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October 2010 From the Editor, October 2010 The Chief Procurement Officer is Missing!

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Commentary, October 2010

By Neil D. Markee, Editor-in-Chief, Purchasing Link

The Chronicle of Higher Education's annual Almanac issue (8/27/10) arrived the other day and in it were the survey results likely to be the most consulted annually on campus.

Salary Survey and More

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Commentary, October 2010

Student Perspective By Marisa Johnson, NAEP Intern Speak Clearly: Sometimes Less is More

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Table of Contents

From the President-- Why It Matters, Part IV: Professional Development! Listserv Update from Your Senior Manager of Technology Committee Corner: Behind the Scenes with NAEP's Membership Committee & Editorial Board Committee Supplier Profile: A Message to Members from GSG Leasing NAEP Welcomes New Members Member News Member Spotlight NAEP 2011 Annual Meeting & Exposition Women's Leadership Institute Regional Meetings: Why Do They Matter? Calendar of Events Sustainability on Campus More Campuses Complete Climate Action Plans Top 10: Largest Shopping Malls in the World Quote of the Month

From the Editor, October 2010

Neil Markee, Editor in Chief, Purchasing Link The salary survey aspect of the Almanac Issue of the Chronicle of Higher Education has been expanded substantially over the years. As I recall, initially only two titles in the purchasing area, director and assistant director, were listed. In the current survey there are at least seven. They have do not list data covering "Chief Procurement Officer" and that is probably because the person who is, in fact, chief procurement officer carries an official title that does not include the words "purchasing", "procurement," "contracting" or "materials management." Unfortunately, I think that omission skews comparisons with other similar level job titles on campus.

Commentary, October 2010 Salary Survey and More

Neil D. Markee, Editor-in-Chief, Purchasing Link The Chronicle of Higher Education's annual Almanac issue (8/27/10) arrived the other day and in it were the survey results likely to be the most consulted annually on campus. Few can resist checking salary surveys that cover their job description and that of their colleagues, locally and nationwide, and then making comparisons. The data provided below was taken from the summary published by the Chronicle. The 86-page report provides much more detailed information than I have about salaries and covers many other aspects of higher education that you may find useful. Chief Procurement Officer Apparently, the most senior title listed in the survey in the purchasing/procurement area is "Director of Purchasing/Materials Management" under the subhead "Business and administrative affairs." However, a page earlier, under the overall heading "Toplevel job categories" and subhead "Senior executives and functional officers," there is no listing for Chief Procurement Officer, whereas the other "chiefs" of this and that are listed. I think there should be such a listing, and that omission may explain the wide compensation gaps shown below. On many major campuses, purchasing is an important part of a mix of duties assigned to a senior business leader, but this functional Chief Procurement Officer may well carry a title that does not include the words "purchasing," "contracting," "materials management," or "procurement." This de facto Chief Procurement Officer has probably been assigned responsibilities in other diverse important areas not strictly related to purchasing. I have seen titles such as Assistant Vice President for Business Affairs, etc. on the business cards of people who, functionally, are the institution's chief

procurement officers. Assuming there is a significant overlooked group of people who are effectively Chief Procurement Officers earning, on average, something like $10,000 more that the top salary listed for Directors of Purchasing, the gap between them and their true peers would be narrowed. I think that is the case. The various "chiefs" earn roughly comparable salaries. Perhaps the next time they conduct this survey the Chronicle might invite institutions to report the data covering their Chief Procurement Officer. Lacking that data, we are all left wondering what Chief Procurement Officers earn. Other titles in the procurement area include Buyer, BuyerSenior Level, and Contracts and Grants Specialist. With the exception of Chief Procurement Officer, just about any title on campus that might interest you seems to be listed in the summary. Benchmarks For last year, the survey suggests that the average salary earned by Professors at all doctoral institutions was $125,300. Those at public institutions received $116,750 and those at private institutions averaged $153,332. The difference of $36,582 is significant. The average salary paid to Chief Business Officers at all doctoral institutions was reported as $228,762. Those at institutions awarding masters degrees earned $162,168 and for baccalaureate institutions, $141,550. The average for all institutions was listed as $158,100. Here, the difference between the two top listings is $103,462-- a huge difference. I didn't believe the numbers until I spoke with a person with many years of recent HR experience at a major public institution and was assured that the data was believable. The salaries paid to various Deans ranged from a high of $302,775 for dentistry Deans at doctoral institutions to $70,958 paid to social science Deans at baccalaureate institutions. Because of the huge range in salaries paid to Deans, I didn't attempt comparisons. Procurement All Doctoral Masters Baccalaureate Director of Purchasing/Materials Management $75,932 $94,185 $70,848 $72,500 Two-Year $76,901

