Chabot College
Student Services Program Review
Report
Year One of
Program Review Cycle
Financial Aid Office
Submitted on 2/28/2013
Kathryn Linzmeyer
Financial Aid Director
Final Forms, 1/19/13
Table of Contents
Section 1: Who We Are ............................................................ 1
Section 2: Where We Are Now ................................................. 2
Section 3: The Difference We Hope to Make ............................. 3
Required Appendices:
A: Budget History .........................................................................................4
B: Student Learning and Service Area Outcomes Inventory .........................5
E: New Initiatives .........................................................................................6
F1: New Faculty Requests ............................................................................7
F2: Classified Staffing Requests ....................................................................8
F3: FTEF Requests ........................................................................................9
F5: Supplies and Services Requests ............................................................10
F6: Conference/Travel Requests ................................................................11
F7: Technology and Other Equipment Requests ........................................12
F8: Facilities Requests ................................................................................13
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1. Who We Are
The Chabot Financial Aid Office (FAO) supports the college mission and strategic plan of assisting
students to reach their educational goal within a reasonable time by providing information and support.
Our original program review cycle recognized that financial aid is vital to student access and retention,
and a critical component to ensure and facilitate student learning and success. That recognition has
only been strengthened as we enter into a new cycle. Our mission continues to be focused on service to
students and stewardship of funds, working weach each department and division on campus to
coordinate and provide services and information to our students.
FAO staff provides advisement on financial and academic eligibility, determines potential and actual
eligibility, and awards and disburses financial aid funds to eligible students according to multiple layers
of federal, state and institutional mandates, regulations, policies and best practices. Application of
professional judgment is used when extenuating or unusual circumstances warrant a change to the
federal methodology or to make exceptions for a student’s failure to maintain satisfactory academic
progress. We are compliant with complex administrative requirements for fund management, including
recalculation, student repayments and reconciliation, which are typical and frequent audit findings
elsewhere.
Federal programs include the Federal Pell Grant, Supplemental Educational Opportunity Grant (SEOG),
Federal Work Study (FWS), and Federal Student Loan programs. State programs include the California
Board of Governor’s Fee Waiver (BOG) program, Cal Grants B & C, Chafee Grant (for Foster Youth), and
state scholarship programs. As required by Federal regulation, we must take into account and
incorporate all educational funds a student may receive by the institution or external 3rd parties, when
determining student’s financial aid awards.
The Financial Aid Office is comprised of the Director; Student Services Specialist III who handles Return
to Title IV and Unofficial Withdrawals, adjustments/abatements to awards and disbursements for
changes to enrollment and eligilibility, reconcilitation of the multiple funds, and has handled many of
the tasks of the FA Systems Coordinator since layoff of that position; six Student Services Specialist II
staff, who share front counter, processing/awarding/corrections of student files, student advisement,
review of Special Circumstances and Petitions for Reinstatement, as well as each coordinates at least
one of the funding programs (FWS, student loans, Cal Grant, posting of scholarships/3rd party payments,
Chafee, Dream Act, and required mass and targeted email communication); one Student Services
Specialist I, who works more hours of our front counter service, and monitors the Board of Governor’s
(BOG) Fee Waiver A&B applications. The critical position of FA Systems Coordinator was created in 1999
and laid off in 2011; the position has been reinstated, and has been advertised; hiring pending. The vital
position of FA Outreach Liaison was created in 2004 and laid off in 2011; those duties (assistance in
community and on campus with applications, information, regular website updates, email and electronic
communication) have largely been unfulfilled. (See Section 2 for detail.)
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2. Where We Are Now
During the first half of the last program review cycle (2009-2012), the Financial Aid Office had made
great strides in managing the increasing number of applicants with a strong, well-trained and cohesive
team working together to provide timely and accurate services to the campus and community.
As found in Program Review documents for 2010-11, we had high aspirations for improving the
technology to provide information to students and improve the flow of verification between students
and the office. We had initiated regular use of email on campus to communicate with our students
beginning Summer 2010. Our goal was to reduce the need for students to personally interact with office
for routine tasks (picking up documents, checking status of file, awards, or disbursements, or verifying
self-certified requirements ), which would free processing staff the time to meet with students for
advisement, problem resolution, and managing the details, awarding and reporting of the many state
and federal programs we administer.
