U.S. Senate Committee's Scathing Report on For-Profit Colleges ...

A scathing report on the for-profit higher education sector was released by the?U.S. Senate Committee on Health, Education, Labor and Pensions on July 29. I have followed this issue for years and I have several posts on this subject. I believe this issue is sufficiently important for students, parents and taxpayers to warrant the inclusion of the executive summary here. (Graphs have been excluded to save space.)

? A 2-year investigation by the Senate Committee on Health, Education, Labor, and Pensions demonstrated that Federal taxpayers are investing billions of dollars a year, $32 billion in the most recent year, in companies that operate for-profit colleges. Yet, more than half of the students who enrolled in in those colleges in 2008-9 left without a degree or diploma within a median of 4 months.

? For-profit colleges are owned and operated by businesses. Like any business, they are ultimately accountable by law for the returns they produce for shareholders. While small independent for-profit colleges have a long history, by 2009, at least 76 percent of students attending for-profit colleges were enrolled in a college owned by either a company traded on a major stock exchange or a college owned by a private equity firm. The financial performance of these companies is closely tracked by analysts and by investors.

? Congress has failed to counterbalance investor demands for increased financial returns with requirements that hold companies accountable to taxpayers for providing quality education, support, and outcomes. Federal law and regulations currently do not align the incentives of for-profit colleges so that the colleges succeed financially when students succeed.

? For-profit colleges have an important role to play in higher education. The existing capacity of non-profit and public higher education is insufficient to satisfy the growing demand for higher education, particularly in an era of drastic cutbacks in State funding for higher education. Meanwhile, there has been an enormous growth in non-traditional students?those who either delayed college, attend part-time or work full-time while enrolled, are independent of their parents, or have dependents other than a spouse. This trend has created a ?new American majority? of non-traditional students.

? In theory, for-profit colleges should be well-equipped to meet the needs of non-traditional students. They offer the convenience of nearby campus and online locations, a structured approach to coursework and the flexibility to stop and start classes quickly and easily. These innovations have made attending college a viable option for many working adults, and have proven successful for hundreds of thousands of people who might not otherwise have obtained degrees.

? But for-profit colleges also ask students with modest financial resources to take a big risk by enrolling in high-tuition schools.?As a result of high tuition, students must take on significant student loan debt to attend school. When students withdraw, as hundreds of thousands do each year, they are left with high monthly payments but without a commensurate increase in earning power from new training and skills.

? Many for-profit colleges fail to make the necessary investments in student support services that have been shown to help students succeed in school and afterwards, a deficiency that undoubtedly contributes to high withdrawal rates. In 2010, the for-profit colleges examined employed 35,202 recruiters compared with 3,512 career services staff and 12,452 support services staff, more than two and a half recruiters for each support services employee.

? This may help to explain why more than half a million students who enrolled in 2008-9 left without a degree or Certificate by mid-2010. Among 2-year Associate degree-seekers, 63 percent of students departed without a degree.

? The vast majority of the students left with student loan debt that may follow them throughout their lives, and can create a financial burden that is extremely difficult, and sometimes impossible, to escape.

? During the same period, the companies examined spent $4.2 billion on marketing and recruiting, or 22.7 percent of all revenue. Publicly traded companies operating for-profit colleges had an average profit margin of 19.7 percent, generated a total of $3.2 billion in pre-tax profit and paid an average of $7.3 million to their chief executive officers in 2009.

? In the absence of significant reforms that align the incentives of for-profit colleges to ensure colleges succeed financially only when students also succeed, and ensure that taxpayer dollars are used to further the educational mission of the colleges, the sector will continue to turn out hundreds of thousands of students with debt but no degree, and taxpayers will see little return on their investment.

The Federal Investment and the Changing Sector

? In the 1990s, two-thirds of for-profit colleges enrolled students in training programs lasting less than 1 year. The sector was primarily composed of small trade schools that awarded Certificates and diplomas in fields like air-conditioning repair, cosmetology, and truck driving. While Certificate and diploma offerings have continued to grow, growth in degree programs has been more significant. Between 2004 and 2010, the number of Associate degrees awarded by for-profit colleges increased 77 percent and the number of Bachelor?s degrees awarded increased 136 percent.

? For profit colleges are rapidly increasing their reliance on taxpayer dollars. In 2009-10, the sector received $32 billion, 25 percent of the total Department of Education student aid program funds.

? Pell grants flowing to for-profit colleges increased at twice the rate of the program as a whole, increasing from $1.1 billion in the 2000-1 school year to $7.5 billion in the 2009-10 school year.