According to the survey, the Chief Procurement Officer at a major institution earns roughly 41 percent as much as the highest paid Chief Business Officers and 60 percent

of what is paid to the average Chief Business Officer. However, they earned 75 percent of what was paid to Professors at the average doctoral institutions. Associate Director Purchasing/Materials Management $66,424 $73,337 $59,013 $45,322 $61,099

The best-paid Associate Directors of Purchasing/Materials Management are paid 78 percent as much as their bosses. Director, Grants and Contracts $81,099 $94,248 $70,848 $72,500 $65,282

In the top category, Directors, Grants and Contracts earn virtually the same salaries as Chief Procurement Officers at doctoral institutions and, more than likely, the two job titles refer to roughly the same collection of responsibilities and position. Buyer, Supervisor $63,450 $67,275 $54,386 $55,737 $62,580

The highest-salaried Buyers with supervisory responsibilities are paid 71 percent of what the Director is paid and 92 percent of what the associate director earns. Peers All Doctoral Masters Baccalaureate Chief Physical Plant Officer $100,001 $146,815 $98,400 $86,537 Two Year $81,744

According to the survey, the average Chief Physical Plant Officer at a Doctoral institution earns $52,630 more than his Director of Purchasing/Materials Management colleague. Chief Human Resources Officer $98,990 $145,248 $92,920 $82,407 $89,128

Similarly, the average Chief Human Relations Officer at a doctoral institution earns $51,063 more than the Director of Purchasing/Materials Management. Chief Diversity Officer $97.749 $128,775 $86,128 $83,175 $69,739

Chief Diversity Officers at doctoral institutions are paid $34,590 more than Directors of Purchasing/Materials Management at similar institutions.

Director Food/Dining Services $82,658 $100,925 $77,110

$77,208

$63,400

Doctoral institution Directors of Food/Dining/Services earn $6,740 more that their colleagues serving as Directors of Purchasing/Materials Management. I can't tell from the data if this refers to those who are actually institutional employees or employees of a vendor under contract. Director, Environmental Health and Safety $83,656 $100,728 $69,526 $66,612 $69,112

Apparently Directors, Environmental Health and Safety reporting earn $6,543 more than Directors of Purchasing/Materials Management reporting from similar doctoral institutions. Affordability The Chronicle lists the annual average cost of attending a four-year public institution for a resident as $19,388 and for a student living on campus at a four-year private institution as $39,028. That amounts to 21 percent and 41 percent respectively of the $94,185 gross pay of the average directors of purchasing at a doctoral institution. Those costs are of course not deductible nor do they cover the total actual cost. Similarly, after tax actual take home pay is much lower than gross. The survey lists $39,138 as the per capita average personal in the U.S. I'm not sure how that translates into family income for those sending their children to college. But, even with two earners per household, during say a ten year period the cost is at least significant if not daunting for many and explains why debt and affordability is among the most discussed topics concerning higher education. The survey does not cover fringe benefits that can cost upwards of 30 percent of salary and so the all important total cost of compensation is not available. However, the provided data illustrates why the tuition remission programs some institutions make available to staff can be their most valuable fringe benefit during the years their children are in school. The survey does break down academic salaries paid by region but does not provide a similar breakdown for nonacademic employees. The average pay for full-time Professors at public doctoral institutions in the Northeast was listed as $133,017. Their counterparts at nonprofit institutions were paid $169,425. In the Midwest, the comparative amounts were $118,184 and $72,334, respectively. These averages may not mean much, as the public/private/large /small mix of institutions is much different in the two regions, but they may give some indication of the differences in cost of living.

Why Take a Look? Well, just because it's interesting. For example under the heading "Largest Endowment per Student," Princeton, Yale and Harvard sit near the top of the list, just after Rockefeller University. But there are many small, private colleges on that list before we get down to Columbia, Brown and Penn. There are job-related reasons, as well. To be able to add to the discussion of strategic issues on campus, you must be familiar with what is going on within higher education nationally. Understanding higher education at the strategic level requires looking well beyond the walls of the purchasing office, the bounds of the business side of the house, and the confines of the institution itself--and the Chronicle can help with that. What else? In addition to the salary survey, there is a great deal of information concerning the financial side of higher education. The survey discloses that higher education in the U.S (public and private) has combined revenue of $363illion and expenditures of $348billion. Traditionally roughly 25 percent of the total expenditures are not employment related and much of that $87 billion passes through the Purchasing offices. During the past year or so, I have sat in on presentations by national consulting firms called in to outline how they might help institutions reduce expenditures through more effective business management. Basically, the focus has been on purchasing. They argued that the more efficient/effective business practices they would suggest would result in double-digit savings. I was never convinced that they understood how purchasing in support of higher education is conducted or how major change occurs on campus. And neither did I believe that they could effect changes that would result in double-digit savings any time soon. But maybe a maximum effort by all involved could produce savings of, say, five (5) percent. Nationally, that amounts to $4.4 Billion and would cover the salaries of 35,200 Professors, or the expenses of thousands of students. Caveat Without knowing the number of responses recorded for each position, it's hard to know how accurate the salary survey or any other data is and how valid any comparisons might be. Side-by-side comparisons between salaries on the academic and business sides are difficult because data for academic salaries is presented for both public and private institution and that data, for the business side, is broken down according to the level of the degree awarded by the institutions. However, this is probably the most comprehensive survey summary available.

