Today's Campus November 2009 by Jeff Macharyas

ENROLLMENT | CRM | INTERNATIONAL RECRUITING | STUDENT LOAN BUYING GUIDE

Todays’ Campus FORMERLY THE GREENTREE GAZETTE | NOVEMBER/DECEMBER 2009

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Todays’ Campus NOVEMBER/DECEMBER 2009

40 Energy hogs on campus 4 ENROLLMENT Fall 2009 enrollment drama plays out by Justin Draeger 6 CUSTOMER RELATIONSHIP MANAGEMENT Human managers lag behind their CRM technology by Tom Robinson 14 RECRUITING International student recruiting: boon or bounty hunt? by Stacie Nevadomski Berdan 18 ONLINE LEARNING Student identity verification moves to center stage by Jim Castagnera 26 CONFERENCE Overheard at Sloan-C

2 Editor’s Note by Tom Robinson

34, 50 Advertisers Showcase Index

30 THE IT DEPARTMENT Cloudy. With a chance of computing. by Joe Dysart

PRINTED ON RECYCLED PAPER

32 CLOUD COMPUTING 2008 Send in the clouds with Chad Kainz and Michael King Today’s Campus covers the people, campuses and companies that are making business news in higher education. The magazine is published six times a year. Readers are executives and managers on 3,552 U.S. and Canadian campuses, as well as those in commercial and government organizations.

36 CAMPUS OPS Skinny U by Paul Bylaska 40 ENERGY HOGS ON CAMPUS Campus energy hogs turn green plans black and blue by Tom Robinson 48 ENERGY INITIATIVE Clinton Climate Initiative provides direction, funding

52 Student Loans Buying Guide

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62 Humor When insults had class, Cartoons

609 Datura Street West Palm Beach, FL 33401 561.630.4300 | Fax 561.630.4397 www.todayscampus.com POSTMASTER Send address changes to the address above. ISSN # 2150-4695 Printed in the USA Copyright 2009 The Greentree Gazette Corporation Canada Agreement Number PM40063731 Return undeliverable Canadian addresses to: Station A, P.O. Box 54 Windsor, Ontario N9A 6J5 returnsil@imex.pb.com

Publisher Jeff Wendt Publisher Associate Jeff WendtPublishers Garry DeArmond, Karen West Associate Publishers Vice GarryPresident DeArmond, Robert Schimmel Karen West Editor Editor TomRobinson Robinson Tom Art/Production Director Director Art/Production Jeffrey Macharyas Jeff P. Macharyas Circulation Manager Assistant Editors Allison AllisonBilt Bilt, Robert Schimmel

Today’sCampus 1

E DITOR’S

NOTE

2009-10 has begun as anything but business as usual

t seems to me that enrollment management became more art than science. American families fortunately kept their cool—and admissions managers learned some new dance steps. Managing the cost of running a college is

ever more daunting. Legislators have become niggardly and endowments are still in the doldrums. Can smart administrators deliver on their core mission and reduce operating expenses at the same time? You bet. As you read this issue’s interesting articles on subjects as varied as Cloud Computing, Constituent Relationship Management and Online Identity Verification, you’ll see a common thread: technological advancement poses challenges while it opens doors. is nothing if not invigorating.TC The new normal noo Tom Robinson Robin ns is the editor of Today’s Campus. He can be rreached at trobinson@todayscampus.com

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Fall 2009 enrollment drama plays out

by Justin Draeger

fter a year of worrying, estimating, discounting and price adjusting, the dust has settled on the Fall 2009 enrollment numbers. A catastrophe that many feared did not materialize. “The American public demonstrated tremendous rationality in how they reacted to this situation,” explains Barmak Nassirian, associate executive director of the American Association of Collegiate Registrars and Admissions Officers. “As horrific as this recession has been, they know it will end at some point, and they are not making rash decisions.” So how did college enrollments shake out? Let’s see. Who showed up? Most enrollment officers equate college applications to window shopping. Applications indicate interest, but they offer no commitment. Nonetheless, applications are the first indicator schools use to estimate enrollment. Over the summer, consulting firm Maguire Associates surveyed nearly 400 enrollment and admissions leaders at four-year institutions. Most of those schools saw their enrollment inquiries hold steady or increase from 2008 to 2009. Steady applications through much of the year indicated normalcy. However, that indicator did little to alleviate concerns, according to Nassirian. Many schools, unsure about their ability to turn applications into enrollments, had to estimate and even re-estimate how many students to accept. A sizeable acceptance mistake in either direction can

have significant financial implications. Noel-Levitz CEO Kevin Crockett recalls, “Using sophisticated econometric models, we predicted enrollment to be down 10 percent this year. That didn’t happen.” Ithaca College made headlines when it over-enrolled by 20 percent. The school is paying dozens of students as much as $10,000 to defer their enrollment for a year, according to one report. Even elite Johns Hopkins over-admitted. “Our previously spot-on predictive model told us 1,295 freshman students would accept admission for fall 2009, and 1,350 actually enrolled,” lamented William Conle, dean of enrollment and academic services. Housing managers scrambled to acquire and convert a bed and breakfast inn to house an extra 50 students. B u t those miscal-

culations are the exception to the rule, according to Kathy Dawley, president of Maguire Associates. Only two percent of the schools said their yield rates—the percentage of accepted students that actually end up attending—increased by more than 15 percent. Most schools surveyed by her firm reported enrollment patterns consistent with previous years. By fall, nearly all community colleges and many four-year public universities saw enrollment surges, albeit for different reasons. Contrary to the logical expectation in a down economy, not all private schools suffered: less than a quarter of them saw decreased enrollment. According to figures reported by the the National Association of College Admis-

Justi Draeger is vice Justin pres president of public policy, advo advocacy, and research at the N National Association of Student Financial Aid Administrators.

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sions Counseling (NACAC): 48% of colleges reported an increase in freshmen enrollment 54% reported an increase in transfer enrollment. Public colleges exceeded privates reporting freshmen enrollment increases (58% vs. 44%), as well as transfer enrollment (72% vs. 45%). 44% percent of colleges reported reduced overall yield rates 25% reported decreases in early decision yield rates 29% reported decreases in early action yield rates. Private colleges reported more decreases in early action yield than publics. The summer melt was not significantly different from previous years. Twenty-eight percent of colleges reported more summer melt, and the same percentage reported less. Despite the challenges, only 22 percent of institutions came in under-enrolled, according to the Maguire survey. “Students had more options, perhaps more appealing options,” Dawley says. “They certainly have shown us that while concern about the economy was very high, it had little relationship to their enrollment planning.”

Do they have any money? Almost 90 percent of colleges reported an increase in financial aid applications—public colleges 99 percent; privates 85 percent. Most colleges also reported increases in the number of students awarded aid and the amounts awarded for grants, loans and work-study. Seventy-four percent of colleges reported an increase in the number of students offered institutional grant aid. Sixty-two percent reported increases in average loan amounts. According to the National Association of Student Financial Aid Administrators (NASFAA) 55 percent of schools reported they increased institutional aid for students. Enrollment losses at smaller private schools could be traced to insufficient tuition discounting and/or inability to boost financial aid awards. A survey conducted by NASFAA found that most schools not only saw increases in financial aid applications, but also in the numbers of students appealing their financial aid awards. Smaller, cash-strapped schools may have found it difficult to compete with more endowed institutions. How are admissions offices adapting to the new reality? NACAC reports that the most commonly cited strategy reported by colleges was accepting a greater number of applicants (67 percent), followed closely by offering larger grant aid packages (53 percent) and offering grant aid to a greater number of students (52 percent). Only 10 percent of colleges increased deferred admission offers, and only 7 percent initiated or plan to initiate a wait list for the first time. More public colleges (17%) reported using a wait list for the first time, versus on 3% of the private schools reporting.TC

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Community college complexities It is widely assumed that the current enrollment boom at community colleges is largely attributable to students seeking lower prices. However, many observers are saying that price sensitivity may explain application booms at four-year publics, but not at community colleges. “Anecdotally we’re hearing that student numbers at community colleges are up by as much as 30 percent,” says Kent Phillippe, senior research associate at the American Association of Community Colleges (AACC). “There are many other factors, besides price, contributing to enrollment increases at community colleges. Worker retraining and workforce development courses—which are not credit-based—explain a significant portion of the enrollment surge. Since most community colleges maintain open enrollment policies, some have had to cap courses and move students to waiting lists. What’s the prognosis for 2010-11? Some experts believe colleges and universities have weathered the worst of the economic downturn. There are no indications that students will be dropping out midterm in larger numbers this year. But to many observers schools that serve local and regional populations in distressed states with high unemployment and foreclosure rates will have a much harder time. And Brian Niles, CEO of enrollment software developer TargetX, isn’t so sure the storm has passed. “This is not the bad year. By the time everyone realized (in Spring 2009) that this economic situation was not a blip, they had already committed (for Fall 2009), he says. “Next year (2010-11) will be the test.” Editor’s note: Much of the data presented above appeared in NACAC’s report: Effects of the Economy on the Admission Process, 2008-09 National Association for College Admission Counseling, September 2009.

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Human Managers Lag Behind Their CRM Technology The ability of sophisticated CRM to collect and use mounds of data is leapfrogging the human managers’ capability to manage it

ampuses are embracing CRM technology to increase communications and improve processes in their admissions, alumni and development offices. In the business world, CRM is an acronym for Customer Relationship Management. On campus, the word ‘Constituent’ sometimes makes the product more palatable. Some campuses acquired and became accustomed to stand-alone CRM solutions, and they may have integrated them successfully with student information and/or ERP systems. Ambitious campuses are removing the firewalls between departmental systems to create a 360 degree view. Meanwhile, the savviest campus managers are emphasizing less the quantity of data they collect, and directing their efforts to analyzing and strategically utilizing truly valuable information. As the moniker

says—a modern manager wants to manage the relationship with the constituent throughout his or her lifecycle: By Tom Robinson

Prospect Applicant Admit Matriculant Alumnus Donor Returning student Business partner Employee Parent Legacy

Human Managers Lag Behind Their CRM Technology Why CRM is a good thing Case 1 Applicant: Hi, this is Joseph Porter III from Baltimore. I have narrowed my college choices and want to come visit. Admissions: That’s great, Trey. How about the Saturday after next? You can visit the new chemistry building in the morning, grab some lunch with your friends from McDonough and catch the match at 2:00. We’re playing Hopkins. From a quick look at the CRM database, the admissions counselor knew Porter’s nickname, his prep school, his interest in chemistry and his personal love of lacrosse. Case 2 Development: Hi Dr. Goergen, this is capital campaign chairperson Katherine Wilson, and I would like to speak with you about our plans for the new fine arts center we’re building. Alumnus: Oh, I already gave $100 to the science club last week. Bye. Dr. Goergen, a 1995 biology/premed graduate, is the head of obstetrics at

Mercy Hospital. His demographic and experience profile in the Institutional Advancement database pegs him as a $10,000 annual donor. But the science club got to him last week. Oops. A big one got away. The benefits that can accrue from accurate, relevant and accessible data are obvious in the first case. In the second case, merely having data on Dr. Goergen did not overcome a typical flaw—lack of management of the relationship. The college’s strategic enrollment management (SEM) in Case 1 assured that a counselor was available to speak when Trey called that night. Trey had already been vetted and met admissions requirements, so encouraging him to visit was worth the effort. The counselor knew enough

W I T H & A Q

about him to personalize the response. And as a good salesperson, he didn’t confuse the situation by offering a brochure or saying he’d call Trey back later with a plan. He closed. The odds of Trey becoming an applicant or admit increased dramatically. In case 2, the science club knew of Dr. Goergen, maybe even that he was active in co-curricular activities while attending. But an eager science club president squandered the opportunity for Institutional Advancement to catch a bigger fish. The failure was not in the data or the software, but the use of them. A number of companies offer specialized solutions for campuses. For instance, TargetX focuses solely on enrollment management. Enrollment

There are established players like Datatel, Campus Management, Three Rivers Systems and Oracle that offer academic ERP solutions with enterprise-wide CRM capabilities.

