Higher Education – Tesoro High School http://tesorohighschool.com/ Sat, 18 Sep 2021 16:25:07 +0000 en-US hourly 1 https://wordpress.org/?v=5.8 https://tesorohighschool.com/wp-content/uploads/2021/05/tesoro-high-school-icon-150x150.png Higher Education – Tesoro High School http://tesorohighschool.com/ 32 32 St. Mary’s College Recognized as Tree Campus 2020 Higher Education Institution by the Arbor Day Foundation | thebaynet.com | TheBayNet.com https://tesorohighschool.com/st-marys-college-recognized-as-tree-campus-2020-higher-education-institution-by-the-arbor-day-foundation-thebaynet-com-thebaynet-com/ https://tesorohighschool.com/st-marys-college-recognized-as-tree-campus-2020-higher-education-institution-by-the-arbor-day-foundation-thebaynet-com-thebaynet-com/#respond Sat, 18 Sep 2021 09:02:51 +0000 https://tesorohighschool.com/st-marys-college-recognized-as-tree-campus-2020-higher-education-institution-by-the-arbor-day-foundation-thebaynet-com-thebaynet-com/

ST. MARY’S CITY, Maryland – St. Mary’s College of Maryland has been recognized as a 2020 Tree Campus Higher Education Institution by the Arbor Day Foundation. Tree Campus Higher Education, a national program launched in 2008 by the Arbor Day Foundation, honors colleges and universities and their leaders for promoting healthy trees and engaging students and staff in the spirit of conservation.

“It was a team effort that included the hard work of all members of the Arboretum Committee, including Arboretum Intern David McDaniel, Sustainability Specialist Madeleine Beller ’20, our Campus Arborist. Justin Mattingly, our field staff led by Steve Gregory and Director of Facilities Planning Maurice Schlesinger. They each deserve praise and I am extremely proud of the work they have done and the recognition we have received, ”said Thomas Brewer ’05, Head of Environmental Health, Safety and Sustainability Programs and Committee Chair. of the arboretum.

To achieve this distinction, St. Mary’s College adhered to the five fundamental standards for effective forest management on campus, including the establishment of a tree advisory committee, evidence of a tree maintenance plan on campus. the campus, dedicated annual spending for its on-campus tree program, a celebration of Tree Day, and sponsorship of student service learning projects. St. Mary’s College has been recognized by the Arbor Day Foundation for several years.

Arbor Day Foundation President Dan Lambe said in a letter to the College: “Over the past year, many people have been reminded of the importance of nature to our physical and mental health. The trees on your campus provide places of refuge and reflection for students, staff, faculty and the community. Thank you for your contribution to this work.

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Iowa regents consider more private collaboration https://tesorohighschool.com/iowa-regents-consider-more-private-collaboration/ https://tesorohighschool.com/iowa-regents-consider-more-private-collaboration/#respond Fri, 17 Sep 2021 23:03:50 +0000 https://tesorohighschool.com/iowa-regents-consider-more-private-collaboration/

Regents listen to an Iowa Board of Regents meeting at the Levitt Center for University Advancement in Iowa City on Thursday, June 3, 2021. The regents heard from the three presidents of the public universities during the open session. (Rebecca F. Miller / The Gazette)

As the Board of Regents’ latest five-year strategic plan draws to a close, higher education across the country, such as in Iowa, is experiencing widespread disruption and is ready for a fresh start.

“It’s time to say, ‘We have been really touched, we have to make changes,” Paul N. Friga, University of North Carolina-Chapel Hill professor and higher education consultant, told the Nine Volunteer Regents. of Iowa for a five-hour meeting Friday to develop a 2022-2027 strategic plan.

“Make big, big changes while you can,” he said. “Then you come out positive with new investments, new programs, new energy, and you can capture a bigger share and be a lot better prepared for the future. “

Some of the disruptions Regents said they need to address in their new five-year plan include declining enrollment, declining state investment, increased reliance on digital learning, growing demand for mental health services, changes demographic and the need for programmatic efficiency.

“I think we need to start looking at higher education differently when it comes to sources of income, because I don’t see state funding going back to where it was in previous years,” Regent Jim said. Lindenmayer. “And I don’t think we can continue to depend on tuition fees like we are. I think we need to start looking for private resources.

He noted that “private” has “always been kind of a dirty word” in public higher education. “But I think if we’re going to fund them adequately, we’re going to have to look at these types of flows somehow,” he said.