Commentary, October 2010 Student Perspective

By Marisa Johnson, NAEP Intern The most important lesson I have learned this semester, and what I believe will be the most important in my college career, is to be clear. Sounds easy enough, but many people, including myself, have a problem expressing their opinion in a manner that can be easily understood by any audience. This can range from saying too little or far too much whether in writing or in speech. Generally, it is beneficial to be concise, but sometimes this leaves an area of uncertainty. One word answers such as Yes and No may seem to be clear, but they often warrant a lengthier response. For example, telling a child No usually warrants the question Why not? Hitting their younger sibling couldn't possibly be the reason why they can't receive a treat at the store, but whether or not they understand why this is in fact the reason, they need to hear it. Adults have the same thought process in some instances. As seasoned professionals, employees know that giving their boss a yes or no answer as to whether they completed their project assignment requires more explanation and in such cases, an explanation will always follow the yes or no response. On the other end of the spectrum, people can be too wordy, so much that the information expressed is unclear. This often occurs in speeches given in meetings. By the time the speech is finished, people have either lost interest or are so confused, that they ask questions that have already been answered. The only time where it is appropriate for a speaker to be wordy is when they are trying to keep the audience in suspense. This is most notably depicted in reality shows where the audience wants to know which contestant has won, but the host along with inconspicuously placed commercial breaks prolongs this information from being released until the end of the episode. So how do you know if you are being clear? If you have answered the question that is being asked and do not receive a question in response, then you most likely are, but it depends on your audience. Putting information in layman's terms often covers the widest range of individuals, but it is best to steer your writing or speech towards its intended audience. Remember, being clear requires no explanation.

October 2010

Table of Contents

From the President-- Why It Matters, Part IV: Professional Development! Listserv Update from Your Senior Manager of Technology Committee Corner: Behind the Scenes with NAEP's Membership Committee & Editorial Board Committee Supplier Profile: A Message to Members from GSG Leasing NAEP Welcomes New Members Member News Member Spotlight NAEP 2011 Annual Meeting & Exposition Women's Leadership Institute Regional Meetings: Why Do They Matter? Calendar of Events Sustainability on Campus More Campuses Complete Climate Action Plans Top 10: Largest Shopping Malls in the World Quote of the Month

From the President What Your Association is Doing for You! Why It Matters, Part IV: Professional Development

By Sandy Hicks, CPPB, University of Colorado, NAEP President, 2010-2011 In this fourth article of a multi-part series, Why It Matters, I would like to talk about the importance of professional development. Continuing education for procurement professionals is critical. Well-trained professionals-- with cutting-edge knowledge of best practices, with knowledge of how to leverage current technologies and strategies to gain a deeper understanding of their on-campus customers-- will be best positioned to make a significant contribution to their institutions' goals. Another aspect of professional development is certification, which may provide a competitive advantage when applying for an open position or looking to be promoted. What is Professional Development? WIKIPEDIA defines professional development as skills and knowledge attained for both personal development and career advancement. Professional development encompasses all

types of facilitated learning opportunities, ranging from college degrees to formal coursework, conferences and informal learning opportunities situated in practice. Professional Development can also be realized through: 1. Research 2. Blogs & Wikis 3. Collegial Interactions (networking) over Listservs, through Communities of Practice online, and live networking at conferences 4. Publications 5. Volunteerism 6. Coaching and Mentoring NAEP offers both national and regional opportunities to participate in a variety of ways, many of which provide Continuing Education Units (CEUs) toward re-certification. There is quite a bit of intelligence offered on www.naepnet.org in the form of listservs, communities of practice, document repositories, publications, research and on-demand webcasts (many are free!). But for the purpose of this article, I'd like to focus on Face-to-Face Learning. In addition to offering a dynamic learning environment, live events deliver networking benefits that can be realized only when you are face-to-face with your colleagues. In addition to an enriched learning experience, you have the opportunity to forge friendships that can advance your career. Fall Regional Meetings offer a no-travel or local-travel option to attain best practices and innovative strategies to address your current challenges. Many of your local colleagues and others aligned to procurement in higher education share their solutions, challenges, and sometimes even what hasn't worked (very important to know), both in formal sessions and during networking events. On a national level, Member volunteers work very hard to create a curriculum that is relevant, current, and vital to your roles at your institutions. The curricula for NAEP Procurement Academies, which include Foundation, Professional and Senior Professional levels, are designed to support your certification and re-certification efforts. For instance, the learning outcomes of Foundation will help prepare you for your CPPB exam, both Professional and Sr. Professional Academies are aligned with learning outcomes that will help you be prepared for your CPPO certification exam. All other professional development opportunities provide CEUs that can be used for CPSM certification, as well as a myriad of other