J E F F

W E N D T

ELENA LUBIMTSEV RENEE HERZING STEVE COOPER JOE KAKATY SHELLEY SAUNDERS CLIFFORD ADELMAN SABRINA KAY LISA BECK MICHAEL MACFARLANE BILL MCBRIDE JAMES MULLEN MILTON GREENBERG GREG WARD JULIE SELANDER FELICE NUDELMAN STUART UDELL PETER COHAN CHRIS RAMEY CARLO SALERNO SUE TODD LIZ MURPHY LEONARD SCHLESINGER STEPHEN SPINELLI EMERSON WICKWIRE ERIC FRANK BRIAN COX KEN HORNE KAREN CURRERI TODAY’S CAMPUS PUBLISHER JEFF WENDT TALKS WITH INTERESTING PEOPLE IN HIGHER EDUCATION. YOU’RE INVITED TO SHARE THE EXPERIENCE ONLINE. WWW.TODAYSCAMPUS.COM/MINUTE 8 Today’sCampus

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8 Campuses. 100,000 Students. 500,000 Alumni. 1 Company for Lifetime Communications.

Photo provided by Indiana University

Indiana University and Campus Management are making history. Making history of fragmented communications and systems, incomplete proﬁles of students, alumni and donors, and separated campuses. Instead, they are building a lifetime communications solution, a platform for Constituent Relationship Management (CRM) that will span the student and endowment lifecycle and unite every campus. With Talisma CRM from Campus Management, today’s institutions are: • Achieving recruiting goals through personalized communications and campaigns • Retaining students and graduating them faster with proactive e-advising • Engaging constituents through their preferred medium, from print to smart phones • Providing on-demand access to information and services, anywhere, anytime Today, large multicampus institutions don’t have to feel large or overwhelming. Campus Management can put you on a ﬁrst-name basis with more of your constituents, the same way we’re doing it for Indiana University. Learn more about the landmark alliance between IU and Campus Management at www.campusmanagement.com/IU

© 2009 Campus Management Corp. All rights reserved. Campus Management Corp and Talisma are registered trademarks of Campus Management. Talisma CRM and CampusVue are protected trademarks of Campus Management. These marks may be registered in the U.S. and other countries. All other trademarks and registered trademarks are the properties of their respective owners.

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Today’sCampus 9

Rx, built on the salesforce.com platform blends a traditional CRM with essential Student Information System (SIS) functionality. Newer and smaller companies are migrating their product lines to address the broader need. Continuum from Group 422 CRM operates on the Microsoft platform and purports to span student information, alumni and fund-raising. Finally, there are established players like Datatel, Campus Management, Three Rivers Systems and Oracle that offer academic ERP solutions with enterprise-wide CRM capabilities. True enterprise CRM transcends the narrow traditional view: partial or temporary constituent relations. The campus that manages relationships will keep tracking Trey Porter as he matriculates. Warning signs like missed attendance or low grades will be noticed in time to get advisors involved. His co- or extracurricular activities can be useful throughout his attendance and afterward. When Trey graduates the alumni association will know about it, and he’ll

continue to reside in the same database—with a different relationship manager. Perhaps Trey might want to return as a graduate student, or for continuing ed. Perhaps he’ll stay on and teach where he once studied chemistry. Or, as a business partner, he may help a grad student commercialize a discovery. At some appropriate point, the development office can determine if, when, how and how much to ask Trey to invest in his alma mater. “The biggest threat to a successful CRM program is losing people in this mobile society,” says Liz Murphy, chief client officer at Datatel. “The expanded leverage with the web and social media enables the institution to reach out— through Twitter or Facebook, for instance. Engage graduates with career help, and you continue to build the brand.” Easier said than done Question. With the obvious advantages, why isn’t every institution converting to CRM?

Answer(s). Cost. Data migration. People problems. A complete transition to a CRM-driven ERP costs millions or even tens of millions. For a small school or a cashstrapped public university, that may be untenable. However, at some point, the bullet must be bitten. Many of the admissions systems in place today were designed and built 20 years ago. Tim Gilbert, senior vice president at Campus Management Corporation, believes single-instances of CRM databases— that is, one per department or institution within a system—are doomed to fail, as the schools “leave and layer” applications and databases upon one another. Gilbert also cautions, “Enterprise CRM does not mean the institution gets organized and writes the vendor one large check to get a better price. Enterprise CRM means that multiple departments, campuses, the foundation and alumni association all point at a single version of the truth about the constituent.” The truth relies on data, and there are

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A most ambitious Enterprise CRM conversion Brad Wheeler is vice president for information technology and the CIO at Indiana University.

ndiana has long been a proponent of open source software or creating its own. But when IU decided to centralize the sprawling university—all eight campuses, 107,000 students, 500,000 living alumni and the Foundation—into one CRM system, Wheeler and the team decided to bid the project out. In the end, IU chose Campus Management, whose Talisma CRM system was already in use in several departments.

Why? Wheeler offers this example. With the proliferation of one-off systems, it might be possible for an alumnus to opt out of receiving his old business school newsletter, but not know how to opt in for news from the school of music, his current interest. Or he may not know how to ask to have his spouse removed from the list in one place, but not have her removed elsewhere. “In such cases we look pretty dumb,” Wheeler observes And another. “One our most devoted benefactors told me recently ‘I get something from IU almost every day.’ He does not consider that a positive.” The behemoth institution was a mire of fragmented, one-off systems, and a proliferation of contracts and licensing arrangements, many of which did not show up on the MIS budget. “We were spending more and having less to show for it.” The need for more efficiency in process, policy and personnel was clear. Although there was resistance, with the economic crisis, it is politically unwise to argue that duplicate technology and staff were more efficient than a common CRM. Of course, there is peril in such an undertaking. An institution of IU’s size has millions of datapoints that have to be migrated from hundreds of sources into a single database. More difficult will be the change in culture: new discipline, rigor and data standards. Competitive people must be taught that it is vital to share information, not hoard it. Learning to coordinate timing and message content is also necessary. Leadership at the university took a smart approach by forming an enterprisewide VP level steering committee. The committee determines the policy tradeoffs and choices, and assures project support from the top as well as representation from the entire community. CIO Wheeler would not divulge the exact cost of the consolidation. He did offer that the new enterprise CRM license will cost less than the aggregate of the previous separate arrangements. No cost for licensing and maintenance will be charged back to individual schools or departments. It will take a year and a half to fully implement. IU has established trust and mutual respect between enrollment management, the alumni association and the foundation, all of which are separate legal entities. Trust is essential in preventing internal competition from destroying the optimal external constituent relationship. Wheeler does not expect a reduction in staff head count. If anything, IU might have to increase staff to manage a powerful system that greatly exceeds current capabilities. Successful CRM implementation will enable many existing staff to move to higher value work. Did IU bite off more than it can chew? An undaunted Wheeler proclaims, “With such a system we have hope. And to the naysayers, cynics and foot-draggers: “It’s considerably less awful than the alternative.”

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carloads of it on campus. The trick is getting it out of stand-alone databases, Excel spreadsheets and even hand-written file cards. With so many disparate sources come an equivalent number of patches to migrate to a central database. Much data can be lost or compromised in that process. The technology is not the limiting factor. People are. Liz Murphy has noticed that data capture is inconsistent. “The person on the front line today doesn’t necessarily see the value of capturing or entering the data. It’s not a value to him perhaps. However, the downstream value may be profound.” The campus must also come to grips with who owns the data and who can do what to whom. In Case 2 above, everyone wanted a piece of Dr. Goergen. Campus Management’s answer is enterprise configurability—easily changed rules of access and record views. “The software should enable ‘co-opetition’ among campus administrators for access to the constituent,” explains Gilbert. Who owns the constituent is the ultimate question. When Trey was an applicant, the admissions office owned him. But as he moves through his lifecycle, will there be a relationship manager that tracks him, maintains the profile, decides when and what to say to him at various points, and even guide him down pathways beneficial to the institution? Murphy says lifecycle relationship management is in its infancy. In many ways, the theoretical potential of super-systems may outstrip the capabilities of current staff, structure and processes to manage such sophistication. Murphy observes that many institutions recognize they are not sufficiently wired, and are spending a lot of money on consultants like Royall, Noel-Levitz and Maguire Associates who understand data mining and relationship management. “It’s not a numbers game,” Murphy adds. “It’s not about bits and bytes and bandwidth. At the end of the day, you have to ask yourself ‘with the data at my command, did I make a better decision?’”TC subscribe at no charge at www.todayscampus.com

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Today’sCampus 13

International people of money.