University collaborations with private entities – like the $ 1.165 billion public services partnership the University of Iowa recently entered into – cannot entirely replace state credits and tuition revenue, which must continue to be part of the funding formula, said Regent David Barker.

“Higher tuition fees will have to be part of the mix,” Barker said. “If credits don’t go up and our costs go up, tuition fees are going to have to go up.

But with access and affordability still a top priority, the board’s next strategic plan could allow revenue streams “to be a bit more dynamic,” said the board’s executive director, Mark Braun. “But don’t shy away from state support or moderate tuition fee increases.”

Highlighting the UI’s ‘incredibly successful’ public-private partnership for the operation of its public services – which has enabled the UI to secure funds for the creation of an educational endowment – Braun asked the regents to they had to promote the concept more explicitly in the strategic plan.

Noting that this term can be applied broadly, not only to operational collaboration, but also to research and collaboration with industry, Regent Nancy Dunkel said, “If you put that into our strategic plan, it gives universities the green light to do even more. “

This would show that the board encourages appropriate and supervised public-private partnerships that foster research, financial and operational collaboration, said board chairman Mike Richards.

Nonetheless, Dunkel urged caution. “We don’t want the biggest prize pool to influence education,” she said. “So it has to be sort of weighed, monitored appropriately and transparently. “

Better communication

Citing a recent survey the board circulated to its own members as well as some students, faculty, staff, administrators, legislators and others questioning the board’s mission and priorities, Braun stressed the need for more transparency or communication.

“Is this something we need to step up in the next strategic plan? ” He asked. “Communicate more, provide more material, more opportunities for engagement, not only with legislators but with the public, with faculty, staff and students.”

The board received the lowest scores for appropriate stakeholder engagement, according to the survey, which found that only half of respondents agreed that the board had done so. Looking specifically at how the council engages external stakeholders – like lawmakers and the governor – only half of lawmakers or state employees who responded said the regents did so in an appropriate manner.

‘Be ruthless’

Highlighting trends in higher education that the board will need to take into account when developing the strategic plan, consultant Friga warned that enrollments were down; more and more campuses are freezing tuition fees or slowing increases; and many have oversized facilities.

“Most higher education institutions have over-invested in physical infrastructure, over-invested in enrollment,” he said. “We have oversupply… We already have millions and millions of built-in excess capacity. “

Friga warned that the regents will have to make sometimes difficult decisions to weather the coming storm. He urged the board to diversify its universities – to make them stand out and expand their pool of student perspectives in the adult and working population.

“I would advise you to get into the associate’s degree business,” he said of the four-year campuses in Iowa that offer bachelor’s, master’s, and doctoral degrees. “And tackling the adult population as a serious effort,” advised Friga, urging the elimination of redundant services and programs.

“We have a lot of transactional people on our campuses, and a lot of new technology will allow you to eliminate these kinds of positions,” he said. “So you must be ruthless with this.”

Academic program reviews “will require even more courage.”

“Let’s say 10 percent is going to be cut off,” he said. “And you’re going to use criteria like enrollment, spending per student, direct and indirect costs, market demand.”

Encouraging the regents and their universities to also launch new innovative programs, Friga told them to be “aggressive about this”.

“And, by the way, they’re going to be really unhappy with that,” he said. “Because, once again, no faculty wants their program to be eliminated. But some of them should be eliminated. It’s just that we have a hard time saying no to programs once they start.

Regents and staff will then draft a new strategic plan focusing on its public service, civic responsibility, and academic and research missions with the hope of bringing something to public attention in November.

Comments: (319) 339-3158; vanessa.miller@thegazette.com

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Vaccinations against Covid-19 on the rise for higher education employees https://tesorohighschool.com/vaccinations-against-covid-19-on-the-rise-for-higher-education-employees/ https://tesorohighschool.com/vaccinations-against-covid-19-on-the-rise-for-higher-education-employees/#respond Fri, 17 Sep 2021 10:49:17 +0000 https://tesorohighschool.com/vaccinations-against-covid-19-on-the-rise-for-higher-education-employees/

The rate of employees getting vaccinated for COVID-19 in the higher education system in Nevada has increased in recent weeks.

Of the 23,883 employees at NSHE, more than 18,000, or 75%, have been vaccinated against COVID-19, the system said on Wednesday.

