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As I prepare my final president's letter for the year, I thought it might be helpful to provide a perspective on what EACUBO's goals and objectives were for the 2003-2004 year, and then give a sense of the accomplishments we have reached. Of course there is much more information available on all of these, through the website, prior issues of the newsletter, and in the Annual Report information prepared by each committee, but this overview gives a general sense of the areas of progress for the year, and the challenges that lie ahead! As a brief reminder, EACUBO's Mission is "to promote effective and ethical business and financial administration in colleges and universities in the Eastern Region, in support of the instructional, research, and public service missions of higher education." The specific goals and objectives identified for this year follow, with accomplishments noted. Goal 1: Provide the membership with timely, relevant, high quality professional development opportunities. Objective #1: Provide the necessary resources and support to allow committee activities to align effectively with EACUBO goals and objectives, by building on existing structures (such as the Board liaisons, and the ongoing support work provided to APCs), and creating new tools to advance this goal, such as continuing to expand the Committee Chair transition process. Accomplishments: in addition to continuing to support committee chairs as they pass on information to the following year's chair, the EACUBO web-site has been dramatically enhanced, now providing easy access to the Operations Manual, the capacity to post minutes of all Committee meetings for access by interested parties, and the ability for all EACUBO participants to update their own contact information, so that committee lists are current, and members are easily reached. Board Liaisons continued to work with their individual Committee assignments, so that information was passed more smoothly, and committees had somewhere to go with questions. Objective #2: Support the role of the Programming Council to further the professional development objectives of EACUBO. Continue to identify appropriate topics of professional development to be presented at local, regional and national levels and duplicate, coordinate and schedule appropriately for our membership. Coordinate offerings, when possible, with NACUBO activities. Accomplishments: the APC committee continued to work on providing satellite-broadcast programming each spring, so that local APCs could structure their spring meeting around a high-profile speaker available to all via satellite downlink. By working with the ACUBO initiative, EACUBO now has access to a web-broadcast software product, and available funds for providing professional support to any group or committee that wishes to use the tool for professional development programming. Also through the ACUBO initiative, a marketing survey was completed for all four regions and NACUBO, providing much additional information on what PD offerings are most valuable to members. And it included a survey of non-members, in order to better understand ways in which we could meet the needs of those who do not currently participate with us. Objective #3: Continue to enhance the use of technology to further the professional development and other objectives of EACUBO, including through the website, the HedE job postings, and the use of MRA's iPlan, as well as the new distance learning tool being developed as an ACUBO initiative. Accomplishments: as noted above, the website enhancement has made enormous strides, and the distance learning web-broadcast tool is now available via ACUBO. The HEdE job posting area on the EACUBO website now has a sponsoring entity, so that the cost of posting jobs has been able to be reduced significantly, and the number of posting has significant increased. iPlan continues to be an important tool for the Annual Meeting and Annual Workshop committees, and we are actively working with MRA on providing additional manual/help information for new users. Goal II: Maintain an active membership that reflects diversity in the size and type of institution in our region. Objective #1: Provide guidance on committee memberships and recruitment so that volunteers reflect the membership base and increase their effectiveness to the organization, and support the work of individual committees to provide services to their constituents, such as the Large Institution Committee's hot topics, the Small College listserv, the Member Services mentoring project, etc. Accomplishments: The Committee appointments process this year included a large number of volunteers, and allowed for committees to be appropriately staffed with the mix of members that would best serve that Committee's needs. We have also started a review of the Operations Manual indications of committee size in order to ensure that each committee is sized to accomplish its goals, particularly as we enhance the support available through services such as MRA and Conferon. Goal III: Promote communication, coordination and cooperation among members, regions and with NACUBO. Objective #1: Support the orientation process for new Board members and committee leadership to increase their effectiveness and ensure greater alignment with EACUBO objectives, as well as providing written guidance to committee members, chairs, etc. Accomplishments: The Board orientation process continues to evolve, as well as the engagement of chairs and vice chairs throughout the year at the board retreats, and through committee conference calls, etc. Goal IV: Ensure that EACUBO's organizational structure and financial resources are adequate to fulfill our mission. Objective #1: Continue to match resource allocation to the EACUBO goals and objectives to ensure the attainment of desired outcomes. Accomplishments: The work with the ACUBO initiative in the marketing survey that has been completed, and the work on the curriculum development front that will shortly begin, both ensure that we have a robust understanding of members' needs, so that we can use our resources to best advantage. It has been an honor and a pleasure to serve as
the EACUBO President this year. I hope to see all
of you at the Annual Meeting, and I thank in particular
Terry Sampson, the immediate Past President, and
Yoke San Reynolds and Don Aungst, the incoming President
and First Vice President, respectively, for all
of their help and support throughout this year.
