< PreviousHow long have you been the chancellor of Pennsylvania’s State System of Higher Education? Since Sept. 4, 2018 What are your three most important initiatives you are currently working on? The most important initiative currently un- derway is the System Redesign, which will result in a transformation of the State System and its member universities. This is an all-encompassing initiative that involves virtually everything we do. Guiding the redesign is one of the major reasons the Board hired a new chancellor, and why I was so interested in coming to Pennsylvania. I chose the State System as much as the Board chose me. The challenges facing the State System are the challenges facing higher education across Amer- ica, only in much larger doses: the combined challenges of declining enrollment, as the size of the high school leaving population continues to decline; low state support, we rank 48th in the nation in per capita funding; and the need to align our curriculum with the needs of the work- force. We need to address all of these challenges so our universities not only will survive, but thrive. I visited all 14 of our campuses in the fall, not long after I arrived. What I found during my campus visits was an amazing collection of institutions populated by the most amazing col- lection of individuals—all with immense pride in their universities and in the collective mission they serve. I found campuses that provide the kind of engaging experiences you would expect to see at the best liberal arts colleges, only at a public university price—all fulfilling the mission of providing a quality, high-value educational experience to students, one that allows them to develop the skills and aptitude necessary to achieve success, in their careers and in their lives. That’s what public higher education is all about; it’s why we exist. That’s why, despite the challenges we face, I’m optimistic about our future. How many of the PA State Colleges/Universi- ties have African American Presidents? Four of 14, so more than one-quarter. Do you have a plan to recommend additional presidents? In accordance with Board of Governors poli- cy, when a presidential opening occurs at a State System university, a national search is conducted to find a successor. The search is conducted by a search committee appointed at the campus level. Once the committee concludes its work, it recommends two candidates to the Council of Trustees, which then forwards them to the Board of Governors for consideration and selection. Currently, there is one active presidential search, at Edinboro University. Chancellor’s vision on the future of PA’s State System of Higher Education. The vision I see for the future is one of a “sharing system.” We are going to have to transform our universities, our System, in order not just to survive, but to thrive. To serve all of Pennsylvania, all students, all regions. We must—and we will—transform ourselves in order that we may continue our historic mission. In a sense, we must change fundamen- tally in order to remain the same….in order to continue to best serve our students and the Com- monwealth. We are going to have to stop competing with each other and, instead, collaborate more so that we can leverage our enormous scale to ensure that every student on every campus has access to academic programming at every other campus across the system. We are going to have to leverage our size and our statewide reach to develop new credentialing pathways that we can build on a statewide basis, in key areas such as financial services, nursing, and the allied health professions. We are going to have to leverage the expertise that exists across our universities to figure out how to serve whole new student groups that need our help—adults with some college credits and no degree; employees looking to upskill or reskill; and students in all our regions who have histori- cally been underserved by higher education and who are being priced out of higher education in other sectors. We are going to have to redesign the academ- ic enterprise so that course credits, transcript records, and course catalog information flow freely and seamlessly among universities… so that students at any one university can more easily access academic programs at another. We are going to have to double down on student retention, knowing that our best oppor- tunities for enrollment growth in the near term comes from within. This means ensuring that we are adopting industry best practices and are achieving—or beating— the results of those who are at the leading edge in advising, counseling, career planning, and other student support services. We are going to have to partner aggressively with employers on a regional and statewide basis, as well as with the K-12 schools and two-year colleges that provide so many of our students. We are going to have to realign the system office so it focuses less on compliance and ad- ministrative functions and more on strategy, on creating basic connectivity for our universities, and convening communities of practice in key areas and ensuring they are connected to industry best practice. We must