certifications. Our Procurement Academy faculty works incredibly hard to design and deliver courseware that gives you the power to succeed at your institution. In 2010, we offered a Supplier Diversity Conference and three Foundation Academies. Here's what Members had to say about their experience: 2010 Diversity Conference

What a great experience! The information was right on point. This was the greatest conference I have attended in years. Very informational and challenging. ...as a first time attendee I found the conference ...to be a refreshing wealth of information. Dedicated people who are passionate about Supplier Diversity provided me with insight and information to go push forward. This event far exceeded my expectations. The topics were so relevant, the speakers as well as the attendees were so knowledgeable...not to mention willing to share their challenges and their success stories. The greatest benefit in my opinion was to have such a large group of diverse, higher education professional in attendance that could relate to and also articulate the experiences faced in an academic environment. Great experience, learned a lot, met with many of my peers, wonderful to receive insight from the Chancellors... I took back fresh ideas and viewpoints I'd not considered before.

Foundation Procurement Academy Here's the feedback we received about the Foundation Academies:

For being rather new to this profession, I believe this has been very helpful and a wonderful experience. It is nice to hear stories of what others have done. It's also nice to know that you have similar problems as others. I've really enjoyed Nancy & Ted - they have been wonderful. I hope to attend other sessions/meetings/conferences in the future. I really enjoyed the entire experience. The venue was excellent. The presentation binder was very complete. It really showed that a lot of attention to detail was used in planning this event. Both speakers were very knowledgeable and charismatic. Very engaging. I thought all of the topics were very relevant. I can't wait for Tier 2! ...awesome training that will help me immensely... Great topics. Great presentations.

So, you can see that your colleagues are in agreement about the quality experience they had attending the events, the learning outcomes they attained and the new connections they forged with colleagues around the country. If you'd like to know more about NAEP professional development, please visit www.NAEPnet.org. If you'd like to get involved with the Faculty, contact Doreen Murner. If you'd like to find out more about the Professional Development Committee, you can find information on Committee Members and charges here. Back to Top

Listserv Message from Your Senior Manager of Technology Dear Members, We experienced an inordinate number of listserv email messages over the last few days. Here is the reason why: NAEP migrated its listserv to a new host provider. This change allowed for increased technology, increased capacity and greater efficiencies. The old listserv data did not migrate with the software to the new provider. We rebuilt the listserv data with our own database of Members and sent an email to all of you notifying you of the change, its benefits and how to opt out. We include an "unsubscribe" link at the bottom of all listserv messages. Once Members started using the reply all button to try & remove themselves from the listserv, it became a self-defeating initiative. You can't remove yourself from the listserv by replying to the listserv. The technology just doesn't work that way. Also, some reply all messages included a cc to the NAEP listserv, which only served to exacerbate the problem. The mail server was so congested with reply all messages that we had to manually intercede and stop the messages from sending. The solution: We are now suppressing the list email address in the reply all button so that you can only reply to the sender of the email, which in most cases is what we should be doing anyway. In the event that a more global strategic conversation is warranted you can easily manually add the NAEP listserv address into the to field. We have removed everyone from the listserv who wanted to be removed and will continue to do so or, you can remove yourself by following the instructions at the bottom of this listserv message: to unsubscribe. General listserv etiquette: Please remember NAEP has established listserv etiquette rules. They can be found at: http://www.naepnet.org/iMIS15_PROD/Public/TOOLS/LISTSERVS/Public/Naviga

tion_Items/TOOLS/LISTSERVS.aspx?hkey=cd9f7058-0875-4190-ab0ac80703c290ac#policies We ask that you follow these guidelines and respect your peers in listserv conversations. Please accept our apologies for any inconvenience this may have caused. If you require further assistance, please feel free to contact me at my below email. Regards, Mark Polakow NAEP Senior Manager of Technology [email protected]

