing approaches, and employee payment practices in order to respond to proposed government regulations and increased public scrutiny of the U.S. for-profit college sector. It explores how the financial growth of the company as an online private university led executives to question the purpose of the university and to initiate changes to the organizational structure. It overviews changes to the compensation system for the college's financial-aid and enrollment counselors, outlines alterations that have been made to the television and Internet marketing campaigns of the school, and discusses the implementation of an orientation program for students.

The article discusses the ramifications for U.S. colleges and universities that have a high number of former students who have defaulted on their student loans. Some of these for-profit schools have reached out to default management companies in order to find such former students and encourage them to get forbearances on their loans so that the schools' rate of defaulters will stay low. President Lauren Asher of the Institute for College Access and Success discusses the need for default management services. The repayment options that are available to former students include switching to an income-contingent repayment plan or getting a forbearance or a deferment. It is noted that for-profit colleges typically recruit low-income college students who may have difficulty repaying their loans.

The article discusses the results of the survey sent to chief finance officers that was conducted by this journal in September 2009, it was found that 62% of the respondents replied that they didn't believe that the worst of the economic pressures on their schools had ended. Approximately two-thirds of them suspect that the years 2010, 2011, or later will be more difficult financially. How the financial crisis has affected the budgets of Miami Dade College in Miami, Florida and the Oakland Community College in North Dakota is explored. Public universities' and colleges' enrollment are discussed.

The article reports on declines in investments and endowments at U.S. colleges and universities during the financial crisis. Factors influencing the declines include global economic recession, a credit crisis, and the near-collapse of several large international banks. The author suggests that philanthropy is not able to make up for the market losses and explores the impact of the recession on endowment spending rates. Other topics include liquidity, hiring freezes, spending cuts, energy investments, and increasing demand for student aid.

The article reports on growth and changes to the physical structure and academic environment of the University of Kansas in Lawrence, Kansas. Improvements include the addition of academic counselors, student-affairs officers, statisticians, and the renovations of many residence halls and academic spaces. Buildings have been added including a fitness center, a performing-arts center and the Dole Institute for Politics building. The university has attracted grant money through extensive programs in behavioral and drug-discovery research. Other topics include services for students, the physical plant, and the information-technology department.

The article examines the various experiments and strategies being employed by small, private colleges to try and increase enrollment during a difficult economic period in the United States. The article focuses on two small, private colleges, Heidelberg College and Tiffin University. Heidelberg College's strategy for increasing enrollment was increasing its spending for a new, streamlined scholarship program, and then promoting its simplified formula so that students would know how much they could get before they applied. Tiffin University cites their success with enrollment being the result of their distance-education program and 11 satellite campuses.

The article presents an in-depth examination into the financial strategies of universities and colleges within the United States, particularly highlighting endowment management and spending trends for the 2007 fiscal year and projecting possible influences for 2008. The high return rates of 2007 are mentioned, however it is suggested that with the U.S. economy fluctuating, such gains are not expected nor planned for by colleges. The successful models of diversity-focused investment strategies are described, pointing out their lower risk and focus on the long term and the utilization of international markets.

The article examines the impact of the Covid-19 pandemic on class lecture as a teaching form. Topics discussed include the decision of many faculty members to think more holistically about their approach to instruction in response to the pandemic, the move by colleges to alter how they recruit potential students, and the replacement of place-based conference with new way to connect by academic and higher-education professionals.

The article looks at how a growing number of traditional colleges are turning to call centers, paying for online leads, and other commercial recruiting tactics. Nonprofit institutions like Indiana Wesleyan and LeTourneau Universities, along with UMassOnline, regularly find themselves vying for visibility on Google and Yahoo search pages. The nonprofit colleges are putting more money and more personnel toward recruiting strategies built around "pay per click" advertising campaigns based on keyword searches. Nonprofit colleges are also upping their spending on "pay per lead" deals with online-directory companies and other lead aggregators that use their own marketing and search-engine-optimization techniques to gain prominence for their advertisements and URL's.

The article reports that news that Alfred E. Mann, one of the wealthiest entrepreneurs in the U.S. is getting ready to provide $2-billion to set up endowments at more than a dozen universities has sent university leaders at some of the nations' top research universities scrambling to make their case for a piece of the pie. But now, as officials are learning more about the conditions attached to the money offered by the Alfred E. Mann Foundation for Biomedical Engineering, several universities are growing uneasy about the idea.