“I am extremely proud of all of those who have chosen to be vaccinated,” said Chancellor Melody Rose. “This effort will go a long way in making our campuses safe for our students and colleagues.”

The percentage of employees vaccinated has increased by 35% since the percentage rates were first reported the previous week, the system said in its statement.

The Great Basin College had a rate of 66.1% for its 398 employees across Nevada, which equates to 263 employees vaccinated and 135 who are not, according to the system’s report on Wednesday.

Jennifer Sprout, executive director of institutional advancement and communications at Great Basin College, said in an email that the rate encompasses all GBC campuses, including Pahrump, “for employees considered fully vaccinated.”

“Vaccination rates are constantly changing depending on new hires, employees considered to be fully vaccinated, etc. Sprout said. “Fully vaccinated is considered to be two weeks after the second dose of Pfizer or Moderna or a single dose of Johnson & Johnson. “

As of September 15, the GBC’s Pahrump campus had a 69.2% vaccination rate among its employees, according to Sprout.

Six of the eight NSHE campuses reported vaccination rates above 70%. Including GBC, Western Nevada College also had lower than 65.2% vaccination rates on Wednesday among its employees.

NSHE saw its vaccination rates among its employees drop from 56.1% the previous week to 75.6% now among its “academic and administrative faculty, classified staff, graduate assistants, student workers and others,” said one system release.

NSHE gave several reasons for the recent increase: an increase in the number of employees vaccinated; State WEBIZ update by NSHE and institutions; “Clarify a discrepancy in the total number of employees, which originally added 81 volunteers, agency workers and independent contractors, who are not directly paid by NSHE”; and the decision by the State Health Council to require all NSHE students to get vaccinated before the spring semester.

“We have seen tremendous gains from all of our institutions, and I would like to thank the Presidents of NSHE and their teams for all their hard work in supporting immunization efforts and updating the database of the NSHE. State, ”said Chancellor Rose.

Rose is confident of the continued growth in NSHE vaccination rates.

“I remain confident that NSHE employees recognize the importance of vaccination and I believe we will see continued growth in our vaccination rates in the weeks to come,” said Rose. “Science and data have always shown that receiving COVID-19 vaccines continues to be the safest, safest, and most effective way to end the pandemic and continue to learn in Nevada. “

Last week Chancellor Rose was authorized by the Board of Regents to develop a COVID-19 vaccination policy for all NSHE employees. The board is to hold a special meeting on September 30 to discuss and possibly act on the proposed policy.

“I continue to encourage every NSHE employee and student to get vaccinated as quickly as possible, not only for your health and well-being and that of your family, but also for your colleagues and students,” said the footmuff Rose.

COVID-19 vaccination rates for NSHE employees will be updated weekly on the NSHE website at nshe.nevada.edu

Contact editor Jeffrey Meehan at jmeehan@pvtimes.com

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The impact of the cost of living on the returns to higher education – Institute for Fiscal Studies https://tesorohighschool.com/the-impact-of-the-cost-of-living-on-the-returns-to-higher-education-institute-for-fiscal-studies/ https://tesorohighschool.com/the-impact-of-the-cost-of-living-on-the-returns-to-higher-education-institute-for-fiscal-studies/#respond Fri, 17 Sep 2021 00:01:24 +0000 https://tesorohighschool.com/the-impact-of-the-cost-of-living-on-the-returns-to-higher-education-institute-for-fiscal-studies/

Accurate estimates of the returns to different higher education courses are vital. Information on the performance of the various options that students face is essential to enable them to make an informed decision about which subjects and at which university to study. High-quality evidence on returns is also crucial for policy makers considering the design of the higher education system and skills development in the economy. Recent work by Belfield et al. (2018) provided extensive evidence on the returns to different tertiary education options using newly linked administrative data. A common criticism of this work is that it examines the returns to gross earnings and does not take into account cost of living differences across the country. In this report, we investigate how cost-of-living adjustment affects the returns to different higher education options.

It is well known that housing costs vary widely across the country. For example, last year the average house price in Camden hit over £ 1.1million, compared to just £ 140,000 in County Durham. The prices of other goods and services show similar (albeit less extreme) trends and as a result there is huge variation in the cost of living across the UK. Figure 1 highlights this variation, showing how the overall cost of living may be more than 10% lower than the UK average in the north of the country, but more than 30% higher than the national average in London and the South-East. A salary that could allow individuals to lead a very comfortable life in County Durham could therefore leave them struggling to get by in London.

