The University of Iowa and Indiana University each launched active learning classroom initiatives centered on faculty development. These programs not only benefit individual instructors and their students, they are changing campus pedagogy and culture in powerful and enduring ways.
In 2011, funding from an Integrated Planning and Advising for Student Success (iPASS) grant allowed Austin Community College to begin the work needed to revamp and improve the student experience. This article describes that journey.
IT centralized across a system makes IT governance critical, as decisions can have far-reaching impact. The Colorado Community College System recently redesigned its centralized IT governance to create more open, transparent project review and approval processes that include and benefit from stakeholders at all system levels.
Animal science educators have trouble obtaining and maintaining meat carcasses for their meat science classes. In response, the University of Nebraska–Lincoln is developing an open repository of three-dimensional virtual animal carcass simulations to provide immersive learning environments for distance, online, and face-to-face students.
Registrars possess a unique perspective of the intersection between curricular and co-curricular learning. They are well-positioned to help expedite the implementation of new credentials, their complementary technologies, and data mining techniques. Elon University's Visual EXP provides an example.
Common training challenges related to computing support services include effectively training new employees, providing continuous training to existing employees, and upgrading employees' knowledge and skills as the institution adopts new technologies and procedures.
This case study provides an inside look at how Fresno State designed, built, and managed a student support desk for tablet-based learning during its pilot year.
Moving faculty and staff to Gmail and Google Calendar required quickly training IT professionals across campus to support the new systems — which were not a priority among their other pressing concerns.
The role of chief data officer meets two urgent needs on campus: leading data administration efforts and building analytics capacity to drive decisions with data.
Academic innovation is not just about new channels for delivery, but includes approaching questions and answers in the context of new technologies and data.