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Committee Corner

Behind the Scenes with the NAEP Membership Committee

By Farrah Bustamante Colorado State University Why is the NAEP Membership Committee important to the Association, its Membership and our profession? The Membership Committee is charged with making recommendations that directly affect an entity's ability to be an NAEP Member and, in turn, have access to its vast and valuable resources. These recommendations are vital in order for the Association to keep up with our ever advancing and improving profession. A good example would be universities that centralize their procurement functions under a system office. We do not want to lose important knowledge which could result from such an organizational change, but rather find a way to include that type of arrangement into the Membership. The Committee will first approach this as a group providing input and then break out into sub-committees to better understand this segment of the profession. We must also look at how privatized purchasing entities fall into the big picture of Membership. There is valuable knowledge to be gained from professional working for privatized entities. The Membership Committee will examine how we attract and retain Members. This is one of our most important charges. We must find out how the Association is viewed and valued by different segments of the profession. We must find out why Members want to continue with their Membership and why some Members do not. It is understood the economy has forced institutions into difficult situations and tough belt-tightening decisions need to be made. Unfortunately, some of the first cuts have been to memberships in professional organizations. What can we do as a committee and Association to communicate to the appropriate decision-makers that Membership in NAEP is indispensable? Retaining Members is one of the weighty items on the Committee's to-do list this year and is one that each of you can help us with. One way we would like to accomplish this is to build a campaign aimed at the right people. Should we be marketing to business officers in order to communicate the value of NAEP? Should we make contact on a one-on-one basis via telephone? The answer to both of these questions is yes. We must also consider that universities will have differing needs and differing views about what they see as value within a professional organization. What can we do to communicate that NAEP is the right

choice? It is a demanding charge but the committee is ready to take it on. The Membership Committee is not only dedicated to items that directly affect our Membership numbers. It is also dedicated to serve as a resource for our current and future Members. We Committee Members are here to answer questions, be they from Members or those who are interested in becoming Members. We would love to know what you value about your Membership in NAEP. Look for Members of the Committee at your regional meeting! Stop by to offer feedback or just chat. Everything we do as volunteers on the Membership Committee is directly related to providing services to the Association, the Membership and the profession. NAEP is an outstanding organization because we have Members who are dedicated to its success. We have a full plate this year but it is a privilege to work hard on your behalf. Thank you for the opportunity to serve!

With Warm Regards, Your NAEP Membership Committee 2010-2011

Co-chairs

Tom Youngs, Purchasing Services Manager, C.P.M., CPPO, University of Pittsburgh, Lead Co-Chair Brian Burkheimer, Purchasing Agent, Iowa State University, Co-Chair

Membership Committee Members:

Farrah Bustamante, Strategic Sourcing Specialist, Colorado State University Karin Coopersmith, Purchasing Agent, C.P.M., LEED AP, Indiana University Kelly Kozisek, Procurement and Contract Manager, CPPB, Oregon State University Mike Ring, Facilities Management Buyer, Arkansas State University-Jonesboro

NAEP Board Liaisons

Barry Swanson, Director of Purchasing and Strategic Sourcing, University of Kansas, District V Rich Taylor, Director of Business Services, University of California­Berkeley, District VI

E&I Board Liaison

Burr Millsap, CPA, Associate Vice President of Administration and Finance, University of Oklahoma

NAEP Staff Representatives

Jackie Harget Shaunté Shelton-Slappy Toni Valenti

E&I Cooperative Representatives

Sabra Schell Steve Spinelli

Behind the Scenes with the NAEP Editorial Board Committee

The focus of the NAEP Editorial Committee would seem to be the Educational Procurement Journal, but that is not the whole focus. Our main goal is to communicate with, and educate, the Members. The Journal also helps provide a voice for the Members and NAEP. We strive to make sure that the Journal is a high-quality publication that Members will turn to for the ideas and information they need to keep serving their institutions to the best of their ability. The NAEP Listserv can provide a quick answer to your questions, but the Journal provides more detail about the subjects. Of course, we also try to keep you up to date with what is going on with NAEP. Publishing an article in the Journal can help your career. When your boss sees your name as the author of an article it will improve your standing in their eyes and it will also show your organization in a good light. The Editorial Board Committee is always seeking new authors and topics to include in upcoming issues. The Editorial Board Committee communicates quarterly to review the content for the upcoming issue and communicate ideas and topics for the future. We also hold a planning session in the summer to brainstorm and outline ideas to include in the Journal issues for the coming year. We try to pick topics that we feel are important and timely. The Journal is now published using two methods: a printed version which is mailed to Members and the digital version that is available on the NAEP website. Our annual board meetings have been virtual the last two years because travel budgets have been trimmed, but that hasn't hurt the quality of the magazine.