In the Spring of 2011, the Financial Aid Outreach Liaison had begun regular web, email and written
communication with students and the campus at each step along the process of application, verification,
awarding and disbursement to help answer general questions. She met regularly throughout the year
with classes, campus cohorts, and high schools to provide financial aid workshops and orientations. This
dedicated proactive “outreach” assisted in reducing students standing in line or calling with questions
because we had begun to push that focused, strategic information to them more regularly and
effectively. She had developed relationships with various groups on campus to combine our efforts with
theirs to assist students on campus with financial aid information and assistance, including but not
limited to ASCC, Puente, CalWorks and EOPS, DSRC, and Athletics.
We had established three campaigns throughout the year (fall, winter, spring) to provide information
and application assistance at the front end of the financial aid process, and were seeing significant
improvements in timely and accurate applications. The investment up front resulted in smoother
verification and awarding processes later, for both students and staff.
In Spring of 2011, both technical positions (FA Systems Coordinator and FA Outreach Liaison) were laid
off by senior administration. For the following 18 months, with the loss of those 80 combined hours of
manpower, we have had to forego the initiatives and plans we had developed and concentrate instead
on maintaining minimum services to provide financial aid awards and disbursements to our students, in
compliance with increasing federal and state regulations and program changes.
The loss of the two critical dedicated and specialized staff resulted in a loss of integrity of our processes,
rolling increase in errors and problems with use of Banner technology. We have had to postpone
important improvements to processes, specifically those technology initiatives that would have helped
our office to work “smarter not harder”, until we have the staff and resources to explore those options
again.
Once we have been able to fill the FA Systems Coordinator position, it will take time to bring new staff
up to speed with our daily workload and processes, especially as timing will put the office at two back to
back upgrades, and the implementation of the new 1314 aid year, with multiple regulatory changes.
With the right individual in place, we estimate a six to nine month period just to reach a point of
normalcy before we will once again be able to consider implementing planned initiatives.
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With all the adversity, I am most proud of the current staff in the Financial Aid Office. They have taken
on much more than they should have had to, just to maintain basic services. We have put aside services
that we know are valuable to students, and taken on new duties, to ensure that we remain compliant
and timely in providing the most critical of tasks. They have worked overtime, spent countless hours
investigating problems with technology and regulations, and are a truly amazing team.
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Growth in student demand is unprecedented and not expected to subside
Federal regulations have shifted workload to the local level at the same time we face
unprecedented growth
Changes in regulations continue to impact us and make our jobs more challenging and difficult
We’re doing everything we can to support our students who are facing increased financial
difficulties during this historic economic recession
Important trends that impact our unit, and will continue to do so over the next three years include
substantial increases in numbers of student applicants/served. Regardless of how many classes
students are offered, they will apply for and require that we respond to them with a determination of
eligibility. We have set deadlines each semester (to submit documents, loan applications, academic
appeals, etc) to assist students in taking care of financial aid business before or earlier in the semester,
to be best prepared for success, and to manage workload. The following statistics are the numbers of
students and dollars disbursed each year, federal and state aid only, not counting scholarships or 3rd
party funding.
1. 0910
8,467 students $19,968,164
2. 1011 10,306 students $22,566,897
3. 1112 10,665students $22,212,852
4. 1213 10,638 students $18,213,638 (YTD 2/28/2013 only – 5.5 months remaining)
Further trends that we must consider and plan for are the rapidly changing state and federal regulations,
unprecidented in the volume of changes each year. These require layers of response from us, from
ensuring our technology is prepared for changes (set up, programming, awarding), providing adequate
training to staff, communication in advance to students (and campus) about proposed changes, and the
exponentially increased student advisement as they struggle to understand how the changes affect
them directly.
We must re-evaluate our service delivery as we continue to face extraordinarily difficult challenges given
our current staffing levels, ever increasing workload, and severe budget limitations, in order to be able
to get funds to our students in a timely manner, and to remain compliant with federal and state
regulations. We continue to identify policies and practices to streamline, improve or eliminate, and
make changes when possible. We strive to simplify our procedures and eliminate ‘red tape’ as much as
possible while still ensuring compliance. Consideration of an increased level of support will enable us to
continue to meet these challenges.
