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Campus CFO

Wisconsin college employs Third Coast Higher Education for Financial Aid assessment and improvement project

Times of transition are always a good opportunity for evaluating processes in a financial aid office. So when the director of financial aid at Beloit College in Wisconsin took a new position, leadership at the 1,350-student institution decided to examine that department’s business operations.

Mike Walters

An institution’s enterprise resource planning (ERP) system drives many of its core processes. ERP software allows students and faculty to access key information, and staff to automate previously manual tasks. It is critical for administrators to make their other programs, such as payment technology systems, integrate seamlessly with the software that governs so much on campus—the ERP.

SUNY Broome partners with Higher One to offer all electronic payment services through one system

Meeting the needs of every student at SUNY Broome is a critical part of the upstate New York institution’s mission. And when a large portion of the 7,000-student population is made up of first-generation and non-traditional students, meeting their needs requires paying particular attention to campus finances.

Don Smith

From tuition payments at the bursar’s office to book
purchases at the campus store, there is frequent credit
card and debit card activity at higher ed institutions. And a
big change in the world of card-based payments has come
about in the form of EMV.

In 2008, the IRS sent 400 questionnaires to colleges and universities. From that sample, 40 were selected to be audited and 34 of those audits have been completed. Here's what the IRS found and what it means to you.

In the life of an institution, the chief financial officer helps drive the big narrative, but also digs down into the day-to-day. A CFO is strategist and analyst, decision-maker and inspirer, and protector and possibility-seeker all in one.

There are seven areas of oversight that trustees of higher education institutions should consider as fiduciaries. Mistakes in any of these areas can negatively impact the expected growth and risk profile of the portfolio, and in turn, the institution’s financial well-being.

Mistake #1: Not Tracking Total Investment Portfolio Performance

Though using outdated manual systems can hinder achieving maximum accountability, compliance, and transparency, many higher education institutions are still using such systems to track time and attendance for their workforce. Introducing an automated workforce management system instead can increase efficiency and maximize productivity and funds. This web seminar, originally broadcast on December 4, 2012, featured the University of Georgia, which realized many benefits after implementing a campuswide automated workforce management system.

The pressure institutions are facing from the growing student loan debt crisis is felt by all departments, from financial aid to admissions. Schools are struggling to justify tuition costs to prospective students, as well as to ensure recent alumni leave pleased with the institution, despite having student loan debt. In this web seminar, originally broadcast on November 13, 2012, representatives from American Student Assistance (ASA), St.

Penn Park at  the University of Pennsylvania

At The Ohio State University, the term “master plan” is obsolete. That’s because what traditional master plans often lack—input from an institution’s academic and finance folks—are an integral part of the One Ohio State Framework Plan, shares Amanda Hoffsis, senior director of physical planning.

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