And thank you to each of you for providing the interest
and support and volunteer initiative that makes
EACUBO possible!
This issue of the newsletter comes to you electronically. There is no printed version - unless you choose to download your own. One of the advantages is that we can get it to you quicker - no need for printer's proofs, no snail mail delay. On the other hand, it's not clear the extent the whole newsletter is read versus a printed version. At least this year, going to an electronic issue was the plan. Last year, we suddenly went "electronic" when it became necessary to shift the annual meeting from Toronto to Baltimore due to the SARS scare, all of which happened after the Spring edition had already been printed but fortunately not mailed. * * * * * * * * * * * * At the end of August, the Chronicle of Higher Education published its annual Almanac Issue for 2004 - 5. I always find it interesting and though I would share some of the significant items from it that pertains to the Eastern Association of College and University Business Officers. In the thirteen states plus the District of Columbia - from Maine to Virginia - that make up the principal geographic portion of the Eastern Association, there are 916 colleges and universities (excluding for-profit). (2002-2003 data) Of this number, well over half are private - 556 private versus 360 public. Pennsylvania, New York, and Massachusetts have an overwhelming portion that are private. In fact, Massachusetts has 83 private institutions out 114 total with enrollment of 238,000 in those schools and 186,000 in public institutions. However, in terms of enrollment (2001 data) in the entire EACUBO area, about 60 percent attend public institutions. Of the top 50 in the country with the largest enrollments, only six are in our territory and only one of which - NYU - is private. At the same time, half of the top 50 with the largest endowments are part of the EACUBO roster. So what, you ask?? What dominates the Eastern Association is the large number of private colleges whereas in the other three regions, it is the large publics that predominate. It does explain why some of our members, representing private institutions, come from Ohio - or the Carolinas, as examples. Maybe nobody cares and maybe it indicates I have
too much time for trivia - but thought some of you
might be interested. EACUBO WORKSHOP 2005 AN ALMANAC OF ELECTRIFYING IDEAS 
ARE YOU EXPERIENCING inventor's block and using the same old solutions for the same old problems? Need a spark to find a new idea - a new solution? EACUBO invites you to join us for the 2005 Professional Development Workshop in Philadelphia on March 17-18, 2005. The preliminary list of sessions promises to have something for all levels - from chief financial officers to analysts and other administrators and for institutions of all sizes. A sampling of the schedule includes sessions on debt policies, managing rising health care costs, integrated planning and financial modeling, investment management and endowment spending policies, change management, and facilities benchmarking. The Workshop also provides a wonderful opportunity to share ideas with colleagues from other institutions. The location of the 2005 Workshop is the Sheraton Society Hill. The hotel is located amidst lush landscaping and cobblestone streets in the most historic square mile in America and just four blocks away from Philadelphia's renowned Independence Hall. Come visit as the city pumps up the electricity leading to the tri-centennial of Benjamin Franklin's birth. Mark your calendars today for March 17 - 18 to be energized at the 2005 Workshop. Continue to watch the EACUBO website (www.eacubo.org) for detailed program and registration information. Trivia Question: What was Ben Franklin trying to prove with his kite experiment? a) Lightning was thrown from the heavens by angry
gods.