The committee also meets with the NAEP National Office and our Publisher, Apogee Publications, to determine the appropriate companies to target for advertising in the Journal. The advertising helps to keep the cost of publishing down for NAEP and therefore helps them to use their resources to better aid the Members while also reaching an audience of over 8,000. If you have an idea for future articles or would like to get involved, please contact anyone from the Editorial Board Committee; we would love to work with you! Respectfully Submitted, Your NAEP Editorial Board Committee

Lead Co-Chair: Cory Harms, Iowa State University Co-Chair: Mike Chmielewski, Law School Admission Council, until the July meeting Member Representatives:

Farrah Bustamante, Colorado State University John Klopp, University of Iowa Martha Newman, University of Maryland Valerie Rhodes-Sorrelle, Grand Valley State University

Editor: Neil Markee, NAEP Associate Editor: Burr Millsap, University of Oklahoma HSC NAEP Board Liaisons: Barry Swanson, University of Kansas, District V

Karin Coopersmith, Indiana University ­ District IV

National Office Liaisons: Toni Valenti, Jackie Harget and Annette Kirk E&I Staff Representative: Sabra Schell

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Supplier Profile: A Message to Members from GSG Leasing

Dear NAEP Members, GSG Leasing has recently joined NAEP as a new Business Affiliate Member and we look forward to meeting you in person at the 2011 Annual Meeting on April 3-6 in Memphis, Tennessee. GSG Leasing specializes in equipment leasing and financing solutions. We offer a full line of financing options for all equipment types-- with competitive rates and flexible terms. At GSG Leasing, we value the importance of relationships and use our leasing expertise to provide outstanding customer service. We work directly with endusers to customize the lease structure, documentation, and billing requirements to ensure customer satisfaction. Our senior management has extensive backgrounds in finance and equipment sales, which allows us to differentiate ourselves in the marketplace. Our mission is to build solid partnerships and provide convenient equipment financing throughout the country. We provide a "single point of contact" approach that ensures you will be speaking with the same experienced account executive throughout the entire leasing process. Changes in direction and manufacturer financing continue to separate the financing partner from their customers. GSG is looking to rebuild the connection between the customer and the financing solution. GSG Leasing is a company who cares about you and the future success of your organization. We understand the special needs of the education market and have tailored our products to match those needs. Our streamlined approach allows you to manage the assets that you lease and choose the vendor/manufacturer that you would like to acquire equipment from. The financing products offered by the manufacturer often include higher lease rates and less flexibility at lease end for the enduser. Below are some of the target markets we specialize in:

Master Lease Program

Flexible Documentation; Multiple Bank Lines with the Same Terms and Conditions; Special Billing Requirements

Municipalities

Non Appropriation; True Tax Exempt, Standard and Non-Standard Terms

Refinancing & Sale Leasebacks

Used Equipment, Simple Documentation

Software Only

36 Month Terms, Simple Documentation Please take a moment to review our website at www.gsgleasing.com and contact us for any financing opportunities that you're currently considering. Connie Schmidt, Vice President of Sales and Andrew A. Bender, Management Team

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NAEP Welcomes New Members

Graphic Savings Group LLC dba GSG Leasing (Business Affiliate Member) Hazleton General Hospital Ozburn-Hessey Logistics, LLC (Business Affiliate Member) Santa Fe Community College SEIU Healthcare NW Training Partnership Spectra Contract Flooring ­ BM Umpqua Community College

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Member News

HUGE Efforts at the District II Regional Meeting The District II's Regional Presidents Golf Outing helped to raise $1,000 dollars to be donated to the Sons & Daughters Scholarship Fund. The DE/PA/WV regional leadership decided to match the $1,000 for a donation of $2,000. This

represents a significant step towards raising the $25,000 needed to begin awarding this scholarship. The region would like to thank the sponsors for their financial support of the event - Higher Information Group, Canteen, and Unimarket - plus a special thanks to The Links at Gettysburg for their hospitality. Golfers at, and organizers of, the event had this to say: "Great fun, a great course, and wonderful weather." Thanks to all those who played and enjoyed the kick off to a fantastic regional meeting. District II - we appreciate your generous donation!

Extra, Extra Read all about it! Upstate New York raised $1,200 during their 2010 Fall Regional Meeting.

These funds were raised through the generosity of

attendees who were looking to win one (or more) of 78 baskets that were donated! All proceeds were split between Prevent Child Abuse New York and NAEP's Sons & Daughters Scholarship Fund. The National Office thanks Upstate New York for your generous donation of $600 to the NAEP Sons & Daughters Scholarship Fund! Thank you, Upstate New York!

What's New with US?! We like to SHARE!

Bob Alves (Chairman & CEO for ASI) presents a customer recognition award to NAEP for doing great things" with iMIS. Melissa Mack (Owner and Partner of Intuitive Business Concepts, Authorized iMIS Solution Provider) accepted the award on behalf of NAEP at the 2010 NiUG Discovery Conference. NAEP currently uses iMIS as their centralized database and also has a live iMIS 15.1 web content management website that is utilizing iParts as well as heavily utilizing Task Center in almost every aspect of their day to day processing. NAEP was one of the pioneer associations on the Release Candidate of 15.1 to review and implement WCM. NAEP is also in the process of fully implementing iMIS 15 Communities as a tool for their Members and they are also working to integrate an external list serve with their iMIS data to maintain a centralized database using iParts.