succeed in all of this; the conse- quence of failure—to our students, and to this Commonwealth—is too great. This is a mission. This is our collective destiny. We will succeed or fail in this together. I believe we will succeed. Dr. Daniel Greenstein became the fifth chancellor of Pennsylvania’s State System of Higher Education on Septem- ber 4, 2018. In that role, he serves as chief executive officer of the State System, which operates Pennsylvania’s 14 public universities, serving more than 100,000 students. The chan- cellor works with the Board of Governors to recommend and develop overall policies for the System. Greenstein previously led the Postsecondary Success strategy at the Bill and Melinda Gates Foundation, where he worked with other higher education leaders across the country on initiatives designed to raise educational-attain- ment levels and to promote economic mobility, especially among low-income and minority students. He developed and implemented a national strategy for increasing the num- ber of degrees awarded and for reducing the attainment gaps among majority and non-majority students at U.S. colleges and universities. Before joining the foundation, Greenstein was Vice Provost for Academic Planning and Programs for the Uni- versity of California (UC) system. In that role, he oversaw system-wide academic planning and programs, including the University of California Press; the California Digital Library; the UC system’s Education Abroad Program; internship programs in Washington, D.C., and Sacramento; and UC Online Education. Greenstein has created and led several internet-based academic information services in the United States and the United Kingdom and served on boards and acted in strategic consulting roles for educational, cultural heritage, and information organizations. He began his academic career as a senior lecturer in Modern History at Glasgow University in Scotland. He holds both bachelor’s and master’s degrees from the University of Pennsylvania and a D.Phil. from the University of Oxford. An enthusiastic cyclist, Dan and his wife, Melissa, have two children. Pennsylvania State System of High Education Chancellor Greenstein An Interview with 18 | TALK MAGAZINE • SPRING 2019NAMES OF 14 STATE SCHOOLS BLOOMSBURG UNIVERSITY CALIFORNIA UNIVERSITY CHEYNEY UNIVERSITY CLARION UNIVERSITY EAST STROUDSBURG UNIVERSITY EDINBORO UNIVERSITY INDIANA UNIVERSITY KUTZTOWN UNIVERSITY LOCK HAVEN UNIVERSITY MANSFIELD UNIVERSITY MILLERSVILLE UNIVERSITY SHIPPENSBURG UNIVERSITY SLIPPERY ROCK UNIVERSITY WEST CHESTER UNIVERSITY WWW.TALKMAGAZINEONLINE.COM | 19 Pennsylvania’s State System of Higher Education is the largest provider of high- er education in the Commonwealth, enrolling more than 100,000 degree-seeking students and thousands more in certificate and other career-development pro- grams. Collectively, the universities that comprise our State System offer more than 2,300 degree and certificate programs in more than 530 academic areas. Nearly 520,000 State System university alumni live in Pennsylvania.20 | TALK MAGAZINE • SPRING 2019 Can A School be The Neighborhood Academy is a 6-12 school with a 10:1 or smaller student-to-teacher ratio designed to give an education on par with the best private schools in the state. In fact, The Neighborhood Academy just appointed Gary J. Neils as the new school President beginning with the 2018/2019 school year, he served for 16 years as head of school for Win- chester Thurston School in Shadyside. Josephine B. Moore and Rev. Thomas E. Johnson, Jr. founded The Neighborhood Academy after years of working with adolescents from at- risk communities. By the mid-90’s, they began to discuss the possibility of a full-time school and based on a feasibility study funded by the R.K. Mellon Foundation, opened its doors in a renovated warehouse on Penn Avenue in 2001. “In 2005, the first class of The Neighborhood Academy graduated with a 100% college acceptance rate, a streak that continues to this day.” Said Reverend Tom Johnson Jr. Head of School at The Neighborhood Academy. According to their annual report for 2018, 43% of students live in families with a history of drug and alcohol abuse. Sixty percent live in a single-fami- ly household with a history of domestic violence. Seventy-two percent have a taxable income of less than 25,000, 88% of students would otherwise be in a school classified as low performing by the Pennsylvania Department of Education. Young people, especially those from distressed communities, cannot learn, grow, and thrive in such capricious environments. That is why the Neighborhood Academy offers students individual and group counseling, three meals and two snacks each day for all students, daily transportation to and from school, assistance with emergency needs such as medical care, and a non-sectarian worship service each morning before class to encourage students’ participation in the faith community of their choice out of the belief that spiritual development is an essential part of healthy adolescence. Johnson who has a B.A. in English from The College of Wooster and a Master’s in divinity from the Pittsburgh Theological