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3. The Difference We Hope to Make
The Financial Aid Office (FAO) continues to advocate for stronger use of technology to reduce the
repetitive tasks required in applying, processing and awarding of financial aid, which would allow staff to
devote more of their valuable time to student advisement, communication and contact. Per the last
program review documents, the reinvestment of staff dedicated to maximizing the potential of the
Banner Financial Aid system for efficiency and developing innovations will improve the services we
provide to the students and campus/district.
-
Use of Degree Works
Electronic BOGG application
Web-based verification process
-
Paperless processing
“Chat” style advising
The FAO also continues to recognize the value of early advisement and intervention in the financial aid
application process, to reduce complications and work at the back end of the process.
We continue to identify that one of the greatest challenges our office has faced with regards to staffing
trends has been steady increase of applicants and increasing responsibilities due to new state and
federal programs, mandates and regulations, without a corresponding increase in staff to handle the
workload. While additional staff would allow more student advisement and more rapid response on
student eligibility, we recognized that the state of the economy has not allowed for additional staffing.
As the college and district are experiencing the effects of the state budget crisis, our office identified
multiple strategies to most efficiently handle the number of students who will apply and follow up on
their financial aid files. In the prior three years, and going into the next two, there have been substantial
state and federal regulatory changes, more than the past several years combined. Each time regulations
change, and thus student eligibility, it requires a greater demand for student advisement, as students do
not understand why they may no longer be eligible, or the “rules” have changed. As the cycles of
registration and financial aid processing do not always coincide, we will always have more students
applying for aid and completing the process than will actually be able to attend classes, especially as
classes become more limited. We still have an obligation to act upon the applications and
documentation provided as students attempt to receive financial aid, as well as communicate to the
students and college community along the way.
It is our continued belief that we must improve our technology to combat the increased workload, and
achieve more efficiency. Over the course of the last several months, we identified several technology
initiatives, primarily in Banner, to address the problem. If we were able to achieve all of our current
technology enhancements (see proposal for new and continuing initiatives), existing staff would be able
to spend more time providing the advisement that students so desperately need, and less time
performing the current manual review, awarding and communication required by federal and state
financial aid programs/entities.
Unfortunately, the positions of Financial Aid Systems Coordinator and Financial Aid Outreach Liaison
were eliminated through layoff. The accuracy and timeliness of day to day financial aid services has
been severely impacted by the loss of the FA Systems Coordinator, and we are extremely limited in our
ability to proceed with technology enhancements. Financial aid education and information on campus
and in the community will necessarily be minimal with the loss of the Financial Aid Outreach Liaison.
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There is an inadequate classified staff to student applicant ratio: 1011: 10:15,539 = 1:1,554, and 1112 /
1213: 7.5*:16,372 = 1:2,183. The increased workload due to general economy, multiple changes to
federal and state financial aid programs, and subsequent additional advising requirements, and inability
to implement technology initiatives, and loss of technological integrity of current systems, has resulted
in increased errors, duplicative or unnecessary work, and potential fiscal liability. The loss of Financial
Aid Outreach Liaison results in severely restricted communication with students and advisement (web,
email, phone, application assistance, etc.).
1. Continued concern is that Chabot’s Cohort Default Rate (CDR) is rising dramatically, due to
federal change to a 3 year cycle, and the current economic climate which is seeing more former
students falling into default. There is inadequate staffing to assign the necessary time to work
with delinquent borrowers to try to keep them out of default.
a. Our 2008 official 2 year CDR was 13.7%, with the 3 year trial CDR of 22.3%. In 2009, the
official 2 year was 18%, with a 3 year trial of 25.9%. The latest 2 year draft for 2010 is at
20.4% (no 3 year trial provided). Should the official CDR go above 24.6%, Chabot is at
risk of losing its Cal Grant funding. Should the official 3 year CDR reach 30%, the
Department of Education will require that we establish a Default Prevention Task Force
and develop a default prevention plan. We have entered into a partnership with a
company to work with the delinquent borrowers to prevent default and ensure no loss
of federal or state financial aid programs. We will not see the effects of this partnership
until those students currently enrolled go into repayment.
We must be able to meet the increased impact of demand for our services due to increase in fees and
decrease in affordability, therefore, we need to provide adequate staffing to provide advisement and
services to potential and actual applicants. If we cannot provide timely services to students, they will
either not enroll to begin with, stop attending, or they will be unsuccessful, lose eligibility and
discontinue enrollment entirely.
