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College and university records administrators are increasingly under the gun to meet regulatory and compliance mandates pertaining to document retention and security. This would be no big deal if they just had to track and control a couple of documents (and if these documents were all pretty much the same) but of course, this is hardly the case.

Although the medical school’s old system of managing records with paper spreadsheets and custom databases was working fine, keeping things current did depend on programmer availability, says Monica Baccardax, IT project manager for the Faculty of Medicine at Dalhousie University Medical School, in Halifax, Nova Scotia, Canada. And even when all systems were “go,” staying on top of the paper flow was time-consuming.

Imagine the life of a university or college records manager or compliance officer. Facing an almost uncountable number of federal and state document management requirements that grow more complex by the day, they’re somehow expected to stay on top of these regulations, and to ensure that every document accurately adheres to them. Any failure to do so puts a university system at a high risk of being out of compliance.

Universities face a conundrum: Funding for higher education is on the decline, but enrollment is at an all time high—how can they do more with less? One answer may be Time-Driven Activity-Based Costing (TDABC). It’s a system to discern and analyze costs and compare this to what is driving demand. For example, a finance officer may know how much certain departments spend on which vendors, but not have the ability to align shared services (duplicate services or programs) between those departments.

This fall, along with moving its Planning for Higher Education journal from print to completely online, the Society for College and University Planning (SCUP) is introducing The Campus-Space MOJO (Multilevel Online Journal Odyssey).

It's all very well and good to talk about the need to do more with less—as if this necessity has escaped anyone's attention these days. But how exactly do you achieve this objective in an efficient, rational (and humane) manner? Increasingly, one way organizations are streamlining and gaining efficiencies is through integrating siloed IT systems, eliminating the time-consuming practice of jumping between multiple applications. And when it comes to integration, using enterprise content management (ECM) as integrative middleware offers profound advantages.

John Hermes, vice president of information technology for Oklahoma Christian University, knew the school had problems. Despite a reputation as a pioneer in education technology and as a very high-tech university, Oklahoma Christian (OC) was lagging farther and farther behind in its business processes, says Hermes.

On any university or college campus, information is held in numerous content-related, department-specific applications. For example, HR likely has its own system that allows staff to easily access information through a primary portal; accounting may be set up the same way. And so it goes throughout the campus, with departments utilizing their own systems to conduct business.

Higher One has achieved Oracle Validated Integration of its CASHNet payment processing suite 2012.2 with Oracle’s PeopleSoft Campus Solutions 9.0. With this integration, colleges and universities, as well as students and parents, are able to easily process payment anytime, anywhere using the CASHNet payment processing suite. To achieve Oracle Validated Integration, Oracle partners are required to meet a stringent set of requirements that are based on the needs and priorities of the customers.

If you still watch TV with commercials, you may have seen an ad recently talking about using data to improve your business—the bakery that mined its sales data to discover that people buy more cake on rainy days, for example. Everybody’s talking about “big data” and “data science,” basically applying sophisticated analytic techniques to large datasets. And one of the things they’re doing is predictive modeling—using historical data to make predictions about the future.