Seminary, maintains however that the school does not evangelize or advance the study of any particular faith. Countries like China and Japan outrank the United States in education, keep their children in school year-round and The Neighborhood Academy is no different. In order to meet the academic needs of their students, they run a comprehensive school calendar with a school day ending at 5:00 p.m. School administrators believe summer programming is imperative to retain and advance critical knowledge that is often lost through traditional summer breaks. During the summer months, their returning students have a six-week summer session on the campus of Duquesne University, during which they take classes, trips to local cultural institutions, and weekly visits to local and regional colleges and universities. At the end of summer ses- sion, students take a three-day, two-night trip to Bethany College in West Virginia, during which they take a seminar (taught by Bethany faculty) worth one college credit. Seniors take a college-preparatory curriculum, with visits to more than 30 different college campuses, preparation for college entrance exams, and intensive guidance throughout the college application process. Sheila Rawlings has been Director of Development for the past eight years “for a few years they took the parents on a college tour. It’s a way for parents to take a breath, not worried about academics just being together,” she said. Essential or not, support like that isn’t cheap. Two-hundred-four students being served 5 meals a day 11 months out of the year amounts to 37,529 Josephine Moore How would you like to send your kids to Winchester Thurston, Shady Side Academy or Central Catholic for around $50.00 a month? The idea seems farfetched but for millions of children around the country, the prospect of going to sleep on a full stomach or to a school that will graduate them read- ing on a sufficient level to qualify for college admission, is just as grim.WWW.TALKMAGAZINEONLINE.COM | 21 its Own Village? Sheila Rawlings by Austin Premier meals and costs a staggering 4 million dollars a year to fund. Tuition is on a sliding scale, starting at $50/month for any family with a taxable income under $25,000, with $10 increases for every $1,000 of income above $25,000 (for example, a family with a taxable income of $30,000 would be asked to pay $100/month). Some families may also offset tuition contribu- tions by providing carpool and other services. Still as Rev. Johnson puts it “tuition contribution accounts for maybe 1 percent of our funding. So, we are not a tuition focused school.” Eighty six percent of their income comes from corporate donations and other benevolent foundations. Unlike most schools, The Neighborhood Academy, makes parents and participation mandatory. Faculty maintains close and ongoing commu- nication with parents about grades and behavior. “Parents are encouraged to volunteer with special projects, to chaperone trips, and to assist with office tasks. We cannot educate our students without the care and involvement of their caregivers!” said Rawlings. “Parents have to come to the school to pick up their child’s grades, none of that sending the report card home, if the parent doesn’t see the report card, all of that is out of the window.” “Family structure has been compromised in a lot of different ways,” said Rawlings. The Neighborhood Academy’s Hand-to-Hand Parent Institute is there to equip and empower parents to effectively support and advocate for their children. Families receive information on how to raise a teenager and resources to promote their families’ well-being on financial literacy like how to rebuild/build credit. As the school sees it, if the child is a first-generation college student, the parents may not have the skills or knowledge needed, so to the extent you are helping the parent you are helping the child. Finally, for the graduates there is continued support for alumni through college and beyond. Continuous counseling for things such as financial aid, registrar selection, and utilization of campus resources, as well as an Alumni Relations Committee to help alumni find internships and networking opportunities within their chosen field. “Whether an alumnus/alumna of The Neighborhood Academy needs help moving into their dorm or finding a paid internship, our dedicated team of staff and volunteers is there to assist them. If we want our students to excel in both college and the workplace, it is crucial that we continue to support them once they leave our campus,” said Johnson. With a track record like that you might wonder what do their detractors say? Johnson says, “Some people criticize us because they think we are too strict. We have zero tolerance for violence, drugs or weapons, a dress code and obedi- ence to authority, and we are clear that the community is more important than the individual.” In 2018, the school committed 1,800 hours of community service and on the last evening before Winter Break, we invite all the fam- ilies, volunteers, and donors together for a night of holiday songs, stories, treats, and fellowship during the Christmas