The article presents information according to which nonprofit leaders face a major quandary as they make endowment investment decisions these days. Like many prominent investors, nonprofit endowment managers expect that over the next decade, what was once a standard portfolio composition of 60 percent in stocks and 40 percent in bonds will now produce returns of just 6 percent to 8 percent annually. Children's Healthcare of Atlanta, which runs two nonprofit hospitals, added alternative investments to its 1.2 billion dollars endowment for the first time just a year and a half ago, allocating 10 percent to hedge funds and another 10 percent to private-equity funds.

Discusses the growth in biotechnology and life science research conducted by universities in Kentucky and Ohio, as of November 2004. Background on the development of genetically engineered tobacco hybrids by the University of Kentucky for drug creation; Challenges faced by the states regarding biotechnology research projects, including the drawing of venture capital; Role of health conditions in Kentucky in the growth of the biotechnology sector in the area.

Focuses on the financial problems being encountered by colleges and universities in the U.S. which may affect their viability in 2004. Factors that lead to the falling revenues of colleges and rising costs for services; Reason behind the expected decline in federal grants and tuition paid by foreign students; Economic implications of the demand created by growing number of high-school graduates for the colleges and universities.

Reports on the allegation of scientist Tyrone B. Hayes that pesticide manufacturer Syngenta tried to bury his findings about the side effects of Atrazine herbicide on frogs. Effects of the herbicide on frogs' hormones; Resignation of Hayes from Ecorisk Inc., the consulting company that hired him to do research for Syngenta; Criticisms of Hayes's studies. INSETS: How a Research Project Became a Corporate Conflict;About Atrazine.

Presents information on higher education companies in the U.S. Plans of Sylvan Learning Systems to focus on international universities; Acquisition of Ross University by DeVry Inc.; Number of students enrolled at Career Education Corp.

Deals with doubts on the participation of oil company Exxon in the Global Climate and Energy Project of Stanford University, which concerns the control of greenhouse gases produced by traditional fuels. Speculations on the reasons behind the involvement of Exxon in the project; Concern raised by environmental activists on the project; Companies which serve as sponsors of the project; Overview of the technological barriers to project implementation.

Presents a four-day log of the investing activities of Jonah Schnel, a venture capitalist who invest only in companies based on university inventions in software and telecommunications. Background on the popularity of venture capital investing among universities and colleges; Fundamentals of university spinoffs; Excerpts of his discussion with university staff and students.

Focuses on the strategic alliance between the University of California in Berkeley and Novartis company. Criticisms on the Berkeley-Novartis pact; Terms of the agreement; Discussion on the controversies that resulted from the pact.

Focuses on Michael C. Markovitz, co-founder of the Illinois School of Professional Psychology, a for-profit college. Biographical information; Traditional lack of academic respectability given to for-profit schools; Details on Argosy Education Group Inc., the largest for-profit provider of doctoral programs in the United States; Criticism of Argosy.

The article discusses the relationship of U.S. college and university leadership to cultural change and innovations in higher education. Topics include cooperation with industry at Xavier University in Cincinnati, Ohio, strategic planning efforts at Oberlin College, and the involvement of university administrators in organizational change.

Reports on colleges' minimal engagement in the outsourcing of information technology systems management in the United States. Companies' lack of appreciation for academic issues; Outsourcing's provision of colleges with computer expertise; Colleges' filing of lawsuits against high-technology companies.

Focuses on architect Adam Gross and his 15 years of experience working with colleges as a campus planner. His architectural focus on hospitality to bicycles and pedestrians; Work and plans of his firm, Ayers/Saint/Gross; Comments of Gross on the reasons why most college campuses are poorly planned; Preference of Gross to working with colleges rather than corporations; Colleges and universities that Gross has worked with; Cost of service for a full-scale campus.

Focuses on the increasing popularity of telecommunication networks among American universities. University of Maine System's plan to make its telecommunication network a separate institution; Florida's plan to establish a statewide network to improve education; Universities' concerns over costs and efficiency of networks; Changes made in several state policies in response to emerging technologies. INSET: Some examples of state networks..

Presents the outlook for higher education in the 50 state legislatures in the U.S. in 1991-1992. Appropriations request; Alabama; Alaska; Arizona; Arkansas; California; Colorado; Connecticut; Delaware; Florida; Georgia; Hawaii; Idaho; Illinois; Indiana; Iowa; Kansas; Kentucky; Louisiana; Maine; Maryland; Massachusetts; Michigan; Minnesota.

Profiles John Silber, president of Boston University and Democratic nominee in the Massachusetts Governor's race. Comments of critics and admirers on Silber's characteristics; Success of Silber in the Massachusetts Governor's race; Significance of Silber's victory in the primary.

