Learning Resources

Abstract: Today’s college students believe that learning technologies are necessary tools that should be integrated into their course work. However, faculty have not yet responded to these expectations. This qualitative study engaged approximately 100 faculty and undergraduate students at the University of Washington in focus groups to explore this discrepancy between students’ desires to utilize technology and actual faculty integration of technology. Universities and colleges can resolve this digital disconnect by assisting in planning curricula to meet student and teacher needs, aligning support and services to technology adoption to overcome present barriers, and informing the design and development of educational technology.

Abstract: This publication, a follow-up to the popular Planning for Student Services: Best Practices for the 21st Century, introduces the topic of web portals and call centers needed to support web services. It also describes the lessons learned from one-stop centers, which are causing facilities to be redesigned and new service career paths to be defined. Services have become a strategic issue for institutions, and web strategies—driven by web services—have become critical as well. The authors, who are among IBM best practice partners, present case studies of their institutions by describing their experiences in these areas. They also show how they have been successful in integrating technology into their student services projects, redesigning their processes, implementing change, and extending their brand.

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.