International student recruiting: By Stacie Nevadomski Berdan

he pressure continues to prepare students academically for participation in a global workforce. Yet budgets are being squeezed. Students from abroad enrolled on U.S. campuses are an increasingly important source of cash and diversity. The number of international students in the United States fell after visa regulations were tightened following the 9/11 terrorist attacks. Now that number is increasing. In 2007-08 the number of foreign students on U.S. campuses hit an all-time high of 623,805, according to the annual Open

14 Today’sCampus

Doors report published by the Institute of International Education (IIE). IIE’s report for 2008-09 will be published in mid-November. “U.S higher education is still seen as an enormously valuable

credential,” says Peggy Blumenthal, IIE’s executive vice president and COO. She expects no reduction in the most recent year’s numbers, despite the global recession. India, China and South Korea—in that

Foreign students enrolled there

2007-08 University of Southern California New York University Columbia University

7,189 6,404 6,297

Percent of the school’s total enrollment 22% 14% 25%

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boon or bounty hunt? order—continue to send the most students to the U.S. And they do so in increasing numbers every year, accounting for almost 40 percent of the foreign students in the United States. Asia in its entirety accounts for 60 percent. The same three universities remain the top destinations for international students (see chart at left). Cash crop As Americans wrestle with 10 percent unemployment, reduced discretionary spending, and rising tuitions, domestic student numbers are in flux. American campuses

can be expected to compete even more for foreign students around the world. Thunderbird School of Global Management attracts foreign students with a combination of marketing and exchange agreements. According to PDean of Research, Mansour Javidan, the homes of about half of Thunderbird’s students are outside the U.S. and they recognize Thunderbird as a strong brand associated with global management. It takes money, people and time to develop an international reputation. Competition for students from India, China, South Korea and Mexico is stiff, particularly with Australia and the UK. The use

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of educational agents is a common professional practice today. Agent use has helped Australia, the UK and Canada grow their international enrollments in past years. Agents, recruiters and brokers The most selective universities, deluged with applications, don’t need them. Other institutions, not so well known, have little hope of attracting the number and range of foreign students they desire without outside help. The use of agents sometimes raises uncomfortable questions and strong feelings. It’s often the way they are compensated

Today’sCampus 15

that rubs people the wrong way. Many admissions professionals reject the notion of incentive- or commission-based overseas recruiting. They insist that the agents’ interest in being paid overshadows their desire to direct a student to the school for which he or she is best suited. Queasy about a system in which college selection advisors have a financial stake in the choice, critics fear the college admissions process could resemble a global bounty hunt.One agent new to the U.S. is IDP Education, and they claim to have to placed 30,000 students in Australian universities. They believe one barrier in the U.S. is elitism. “If the elite U.S. universities continue to put student recruiting in a category by itself, apart from the standard practice worldwide, they run the very real risk of isolation and a fall from prominence,” says Mark Shay, a regional director for IDP in the U.S. “The use of local recruiting agents is now a key strategy for universities all over the world.” A legal disparity muddies the matter. Federal law forbids paying domestic admissions personnel based on how many students they enroll. But U.S. law makes an exception

for overseas students. Now, some policy advocates say the profit motive should be removed from all college recruiting, domestic and overseas. For example, the National Association for College Admissions Counseling’s (NACAC) Statement of Principles of Good Practice includes a ban on commissions based on the number of students recruited. It does not make any exceptions for international recruiting. Meanwhile, agents help Asian families who speak little or no English navigate the bewildering process of producing transcripts, selecting a college, and getting a visa. For American schools that are not well known abroad, and who do not send admissions officers on foreign recruiting trips, local agents may be the most effective way to compete. That’s why Oregon State University turned to an outside recruiter to find students and help them make the transition to American university life. Oregon State’s foundation invested $900,000 to team up with London-based INTO University Partnerships. The deal produces foreign students who pay approximately three times

as much in tuition and fees as Oregon residents. The university expects to break even next year and make a profit in the third year. That’s after paying INTO half the freshman tuition and about 10 percent commissions for sophomores, juniors and seniors. A group of educators insist that American universities need the help but appreciate the risks involved. They recently established the American International Recruitment Council (AIRC). It’s a non-profit organization controlled by 40 U.S. campuses. The AIRC objective is to develop ethical standards and best practices for the recruitment of international students by foreign-based agents. The jury is still out on whether AIRC can effectively police the practice. Meanwhile, foreign students will continue to be an important presence on American campuses. How they get there will be discussed and debated in greater measure.TC Stacie Nevadomski is a speaker, writer and consultant who spent years living and working abroad. Contact her at StacieNBerdan@aol.com

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Today’sCampus 17

Meet Jack Jefferson • He is a 19-year-old junior at QuadCity Technical College • 6’2”, 194 lbs., short brown hair, dark eyes • Goalie for the QuadCity Quakers soccer team • Sports Medicine major with a 3.6 gpa

Now, Jack is taking a class online...

...or is he?

18 Today’sCampus

Student identity verification moves to center stage

ore than 20 percent of American college students took at least one online course during the fall 2007 semester. And from 2002 to 2007 U.S. enrollment in online courses grew 19.7 percent, reports the Sloan Consortium. Online education’s growth rate of 19.7 percent has noticeably outpaced the 1.5-percent growth rate of the to-

tal college student population. Now the issue of student ID verification is on higher education’s front burner. What lessons can the U.S. Department of Education, accreditors and college administrators learn for the benefit of all? Anonymity changes everything for cheaters In his classic 1999 book Code and Other Cyberspace Laws, Professor Larry Lessig explained, “Real-space life… carries with it this mix of authenticating and authenticated credentials. Social life is a constant negotiation between these different credentials. In a small town, in a quieter time, documents as credentials were not terribly necessary. You were known by your face, and your face carried with it a reference… about your character. As life becomes more anonymous, social institutions must con-

We think we know who enrolled in that online course...now, who’s taking the exam? by Jim Castagnera

Today’sCampus 19

struct credentials to authenticate facts about you that in an earlier time, or in a smaller world, would have been authenticated by the knowledge of the community about who you are.” Lessig’s book focused on the needs of the financial and retail industries, where the vendor and the customer have always shared a strong interest in authenticated identity. A correct identification of the buyer by the seller is now crucial to internet commerce. Online learning, says Michael Jortberg, an Acxiom executive, “poses the exact same problem… only different.” Jortberg explains that higher education is unique in that a customer may be motivated to mislead the seller about his actual identity. Since our customers may be more interested in buying a credential rather than our principal product – knowledge – a significant percentage of them are likely to cheat. How serious is the problem of cheating in testing and assessment of learning? A 2008 U.S. News & World Report study reported that 56 percent of graduate business students admitted to cheating at least once. Fiftyfour percent of engineering students and 45 percent of law students made the same admission. Contrast those findings with a study authored in September of this year by three faculty at Friends University titled Point, Click, Cheat: Frequency and Type of Academic Dishonesty in the Virtual Classroom. “Results suggest that the amount of academic misconduct among online students may not be as prevalent as believed.” If the latter findings are true, perhaps it’s because online educators are taking cheating very seriously. Don Kassner is president of Andrew Jackson University,

founded in 1995 as a correspondence school and now 100 percent online. Kassner offers, “We used to proctor every exam.” He adds that such close monitoring produces high costs and student inconvenience. “Students complained that ‘I can do all the course work at my kitchen table, but then I have to go somewhere else to take the tests.’” Proctoring is at best a stopgap measure The drawbacks of proctoring are exacerbated when curricula are delivered globally. Larry Dugan, Director of Online

cise. The questions come from a database developed and maintained by Mike Jortberg’s unit, which gathers public information from the worldwide web. “Typically we pose three random challenges and give the student two minutes to answer.” Does it ever happen that your system produces incorrect information, I ask him. “Yes, occasionally,” he allows. What about legal liability? Dr. Jeff Bailey, formerly with National American University, says, “We told students up front that challenge questions are a reasonable alternative to proctoring, and they could opt out. No one opted out and we had no complaints.” A click-to-accept agreement includes acquiescence to the “challenge question” component, and it’s a common safeguard used by Jortberg’s client schools. None of the Acxiom clients I talked to reported any legal hassles with the “challenge question” approach, but some are not satisfied with exclusive reliance on this methodology. Don Kassner says, “We combined the Axciom product with webcam.” In fact, he tells me, Andrew Jackson combines three techniques to monitor midterms and final exams, which are the only assessment tools for most of the university’s courses. First, the faculty member administering the exam is able to see and hear the student. A photo is on record for comparison purposes. Second, the student must answer the challenge questions. Third, the teacher is able to see what the student is seeing on the computer screen. The student can’t bounce to Google and look up an answer. Andrew Jackson’s one-two-three

The industry convinced ED that a user ID and

password were sufficient.

Mike Jortberg, Acxiom

20 Today’sCampus

Learning at Finger Lakes Community College offers, “We give tests all over the world. Let’s say I needed a proctor for an exam in Tokyo. I’d have to identify and hire that person. If I put the job on the faculty, they wouldn’t do it right. And it would be very expensive.” Clearly, for online learning to grow and prosper, face-to-face proctoring had to yield to a more modern replacement. Axciom offers one very intriguing solution. When a student sits down at the keyboard to take a test, he is faced with a series of “challenge questions” in quick succession. If he answers correctly, he may proceed with the assessment exer-

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Todayโ sCampus 21

punch may be the state-of-the-art in online higher education verification at this writing, but the next generation of identification technologies are already in use in the financial and retail sectors. Observes Dr. Tim McGee, a faculty-

development specialist, “We’re still in a medieval structure. We’re not using 21st century technologies.” He cites a simple example. “At my local grocery store, employees punch in and out by palm identification.”

Cool! I got an A in my online class! Jack Jefferson

22 Today’sCampus

Big Brother is watching . . . and expects compliance Even if the online education industry were not unveiling better student-verification methods, Uncle Sam would insist upon them. According to Mike Jortberg, “The issue of identity involves Title IV dollars. How do we know the taxpayers’ money is going to the people it’s supposed to?” The Higher Education Opportunity Act addresses this federal

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Today’sCampus 23

concern. By next summer, says the Department of Education, accreditors need to have figured out how their client institutions will address the issue. But, complains Jortberg, in the negotiated rulemaking process, “the industry convinced ED that a user ID and password were sufficient.” He specifically points his finger at the Instructional Technology Council. ITC’s “Best Practice Strategies to Promote Academic Integrity in Online Education” seems to support his claim. The seventh of its seven guidelines on “Institutional Context and Commitment” is “Secure student logins and password to access online courses and related resources, discussions, assignments and assessments.” However, under the “Assessment and Evaluation” portion of the document, a nod is given to “Use [of ] proctored test sites where appropriate.” Whether or not the trade association exercised the influence that Jortberg ascribes to it, ED’s March 2009 “Proposed Regulatory Language” does state, “Accrediting agencies must require institutions that offer distance education or correspondence education to have processes in place to establish that the student who registers for a distance education or correspondence course or program is the same student who participates in and completes the program and receives the academic credit. … the expectation is that institutions have security mechanisms in place, such as identification numbers, or other pass code information, that are used each time student participates in class time or coursework online.” Yet, in the same breath, the ED document adds that “… as new identification technologies are developed, and become more sophisticated and less expensive, the conferees anticipate that agencies and institutions will consider their use in the future.”

Iris recognition and voice recognition move onstage Iris recognition may be a promising

system compares the new voiceprint to the stored sample. “The entire verification takes less than 20 seconds. It is user-friendly and noninvasive,” says Steve Cooper, CEO of TeamEDU. The average price for a typical course with 25-30 authentications is about $20.00 per student per year. No extra equipment is needed beyond the student’s computer and a landline phone or cell telephone. Cooper believes that cost matters. A former policeman and military security officer before launching a higher education service company, Cooper discovered a biometric pen that had been developed for military use. He piloted it at several colleges successfully, but despite its ease of use and accuracy, the $200 price point was prohibitive. ED seems to expect technologies to evolve, and places the burden on institutions and accrediting organizations to find solutions, rather than rigidly prescribing the solution. Meanwhile, Jeff Bailey shrugs and says, “People who cheat will always cheat.” Consequently, the best method, he suggests is “multiple assessment points.” An online course should avoid a “big final that encourages cheating by its high stakes.” TC

The entire verification

takes less than 20 sec-

onds. It is user-friendly and non-invasive.