Welcome to our NAEP Family

Please join us by welcoming the newest addition to the NAEP Family - Mark Polakow, Senior Manager of Technology! Mark has only been on-board for a short time but his contributions are already making a significant impact. Mark can be reached by e-mail at [email protected] Please join us in welcoming Mark to our team! Welcome!

Love is in the AIR!

Please join the National Office in congratulating our very own Jackie Harget on celebrating 10 wonderful years of marriage to her loving husband, Michael, on October 7th. Happy Anniversary, Michael and Jackie, and congratulations!

NAEP Wishes you a Happy Birthday!

(singing) Happy, Happy Birthday from all of us to you! Happy, Happy Birthday we hope your wish comes true...HEY! Members, staff and friends of the Association with a birthday in August, September and October: Chet Yancy ­ Arizona State University Brian Yeoman ­ NAEP Denise Finn - University of Kentucky Barbara Roger Amosson - E&I Cooperative Services, Inc.

John Riley ­ Arizona State University Byron (Burr) Millsap - University of Oklahoma Norman Campus Terri Telasky - California State University, Long Beach Let's celebrate!

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Member Spotlight

NAEP offers scholarships to Members, and soon to the dependent children of Members, for professional development and to help offset the cost of college for your children. The objectives of our

Sons & Daughters Scholarship Fund

is to support and encourage the higher education of

dependents of NAEP Members; to add to the value of NAEP participation and Membership and to recognize professional service provided to NAEP and to Member Institutions. Almost 30 years ago, William E. Haas, former Procurement Officer at Duke University, spearheaded a campaign for a scholarship fund to help Members attend professional development courses. The William the changing needs and goals of their

E.

Haas Memorial

Membership to continually respond to universities with strategies that work.

Scholarship Fund enables our

we would a whole as well as those funds during this 2010 Fall

With all of this in mind, Huntsville NAEP's District II NAEP's TOAL region NAEP's Ohio region NAEP's DE/PA/WV region

like to spotlight these funds as who have contributed to these Regional Meeting time.

Patricia Moore, retired from AlabamaNAEP's Michigan Region NAEP's Upstate New York region NAEP's Great Lakes region NAEP's DC/MD/VA region

Since September of this year, $3,100 has been donated to the William E. Haas Memorial Scholarship Fund and $2,600 has been donated to the Sons & Daughters Scholarship Fund. Thank you all for your generosity!

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NAEP's 2011 Annual Meeting & Exposition 90th NAEP Annual Meeting ~ April 3-6, 2011 ~ Memphis, Tennessee Attendee Registration

Attendee Registration opens October 22nd. Check our website for details. Registration Type Full Member Registration Full NON-Member Registration *Early Bird Rate $650.00 $870.00 Regular Rate $750.00 $970.00

Additional registration types (one-day passes, special event passes, etc.) will be available with registration.

*Registrations must be postmarked by 12/31/2010 or completed on line on or before 12/31/2010 to receive the early bird rate

Member institutions can save $100 off of up to two full registrations (a total of $200 off two FULL conference registrations) by renewing your Membership before December 31st!

Exhibitor Registration

Suppliers: Reserve your exhibit space now for NAEP's 2011 Annual Meeting Exposition, April 3-6, 2011 in Memphis, Tennessee. Exhibit Booth Fees: NAEP Business Affiliate Members $2,195; Non-members $2,495 Exhibitor Registration Form

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NAEP is once again proud to be a co-producer of the

Women's Leadership Institute, which will be held December 5-8, 2010 at the RitzCarlton, Amelia Island, Florida. This program has the added benefit of bringing together women from administrative and student affairs functions across institutions of higher education. It provides a special opportunity to learn, not just about leadership skills, but about how other parts of the campus function, what their priorities and challenges are, and how to bridge the communication gap that may exist when we try to work across cultures.

Who Should Participate?

The program is designed for women who aspire to become senior leaders in higher education. Current responsibilities should include administrative functions that regularly require decision making that affects departmental operations and involves other important relationships on campus.

What You Will Learn

* To effectively utilize key leadership skills: negotiation, communication, introducing and managing change, developing yourself and others, and creating effective work environments * To develop your greatest strengths and talents through a highly regarded personal assessment tool * To recognize and appreciate the roles, responsibilities, and perspectives of a broad range of higher education professionals * To build relationships and improve goal achievement when working with people from across campus * To help your institution respond successfully to the unique challenges of today For registration fees and information, please visit

http://www.acui.org/programs. Back to Top

Regional Meetings: Why Do They Matter?