1. Rehiring the Systems Coordinator position will help us to be compliance with ongoing systems
issues, multiple federal and state regulatory changes, and to implement the necessary
technology to efficiently manage increased processing and awarding of federal and state
financial aid. Such a move will benefit students across the district, and lessen potential for
financial liability to the college and district.
2. Hire shared Student Services position to handle all electronic communication (web pages,
electronic notifications, email correspondence, etc.)
In 2010, the Financial Aid Office had determined our next course of action had to be the expansion of
the self-service options to students in order to successfully complete their financial aid application and
verification processes electronically, automate the awarding process, and reduce the need for manual
intervention and lengthy student lines. This would have been in addition to the implementation of the
BDMS document management software. With the layoff of the Financial Aid Systems Coordinator
position in Spring 2011, we were unable to pursue these options. We hope to review this option again
once we have the position filled, and the hired individual has the time to investigate further. If successful
in implementation of technology initiatives designed to improve efficiency, may be able to reduce
division expenses through attrition (retirement) in time.
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Appendix A: Budget History and Impact
Category
Classified Staffing (# of positions)
Supplies & Services
Technology/Equipment
Other
TOTAL
2011-12
Budget
Requested
1
0
0
0
1
2011-12
Budget
Received
0
0
0
0
0
2012-13
Budget
Requested
3
0
0
0
3
2012-13
Budget
Received
0
0
0
0
0
1. How has your investment of the budget monies you did receive improved your Service Area
Outcomes? When you requested the funding, you provided a rationale. In this section, assess if the
anticipated positive impacts you projected have, in fact, been realized.
No positions or new funds have been received in last two years from general division/district allocated
funding. One of the three positions requested to be reinstated following retirement was funded with
the categorical money of laid off Financial Aid Outreach Liaison, and a second is posted for hire in Spring
2013, to use newly generated 2% BFAP funds*.
2. What has been the impact of not receiving some of your requested funding? How has your ability to
serve the college and our students been impacted, or safety compromised?
The Spring 2011 layoffs of the Financial Aid Systems Coordinator (position recently allowed to be posted
for hire with 2% BFAP funds) and the Financial Aid Outreach Liaison have significantly impacted our
ability to serve the increased number of financial aid applicants and the campus. This impact has been
recognized by the new college administration, and thus the FA Systems Coordinator is in hiring process.
*Required Maintenance of Effort (MOE) to receive our state BFAP funds is $553,965. If we fail to meet the MOE,
there is a domino effect of lost funds, beginning with potential loss of up to $62,319 in 2% earned from BOG
program. (LPC had lost theirs in 2011-12, and only regained the funding after committing to use in the Financial Aid
Office for future.) Further effect would be direct dollar for dollar loss of actual BFAP dollars, which would further
reduce financial aid staff, decimating the program.
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Appendix B: Student Learning and Service Area Outcomes Inventory
Audience: PRBC and Administrators
Purpose: This analysis enables us to track progress on key learning and student service goals,
and to meet our accreditation standards.
Instructions: Please provide the requested information, noting ongoing SLOs/SAOs as well as
any new goals.
SLO/SAO
SLO #1: Students will be able to apply
for financial aid independetly, online
and on time. This includes students
taking personal responsibility for
financail aid eligibility and process,
making informed decisions and taki;ng
appropriate action when needed
during the financial aid application
process.
How
Measured
Evaluate
numbers
of
students
applying
by 3/2
each year.
Results/Discussion
HS freshmen and returning students
are increasingly more apt to complete
their FAFSA application by 3/2 each
year. Those who miss that deadline
often apply before the end of the
spring semester.
Far fewer, however, follow up with our
office to provide the necessary
paperwork to complete their file and
allow us to determine their eligilibity.
(data to be provided)
SAO #1: Provide a financial aid award
process that is fair, equitable, and
meets the needs of qualified students
needing assistance while ensuring
compliance with federal, state and
institutional requirements.
Review of
office
data.
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Review of awarded students over past
several years shows that we have been
consistent with awarding financial aid
to students in a fair and equitable
manner.
Appendix E: Proposal for New Initiatives (Complete for each new initiative)
Audience: Deans/Unit Administrators, PRBC, Foundation, Grants Committee, College Budget Committee
Purpose: A “New Initiative” is a new project or expansion of a current project that supports our Strategic
Plan. The project will require the support of additional and/or outside funding. The information you
provide will facilitate and focus the research and development process for finding both internal and
external funding.