Steve Cooper, TeamEDU

24 Today’sCampus

prospect for online student identification. One vendor, LG Electronics, touts, “Of all the biometric technologies used for human authentication today, it is generally conceded that iris recognition is the most accurate. Iris recognition has also shown itself to be exceedingly versatile and suited for large population applications.” European banks and the U.S. military in the Middle East are using iris recognition today. Iris-recognition.org lists eight iris-recognition vendors, while LG Electronics boasts dozens of clients, including the Harvard Medical School. Voice recognition is another solution using currently available technology. A firm named csIDentity, a serious player in the commercial identity theft business, has licensed its voice recognition system to TeamEDU for distribution in the higher education marketplace. When students enroll where csIDentity VoiceVerified is used, a voice print is made and stored. Later, the system randomly telephones students when they submit an electronic test or other assignment to the school’s learning management system. The student will be asked to repeat a random set of numbers displayed on his screen. The

Jim Castagnera is a university attorney and thee author of Al Qaeda Goes too College [Praeger 2009].

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Today’sCampus 25

O VERHEARD 15th Annual Sloan-C International Conference on Online Learning O C T O B E R 2 8 - 30 , 2 0 0 9

ORLANDO, FLORIDA

As the audiences of other conferences decline in numbers, Sloan-C hit a new peak of 1,500 this year. Among the many online educators were a growing number of entrepreneurs. So many, in fact, that online education bears many of the trappings of an American Gold Rush. Some early pioneers have already made their first lucrative strikes, and are at work on a second. Later arrivals are also on their way to entrepreneurial success. Meanwhile, turn the page to see what conference was in full bloom right next door. Every single public university and community college in the U.S. is active today in online learning. In fifteen years, online learning has surged. Two reasons: agility and speed of implementation of online courses and degrees. Frank Mayadas Outgoing Sloan-C board chair Blended learning is high tech and high touch. Since 2003 we’ve enrolled 500 former IU students living within 40 miles of Kokomo in hybrid classroom/online courses. More than 100 have since graduated with degrees. Fred Hakes Director, Division of Continuing Studies Indiana University-Kokomo More schools would be more successful at online learning if they had the initial capital to launch it successfully.” Asim Kandar New Product Director Colloquy As we worked to solve a podcasting production problem we realized something that was surpris-

26 Today’sCampus

ingly obvious. Students can’t write as fast as teachers can talk. Mark Nestor Campus CIO Miami-Dade College Health Campus A classroom instructor may not feel the need to pre-design each lecture, each course. Why? Because he or she receives visual and oral feedback from an immediate face-to-face audience. Stephen Laster CIO Harvard Business School In Europe, online learning has mastered threshhold knowledge— akin to “Now I get it!” In the U.S. online learning appears to still be “online telling.” Paul Lefrere Partner Strategic Initiatives, Inc. A well designed course is like a symphony. Learners flow through the experience immersed in the present and anticipating the future. Stephen Laster CIO Harvard Business School

Online learning requires a certain amount of drive and motivation on the part of the learner. K-12 seems quite different from that. But we in online higher education should assume they’ll be coming too. Frank Mayadas Outgoing Sloan-C board chair It takes study skills and time management abilities for a learner to succeed online. I’ve been helping high school dropouts prepare to pass the GED exam online for four years. This population needs custom-tailored support. Cathy Coleman Program Manager Quinsigamond Community College One successful instructor told me he looks at his course design elements as little Legos. Take one successful model; deconstruct it, and reassemble it into another. Stephen Laster CIO Harvard Business School continued on page 28

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Today’sCampus 27

O VERHEARD The interest in online learning and Sloan-C is at an all-time high. Our recent conference is the largest ever. Given the increasing traffic, we are intentionally pursuing courses of action that provide the best possible information to our members. John Bourne Executive Director The Sloan Consortium Online learning will truly come into its own when its learners can finish a course or degree and hit new ground running. Paul Lefrere Partner Strategic Initiatives, Inc.

AT S L O A N - C I find new and fresh activities more prevalent these days in mobile learning than in e-learning. Gary Woodill Director of Research and Analysis Brandon Hall Research

And right next door, same hotel... mLearn Mobile & Contextual Learning Conference Shift the delivery medium from a computer to a mobile phone, and you greatly increase the available audience of underserved low-income children— worldwide! Carly Shuler Author, Pockets of Potential

Another benefit of mobile learning: it breaks the barrier between home, school and after school. Carly Shuler Author, Pockets of Potential TC

II’m Garry DeArmond.

Give me a call today and we’ll work together to make 2010 G a bright year for your company. 561.630.4300 • garry@todayscampus.com 5 28 Today’sCampus

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Over the past 40 years, we’ve worked together to help millions of people build better lives through higher education. Now more than ever, the right partner makes all the diÇerence. In these changing times, we remain steadfast in our commitment to provide the highest level of support for professionals and students. Working together, we will ensure that future generations can pay for college and ful ll their dreams. To learn more, call 866-464-7855 or visit mygreatlakes.org. subscribe at no charge at www.todayscampus.com

Today’sCampus 29

CLOUDY. WITH A CHANCE OF COMPUTING. B Y

J O E

DYS A R T

Here are some considerations before you move all your apps and data into the online clouds

loud computing is a new approach to IT in which all university applications and data are moved to the web. While higher education is abuzz with the promise of cloud computing, many industry insiders warn the strategy is fraught with peril. Skeptics say colleges and universities who rely on remote, web-based solutions providers for so much are simply asking for trouble. Specifically, there are data safety, identity safety, and downtime to consider. “As a security guy, I tend to look at the idea of cloud computing from a risk perspective,” says Kai Axford, a senior security strategist at Microsoft. “I have to tell you, I don’t see a lot of companies agreeing to become liable if your data gets breached on their network.” Cloud computing does seem to live up to its “breath-of-fresh-air” marketing. University staffers working in the cloud will be able to access all their computing the same way many of them now log into Microsoft’s Hotmail for messages, stop by YouTube to catch a video or two, or visit Google Docs online word processor to jot down a few thoughts. Essentially, all employees using the cloud can instantly access online apps and data using a wide array of internet devices— desktops, laptops, PDAs, smart phones, no

30 Today’sCampus

matter where they are in the world. Service fees for working in the cloud are often based on a reasonable, metered plan. If your college requires just a smidgeon of computing time, that’s all you’ll pay for. If you need a little more, you pay a little more. Very fair. Many navigators are available Some of the biggest guns in the business are more than ready to help you navigate your way through the cloud. IBM rolled out its Smart Business cloud portfolio in June. Microsoft responded in July with a sneak peak at its forthcoming Windows Azure platform for cloud computing. A number of other heavy hitters, including Google, Salesforce.com, Amazon.com, Intuit, Hewlett Packard and Cisco have been involved in the market even longer. “Cloud is an important new consumption and delivery model for IT and business services,” says Erich Clementi, a general manager at IBM. Through a number of research initiatives, academia is actively pushing the limits of cloud computing as well. Earlier this year, the National Science Foundation awarded nearly $5 million in grants to 14 universities under the IBM/Google Cloud Computing University Initiative. Carnegie-Mellon, for example, is attempting to more effectively process web searches. Massachusetts Institute of Technology, University of Wisconsin-Madison

and Yale are looking for new approaches to large-scale data analysis. And the University of California-Santa Barbara is investigating how computing in the cloud can effectively answer complex search engine questions requiring access to extremely large datasets. Other universities involved in cloud computing research include Florida International University, Purdue, University of California-Irvine, University of California-San Diego, University of Maryland, University of Massachusetts, University of Virginia, University of Washington, and University of Utah. Still, out there in the mist, the naysayers persist. “There are plenty of positive things that cloud computing provides, but at what cost?” says Microsoft’s Axford. “I’ll take the extra time to patch my enterprise’s servers if it means keeping my data close.” Bottom line: before you launch your institution into an unfamiliar stratosphere, industry insiders recommend you ask yourself—and your potential cloud solutions provider—these tough questions: Is the Cloud Really Less Expensive? While cost reduction is one reason most often cited for moving to the Cloud, a McKinsey study released earlier this year found that for large organizations with revenue in excess of $500 million, cloud computing actually costs more.

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Can I Afford Service Outages or Apps That Don’t Work? Online service hiccups can be infuriating. When your apps and data are on your site, you can pay, cajole or order your IT staff to go into maximum overdrive to fix a snafu. When your apps are in the cloud, priorities on system fixes are decided by someone who is not on your payroll, and who may have other plans for the evening. How Vulnerable Am I to Vista-Syndrome? During the past few years, many institutions have wisely avoided upgrading to Vista, due to its reputation as an often incompatible, resource hog. Most colleges and universities voted “No” to the OS, one IT director at a time. But with cloud computing, your vote, and the votes of hundreds and even thousands of institutions, will no longer count. Will I Become Trapped in the Cloud? Once you’re engaged with a cloud service provider, will it be easy or difficult to migrate to another—or back in-house? Happy smiles and warm handshakes may all ou tell your cloud vanish the day you provider, “We’vee decided to move on.”

cloud provider’s server, is that the provider’s responsibility, or does your institution take the hit? Put another way, whose name and signature will be at the end of any necessary future Breach of Security letter. How Safe Are My Trade Secrets? This concern warrants consideration apart from data security. Cloud solutions providers may be vulnerable to hackers within their businesses—either disgruntled employees or undercover competitors. Will they be able to cherry-pick your college’s best marketing ideas, your future strategies, collecting key contacts from your database, and the like. Who Calls the Shots if the Government Comes Calling? Your own counsel can be energized and beefed-up to fend off unfair government perusal of your institution and your data for years if need be. But how motivated will a cloud solutions provider be to defend one college or university from the government, when it can simply kiss off your institution,

and go back to servicing hundreds, or perhaps thousands, of other clients? What Happens if Your Cloud Provider Goes Bankrupt? Not a pretty thought, but it happens. Will your cloud provider have a contingency plan in place to keep your institution running and your data accessible? Will the contingency plan really matter if there are chain locks on its doors, and its servers and other computer equipment are sold off to liquidators? No doubt about it, cloud computing is shot-through with all sorts of potential efficiencies and access to powerful computing power. But without a careful, point-by-point examination, your leap into the cloud may leave you with absolutely no footing. TC Joe Dysart is an internet speaker and business consultant based in Maned d att hattan. He can be reached joe@joedysart.com