The article presents the legislative outlook for higher education in 50 states in the U.S. for 1990. The appropriations requested by statewide coordinating boards or individual college and university systems are provided. The outlook of the budget request and the legislative schedule for budget hearing are provided.

The article focuses on the legislative aspect of issues related to higher education in fifty states in the U.S. this year. Alabama higher-education officials have requested legislative bodies to grant $523.6 million for four colleges and universities in Alabama. Colorado higher education leaders have requested $380 million for the state's education system. The latest estimate reveals that the state will receive only $50-million for new educational programs this year.

The article reports on the conflict between Oregon Governor Neil Goldschmidt and college leaders over Goldschmidt's meddling in the system of higher education in the state. Goldschmidt, who is action-oriented, made changes in the academe using conventional political tactics. A search is still being conducted for a replacement for Chancellor William E. Davis, who was forced to resign due to pressure from Goldschmidt.

The article reports that a Gallup Poll shows revealed that Americans rank the quality of public education neck and neck with the country's drug problem as the most important issues in the 1998 presidential election. The poll officials cautioned that the results should be read in light of how the questions were asked. This poll was commissioned by the National Education Association.

Discusses issues related to the formation of Western Governors University (WGU), as of February 6, 1998. Expectations for WGU; Use of technology in a so-called virtual university; Costs involved; Concerns about impact on academia in general; Expected sources of enrollment; Course work to be offered; Appeal to corporate market; Hurdles remaining to be overcome; Business aspects of education. INSET: Utah's governor enjoys role as a leading proponent.....

The article discusses the efforts of educational technology companies to aid student achievement at colleges and universities through personalized education. Topics discussed include companies including Starfish, GradesFirst, and Acrobatiq, the efforts of Colorado State University in Fort Collins, Colorado to find the best educational technology products, and the goal companies have to improve student learning.

The article looks at how modern higher education institutions have revised their academic calendars to better serve students balancing family and career obligations as well as improve student-completion rates and create more in-depth learning experiences. Particular attention is given to the use of experiential learning and distance education practices at schools such as Maricopa Community College, University of Montana Western, and Arizona State University.

The article reports that many college chief financial officers (CFOs) are pessimistic about the state of the U.S. economy and the financial status of their own institutions, with the author noting that many U.S. states are withdrawing support for public colleges and universities.

The article presents a profile of the Utah Science and Technology and Research Initiative (UStar), a program wherein the Utah State Legislature provides funding for Utah State University and the University of Utah to hire college professors and researchers in the fields of medical device and computer gaming technology. It explains that the goal of the UStar program is to provide opportunities for research that will lead to job creation within the state and describes how the UStar Governing Authority board is able to eliminate funding to research projects that fail to produce results. It also provides comments from several professors who were recruited to Utah through the UStar program including Guido Gerig, Massood Tabib-Azar, and Marc D. Porter.

The article reports on ways in which U.S. for-profit universities are attempting to comply with the federal government's regulations which require that at least ten percent of their revenue come from sources other than federal student loans. It focuses on a decision by Corinthian Colleges Inc. to increase tuition for students in order to avoid violating the law and provides criticism regarding ways in which this increase will impact student loan debt. It also describes how tuition assistance for active-duty and veterans of the U.S. military is calculated in the regulations, discusses differences in the political support of the requirements by the Democratic and Republican parties, and profiles how Strayer University has been able to comply with the revenue structure.

The article discusses data released by the U.S. Department of Education regarding a trial study of loan default rates for students enrolled at for-profit universities in the U.S. It examines reasons why many colleges run by higher education companies such as Corinthian Colleges, ITT Educational Services, and the University of Phoenix have reported large differences in the two-year and three-year default rates of students receiving aid. It also explores how this data will factor into proposed U.S. federal regulations of for-profit colleges, presents comments from Corinthian spokesman Kent Jenkins, and provides graphs depicting the differences in default rates at public, private, and for-profit universities.

The article presents a profile of the technology transfer company University College London Business (UCLB), a for-profit institution that performs medical and scientific research in partnership with the University College London (UCL) in London, England. It provides a description of how research grants and British government funding help to finance projects such as medical research into macular degeneration, the development of a blood bank to study cancer in women, and the invention of compression socks to increase circulation in the legs of athletes and hospital patients. It explores the tech-transfer model in U.S. research universities, examines the social responsibilities of research institutions, and provides comments from UCLB director Cengiz Tarhan.