The best place to get to know your contemporaries is at nearby institutions is at NAEP Regional Meetings. All regional groups meet at least once a year. These one- to four-day meetings combine presentations by industry experts, NAEP Members, suppliers, and government representatives to help you learn what is happening in your local area. Many regions include supplier exhibits at their meetings. Congratulations to the following regions / districts for another success Fall Meeting!

District II Kentucky Great Lakes MINK and MN/DAK TOAL District VI Upstate New York Back to Top

Calendar of Events Fall Regional Meetings Region Carolinas New England Florida TAGM Michigan December 5-8, 2010

Women's Leadership Institute Amelia Island, Florida

District III I III III IV

Meeting Date Dec. 1-2 Oct. 19-22 TBA Dec. 5-8 Oct. 21

City/State Asheville, NC North Conway NH

Atlanta, GA Livonia, MI

April 3-6, 2011

90th NAEP Annual Meeting & Exposition Memphis, Tennessee

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Sustainability on Campus University of the Pacific Converts Maintenance Carts to Solar

The University of the Pacific (California) has converted a dozen of the carts used for grounds maintenance to solar, with plans to convert eight more by the end of November. As part of the overall plan to reduce the campus carbon footprint, the university's goal is to convert

all of its 84 electric carts to solar during the next few years.

University at Albany Partners with Hertz for Student Car Rentals

The University at Albany (NY) has partnered with Hertz to offer students eighteen years and older the use of a rental car. Four cars are available to students and faculty at an $8 per hour charge that includes a gas card and liability insurance. Also new this year is an extended number of buses that students are able to ride for free with a student ID, a carpooling service, a ride share program and a bike share program.

University of Massachusetts Medical School Purchases Electric Bicycles

The University of Massachusetts Medical School has purchased two Pietzo electric bicycles and one 2010 Ford Fusion Hybrid car as sustainable alternatives for the parking and campus police departments. Prior to the electric bikes, police officers used at least one-and-a-half tanks of gas a week driving a pick-up truck around campus on their daily rounds. Now, driven mostly during severe weather, the truck goes nearly two-and-a-half weeks on a tank of gas. The hybrid, which replaced one of the department's seven gasoline-fueled vehicles, gets an average of forty-one miles per gallon in city driving.

From AASHE Bulletin 2010

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More Campuses Complete Climate Action Plans

Thirty-eight campuses have submitted Climate Action Plans (CAPs) as part of the American College & University Presidents' Climate Commitment (ACUPCC) since June 14, 2010. The plans illustrate the specific steps schools are taking to reach climate neutrality. The new submissions are: Appalachian State University (NC); Aquinas College (MI); Auburn University (AL); Augsburg College (MN); Bellevue College (WA); Chabot College (CA); Claremont McKenna College (CA); Colorado State University; De Anza College (CA); Eastern Iowa Community College District; Florida Atlantic University; Foothill College (CA); Georgian Court University (NJ); Inver Hills Community College (MN); Jackson Community College (MI); Las Positas College (CA); Linfield College (OR); Middlesex Community College (MA); Minneapolis Community and Technical College (MN); North Lake College (TX); Oregon Institute of Technology; Salem State College (MA); Scottsdale Community College (AZ); Seattle Pacific University (WA); Simpson College (IA); State University of New York at Fredonia; SUNY Rockland Community College (NY); Tompkins Cortland Community College (NY); Union College (NY); University of Colorado at Colorado Springs; University of Colorado Denver; University of Louisville (KY); University of Maine at Machias; University of Minnesota, Rochester; University of Puget Sound (WA); University of Utah; Vermilion Community College (MN); and Washington and Jefferson College (PA).

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Top 10: Largest Shopping Malls in the World Ten shopping malls rank as the world's largest, based on the amount of gross leasable area, the number of square feet the property has for revenue-generating activities like

retail, dining and amusements. Asia is home to eight of the world's ten largest malls. Rankings are based on statistics from Eastern Connecticut State University, which compiles data from mall-management companies. Source: Forbes 1. South China Mall. Location: Dongguan, China 2. Golden Resources Shopping Mall. Location: Beijing, China 3. SM Mall of Asia, Location: Pasay City, Philippines 4. West Edmonton Mall, Location: Edmonton, Alberta, Canada 5. SM Megamall, Location: Mandaluyong City, Philippines 6. Berjaya Times Square, Location: Kuala Lumpur, Malaysia 7. Beijing Mall, Location: Beijing, China 8. Zhengjia Plaza, Location: Guangzhou, China 9. SM City North Edsa, Location: Quezon City, Philippines 10. King of Prussia Mall, Location: Philadelphia, Pennsylvania, USA

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Quote of the Month

"What you get by achieving your goals is not as important as what you become by achieving your goals." --Zig Ziglar ###

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