How Secure is My Data? Distributing data and apps on multiplee servers across the elf to web lends itself ity. Your lapses in security. ns provider cloud solutions agreement may include verbiage about painstaking safeguards. Butt what’s stopud provider ping your cloud from storing your critical institution dataa on a server in Afganistan? e if My Who’s Liable en? Data is Stolen? urityy If there’s a security ach on yourr breach

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Today’sCampus 31

When clouds were newly formed Editor’s note

Q&A

Listen in on a tech conversation today. If it’s not about

December 2008

J E F F

W E N D T

Michael King

Twitter, chances are it’s about cloud computing. Now take a one-year step back in time. Here’s what two wellinformed people told us that our readers could expect. Were they skilled prognosticators? You decide. August 2008

Chad Kainz

Senior Director for Academic Technologies University of Chicago In the early 1990s, Ian Foster (University of Chicago) and Carl Kesselman (University of Southern California) published The Grid: Blueprint for a New Computing Infrastructure, in which they describe computation shared over the internet in a manner similar to electric power distribution. One of their points is that computational cycles, like electricity, should be available on the grid as a commodity for all to use. Like electric power distribution and its fabric of regional power grids, there are multiple computational grids that adhere to a core set of standards but vary greatly on access rules, scale, scope and size. Despite the variety, one thing has remained the same. Grid-based computation is built upon a notion of shared and commoditized resources. The scientific community and those involved in high-performance computing adopted the grid as the solution to a new generation of problems. From high energy physics to genomics, grid computing has played an important role in large-scale shared research. Now, what if one could harness today’s knowledge and mastery of grid computing, and scale it up further—or down—or scale it in any manner one wants? What if a user doesn’t care where servers are located or who owns or operates them? What if a user just wants to run a service, not the infrastructure? As you probably know, we’re already beyond the What if stage on that one. For example, do you know or care where all those Google maps are located? Or where the bookshelves are that hold Wikipedia’s many volumes? The technology infrastructure has been pushed out of sight—into a cloud. Networking may be wispy cirrus clouds in computing’s near future. The grid may be altocumulus clouds. My forecast is that clouds won’t be limited to data technology. Clouds will reshape the way we deliver services on campus.TC

32 Today’sCampus

W I T H

Vice President, Global Education IBM Please give a tangible example of one of the benefits of ‘cloud computing.’ The ability to increase services to academic users while at the same time reducing costs. A good example is the computer lab at North Carolina State University, where applications no longer reside on the desktop machines. Therefore those machines require no upgrades or updates and very little support. The ‘dumbed-down’ desktops are served by a fraction of a ‘server in the clouds.’ How might cloud computing affect the productivity of office workers in higher education? It enables broader collaboration, even beyond campus boundaries. Collaboration seems to boost the productivity of knowledge workers, and it’s referenced in a greater and greater number of best practices. Bluehouse is a browser-based collaboration ‘cloud service’ for use by people with similar interests and objectives. Interestingly, Bluehouse provides wonderful opportunities to explore and discuss best practices. How might cloud computing affect the productivity of academic personnel? The faculty at NC State no longer spend any class time struggling with incompatible or non-functioning desktop machines. They’re very happy about that.TC

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Page 47 Page 39 www.presidential energy@ perspectives.org aramarktechservices.com Presidential Perspectives is a thought

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Today’sCampus 35 Today’ssCampus Today’ Campus47 35

How you implement Six-Sigma, Baldrige and LEAN methods to cut the fat in your campus operations B Y PAU L B Y L A S K A

36 Todayâ&#x20AC;&#x2122;sCampus

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U N

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Todayâ&#x20AC;&#x2122;sCampus 37

hortly after receiving an MBA, my higher education career was interrupted by a stint as a production manager for Goodyear Tire & Rubber. I decided I was not well-suited for managing a 20-man crew six nights a week, so Goodyear and I parted ways amicably. Among the things I learned during my brief time there was Statistical Process Control, which was based on the continuous improvement strategies adopted in Japanese manufacturing from W. Edwards Deming and Joseph Juran. Statistical Process Control or SPC reduced waste and production delays by reducing variation among production techniques. Think of SPC as sighting a rifle first by grouping the shots into a tight pattern, then moving the grouping closer to the bulls-eye. I didn’t come across Statistical Process Control much after I returned to higher education. But its offspring Six-Sigma and LEAN University have both become increasingly visible lately. One of our Clarion University trustees, Larry Pickett, is a certified Six-Sigma black belt in his work as project director at Highmark. Six-Sigma was created by Motorola to reduce defects in manufacturing and business processes using statistical analysis. (Sound familiar?) Sending employees for training and certification in Six-Sigma can produce significant savings for companies and enhanced marketability/employability for the employees involved.

As Larry told me, “With Six-Sigma you work to identify a customer-critical problem and the cost of variation, i.e. poor quality, over a lifetime.” Like SPC, you’re trying to narrow the variation of the process and ultimately close the gap between your current performance and your goal. They simplify the process with the acronym DMAIC—define-measure-analyzeimprove-control. Real-life cost control example Pickett cites a real-life experience at Highmark. Travel spending had increased by almost two million dollars. While analyzing the spending data provided by accounts payable, the tested possible hypotheses to pinpoint the causes. As a result, Highmark instituted an automated expense report. The report and follow-up measures eventually saved the company $493,000. Implementing Six-Sigma requires a certain amount of internal marketing. When management starts watching more closely, employees may worry about their jobs being eliminated. Showing them you can make their jobs easier will usually win them over. When people are informed in a graphical way, they also understand the problem better. As Larry shared, “Use statistics and you can quantify the success. The eye cannot see narrow improvements, but statistical analysis can. Sometimes it’s like using the 10-yard chain during a football game.” How does all this translate to higher education? A budget-cut economy gives

extra incentive for using something like SixSigma. Six-Sigma also enables universities to quantify their successes and demonstrate them to their stakeholders. A process map approach also takes us from where we are to where we want to be, replacing anecdotes with solid information. LEAN University Karen Kusler is LEAN University director at University of Central Oklahoma. LEAN shares some methods with Six-Sigma, but not all the metrics used for LEAN incorporate dollar values. As Lean University Director, Karen implements process improvements to make more efficient use of the institution’s resources, and to produce better outcomes with the resources they have. Two of her projects have involved merging prospective student and advising operations, and streamlining the payment process. Executive Vice President Steve Kreidler arrived in 2001 with LEAN manufacturing experience. After conducting focus groups across campus, he taught LEAN to administrative managers in student services. LEAN often results in better communication and improved morale. Once LEAN was implemented among facilities staff, work orders started moving to employees immediately, and employees could request any additional information they needed themselves. Customers got a system they understood, and UCO Facilities ended up with the best morale in the university. Communications have improved even in those

N departments who don’t have a LEAN team. The state regents have been extremely supportive, requesting LEAN training for their own offices. Legislators also perceive the University of Central Oklahoma as a well-run organization because of success stories from LEAN. This year’s budget cuts for higher education not only have generated more support for LEAN techniques, but have motivated other institutions to send their staff to Central Oklahoma for LEAN training. As Kusler tells it, “We all want an avenue to be successful. In this case, we’ve taken continuous improvement principles and successfully adapted them to higher education. We can train you at Central Oklahoma or will come to your university, and you’re ready to hit the ground running.” LEAN and Six-Sigma comparisons The epicenter for Six-Sigma/LEAN strategies may be the National Conference for Continuous Improvement (NCCI). I talked to Ron Coley, one of its founding members, and Associate Vice Chancellor at University of California, Berkeley. Coley had used Six-Sigma but got the opportunity to compare it with LEAN at NCCI conferences. Comparing the two, he concluded employees adapt more easily to LEAN rather than the rigor of Six-Sigma. Six-Sigma has a significant effect on those immediately involved in the process, but LEAN motivates a cultural transformation. “Employees even went home and told their spouses about it,” Coley shared.

Y Success with LEAN didn’t end with process improvement either. At Berkeley’s bi-weekly leadership meetings, a selected employee would report on a LEAN project in his or her area. The employee’s story of the department’s success in applying LEAN would often result in spontaneous applause. “LEAN is a gift that keeps on giving. It is so easy to understand,” Coley told me. “I can give you fifteen examples of how this has transformed the organization.” When he arrived at Berkeley, some questioned why Coley was promoting this. After all Berkeley was already one of the best public institutions in the world. He responded that achieving the same excellence on the administrative side as on the academic side would free up resources. Especially in California, “We can no longer afford to do what we’ve done in the past,” Coley explains. Opportunities in New Jersey Dr. Brent Ruben is executive director of the Center for Organizational Development and Leadership at Rutgers, was and he brings with him a background in healthcare. He was familiar with patient evaluations of their health care based on consumer standards, rather than by the clinical criteria used by health-care providers. Ruben was struck by the disconnect between hospitals and patients. He was also struck by a similar situation between campuses and students. Ruben stressed the quality movement and customer focus,

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U and Rutgers supported his efforts to address them. With cooperation from Johnson & Johnson and AT&T, Ruben surfaced problems that seemed to thwart total quality management (TQM) concepts within higher education. The academy has its own culture, and faculty involvement extends to the administration of the campus. Ruben explained, “What looked to us like customer service could look to faculty like we were putting students in charge. So Johnson & Johnson personnel advised it would be important to take the culture into account.” To be effective as change agents Ruben and his associates needed to translate business concepts into terms faculty would accept. So they developed their own version of Baldrige quality awards, which they called Excellence in Higher Education. “Rather than argue over terms like Six-Sigma and change management, we would rather argue over concepts. This was very important in order to have buy-in from faculty for our efforts,” Ruben recounts. In tight times, some may consider these initiatives expendable,. But when you have to make tough choices, they help considerably to clarify goals and find efficiencies. TC

Paul Bylaska is vice president of finance and administration at Clarion University of Pennsylvania. He can be reached at pbylaska@clarion.edu.

y’sCampuss 3 oday’ Today 9 39

BY TOM ROBINSON

CAMPUS ENERGY HOGS TURN GREEN PLANS BLACK AND BLUE

veryone loves to boast about new lean, green LEED-certified classroom buildings. Less is said about their porky cousins. The real energy hogs on campus are the existing buildings, the laboratories and the athletics department. Why are they so gluttonous? What can be done to slim down their energy consumption?

William & Maryâ&#x20AC;&#x2122;s Wren Hall (circa 1695) is the oldest college building in the United States.