Answer:
Back in the good old days, if they ever really existed, it was common to find people, generally men, who graduated from the college where they were currently working and where they stayed until they retired .In a change to modern times, most college business officers have worked at several different institutions. For example, the EACUBO president is at her fifth school, the first vice president and second vice president are both at their third. Therefore it's refreshing to find someone - Jim Fisher, specifically, who appears to come from the old school. Not only is he a graduate of Rochester Institute of Technology, where he currently works as Assistant Vice President for Finance & Administration, but he grew up just sixty miles west of Rochester and currently lives with his wife and family in that same area, and serves on the Board of Education of the central high school from which he graduated. When he graduated from high school, he planned to go to SUNY Cortland to major in sports medicine but, due to being accepted for the spring semester, he found a job working in the Harrison Radiator manufacturing plant nearby, deciding to delay college for a year. His plans changed again when he met his future wife, Connie, and was married in 1978. Jim ended up attending Niagara Community College for a couple of years while working full-time and then transferred to R.I.T. to major in accounting in their co-op program. In his second semester, eligible for co-op employment, he responded to an advertisement for an internal audit position at R.I.T. and, after six months, his boss persuaded the vice president to create a new full-time position and retain Jim. Common to those times-the early '80's-most of the work was financial, the transition to systems and operational audits not occurring until later in the decade. During the first two years, Jim was both a full-time employee and a full-time student, taking at least 12 hours each semester, including the summer, so he completed his degree in just over two years. He would also go on to earn an MBA in the College of Business and earn the Certified Internal Auditor designation. Jim spent thirteen years in internal audit, moving steadily up the ladder, until he was offered assistant director of audit positions at two other colleges. At the same time, R.I.T.'s vice president for finance and administration offered Jim the opportunity to become his assistant, a position Jim said came about because of his having developed considerable expertise in information technologies, basically self-developed. Initially, he found himself working with the Human Resource director on a managed attrition labor reduction plan, as R.I.T. went through a down-sizing, followed by an expense reduction plan. Another one of his assignments was the selection and appointment of the external audit firm for the University-twice!! Later, one of his main responsibilities was to spearhead the acquisition and implementation of the university's web-based financial and human resource applications, starting with the development of the RFP that led to the selection of Oracle's system. In 2000, Jim was promoted to his present position of Assistant Vice President for Finance & Administration. His specific responsibilities include purchasing, printing and mail services, systems and technology, as well as the bookstore and food services, both of which are self-operated. Another initiative he has led has been RIT's move into e-commerce, providing a cost-effective and secure way of making tuition payments, one-card deposits, and bookstore sales. Leaving the discussion of his job, we began talking about his increasing involvement in the activities of EACUBO. Jim said he got started when Peg Cass Ferber was an active member of our Area Programming committee, which she eventually chaired, and together they worked to reactivate the Rochester area. This has been successful and indeed the participation has been expanded, including getting a representative of as many institutions as possible to serve on the planning committee. Jim did point out that he had been active in other associations, both the Institute of Internal Auditors, where he was president of the Rochester chapter and he also chaired the advance planning function for the Association of College and University Auditors. One of his interesting comments was that he found EACUBO a welcoming organization as opposed to other groups that tend to be afflicted with somewhat of a "good old boy" attitude. Along the way, Jim developed an on-line registration system used for many EACUBO events, provided a listserv capability for the Board and our many committees, chaired the Area Programming Committee, and now has been elected to the EACUBO Board. Jim is clearly a "doer", a welcome addition to our volunteer organization.
Rochester Institute of Technology Internationally recognized as a world leader in career-oriented and professional education, Rochester Institute of Technology (RIT) has been setting an innovative standard since 1829, evolving as a university with forward-thinking leaders, responsive to the changing needs of industry, community and the world. 
