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“Technological change is like an axe in the hands of a pathological criminal.”

“Technological change is like an axe in the hands of a pathological criminal.” — Albert Einstein. Measuring Our Success. Weekday average daily number of visits is now currently around 18,000 These number show a 15% increase over the average for 2005…

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“Technological change is like an axe in the hands of a pathological criminal.”

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  1. “Technological change is like an axe in the hands of a pathological criminal.” — Albert Einstein Power to Do.

  2. Measuring Our Success • Weekday average daily number of visits is now currently around 18,000 • These number show a 15% increase over the average for 2005… • and approximately 23% increase over 2004. • That’s approximately a half a million visits to some area of www.PhilaU.edu every month! Power to Do.

  3. Charting Traffic Power to Do.

  4. Recent improvements • Dynamic calendar by Trumba at www.PhilaU.edu/calendar.html or “mixed-in” (e.g. www.PhilaU.edu/alumni/schedule.html) • Faculty information managed by database at www.PhilaU.edu/schools/ssh/faculty.asp • Information tailored to Parents at www.PhilaU.edu/Parents • Institutional Research pages at www.PhilaU.edu/IR • Accounting as model for new “features” at www.PhilaU.edu/sba/UndergradMajors/Accounting • YouTube account for Philadelphia University • iTunes University Power to Do.

  5. Future improvements • Improved application process • Online giving • All faculty info dynamically generated • Directory info from Colleague • XML markup for catalog • A new web site for Fashion Design • A new web site for School of Design and Media • A new web site for Instructional Design and Technology • A “Faculty Lounge” • Business and Finance umbrella site All of these improvements are necessary, but only a few really address “where we need to be” Power to Do.

  6. Where we are vs. Where we need to be • print model data model • non-compliant HTML compliant HTML and use of XML • 99% static HTML dynamic HTML and XHTML • CSS for fonts comprehensive CSS • limited CMS better CMS • “human” hierarchy faceted classification • labor-intensive nav more of a wiki model • limited vendor solutions extended vendor solutions • fractured integrated Power to Do.

  7. How we Get to Where We Need to Be • Content managers continue to manage content, but be prepared for a change to the CMS • WAG members need to be in agreement that development means holistic change and not “one-off” postings (read as: patience in the coming months) • Increased focus on the public web site for recruitment, and overall communications and operations Power to Do.

  8. “It doesn’t work to leap a twenty-foot chasm in two ten-foot jumps.” — American Proverb Power to Do.

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