Existing buildings leave campuses red-faced, not green On college campuses, buildings account for 60 percent of electricity usage and 30 to 40 percent of greenhouse gas emissions. New buildings built to LEED or Green Globes standards can reduce that energy consumption by 40 to 50 percent. Unfortunately, new construction is a tiny portion of the total picture. Existing buildings make up 95 percent of the buildings on campuses. To meet

institution-wide carbon mitigation goals, you have two choices. Bulldoze all existing buildings and build new ones in their place! Or retrofit using standards published by the American Society of Heating, Refrigeration and Air-conditioning Engineers (ASHRAE) , Energy Star, or LEED for Existing Building Operations & Maintenance (EBM&O). In the 1950s and 60s, energy consumption was mostly ignored. In the 1970s oil embargoes and escalating energy costs spawned the practice of sealing buildings with revolving doors and narrow and inoperable windows. The objective was to heat or cool the air just once and lock it in place. Unfortunately for occupants, indoor air quality deteriorated with the lack of ventilation. And most advantages of bright airy interior spaces were lost. For example ASHRAE studies have concluded that fresh air and lower temperatures can improve classroom learning productivity and help retain teachers. While no two buildings and their uses are exactly alike, Traneâ&#x20AC;&#x2122;s vice president for the education market, Bill Harris, says there can be a common approach to solutions. It starts with benchmarking. Measure the current performance of the old building, and compare that to a high efficiency building, then set goals. The

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William & Mary’s new Miller Hall beats ASHRAE water and energy standards, tracks energy usage with sophisticated meters and sports locally sourced bricks, a rooftop water collection tank and drought-resistant native plantings. Yet the school’s consistent red brick architecture camouflages a building portfolio that includes the oldest college building in the country (opposite page) and dozens of unmetered 20th century energy hogs. Today’sCampus 41

Ambitious Plan at Stanford tanford’s suite of energy-saving programs includes new construction, large-scale building retrofits, small-scale retrofits; heating, ventilation and air-conditioning (HVAC) controls; and user habits. In addition, the university is demonstrating solar technologies at several campus locations. The university has allocated $15 million to improve the most energy-intensive buildings on campus. The Stauffer Chemistry Building was finished first in June 2007 and yielded a 35 percent drop in electricity use, a 43 percent cut in steam use and a 62 percent reduction in chilled water use. Carbon dioxide emissions associated with the building were reduced by 762 metric tons per year. Retrofits on the twelve most energy-intensive buildings on campus are scheduled for completion by 2013. Altogether, the improvements are expected to save $4.2 million annually and reduce total energy use in these buildings by 28 percent. An Energy Retrofit Program (ERP) has invested more than $10 million over 15 years in improving energy efficiency through technology upgrades, such as T8 lamps and electronic ballasts, variable-speed drives for motors, LED exit signs and spectrally selective window film. The result is an estimated cumulative savings of over 240 million kilowatt-hours of electricity—about 15 months of the university’s current use—and prevention of 72,000 metric tons of carbon dioxide equivalent emissions.

next steps can be as simple as limiting use of certain space or turning off the lights and lowering the thermostat when not occupied. Automated controls can mange those functions quite well. Humans tend to be inconsistent; computers don’t. Further steps become more complex. The tradeoff of energy savings and pleasant environments is not a zero-sum game. Yet balancing occupant comfort and energy savings requires compromise. The three Rs of greening existing buildings Routine maintenance and repair pays off. Filters should be replaced regularly. Energy recovery ventilation systems (ERVs) should be cleaned periodically. Dampers, valves, louvers and sensors should be inspected and calibrated. A building automation system (BAS) can assure timely maintenance. Retro-commissioning optimizes an existing building’s performance to meet the original design intent or current operational needs. Michael Crowley of Environmental Health and Engineering in Needham, MA calls it a “tune-up” of the heating, ventilation and cooling (HVAC) systems. Those systems and their components often operate inefficiently, even when well-main-

42 Today’sCampus

tained, and even when they meet comfort requirements. Most schools commission one building at a time. The University of Wisconsin launched an ambitious campuswide re-commissioning program involving 100+ buildings. Replace or rebuild. Some HVAC systems are so outdated they can’t be brought up to modern efficiency standards. In other cases, entire buildings are beyond hope, and the best solution is to gut or demolish the structure and build anew. In the process, many colleges bump up against an accounting firewall between operating and capital budgets, preventing operational savings from being a source of funds for capital improvements. In lab buildings, green plans go up in smoke On a per-square-foot basis, lab buildings are the fattest energy hogs. Harvard recently estimated the energy expense of operating its 1,000+ fume hoods at more than $3.6 million annually. According to John Buie of labX, a lab equipment marketplace, there are approximately 75,000 fume hoods in operation in the U.S., each of which consumes as much electricity as 3.5 U.S. households. Additionally, labs displace such large volumes of air, they re-

quire 200 trillion cubic feet of natural gas to keep conditioning the air for the comfort of researchers. There are logical reasons why labs are the way they are. Some are forgivable. Some are not. You cannot risk causing illness from breathing noxious fumes or biological contaminants. To protect researchers, the air volume is often replaced 5-10 times per day. Typically, the lowest standard mandated for chemistry labs is six air changes per hour. This means that the entire air in the lab must be exhausted and replaced every 10 minutes. Students, faculty, staff, researchers and lab assistants want access to lab buildings 24/7. That access pattern can triple the heating or cooling and lighting loads. In labs, utilizing sensors to shut off lights and regulate temperature when rooms are unoccupied pays immediate dividends. And for those fume hoods, protocols can be put in place to require the sash (the door of the hood) to be completely closed when not in use. A new generation of high efficiency fume hoods is emerging. Separating office space from active lab spaces can reduce the need for frequent air changes in a significant portion of lab buildings. The Environmental Protection Agency and Department of Energy have created Laboratories for the 21st Century. “Labs21” offers an information exchange and education through partnership, training, and a tool kit. Three dozen campuses—including Georgetown, Wright State, UNC and several of the California system universities—are partners. Green is not a common team color Nearly three out of four universities in NCAA Football Subdivision (FBS, formerly known as Division 1A) report that institutional sustainability initiatives are a “very high” or “high” priority. Their athletic departments, on the other hand, are lagging behind. They also lag behind major professional sports organizations. So says a 2009 Collegiate Athletic Department Sustainability Survey authored by Mark McSherry.

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Athletic facilities, like the Wallace Wade Stadium at Duke shown here, are demonstrating that they can dovetail with college aesthetics and institutional sustainability plans. Included are features such as low-flow water fixtures, motion-activated light and HVAC, permeable concrete, green roofs and energy-efficient lighting. Renderings courtesy of RATIO Architects. subscribe at no charge at www.todayscampus.com

Todayâ&#x20AC;&#x2122;sCampus 43

Athletic departments lag behind the rest of the campus • 80 percent of respondents did not know if their institution had signed the American College & University Presidents Climate Commitment • only 10 percent of FBS athletic departments have developed a strategic sustainability plan with short- and longterm goals • less than 10 percent say that the university is currently measuring or planning to measure the athletic department’s greenhouse gas (GHG) emissions • while 80 percent of athletic departments have implemented “moderate” or “extensive” recycling initiatives, less than 5 percent are measuring recycling rates and setting goals for improving these rates across the entire athletic department • energy efficiency/conservation and recycling are receiving the most emphasis within athletic department environmental initiatives. Natural/local food appears to be receiving the least emphasis. McSherry says that the environmental

44 Today’sCampus

DePauw grass height difference Athletic director Page Cotton (left) and Rob Harper, assistant director of facilities management (right), have saved DePauw thousands of dollars by not mowing game fields during the off-season. And during the season, the university mows only the actual playing surface to that sport’s specification, leaving surrounding grassy areas at a more natural height.

impact of sporting events—particularly the greenhouse gas emissions associated with team and fan travel, and food and vendor supplies—is not being quantified or addressed. Game fans don’t want to be lectured about recycling their tailgate trash. Powerful coaches want their recruits to see the field in its game-time glory with the grass cut to exacting length, the field paint fresh and the scoreboard lit up like a Christmas

tree, all day, even in the off season. Team and fan travel is a major contributor to GHG emissions. For example, over 37 million fans attended NCAA FBS football games in 2007, another 32 million attended basketball games. On average, NCAA universities support over 17 intercollegiate sports per school. Do the math. “The source of funds to build and run many athletic programs is private money,” says Bill Browne of RATIO, an architectural firm that specializes in athletic facilities. As such, the athletic programs —particularly big football programs—operate at arm’s length from the academic departments and are only indirectly controlled by the university administration. “Those contributors are less in tune with the institution’s sustainability goals,” explains Browne. “They would rather add a thousand square feet to a workout room than have a green roof.” Nonetheless, there are active individual and collective efforts underway to bring athletics into the fold. The NCAA itself created the NCAA Green Team and partnered with the Association for the

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Today’sCampus 45

Advancement of Sustainability in Higher Education (AASHE) to promote green athletic practices. One example is to have men’s and women’s teams travel together on the same buses. Purdue University had trash bag and recycling bag dispensers set up in the parking lot as well as in the stadium. Fans were then asked to leave their refuse and recycling at their parking space for pickup the next day by green organizations that were paid for their efforts. Purdue also cleverly managed another environmental problem. Storm water from acres of asphalt parking lots used to drain unchecked into the Wabash River. Now, a sand pit drain system underneath the main football field filters and slowly discharges all that water, quietly and unobtrusively as fans cheer the Boilermakers. As for the quest for year-round stadium grass perfection, DePauw athletic director Page Cotton tells his coaches to “take a picture.” He believes reducing unnecessary offseason maintenance is the right thing to do.

46 Today’sCampus

A breath of fresh air At 100 FPM face velocity, a typical 6-foot laboratory fume hood will exhaust over 1,250 cubic feet of air—the equivalent of exhausting all the air from a 12.5’  10’ room with a 10’ ceiling—every minute. An equivalent amount of outside air must be brought into the building, heated or cooled and delivered to the lab… only to be exhausted right back out through the hood.

He also knows it creates a teaching moment. “When a recruit and his or her parents are told of our environmental stewardship, the school’s esteem is raised in their eyes.” “More athletic departments are pulling in line with institutional sustainability initiatives,” says architect Browne. His firm

has been building aesthetically pleasing and highly efficient facilities. Some of the features like low-flow water fixtures and occupancy sensors in the locker rooms are not very sexy. However, a green roof on Duke’s football stadium and a stunning new Student-Athlete Development Center at Indiana University’s football complex show how athletic facilities can dovetail with the institution’s overall aesthetic and sustainability plans. A fitting conclusion Mark Sherry offers this fresh perspective: “Athletic departments also have unique sustainability opportunities. By developing a comprehensive sustainability program in the athletic department, universities can leverage their strong brand power and visibility to differentiate their schools and make meaningful environmental improvements. Additional revenue and philanthropic opportunities may arise for athletic department sustainability initiatives in the form of corporate sponsorship of green programs and green advertising.” TC

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Emp ow e r in g Yo u r Vi s io n .

Energy Management A campus thrives on the energy of its students. Their ideas and innovations. Their engagement in the greater community. Their ability to lead. ARAMARK’s approach to energy management mirrors this ideal. We possess the industry’s deepest and broadest talent pool. Our technical staff—Professional Engineers, Certified Energy Managers, LEED® Accredited Professionals, Certified Commissioning Professionals, and many others—bring a unique and truly comprehensive skill set to your institution. We frequently deliver 10–20% energy consumption reductions, generating immediate and sustainable cash flow and improving your carbon footprint without sacrificing user comfort. Our expertise in engineering and energy operations will help bring your goals to light. For more reasons to choose ARAMARK Higher Education, call 866-428-1094 or contact energy@aramarktechservices.com.