Based on a 1,350-acre campus in suburban Henrietta, RIT enrolls more than 15,400 full- and part-time undergraduate and graduate students in 360 career-oriented programs. The student population hails from across the United States, and includes over 1,100 international students. RIT's cooperative education program is the fourth oldest and one of the largest in the world, giving students hands-on, paid work experiences in key industries. RIT's academic portfolio covers a broad range of disciplines, with particular renown in imaging, computing and information sciences, photography, design and art, engineering, and education of the deaf. As a teaching university with a strong interest in applied research in targeted fields, RIT is committed to preparing students for successful careers in a global society. RIT offers the nation's first undergraduate programs in software engineering, information technology, and microelectronic engineering and the world's only Ph.D. program in imaging science. The university's unusually diverse offerings include animation, bioinformatics, computer engineering, criminal justice, furniture design, international business, metals and jewelry design, packaging science, photographic arts, physician's assistant, printing management, telecommunications, and executive-leader master's programs. RIT has also been at the forefront in distance learning technology for individuals and its corporate partners. RIT houses eight colleges: ~ College of Applied Science and Technology In addition, RIT offers three international schools: the American College of Management and Technology in Dubrovnik, Croatia, the U.S. Business School in Prague, Czech Republic, and the American University in Kosovo. RIT is also home to one of New York State's Strategically Targeted Academic Research (STAR) Centers, called the Information Technology Collaboratory. A partnership with several major corporations and universities, the Center focuses research on microsystems, photonics, remote systems and high-bandwidth telecom networks. The STAR Center exemplifies RIT's role in contributing to economic growth and vitality, a key part of RIT's mission throughout its more than 175-year history. RIT's Center for Integrated Manufacturing Studies also contributes to the university's economic impact. Its mission is to increase the competitiveness of U.S. manufacturers through applied technology and training. Headquartered at CIMS, the National Center for Remanufacturing and Resource Recovery leads the world in development and transfer of technology in remanufacturing and product life-cycle design. U.S. News and World Report's poll of college presidents has consistently ranked RIT as one of the nation's leading comprehensive universities. RIT's graduate photography program has consistently been ranked as first in the nation. Yahoo! Internet Life ranked RIT among its top 20 universities for wireless access. Rochester Institute of Technology - the
university of choice in a technological world. Area Programming Committee Announces Fall Programs Several local areas are planning fall professional development workshops for the universities in their regions. These workshops offer training on a number of topics for staff at all levels of the institution. A tremendous benefit of these local workshops is their low cost as well as the opportunity to network with your peers. We encourage you to take advantage of these programs and to become involved with your local area programming committee. The Buffalo area is planning a Fall workshop on Friday, October 29th to be held at Trocaire College. The program will be a showing of the video, "Performance and Accountability in an Age of Markets: the Changing Definition of Effective Management in Colleges and Universities". The presenter is Dr. Robert Zemsky, Chair of the Learning Alliance at the University of Pennsylvania. This video was the subject of last spring's workshops at a number of other EACUBO area programs. The Rochester area will be holding their annual Fall conference on October 12 at SUNY Geneseo. The theme for the conference is technology applications. The program will include presentations on security and legal issues, communicating with students, and a look at the future of technology, The cost of their program is $35 by credit card and $45 if paid by check. The Syracuse area will be holding their Fall program on Thursday, December 2nd at the Holiday Inn in Syracuse. Discussion topics will include international taxation, changes in Fair Labor Standards, what some colleges are doing differently in response to Sarbanes-Oxley; and how some institutions have modified their financial systems to produce budget/financial reports in today's financial formats. Speakers will include representatives from Windstar Technologies, Ernst and Young, Syracuse University, and Rochester Institute of Technology. New Jersey's fall workshop will take place on Thursday, November 4th, at Fairleigh Dickinson's Madison campus. The topics for the full-day session will include:
In addition to these programs, several other areas
were still in the process of finalizing their fall
offering as this newsletter was going to print so
please check EACUBO's website at www.eacubo.org
or contact your local APC representative for more
details. Administrative Management Institute Exceeds High Expectations Pat Lefferts had heard so many positive things about AMI that her expectations were high. "You didn't disappoint me!" she said in an interview after this year's Administrative Management Institute (AMI), held at Cornell University, July 25-30. Lefferts, director in the purchasing department at SUNY Fredonia, was one of the many administrative managers who couldn't say enough good things about AMI. 