season. The unspoken lesson of The Neighborhood Academy is that it takes a village to raise a child and school to be a village. Rev. Thomas E. Johnson22 | TALK MAGAZINE • SPRING 2019 What is a Charter School? The Penn Hills Charter School of Entrepreneurship (PHCSE) is proud to serve the residents of Penn Hills and be- yond. Since its inception, the school has established itself as a leader in public education. Our innovation entrepreneurial curriculum encourages students to apply what they learn in the classroom directly to real-world situations and experiences. Over the years, PHCSE has grown, and now enrollment is open to all students from kindergarten to 8th grade. The cohesive curriculum guides students on their education- al journey from children to young adults who are fully prepared for high school and beyond. We believe in soaring to success by building strong Character, Aca- demics, Relationships, and Entrepreneurs for a life of leadership. These core values (We C.A.R.E) are what guides us in developing productive and academically prepared scholars who are ready to thrive in the 21st century. PHCSE has proven itself as a vital part of the community and an excel- lent choice for parents and families who are seeking options. Together we can achieve wonderful goals. It brings me great joy to educate our scholars on the real-world and provide a nurturing and supportive environment. Myth: “Charter schools are not public schools.” Fact: Charter schools are public schools. Charter schools are independent of school districts but receive the same tax dollars for pupil funding. Myth: “Charter schools cream or cherry-pick the best students from traditional public schools.” Fact: Charter schools serve all students. Myth: “Charter schools are not accountable.” Fact: “Charter schools are the most accountable public-school systems in Pennsylvania with the threat of closure as the ultimate accountability.” Charter schools by law cannot choose students. Most successful Pennsyl- vania charter schools like PHCSE have an enrollment waiting list, and therefore, must conduct an enrollment lottery for seats. Myth: “Charter schools get more money than other public schools.” Fact: “Charter schools receive less funding than traditional public schools.” Charter Schools are required to report the same information to the state that school districts are required to report. Also, charter schools have more layers of accountability as they must report information to the districts in which they are located. The greatest measure of accountability goes right to the heart of the school choice movement. If a charter school fails to per- form, parents can easily move their children to a district school or another public charter school. Parental satisfaction is a forceful driver for charter school operators to do all they can to ensure the school goes over and above expectations. On average, Pennsylvania charter schools receive less than 75 percent of per-pupil funding than do traditional school districts. This funding scenario requires charter schools to innovate in order to maximum tax dollars and do more with less. How many students attend your school? 400 How do you prepare students for a career? We are an entrepreneurial school, therefore, our students begin looking at various interests/careers in kindergarten. We also have staff trained in Network for Teaching Entrepreneurship who teach our students. During those classes, our students gain insight into their own personal skills that they have, which ultimately aides them in developing strong academic skills, life planning, and career interests. The Penn Hills Charter School of Entrepreneurship will provide a hands-on, engaging program designed to bring entrepreneurial and economic concepts alive for students. The lessons related to the core elementary and middle school curriculum of science, math, social studies, and English language arts will incorporate the basic economic and entrepreneurial concepts. Young entrepreneurs produce goods and services, elected officials establish laws, Crime Stoppers keep the peace, judges arbitrate disputes, and reporters track down stories. All citizens earn wages in the school’s “inventive” form of currency, invest in product ideas, deposit and borrow money from “inventive” banks, and pay taxes, tuition, and rent. Penn Hills Charter School of Entrepreneurship Tamara Allen-Thomas, Principal and CAOWWW.TALKMAGAZINEONLINE.COM | 23 We are one of few Pennsylvania schools that provide a learning envi- ronment where 6th grade students can explore careers, 7th grade students individualize their career choices, and 8th grade students leave our K-8 school with a completed business plan. Our Prep Academy (grades 6-8) students also have the opportunity to attend Forbes Career and Technical Center. Our students have visited several colleges such as CCAC, LaRoche, and Westminster. We also have visited Pittsburgh Career Institute (PCI). Most secondary learning institutions do not practice outreach to middle school students. However, PHCSE believes it is important to engage students in post-secondary learning campus visits at this critical