This can have important implications for how we think about going back to college. We know that graduates are much more geographically mobile than non-graduates and more likely to move to large cities (see Britton et al., 2021). If this means that graduates face a higher cost of living than non-graduates, the differences in gross income between these groups will overestimate the differences in their disposable income and standard of living. Moreover, not only are there differences in place of residence between graduates and non-graduates, but there are also very large differences in place of residence between graduates who attended different universities. Figure 2 compares residency at age 27 for graduates from the University of Bolton and the London School of Economics (LSE). While virtually all University of Bolton graduates remain in the North West, those of LSE remain concentrated in London and the South East. Thus, while it is true that income from LSE attendance is considerably higher than income from University of Bolton attendance, the differences in the cost of living in the areas where graduates of these respective institutions live. after leaving college suggest that the average University of Bolton student will need a lower income level than the average LSE graduate to achieve the same standard of living. A similar argument can be applied to different subjects – for example, medical graduates end up working in hospitals across the country, while graduates of some other subjects are much more concentrated in large cities.

Figure 1: Change in the cost of living in England

This leads us to ask how adjusting for differences in the cost of living based on the area of ​​residence of individuals affects the estimates of returns to different universities and subjects. To answer this question, this report uses newly linked data on area of ​​residence in early adulthood to explore where graduates live in early adulthood and estimate how returns to tertiary education (ES ) change once we adjust gross incomes for cost of living differences across the country. .

Figure 2: 27-year destination of University of Bolton (left) and LSE (right) graduates

We start by showing that there are indeed big differences in the place of residence of graduates of different universities after the end of their studies. Around 60% of those who attended a university in London still live there at 27, while less than 20% of graduates from institutions outside London live in London at 27. For universities outside London, there is a strong negative relationship between selectivity and the proportions of graduates remaining in the region and a strong positive relationship between selectivity and moving to London. For example, around half of Oxbridge graduates live in London at age 27, while this proportion is less than 10% for the less selective universities.

As London has the highest cost of living in the country, it also means London universities and the more selective institutions outside London are seeing the biggest drops in performance – up to 20%. percentage points – once we adjust income for differences. in the cost of living. On average, people who have attended university live in more expensive areas than those who have not, and adjusting income to the cost of living decreases the average yields of institutions by about 3 percentage points. percentage. However, a few universities show very small increases in yields. These are usually institutions located in low cost areas with a high proportion of graduates from and staying in the local region, as well as specialized agricultural colleges.

While the performance changes may be quite large for some institutions, and London institutions in particular, the cost of living adjustment does not significantly change the overall ranking of universities. The correlation between the rank of corrected and unadjusted returns is 0.97 for men and 0.96 for women. It’s important to note that no university goes from a significantly negative performance to a significantly positive performance or vice versa, once we have adjusted the cost of living.

When we look by topic, perhaps unsurprisingly, we only see very small changes in return estimates when we adjust income for cost of living. The three main counter-examples to this are economics (where returns are decreasing), medicine and veterinary science (where returns are increasing). However, we do not see the overall order of subject returns changing much, with economics and medicine still leading the way, and veterinary science moving from one of the least profitable subjects to a rank subject. intermediate. Otherwise, the subject’s estimates are broadly unchanged.

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California commits $ 500 million in student housing https://tesorohighschool.com/california-commits-500-million-in-student-housing/ https://tesorohighschool.com/california-commits-500-million-in-student-housing/#respond Thu, 16 Sep 2021 12:30:00 +0000 https://tesorohighschool.com/california-commits-500-million-in-student-housing/

In summary

Governor Gavin Newsom and the Legislature have reached a deal that will provide $ 500 million in affordable student housing this year and possibly up to $ 2 billion in years to come. Experts say that’s “a drop in the bucket” of what’s needed.

Free tuition is great and California excels in this area compared to the rest of the country. But with sky-high rents, affordable housing has become the biggest expense for most students – and it’s harder to get relief.

Lawmakers have a plan for it: They poured $ 500 million into this year’s state budget so that public colleges and universities can build affordable housing or renovate existing properties.

The plan – which is part of a $ 2 billion, three-year commitment if the legislature fully funds it – may seem like a huge sum, but the amount of housing the money can build is likely a mistake. rounded up in the state’s total student need.