Since 1993, this acclaimed professional seminar, co-sponsored by Cornell University and EACUBO, has been offering talented professionals an opportunity to enhance their effectiveness and excel within their institutions and departments. Through information-packed panel discussions, presentations, workshops, and case studies, this year, AMI participants discussed timely topics including current issues in employment law and compliance, improving business practices, risk management and liability, ethics and fiduciary responsibility, hot topics in higher education, and dynamic negotiations. "The topics presented pulled the picture together very nicely," said participant Jackie Gilbert, business administrator in the Department of Food Science at Cornell University. "They were certainly very tuned in to our current environment." Gilbert said. Bob Campe, director of library management services at Dartmouth College, agrees. "The topics were a very good mix of what happens daily on a campus. I recommend this course for new managers as well as for those needing a refresher," Campe said. Institute highlights included a keynote address by Cornell University President Jeffrey S. Lehman exploring "The Challenges Facing Higher Education Today;" an in-depth workshop on building leadership skills and managing change, presented by Thomas J. Champoux, executive vice president of The Effectiveness Institute, Inc.; and a very well-received interactive session presented by the Cornell Interactive Theatre Ensemble, dealing with sexual harassment and racially-biased joke telling. Karren Bee-Donohoe, director of capital projects for physical facilities at Binghamton University, found the session on "Changing the Way We Do Business," particularly helpful. This session presented ideas and strategies regarding the centralization of purchasing, travel, and other fiscal activities into several business centers, each serving a specific clientele. "All of the Institute's sessions had valuable bits and pieces that are very pertinent to my job, and I truly appreciate the opportunity to improve myself as an employee and as a supervisor though the Institute. I highly recommend this program for others in the future," Bee-Donohoe said. For more information about next year's institute, set for July 24-29, 2005, contact AMI: Administrative Management Institute Balancing Spending Priorities: No Easy Feat Is finding the best balance between institutional financial aid resources and other spending priorities-to help assemble the institution's desired student population-akin to the search for the Holy Grail? Participants in the 2004 EACUBO Senior Business Officers Roundtable wrestled with the question of balanced spending and how business officers can best lead these campus conversations. As business officers related their struggles with defining what they hope to accomplish with their own financial aid dollars, the need for clearer institutional goals, strategies to accomplish them, and effective campus collaboration became apparent. Among the questions posed by and to participants: . What are the characteristics of your desired
student population? No cookie-cutter approach exists-institutions navigate these waters based on their goals and objectives, history, the marketplace they work in, and myriad other factors.
Encouraging Campus Debate Roundtable participants related proven strategies to best communicate information to support key decisions that determine the price and costs of providing a college education. Virtually all of the techniques included two core elements: engaging the faculty effectively and finding the right terminology to facilitate the debate. A small group exercise illustrated the importance of these techniques. Participants were assigned the role of chief business officer, faculty member, or trustee and were then instructed to debate this scenario. The institution has a projected deficit and can close the budget gap in one of three ways: 1) the institution can close an academic program that has been suffering from serious enrollment declines in recent years; 2) the campus can impose an organizationwide salary freeze; or 3) the campus can outsource its office services program and eliminate 20 staff positions. Perhaps not surprisingly, none of the small groups
reached consensus on a single strategy. But the
role-playing that ensued demonstrated the importance
of engaging the right people and providing them
with meaningful information. Strategies described
included Predicting Outcomes Throughout the two-day event, an underlying theme was the difficulty of developing a predictive model to guide institutional policy and strategy discussions on tuition and aid issues. Campuses reported various efforts to avoid the surprises and unanticipated consequences that can arise whenever policies and strategies are refined or adjusted. One model developed at Furman University tracks student decisions in prior years to help officials understand and more accurately predict the likely financial outcomes of their tuition setting and institutional aid policy decisions. Consider National Numbers Event facilitator Sandy Baum, professor of economics at Skidmore College and senior policy analyst at the College Board, shared various data with participants, drawing in part on her work as coauthor of the College Board's Trends in Student Aid publication. According to her research, institutional grant aid totaled slightly more than $20 billion in the 2002-03 academic year, representing 19 percent of total student aid and almost half of all grant aid received by college students. Over the past decade, institutional aid has risen, in constant dollars, faster than both state and federal grant aid programs. One national trend noted was the rapid increase in the amount of institutional aid awarded to students from the highest income quartile. From 1992-93 to 1999-2000, the percentage of high-income students receiving institutional aid grew almost 46 percent at independent, nonprofit institutions (from 35 percent to 51 percent of full-time undergraduate students) and 50 percent at public institutions (from 12 percent to 18 percent of full-time undergraduates). Over the same period, these high-income students saw greater growth in their average aid awards. Among independent institutions, the average award to high-income students increased from $5,500 to $6,800, a 23.6 percent increase (compared to students from the lowest income quartile, whose average award increased from $5,500 to $6,200, a 12.7 percent increase). At public institutions, the average award to high-income students increased from $2,400 to $3,200, a 33.3 percent increase (compared to low-income students, whose average award increased from $1,900 to $2,300, a 21.1 percent increase). Is merit aid increasing faster than need-based aid? Some data indicate that the share of state grant programs that were awarded based on need had declined from 90 percent to 77 percent in the past decade. However, participants noted the challenge of drawing clear lines between need- and merit-based aid; some students with financial need receive merit aid, for example. One thing that was clear from the conversation: Institutions are regularly reviewing and refining their strategies and policies to bring a targeted student population to campus by reducing the financial burden and rewarding academic achievement. EACUBO is in the process of planning the 2005 roundtable.