age. An added benefit to offering visit opportunities for younger students is that when they become juniors and seniors, the students will be better prepared to effectively participate in traditional campus visit programs. How many of your students go on to college and how many go on to attend trade schools? We are a K-8 grade charter school. The 2017-18 school year was our first year of having 8th grade students. It is with great pleasure that we promote early awareness of college preparation, selection, admissions, financial aid, and other critical steps for college entry. Increasing college access for low-in- come, first-generation college-bound, and other underrepresented groups is an integral element to increase college enrollment and diversity on campus. We have affiliated our- selves with colleges such as Duquesne University and Point Park. In addition, we give to college selection and fit, specifically to combat “undermatching” when aca- demically-talented students fail to even apply for more selective colleges. Our 6th grade students explore var- ious career paths and must complete a culminating project that captures their career choice and the path for pursuing their dreams. How many go on to attend college in Pennsylvania? Our first graduating class members are 9th grade students. We are hosting an Alumni Reunion to keep in touch with our student alumni and their families. Our students engage in transition choices early in 8th grade. We host Transitions nights for the scholars and their families to become knowledgeable of higher education choices in our area. These early experiences enable students and parents/guardians to make choices that will increase their ability to earn scholarships that will contribute to the student pursuing a college in Pennsylvania. PHCSE embraces the importance of starting college and career plan- ning and awareness in middle school or earlier. Early exposure to a college campus makes a difference, especially for rural students who have little opportunity to visit colleges. What are the reasons your students and parents choose to leave Penn- sylvania to attend college? College preparation curricula starts early at our school. When schools do not make exploration as a priority, the students are not sufficiently prepared to make choices that may be in their best interests. Many students do not explore college until 12th grade, which is too late. Choices made at the last minute often result in the students and their families taking the easiest and most economical route. Many times, students are not exposed to exploration (Who am I? Who do I want to be?) and then moves on to planning (How do I get there?). When those conver- sations take place late, the best decisions are not always made, and some students seek higher education out- side Pennsylvania because they were not exposed to the diverse college options and financial assistance available in their own state. Our mission is to provide a world-class education for the students in the Penn Hills community that will not only prepare students ac- ademically but to develop informed and responsible world citizens, creative problem solvers, and effective communicators. We believe that children of all cultures and abilities can learn and be chal- lenged to reach their highest potential. To achieve this, the school recognizes the importance of collaboration with the entire learning community of students, parents, community members, and school staff. Our mission is to ensure that the students experience real life 21st century learning experiences in an innovative, community based public school setting, created to build a foundation that will enable students to reach their highest potential.24 | TALK MAGAZINE • SPRING 2019 Thiel College’s new Environmental Safety Management program will graduate students prepared to step into a job market the U.S. Bureau of Labor Statistics sees as one of the fastest growing in the country for safety management professionals. Pennsylvania is among the top five states in the nation for growth in this field, according to the bureau. Ohio and New York are also among the top five. The College’s Environmental Safety Management major is the only program in Pennsylvania with an emphasis on environmental science as an essential component of the educational foundation. The bureau also forecasts impressive median salaries for environmental safety professionals with positions that have median salaries that range from $50,000 to $80,000. “Thiel College has always been unique as an institution that combines the liberal arts and professional preparation. We believe this degree embod- ies that spirit and is the start of moving Thiel towards its next 100 years,” said Mark Marmo, president and CEO of suburban Pittsburgh-based Deep Well Services and a 1993 graduate of Thiel College. “Western Pennsylvania and eastern Ohio are experiencing an industrial transformation. This degree puts Thiel at the forefront of environmental safety management and will give our graduates high earning and career growth potential regardless of the industry they choose to work in.” Environmental safety management