How does your initiative address the college's Strategic Plan goal, or significantly improve student
learning?
What is your specific goal and measurable outcome?
Our focus for the upcoming academic year is to maintain compliant and student centered services,
specifically in meeting the required programatic and regulatory changes from both State and
Federal sources.
What is your action plan to achieve your goal?
Target
Completion
Date
09/2013
Activity (brief description)
Hire, train and bring up to speed FA Systems
Coordinator
Required Budget (Split out
personnel, supplies, other
categories)
No new funds requested
How will you manage the personnel needs?
New Hires:
Faculty # of positions
Classified staff # of positions
Reassigning existing employee(s) to the project; employee(s) current workload will be:
Covered by overload or part-time employee(s)
Covered by hiring temporary replacement(s)
Other, explain
At the end of the project period, the proposed project will:
Be completed (onetime only effort)
Require additional funding to continue and/or institutionalize the project
(obtained by/from):
Will the proposed project require facility modifications, additional space, or program relocation?
No
Yes, explain:
Will the proposed project involve subcontractors, collaborative partners, or cooperative agreements?
No
Yes, explain:
Do you know of any grant funding sources that would meet the needs of the proposed project?
No
Yes, list potential funding sources:
5
Appendix F1: Full-Time Faculty or Counselors/Adjunct Staffing Request(s) [Acct.
Category 1000]
N/A
Audience: Faculty Prioritization Committee and Administrators
Purpose: Providing explanation and justification for new and replacement positions for full-time
faculty/counselors and adjuncts
Instructions: Please justify the need for your request. Discuss anticipated improvements in student
learning and contribution to the Strategic Plan goal. Cite evidence and data to support your request,
including enrollment management data (EM Summary by Term) for the most recent three years, student
success and retention data , and any other pertinent information. Data is available at
http://www.chabotcollege.edu/ProgramReview/Data2012.cfm .
1. Number of new faculty or counselors requested in this discipline: _0__
2. If you are requesting more than one position, please rank order the positions.
Position
Description
1.
2.
3. Rationale for your proposal. Please use the enrollment management data. Additional data that will
strengthen your rationale include FTES trends over the last 5 years, persistence, FT/PT faculty ratios,
CLO and PLO assessment results and external accreditation demands.
4. Statements about the alignment with the strategic plan and your student learning and service area
goals are required. Indicate here any information from advisory committees or outside accreditation
reviews that is pertinent to the proposal.
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Appendix F2: Classified Staffing Request(s) including Student Assistants [Acct.
Category 2000]
Audience: Administrators, PRBC
Purpose: Providing explanation and justification for new and replacement positions for full-time and
part-time regular (permanent) classified professional positions (new, augmented and replacement
positions). Remember, student assistants are not to replace Classified Professional staff.
Instructions: Please justify the need for your request. Discuss anticipated improvements in student
learning and contribution to the Strategic Plan goal, safety, mandates, accreditation issues. Please cite
any evidence or data to support your request. If this position is categorically funded, include and
designate the funding source of new categorically-funded position where continuation is contingent
upon available funding.
1. Number of positions requested: __0____
2. If you are requesting more than one position, please rank order the positions.
Position
Description
1.
2.
3. Rationale for your proposal.
At this time, knowing that we have no funds available on campus for additional, new staffing, we are not
putting in any request. However, with the next Program Review, and the reinstatement of our most
critical position of FA Systems Coordinator, we will re-evaluate our staffing and office needs.
4. Statements about the alignment with the strategic plan and program review are required. Indicate
here any information from advisory committees or outside accreditation reviews that is pertinent to
the proposal.
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Appendix F3: FTEF Requests
N/A
Audience: Administrators, CEMC, PRBC
Purpose: To recommend changes in FTEF allocations for subsequent academic year and guide Deans and
CEMC in the allocation of FTEF to disciplines. For more information, see Article 29 (CEMC) of the Faculty
Contract.
Instructions: In the area below, please list your requested changes in course offerings (and
corresponding request in FTEF) and provide your rationale for these changes. Be sure to analyze
enrollment trends and other relevant data at
http://www.chabotcollege.edu/ProgramReview/Data2012.cfm .
