Learning Resources

Abstract: Following a February visit to his ACE fellowship institution in New Jersey, Alabama A&M’s Gary Crosby brought back with him a sense of planning urgency, even though COVID-19 had yet to strike in his state. That head start allowed his university to recommit to their student-centered mission, enabling the creation of an engaging campus-like virtual student affairs experience. Find out how his team is maintaining that momentum with fluid early recovery planning.

Abstract: The process of devising a financial strategy to enhance its academic distinction began at Rutgers, a large, public, research university, in 1980 with a not uncommon statement of the Rutgers Board of Governors that sounded like many other mission statements. It used the expected phrases: continue development as a national and international resource by improving quality of instruction, research, and service; increase emphasis on scholarship; expand graduate and research areas of excellence; enhance programs to serve society's needs for broadly educated, humane, competent professionals to serve New Jersey's needs in education, business and industry, public policy studies, government, and other areas. But the Rutgers board did not see the statement as a platitudinous expression to be said and forgotten, and called upon the University administration to implement the statement with all due speed. What follows is the story of its implementation and the results of that action.