graduates will also take classes from Thiel College’s nationally-respected Arthur McGonigal Department of Business Administration and Accounting. This combination of business and environmental science classes prepares students for a wide range of positions and business sectors beyond the oil and gas industry. “As part of the program, students will shadow safety professionals in several different industries early in their studies. This will provide a nice context for the different courses they will be taking,” 40-year safety professional and program director David Shafer said. “Every ESM major is required to complete a 12-week safety internship. Internships are exceptional learning and professional networking opportunities for our students. Students will receive important industry-recognized training during their first two years at Thiel.” “Thiel continues its 153-year commit-ment to making high-quality private higher education accessible to students from a wide range of backgrounds, including a high percentage of first-generation college students,” President Susan Traverso, Ph.D., said. “Our new programs will connect students to dynamic careers in and around our region.” Scholarship and aid packages put Thiel College in a similar price category with regional state schools. Ninety-nine percent of Thiel students receive some form of financial aid. Thiel College is a renowned and respected private residential liberal arts, professional studies and sciences college located in the heart of scenic northwest Pennsylvania. Founded in 1866 as a coeducational institution with roots in the Lutheran tradition, the College is committed to connecting a diverse and inclusive community with a quality and personalized learning experience. It’s this distinct combination of exceptional faculty, signature programs (academic, athletic and career), historic campus and modern facilities that drives the return on investment Thiel graduates receive. The Thiel College campus is a community where students feel like they belong, where they are connected to the resources to be successful and where they can become their best. Thiel College is a bold and energetic institu- tion where motivated students connect with: • transformative opportunities through expe- riential learning and marquee programs such as accounting, education and neuroscience departments • engaged faculty who love to teach and want students to succeed • a caring and inclusive community that fosters personal relationships • loyal graduates who were recognized for the generosity of their time and resources by Forbes magazine at Thiel College Thiel College has always been unique as an institution that combines the liberal arts and professional preparation. We believe this degree embodies that spirit and is the start of moving Thiel towards its next 100 years Modern Facilities The new Haer Family Science and Arts Connector is named for alumni Fred Haer ’66 and his wife, Jill (Shackett) ’66. Their commitment to connecting science and the liberal arts was the vi- sion that brought the building to fruition. The Haer Family Science and Arts Connector includes new classroom, collaborative, lab and meeting spaces. Students have access to modern research equipment in the new facility. The new building is one of the most popular destinations on campus for faculty, staff and students. The new track & field complex features a grass infield that increases student intramural and recreational opportunities. Since 2014, the College has added more than 100,000 square feet of academic, athletic and recreational space. The state-of-the-art James Pedas Communication Center has the distinction of being Thiel’s first green certified build- ing. The Communication Center is home to classrooms, collaborative space, advanced television and radio studios, and a 24-hour computer lab. Students of all majors use the communication tools in the Pedas Center as they take courses designed to teach them how to communicate in the 21st century. Environmental Safety Program NewPREPARING FOR COLLEGE The Ins and Outs of College Financial Aid Calculations by Colleen Krcelich, CPA The good news is that most private colleges (and some public ones) offer great financial aid packages. These can include grants (private and public), scholarships, work study programs, and loans. According to a report from the National Association of College and University Business Officers, private institutions offered aid packages consisting of grants, scholarships, and work study programs that covered about 50 percent of the cost of tuition and fees for the 2018-2019 school year. Careful planning and an understanding of how financial aid works can help you to maximize the amount of aid offered to your child. The Net Price Cal- culator tool, provided by the U.S. Department of Education, will direct you to your school’s calculator, which will estimate how much aid you will receive. The first step when applying for aid is to complete the Free Application for Federal Student Aid (FAFSA) for both you and your child, if they file a tax return; the second is completing the CSS profile required by many schools. The