If you are interested in participating, contact
Diane Blake, V.P - Finance and Administration, Union
College, 807 Union Street, Schenectady, NY 12308;
phone - 518-388-6104; e-mail - blaked@union.edu Strong Sponsor Support Continues in 2004 We are pleased to report that our corporate sponsors continue to provide the level of support that enables EACUBO to offer top quality programming events at reasonable costs. Over the past year, several hundred letters were sent to, and follow-up contacts were made with, existing and potential sponsors. Sponsor support for the 2004 Annual Workshop in Boston reached the highest level ever for this event. At this time, sponsor assistance for the 2004 Annual Meeting is projected to exceed the total raised for last year's Annual Meeting held in Baltimore. Our upcoming Annual Meeting in New York City provides EACUBO with the opportunity to recognize and thank new and existing sponsors for their assistance in helping to support all our major programming initiatives throughout 2004. Sponsors support EACUBO programs both through monetary and in-kind contributions. There are five sponsor recognition giving levels: Bronze ($1,000 - $1,999); Silver ($2,000 - $4,999); Gold ($5,000 - $9,999); Platinum ($10,000 - $19,999); and Diamond ($20,000 and up). Each level of sponsorship provides a list of benefits that the sponsor receives at the respective program event along with appropriate recognition to highlight their support to program attendees. Annual sponsorship levels are based on a company's overall contribution to EACUBO throughout the calendar year. The EACUBO sponsorship program is a comprehensive one that has been developed in collaboration with MRA Services which also coordinates our Exhibitor Program for each year's Annual Meeting. EACUBO's efforts focus on leveraging our institutional relationships with both existing and potential new sponsors. MRA focuses on the full gamut of logical support including marketing sponsorship opportunities, finalizing sponsor contracts, collecting critical background information on sponsors, assigning sponsorships, and producing the sponsor recognition booklet. Our work with MRA provides EACUBO with a comprehensive approach to our sponsorship development and management efforts. As you speak with exhibitors and sponsors at the upcoming Annual Meeting in New York City, please thank our sponsors for their continued support and take the time to learn about the products or services they provide. Sponsor support plays a key role in the success of EACUBO because it enables us to continue to provide outstanding professional development opportunities. EACUBO Seeks Volunteers The Eastern Association of College and University Business Officers is a dynamic, active organization, but one that exists without an office and without permanent staff. What makes it work? The answer is volunteers, people like you who serve as officers, directors, and committee members. It's that time of year when we begin the search for new people to join those already involved. The following describes the various committees that seek new members and gives a suggest as to what each does: Annual Meeting Committee Responsible for the development of the Annual Meeting sessions' content and the identification of high quality speakers, aimed at providing a cost-effective professional development and networking opportunity for the membership. Meeting logistics are outsourced to MRA and Conferon. Annual Workshop Committee Responsible for putting together the Annual Workshop program, intended to provide insight into topics of current interest for administrative and technical staff from all colleges and universities. The committee develops the program content, identifies the speakers, and also deals with registration, marketing, and audio-visual requirements. Hotel logistics are handled by the EACUBO Site Coordinator. Senior Business Officers Roundtable An intensive, interactive program in which a small group of business officers are brought together with other campus executives to discuss a particular current issue important to the higher education industry. The committee is responsible for selecting the topic and the key facilitator. Hotel logistics are handled by the EACUBO Site Coordinator. Financial Review Committee A two-member committee that is responsible for performing the annual review of the financial records and statements of the Association and reporting their findings to the EACUBO Board. Large Institutions Committee The purpose of this committee is to ensure that the programs and services offered meet the needs of large colleges and universities through providing