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Today’sCampus 47

Clinton Climate Initiative provides direction, funding

President Bill Clinton Credit: Clinton Foundation 48 Today’sCampus

want to greatly increase the number of large-scale energy saving retrofits for campus buildings—the American College and University Presidents Climate Commitment (ACUPCC) and the Clinton Climate Initiative (CCI). ACUPCC signatories can take advantage of the benefits of CCI’s Energy Efficiency Building Retrofit Program (EEBRP). Those benefits include project support and use of CCI’s established relationships with private sector financial institutions, energy services companies and product manufacturers. The EEBRP team negotiated best practice terms and conditions with energy service companies (ESCOs) for project development and implementation, and also designed ways and means with financial institutions. Meanwhile, CCI has a partnership with the C40, which is an association of 40 of the world’s largest cities that are committed to reducing greenhouse gas emissions (www.c40.org). CCI has established a Purchasing Alliance that leverages the buying power of 40 cities to achieve affordable pricing and faster adoption of the latest energy efficient products and technologies. Discounted pricing agreements are in place with 25 manufacturers of energy efficient products used in buildings. More are being finalized. WO ORGANIZATIONS

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For campuses interested in learning more, a best practices toolkit is now available. It includes project financing information, sample documents, lists resources by industry and by state. TC

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Todayâ&#x20AC;&#x2122;sCampus 49

Inside Back Cover www.accessgroup.org/ needaccess Access Group can offer expert advice and the right loans to support students. Access Group is a nonprofit loan provider for more than 25 years— they know it’s about more than just loans. It’s about developing good financial habits for life.

Page 763 Page www.citizensbank.com/edu Paying for a degree shouldn’t be harder than earning it. But with TruFit Student Loans, you can help your students borrow the full cost of their education with flexible repayment options that fit their life.

Page 29 Back Cover www.mygreatlakes.org FASTChoice helps you provide borrowers with comprehensive and accurate comparison of their private loan options before they choose to complete an application.

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Page 45 Page 60 www.usafunds.org www.usafunds.org Help your students manage their debt

For all that you do for students, USA Funds and keep your default rate low. USA Funds has the information and resources to help. financial literacy programs, debt management and default prevention tools and services can help you take control of your cohort default rate.

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Today’sCampus 51 sCssCampus ampus55 Today’ Campus Today’ 51 Today’ 55

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Visit StudentLoan Elena Lubimtsev Senior Vice President Edamerica

We caught Ms. Lubimtsev in Tennessee briefing her company’s home office on the progress of SAFRA student loan legislation on Capitol Hill, where she’s posted. Her clear explanations of a complex nationalization of the student loan industry are accompanied by a unique personal twist.

Read her entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826 52 Today’sCampus

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If you could make one change to Stafford and PLUS loans today, what would it be? Lower the interest rate on student and parent loans to bring them closer to market rates. They are presently almost double market rates. There is a huge element of unfairness here. I believe that if you ask an informed student to choose between a $200 Pell Grant increase and lower interest rates over the repayment period, he or she would choose lower interest rates. If we want to help students, let’s cut the rates, ease their financial burden, and do it universally. The SAFRA legislation has personal overtones for you due to your background. Please explain. It is intensely personal for me. I was born, raised and educated in the Soviet Union where everything was owned by the government. I lived it and I left it behind, because it doesn’t work. Any system without choice and competition creates bureaucracy, mediocrity, stagnation and corruption. I came to the United States for the freedoms this country offers, including free enterprise. And now I work in a U.S. industry fighting a government takeover. How ironic, to say the least.

”

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Today’sCampus 53

Shelley Saunders Vice President American Student Assistance

Explain the magic of the debt management techniques that you advocate. We’ve learned that providing the right information at the right time is key to a borrower’s having a successful repayment experience. At ASA we target our messages in time and content. For example, we make exit counseling available at the right time, in fact, over a period of time, beginning before graduation and continuing until 45 days before the first payment is due. That custom-messaging has reduced delinquency by 25 percent and helps reduce inability to locate as a bonus.

Read her entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826

17 Stafford Loans continued on page 56 Stafford loans are for students, and no co-maker is required. They are federally insured and regulated, and they have borrowing limits. Based on a FAFSA application (required), your loan interest may be subsidized or unsubsidized. Rates and terms are subject to change without notice. Certain qualifications or behavior may be required to qualify for discounts, rebates, rewards and special offers.

UnSubsisubsidized dized

Available for undergraduate students

Available for graduate students

Lowest possible interest rate (%)

Highest possible interest rate (%)

Lowest possible upfront fees (%)

Highest possible up-front fees (%)

Access Group

Subsidized Stafford Loan for Graduate Students

Yes

6.55

6.80

0.50

1.50

Access Group

Subsidized Stafford Loan for Undergraduate Students

Yes

5.35

5.60

0.50

1.50

Access Group

Unsubsidized Stafford Loan for Graduate Students

Yes

6.55

6.80

0.50

1.50

Access Group

Unsubsidized Stafford Loan for Undergraduates

Yes

6.55

6.80

0.50

1.50

Charter One

Affordable Stafford Loan for Graduate Students

Yes

6.55

6.80

0.50

1.50

Charter One

Subsidized Affordable Stafford Loan for Undergraduate Students

Yes

5.35

5.60

0.50

1.50

Charter One

Unsubsidized Affordable Stafford Loan for Undergraduate Students

Yes

6.55

6.80

0.50

1.50

Chase

Health Stafford

Yes

6.55

6.80

1.50

54 Today’sCampus

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Todayâ&#x20AC;&#x2122;sCampus 55

17 Stafford Loans continued from page 54

Stafford loans are for students, and no co-maker is required. They are federally insured and regulated, and they have borrowing limits. Based on a FAFSA application (required), your loan interest may be subsidized or unsubsidized. Rates and terms are subject to change without notice. Certain qualifications or behavior may be required to qualify for discounts, rebates, rewards and special offers.

UnSubsisubsidized dized

Available for undergraduate students

Available for graduate students

Lowest possible interest rate (%)

Highest possible interest rate (%)

Lowest possible upfront fees (%)

Highest possible up-front fees (%)

Chase

Stafford Loan

Yes

6.55

6.80

1.50

Citizens Bank

Affordable Stafford Loan for Graduate Students

Yes

6.55

6.80

0.50

1.50

Citizens Bank

Subsidized Affordable Stafford Loan for Undergraduate Students

Yes

5.35

5.60

0.50

1.50

Citizens Bank

Unsubsidized Affordable Stafford Loan for Undergraduate Students

Yes

6.55

6.80

0.50

1.50

Discover Student Loans

Federal Stafford Loan

Yes

5.35

6.80

0.50

1.50

New Hampshire Higher Ed Loan Corp

Stafford Subsidized Loan

Yes

5.35

5.60

1.50

New Hampshire Higher Ed Loan Corp

Stafford Unsubsidized Loan

Yes

6.55

6.80

1.50

PNC Bank Corporation

Keystone BEST Stafford Loans

Yes

5.35

6.80

0.50

1.50

PNC Bank Corporation

PNC National Stafford Loan

Yes

5.35

6.80

0.50

1.50

Kerri Moseley-Hobbs Associate Director of Financial Aid Sojourner-Douglass College

How is SAFRA affecting the operations of an urban college with 2,900 undergraduates, graduate and professional students? What makes it difficult to include parents and students in the school’s decisionmaking? If you’ve sat with a student or parent during student loan entrance or exit interviewing, you’d know the terms and conditions confuse them considerably. Attempting to clarify the complex political and marketplace issues involved in SAFRA is nearly impossible. The preferred lender list was difficult enough.

Read her entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826 56 Today’sCampus

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7 PLUS Loans for Parents

These PLUS Loans are for parents. Occasionally a co-maker is required. Recent federal legisltation relaxes the co-maker requirement for borrowers with negative home loan credit history. They are federally insured and regulated, and will usually finance the entire year’s cost of attendance. Depending upon the college, a FAFSA application may or may not be required. Interest is not subsidized, and repayment may or may not begin immediately.

Lowest possible interest rate (%)

Highest possible interest rate (%)

Lowest possible Highest possible up-front fees up-front fees (%) (%)

Access Group

Parent PLUS Loan

8.25

8.50

3.00

4.00

Charter One

Affordable PLUS Loan for Parents

8.25

8.50

3.00

4.00

Chase

Parent PLUS Loan

8.25

8.50

4.00

Citizens Bank

Affordable PLUS Loan for Parents

8.25

8.50

3.00

4.00

Discover Student Loans

Federal Parent PLUS Loan for Parents of College Students

8.25

8.50

3.00

4.00

New Hampshire Higher Ed Loan Corp

PLUS Loan for Parents

8.25

8.50

4.00

PNC Bank Corporation

Parent PLUS Loan

8.25

8.50

3.00

4.00

Innovation.

Evolution. Deﬁning Ou Ourr Role O

IIn the th h shifting hif hiftii landscape l d of student loans, Edamerica

remains committed to students, schools and families. We value the relationships we’ve built over the last twenty-one years, and we’ll continue to nurture them. As the future of our industry unfolds, Edamerica will seize every opportunity to apply our shared skill set with Edﬁnancial Services – extraordinary customer-driven service, processing and support. Our business model may evolve, but our unwavering dedication to the ﬁnancial aid community will never change. We’re counting on you to make your voices heard by letting your legislators know what you want to see included in the new student loan paradigm. Be part of this transformation – the end result greatly impacts you and your students.

Supporting Dreams. Transforming Lives. That’s Edamerica.

8 0 0 . 3 3 7. 1 0 0 9 www.edamerica.net an Edfinancial Services lender

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Today’sCampus 57

Joe Kakaty

Chief Marketing Officer College Loan Corporation Does that E-Z credit Stafford and PLUS scenario look like a similar scenario involving housing and mortgages? Housing prices rocketed upward for years due to E-Z mortgage loans. Then the bubble burst. Those mortgage loans could be characterized as E-Z, because there was insufficient proof required of a borrower’s ability to repay. There’s a very easy credit check for a PLUS loan and there’s no underwriting or credit review required today to get a Stafford loan. And what continues to happen to the cost of college?

Read his entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826

8 GradPLUS Loans for Students

These PLUS Loans are for graduate students. Occasionally a co-maker is required. They are federally insured and regulated, and will usually finance the entire year’s cost of attendance. Depending upon the college, a FAFSA application may or may not be required. Interest is not subsidized, and repayment may or may not begin immediately. Certain qualifications or behavior may be required to qualify for discounts, rebates, rewards and special offers. Rates and terms are subject to change without notice.