N/A
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Appendix F5: Supplies & Services Requests [Acct. Category 4000 and 5000]
Audience: Administrators, Budget Committee, PRBC
Purpose: To request funding for supplies and service, and to guide the Budget Committee in allocation of
funds.
Instructions: In the area below, please list both your current and requested budgets for categories 4000
and 5000 in priority order. Do NOT include conferences and travel, which are submitted on Appendix
M6. Justify your request and explain in detail any requested funds beyond those you received this year.
Please also look for opportunities to reduce spending, as funds are very limited.
Project or Items
Requested
2012-13 Budget
Requested Received
$
2013-14
Request
$ 0
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Rationale
Supplies and services are paid for out
of the BFAP and administrative
allowance funding we earn. No
division / district funding has been
requested in the past ten years.
Appendix F6: Conference and Travel Requests [ Acct. Category 5000]
Audience: Staff Development Committee, Administrators, Budget Committee, PRBC
Purpose: To request funding for conference attendance, and to guide the Budget and Staff Development
Committees in allocation of funds.
Instructions: Please list specific conferences/training programs, including specific information on the
name of the conference and location. Note that the Staff Development Committee currently has no
budget, so this data is primarily intended to identify areas of need that could perhaps be fulfilled on
campus, and to establish a historical record of need. Your rationale should discuss student learning goals
and/or connection to the Strategic Plan goal.
Conference/Training
Program
2013-14 Request
$0.00
Rationale
The Financial Aid Office must participate in training
throughout the year to keep abreast of everchanging federal and state programs and
regulations, and Banner updates. Conference and
training expenses are paid for out of the BFAP and
administrative allowance funding we earn. No
division / district funding has been requested in the
past ten years.
10
Appendix F7: Technology and Other Equipment Requests [Acct. Category 6000]
Audience: Budget Committee, Technology Committee, Administrators
Purpose: To be read and responded to by Budget Committee and to inform priorities of the Technology
Committee.
Instructions: Please fill in the following as needed to justify your requests. If you're requesting classroom
technology, see http://www.chabotcollege.edu/audiovisual/Chabot%20College%20Standard.pdf for the
brands/model numbers that are our current standards. If requesting multiple pieces of equipment,
please rank order those requests. Include shipping cost and taxes in your request.
Please note: Equipment requests are for equipment whose unit cost exceeds $200. Items which are
less expensive should be requested as supplies. Software licenses should also be requested as
supplies.
Project or Items
Requested
2012-13 Budget
Requested Received
$
2013-14
Request
Rationale*
$
* Rationale should include discussion of impact on student learning, connection to our strategic plan
goal, impact on student enrollment, safety improvements, whether the equipment is new or
replacement, potential ongoing cost savings that the equipment may provide, ongoing costs of
equipment maintenance, associated training costs, and any other relevant information that you believe
the Budget Committee should consider.
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Appendix F8: Facilities Requests
Audience: Facilities Committee, Administrators
Purpose: To be read and responded to by Facilities Committee.
Brief Title of Request (Project Name):
Installation of large electronic signboard
Building/Location:
700, first floor, west end of lobby
Description of the facility project. Please be as specific as possible.
Installation of an electronic information board at the west end of first floor lobby, Building 700, to
allow for immediate, rapidly changing information to students regarding Financial Aid and Admissions
& Records.
Creativity will be needed to ensure that the electronic board is large enough for the space and
population, appropriately and strategically placed, while finding network and electrical connections.
What educational programs or institutional purposes does this equipment support?
One of our greatest challenges remains communicating quickly with our students as things change
minute to minute, and to reduce the time waiting in line unnecessarily. (See section . .. ) While
students are in line, however, they are a captive audience, and we have the opportunity to share
information with them regarding critical dates, deadlines, reminders, disbursement/refund issues, etc.
Further, reminding them that much of what they have traditionally stood in line for can be
accomplished online themselves. In both cases, they can get out of line and go about their day. This
frees up Financial Aid and Admissions & Records staff to spend more time with those students who
cannot have their needs met online, and do need our attention.
This concept was originally built into the design of the Financial Aid and Admissions & Records area of
Building 700, but somewhere between the design and implementation, was lost.
Briefly describe how your request relates specifically to meeting the Strategic Plan Goal and to
enhancing student learning?
Less time standing in line, and getting information to students quickly, as it happens, will only assist
students to get about the business of finding and moving along their “critical path”.
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