input to the various program committees as well as creating an informal network among large institutions to promote the sharing of information, ideas, and creative solutions to problems. Small Institutions Committee Primarily responsible for understanding and communicating the special needs of the Association's small college members and assisting in the design of professional development activities relevant to those colleges. Two-Year College Committee Responsible for understanding and communicating the special needs of the Association's two year college members and assisting in the development of professional development activities relevant to those colleges. Member Services Committee Informs prospective members of the benefits of membership in the Association by disseminating information to colleges, universities, independent schools, former business officers, and private firms eligible for membership. Periodically survey the membership on their needs, thoughts and ideas. Area Programming Committee In addition to the opportunities described above, there are fourteen areas with the Eastern region that have programming committees responsible for developing and producing EACUBO's one-day, drive-in workshops. These area program committees also seek additional members every year. Further information about these committees can be found through our web-site - www.eacubo.org. * * * * * * * * If you are interested in working on an EACUBO committee, or an area programming committee, please complete the form below or provide the information via e-mail. The EACUBO Board will consider all applications received, referring those to the area programming committees, as appropriate. All applications received by December 1st will be considered for assignments that will begin in the spring of 2005. We will be in touch with you early in 2005 to discuss specific assignments and opportunities. Thank you for your interest! Further information may be found on our web site
at: Committee Interest Form Name ________________________________________________ Institution ____________________________________________ Title _________________________________________________ Address _____________________________________________ Telephone ___________________ Fax ____________________ E-mail ______________________________________________ Past EACUBO experience _______________________________________ _______________________________________ _______________________________________ Committee preference(s) _______________________________________ _______________________________________ Return to:
AROUND THE REGION 
Michael Lockhead has been named vice president for finance and administration at the College of the Holy Cross in Worcester, MA. He succeeds William Durgin who fills the newly-created position of College treasurer and chief investment officer. Lockhead comes to Holy Cross from the University of San Fransisco where he served as assistant vice president for business and finance. Previously, he had been a manager in Higher Education Consulting with Arthur Anderson where his clients had included RPI and Harvard. Lockhead both his B.S. and M.B.A. from Boston College. Fred Rogers has been appointed vice president at Carleton College in Northfield, MN. Fred had previously worked at Carnegie Mellon and Cornell University and most recently was engaged in financial consulting out of Boston, MA. Both Fred and his wife, Jennie, are graduates of Carleton. We wish him much success in his new endeavor. Andrew Evans has been named the new vice president for finance at Wellesley College. Andrew comes to Wellesley from Oberlin. EACUBO Board member Lisa Marie McCauley has moved from Northampton County Area Community College where she served as VP for Finance & Administration to Kings College in Wilkes-Barre, PA. We welcome Al Horvath back to the Eastern Association. Al, who served previously as EACUBO Treasurer, went west to California Institute of Technology as controller, the same role he had at NYU. He more recently served as Cal Tech's vice president for business and finance and has now been named Executive Vice President for Finance at Columbia University. Frederick J. Hammond, Jr. has been named Senior Vice President and Chief Financial Officer at SUNY Downstate Medical Center in Brooklyn, replacing John O'Hara. Dr. Jeryl Mumpower replaces Carlos Santiago as Interim Provost and Vice President for Academic Affairs at the University at Albany. Late word comes that the husband of former
EACUBO president, Nancy Eddy, died
in September, a victim of ALS. Our sympathy
are extended to Nancy. |
From
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