Lowest possible interest rate (%)

Highest possible interest rate (%)

Lowest possible Highest possible up-front fees up-front fees (%) (%)

Access Group

Graduate PLUS Loan

8.25

8.50

3.00

4.00

Charter One

Affordable PLUS Loan for Graduate Students

8.25

8.50

3.00

4.00

Chase

Graduate PLUS Loan

8.25

8.50

4.00

Chase

Health Grad PLUS

8.25

8.50

4.00

Citizens Bank

Affordable PLUS Loan for Graduate Students

8.25

8.50

3.00

4.00

Discover Student Loans

Federal Grad PLUS Loan for Graduate Students

8.25

8.50

3.00

4.00

New Hampshire Higher Ed Loan Corp

Graduate/Professional PLUS Loan

8.25

8.50

4.00

PNC Bank Corporation

Graduate PLUS Loan

8.25

8.50

3.00

4.00

58 Today’sCampus

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Your students have bigger things to worry about than their lender. With Education Lending solutions* from PNC, your students can focus on more important things. We offer all the higher education ﬁnancing they need in one convenient place, plus an entire staff dedicated to answering any questions about the loan process. And PNC is committed to education lending for the long run, so we’ll be there every step of the way. Your commitment to your students’ education is long-term. At PNC, so is ours.

To learn more about PNC Education Lending, visit pnconcampus.com or call 1-800-762-1001.

STAFFORD LOAN

PLUS LOAN

PRIVATE LOAN

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CON PDF 0908-035

sCampus 59 Today’ Today’sCampus 59

11 Private loans

Because these loans are offered without federal insurance and require no FAFSA application, they are often referred to as ‘private loans’ or ‘alternative loans.’ Almost all of them are ‘underwritten,’ which means the fees and interest rates you’ll pay will vary between the lowest and highest rates based upon your credit-worthiness, or the creditworthiness of a willing co-maker. Expect variations from loan to loan and from lender to lender. With some notable exceptions, convenience and liberal repayment terms are more common than low interest rates. Rates and terms are subject to change without notice. Certain qualifications or behavior may be required to qualify for discounts, rebates, rewards and special offers.

For Students?

For Parents?

Cosigner required?

School certification required?

Lowest posHighest sible possible interinterest est rate (%) rate (%)

Lowest possible upfront fees (%)

Highest possible upfront fees (%)

Charter One

TruFit Student Loan

Yes

Sometimes

Always

2.75

12.75

0.00

5.00

Chase

Chase Select Graduate Health Professions Loan (school certified)

Yes

Sometimes

Always

4.70

12.55

0.00

Chase

Chase Select Graduate Loan (school certified)

Yes

Sometimes

Always

4.70

12.55

0.00

Chase

Chase Select Undergraduate Loan (school certified)

Yes

Sometimes

Always

4.70

12.55

0.00

Citizens Bank

TruFit Student Loan

Yes

Sometimes

Always

2.75

12.75

0.00

5.00

Discover Student Loans

Certified Private Loan for College Students

Yes

Sometimes

Always

4.25

11.00

0.00

Terry Kell

Assistant Director of Financial Aid University of Wisconsin, Madison SAFRA legislation also affects Perkins loans, and that affects this large school in a large way. Terry Kell explains those changes and their likely impact. How will new student borrowers with Perkins loans fare under the proposed legislation? These are the people who will be affected the most. We’ve always used Perkins as the first loan for the neediest students. Even for the neediest of students, a Direct Perkins loan willnow act much like an unsubsidized Stafford loan. They’ll pay or accrue interest from day one. That interest change will add twenty to thirty percent to a Perkins borrower’s debt load. All occupational cancellation benefits are eliminated with the exception of military service and limited teaching. Interest forgiveness during periods of unemployment is also no longer available. There’s even the possibility that the school will have to pay Uncle Sam a fee for each Perkins loan originated—amount to be determined. Finally, it’s also possible that no borrower will be Perkins-eligible until he or she has exhausted Stafford, both subsidized and unsubsidized.

Read his entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826 60 Today’sCampus

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Discover Student Loans

Certified Private Loan for Graduate Students

Yes

Sometimes

Always

4.25

11.00

0.00

PNC Bank Corporation

Solution Loan for Bar Study

Yes

Sometimes

Always

4.28

11.03

0.00

6.00

PNC Bank Corporation

Solution Loan for Graduates

Yes

Sometimes

Always

4.28

11.03

0.00

6.00

PNC Bank Corporation

Solution Loan for Health Professions

Yes

Sometimes

Always

4.28

11.03

0.00

6.00

PNC Bank Corporation

Solution Loan for Undergraduates

Yes

Sometimes

Always

4.28

11.03

0.00

6.00

Establish a strong link with shoppers Link your company to StudentLoanListings.com. Where shoppers searching student loans will find you first.

Link your school to StudentLoanListings.com. Where shoppers search student loans anonymously until ready to apply.

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Todayâ&#x20AC;&#x2122;sCampus 61

Alan Collinge Founder StudentLoanJustice.org

Alan Collinge is a student loan activist whose organization represents thousands of former college students who’ve run afoul of the American student loan system. How well is the U.S. government doing in the student loan business, in his opinion? Is the impending federalization of Stafford and PLUS loans consumer-driven? No. It’s driven by governmental interests. Policy architects want to implement a system with fewer moving parts. Unfortunately, the changes and benefits will be largely internal to the government. From the consumer’s perspective it will look very much the same, and it’s likely to exhibit the same predatory characteristics.

Read his entire interview, and others on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826

1 Consolidation Loan

Consolidation loans pay off other student loans. FFEL Consolidation Loans pay off Stafford, PLUS and Perkins loans, resulting in one federally insured loan with new terms and a single monthly payment. Repayment begins immediately. The interest rate is a blended result of the rates on the loans being consolidated. Rates and terms are subject to change without notice. Certain qualifications or behavior may be required to qualify for discounts, rebates, rewards and special offers. Chase

Private Consolidation Loan

For students?

For parents?

Comaker required?

Yes

Sometimes

Minimum loan amount ($)

Will you consolidate a loan in arrears?

Will you consolidate a loan in default?

7,500

Never

Consolidates ConsoliStafdates ford & private PLUS loans? loans?

Yes

S A F R A

Elena Lubimtsev

Alan Collinge

Kerri MoseleyHobbs

Terry Kell

Shelley Saunders

Joe Kakaty

Read the complete interviews on the topic of SAFRA, at TodaysCampus.com/articles/load.aspx?art=1826 62 Today’sCampus

subscribe at no charge at www.todayscampus.com

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Member FDIC. All loans are subject to approval. Citizens Bank is RBS Citizens, N.A. and Citizens Bank of Pennsylvania. EFAV11069M0

Todayโ sCampus 63

I T

W I S D O M

university professor posed an Good teachers are those who know When Insults HadAexamination Wit—And Some Class question in which he how little they know. Bad teachers are

You teach best what you most need to learn. Compiled by Koralras Richard David Bach

An exchange between

A professor is one who talks in Churchill and Lady Astor: someone else’s sleep. She said, “If you were my husband Anonymous I’d give you poison.” He said, “If you were my wife, Time is a great teacher, but I’d drink it.” unfortunately it kills all its pupils. Hector Berlioz

A member of Parliament to Disraeli:

I like a teacher who gives “Sir, you will either die on the you something to take gallows or of some unspeakable home to think about disease.” besides homework. “That depends, Sir,” said Disraeli, Lily Tomlin “whether I embrace your policies or your mistress.” Academy: A modern school where football is taught. “He had delusions of adequacy.” Ambrose Bierce

Walter Kerr

An expert is a man who has made all “He has all the virtues I dislike and the mistakes which can be made, in a none of the vices I admire.” narrow field.

Winston Churchill

Niels Bohr

asked what is the difference between those who think they know more than ignorance and apathy. Th e professor know.man and wor“I have never killed a man, but I “Hethey is adon’t self-made Verdi had to give an A+ to a student who have read many obituaries with great ships his creator.” answered: I don’t know and I don’t care. John Bright pleasure.” Richard Pratt Education is what remains after one has Clarence Darrow forgotten everything learned in school. “I’ve just learned abouthehis illness. An expert is one who knows more Albert Einstein “He has never been known to use a Let’s hope it’s nothing trivial.” and more about send less and less. to the Irvin S. Cobb word that might a reader Nicholas Murray Butler Experience is a great advantage. dictionary.” problem thathimself; when you William Faulkner “HeThisenot only is dull he get is Education is a progressive discovery the experience, you’re too damned (about Ernest Hemingway) the cause of dullness in others.” of our own ignorance. old to doJohnson anything about it. Samuel Will Durant “Th ank you for sending me a copy of your book; I’ll waste no time Experience reading it.” is a good school, but the fees are Moseshigh. Hadas Heinrich Heine

Jimmy Connors

“Why do you sit there looking like an I have without never letany my address schooling envelope oninterfere it?” with my education. Mark Twain Mark Twain

“I didn’t attend the funeral, but I sent daressaying to teach must never aWho nice letter I approved of it.” cease to learn. Mark Twain

“Some cause happiness wherever Education is not the answer the they go; others, whenever theyto go.” question. Education is the means to Oscar Wilde the answer to all questions.

“He has no enemies, but is intensely A teacher eternity; he can disliked by aff hisects friends..” never tell where his Oscar Wilde influence stops.

“HeWilliam has VanAllin Gogh’s ear for music.” Billy Wilder TC Anyone can steer the ship when the sea is calm.

John Cotton Dana

Henry Brooks Adams

Publilius Syrus

U M O R

“Your mother wanted you to have this for good luck. It’s her foot.” “As usual, the employees are the

64 Today’sCampus 64 Today’sCampus

“So, this is debt-free living.”

“For Father’s Day, I’m giving my dad an hour of free tech support.”

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Marilyn Howard,

Financial Aid Administrator

I HOPE

re to help them My students know that I’m he use what they decide ca be , es oic ch ht rig e th e mak them now and long financially today will impact I want them to look . ol ho sc of t ou e ’r ey th r te af s. to the future with No worrie

I KNOW

expert advice and e m r fe of n ca up ro G s es Acc my students. d an e m t or pp su to s an lo the right provider for more an lo fit ro np no a en be ve y’ The out more than ab it’s ow kn ey th s ar ye than 25 good financial ng pi lo ve de t ou ab s It’ s. an lo just habits for life. dreams. That’s lp them reach their

Your job is to he

AccessGroup.Org

ve in common. something we ha

or call 800-227-21

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Today’sCampus C3

Saved school $72,000 in merchant fees.

Spent $28 on a sweatshirt for homecoming.

Owes $1,500 in past due tuition.

Now more than ever,

every dollar counts. With U.Commerce, you’ll never lose sight – or control – of your campus commerce. Save money. Make money. Manage money. Without cutting corners. See it all, then get it all … with U.Commerce.

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