FAFSA is used to determine how much you can afford to pay toward college. It can be completed as early as Oct. 1 of your child’s senior year. The CSS profile, found on the College Board website, collects much more finan- cial information, including financial investments, income from businesses, equity in your home, and, in the case of divorced parents, income from both parents, including stepparents. There are many factors that determine a college aid package, including who earns income and the ownership of assets, along with the type of assets. First is income – from jobs, from a business, or rental property. The CSS profile considers the prior year income as reported on tax returns, including retire- ment contributions as well as an estimate of current year income. For a family of four with one child in college, the first $25,000 of income is protected in calculating aid. A family with adjusted gross income of $100,000 would be expected to contribute about $17,000 a year to their child’s education. As this income increases, a family can be expected to contribute up to 47 percent of their income. The second factor is assets. An emergency reserve of $15,000 or so is excluded from the parent’s total assets. In addition, retirement assets do not count in the financial aid formulas. All other assets are included, including 529 plans and equity in your home. Parents are expected to use up to 5.64 percent of those assets each year. These also include assets in a small business that you own and rental properties. The college also factors in a child’s earnings and assets. Any retirement plans for the child are not included. All other assets are included at 100 percent. It is expected that the child will use 25 percent of his or her assets every year for college under the CSS profile. It is also expected that a child will use 50 percent of his or her income to pay for college. WWW.TALKMAGAZINEONLINE.COM | 25 Your child has been accepted to the private college of her dreams. She can’t wait to fly the nest this fall, but you are still trying to figure out how you will manage the $60,000 cost to cover tuition, room and board or rent, books, supplies, transportation, and living expenses. Here are a few tips to help you maximize the college tuition aid package: • Complete the FAFSA as early as possible. Colleges use this form to allocate their money, too, not just federal grants. • Make yourself aware of college financial aid deadlines and file the CSS profile as early as possible. • Explore merit-based scholarships offered by your college of choice. • Check to see if your child is eligible for state grants. •Explore private scholarships. • Many people will put assets in a child’s name to save on taxes, but it hurts when applying for financial aid. A parent should transfer assets out of a child’s name two years before they start college (other than 529 plans, which are counted as a parent’s asset). • Maximize retirement assets as opposed to other assets, as they are not included in aid calculations. • Ensure your credit score is strong and there are no errors on your credit report so that you get the best interest rate on student loans. • Consider appealing your package. • Use a nonprofit, such as CAP of PA or the National College Access Network, to assist you in reaching your college and financial aid goals.26 | TALK MAGAZINE • SPRING 2019 The problem is, most of them have never actually told their kids. This was the main finding from a study conducted by Fidelity Investments and the Massachusetts Educational Financing Authority. The study also found that parents are starting to save earlier for their child’s college education but are still having a hard time reaching their goals. 66 percent began saving for college before their child was five years old, which is a four percent increase since 2016. However, only 37 percent are able to reach their savings goals. There is still good news to be found. Those results are still higher than the national average of 28 percent, and it’s 9 percent higher than the findings in 2016, according to Tom Graf, the Executive Director of MEFA. He said that the “survey results show we have the opportunity to build on those numbers.” Though 66 percent of Massachusetts parents expect to cover most of the tuition costs themselves, many parents want their children to save $9,282, on average, by high school graduation. And 47 percent of parents feel that it isn’t their responsibility to cover all of the college costs. When the study first started in 2007, that figure was 60 percent. But 47 percent of parents with a child who is in 10th grade or higher have not shared these expectations with their student. In 2016, this figure was 41 percent. The study found that there are other college-related topics parents haven’t yet discussed with their child. Fifty-five percent of parents haven’t explained how the financial aid process works. And 54 percent of parents haven’t talked to their child about how much student loan debt they may have to take on. Meanwhile, 83 percent of parents believe that dealing with their own student loan debt has made them better educated regarding financial topics. Yet 50 percent of parents aren’t sure what the best college savings plans are, and 51 percent don’t know how much they should save each month. Although 52 percent do have a financial savings plan in place, this is down from 57 percent in 2016. Even more troubling: 71 percent of parents said they are familiar with a 529 plan but only 39 percent have opened one, which is a 7 percent drop from 2016. It’s not all bad news, though. The parents who have opened a 529 savings plan have saved an average of $32,200. In 2016, parents had only saved an average of $20,400. Although this study focuses on Massachusetts families and students, it’s an important reminder to start talking with your child sooner rather than later about paying for college. Setting expectations and coming up with a plan can help you prepare for the big investment you’ll be making in a college education. And the more money you have saved for college, the less you’ll have to borrow in student loans. Many Parents Don’t Talk to Their Kids THE VALUE OF COLLEGE. Higher education costs a lot – but it pays off. During their working lives, college graduates earn 75 percent more than those without a degree. And college grads are less likely to face unemployment. People with higher education have greater job satisfaction, better health, and are more engaged with their families and communities. A STRATEGY FOR SAVING A child’s first step is one of the most thrilling moments in a parent’s life. It means a lifetime of exploration, discovery, and learning. It also means it’s time for you to take the first step towards saving for education. The cost of college. Higher education is getting more expensive, so you need to start saving early. This chart compares the average annual cost of tuition in today with expected costs in 10 and 20 years. A recent study completed by Fidelity Investments and MEFA found that most parents and their children don’t discuss paying for college. To deal with rising tuition costs, many parents need their college-aged students to share the burden of paying for college. Visit – www.pa529.com for details. SAVING VS. BORROWING Every dollar you save today means less you’ll need to borrow later. Even if you only save a little, you can reduce the crushing debt many grads face. A regular program of saving – starting small and starting early – will provide the boost your child will need. By starting today, you can put dreams of college within their reach. By Jamie Johnson About Paying for Col lege of parents haven’t talked to their child about how much student loan debt they may have to take on 54%WWW.TALKMAGAZINEONLINE.COM | 27 If you’re looking for an affordable university and you are a resident of Pennsylvania these are the least expensive in state colleges to consider. Affordable doesn’t simply mean finding a school with a low published in state tuition. It’s important to research the typical financial aid package offered by a school, the average net price actually paid and most important- ly the quality of education you receive for your tuition dollar. Sometimes a school which appears cheap based on list price can be a poor relative value if it can’t award competitive financial aid or doesn’t offer a quality education. The list below is a ranking on published in state tuition with no consider- ation of actual average price paid or academic quality of the school. Please see the CollegeCalc best value colleges in Pennsylvania list for a ranking which considers school quality and average net price. The most affordable four year colleges in Pennsylvania are listed by one year’s in state tuition list price for the 2017/2018 school year. What is the cheapest college in Pennsylvania? Leading the colleges list is East Stroudsburg University of Pennsylvania in East Stroudsburg with an in state tuition of $7,292. Rating is a CollegeCalc proprietary national percentile ranking of a college’s overall difficulty and educational effectiveness. An average score is 50. Dollar value is a measure of a school’s academic rating compared with the average net price paid. Colleges which are ranked “n/a” didn’t report suf- ficient data to formulate a score. Learn more about our rating methodology. All price data are reprinted from the U.S. Department of Education’s 2017-2018 IPEDS Survey and reflect reported costs for the 2017-2018 academic year. Cheapest Colleges in Pennsylvania by In State Tuition 1 2 3 4 5 6 7 8 9 10 11 12 13 In-State Tuition CollegeRatingValue 14 $7,292East Stroudsburg University of Pennsylvania4061 $7,492Bloomsburg University of Pennsylvania4061 $7,492California University of Pennsylvania2533 $7,492Clarion University of Pennsylvania2642 $7,492Edinboro University of Pennsylvania2953 $7,492Kutztown University of Pennsylvania3754 $7,492Lock Haven University2647 $7,492Slippery Rock University of Pennsylvania4868 $7,492West Chester University of Pennsylvania6269 $9,000Indiana University of Pennsylvania Main Campus2844 $9,000Shippensburg University of Pennsylvania3553 $9,270Millersville University of Pennsylvania5774 $9,360Cheyney University of Pennsylvania-- $9,450Mansfield University of Pennsylvania3560Next >