? Among the companies examined by the committee, the share of revenues received from Department of Education Federal student aid programs increased more than 10 percent, from 68.7 in 2006 to 81.9 percent in 2010.

? Committee staff estimates that in 2009 when all sources of Federal taxpayer funds, including military and veterans? benefits, are included, the 15 publicly traded for-profit education companies received 86 percent of revenues from taxpayers.

? For-profit colleges also receive the largest share of military educational benefit programs: 37 percent of post-9/11 GI bill benefits and 50 percent of Department of Defense Tuition Assistance benefits flowed to for-profit colleges in the most recent period. Because of the cost of the programs however, they trained far fewer students than public colleges. Eight of the top 10 recipients of Department of Veterans Affairs post-9/11 GI bill funds are for-profit education companies.

Why Are Companies that Own For-Profit Colleges Financially Successful
High Cost of Programs:

? Most for-profit colleges charge higher tuition than comparable programs at community colleges and flagship State public universities.

o Bachelor?s degree programs averaged 20 percent more than the cost of analogous programs at flagship public universities.

o Associate degree programs averaged four times the cost of degree programs at comparable community colleges.

o Certificate programs similarly averaged four and a half times the cost of such programs at comparable community colleges.

? The for-profit education companies examined rarely set tuition below available Federal student aid.

? Internal company documents provide examples of tuition increases being implemented to satisfy company profit goals, that have little connection to increases in academic and instruction expenses, and demonstrate that for-profit education companies sometimes train employees to evade directly answering student questions about the cost of tuition and fees.

? Aggressive and Sometimes Misleading and Deceptive Recruiting Practices:

? Documents indicate that the recruiting process at for-profit education companies is essentially a sales process. Investors? demand for revenue growth is satisfied by enrolling a steady stream of new student enrollees or ?starts.? During the period examined, at many companies the performance of each person in the admissions chain, from CEO to newly-hired junior recruiters, was rated at least in part based on the number of students enrolled.

? The committee found that the 30 for-profit education companies examined employed 35,202 recruiters, or about one recruiter for every 53 students attending a for-profit college in 2010.

? Documents demonstrate that in order to achieve company enrollment goals, recruiting managers at some companies created a boiler-room atmosphere, in which hitting an enrollment quota was the recruiters? highest priority. Recruiters who failed to bring in enough students were put through disciplinary processes and sometimes terminated. Before a ban on incentive compensation was re-instituted in mid-2011, recruiters? salaries at many for-profit colleges were tightly tied to enrolling a certain number of new students.

? Internal documents, interviews with former employees, and Government Accountability Office (GAO) undercover recordings demonstrate that many companies used tactics that misled prospective students with regard to the cost of the program, the availability and obligations of Federal aid, the?time to complete the program, the completion rates of other students, the job placement rate of other students, the transferability of the credit, or the reputation and accreditation of the school.

? For-profit colleges seek to enroll a population of non-traditional prospective students who are often not familiar with traditional higher education and may be facing difficult circumstances in their lives. Recruiting materials indicate that at some for-profit colleges, admission representatives were trained to locate and push on the pain in students? lives. They were also trained to ?overcome objections? of prospective students in order to secure enrollments. Additionally, companies trained recruiters to create a false sense of urgency to enroll and inflate the prestige of the college.

? For-profit colleges gather contact information of prospective students, or ?leads,? by paying third-party companies known as ?lead generators? that specialize in gathering and selling the information. Among the 62 lead generators used by companies analyzed, the cost per lead ranged between $10 and $150. Lead generators advertise themselves as a free, safe, and reliable way to get information about college, but lead generator Web sites generally direct students only to schools and programs that pay them, and have a history of engaging in online marketing using aggressive and misleading methods.

? Service members, veterans, spouses, and family members have become highly attractive prospects to for-profit colleges, and many schools have put significant resources into recruiting and enrolling students eligible for these benefits.

o Lead generation Web sites, specifically designed to attract members of the military and veterans, use layouts and logos similar to official military websites, but do not inform users that the purpose of the site is to collect contact information on behalf of the site?s for-profit college clients.

o Internal documents show that some schools? pursuit of military benefits led them to recruit from the most vulnerable military populations, sometimes recruiting at wounded warrior centers and veterans hospitals.

o In addition to aggressively seeking military personnel, the investigation showed that some recruiters misled or lied to service members as to whether their tuition would be fully covered by military benefits.

How Are Students Performing

Because a large proportion of students attending for-profit colleges are not first time, full-time students, and therefore fall outside the Department of Education?s tracking of student outcomes, it is difficult to understand how many students are succeeding at for-profit colleges and in what types of degree programs. To fill the information gap, committee staff analyzed retention and withdrawal information for a cohort of students enrolling between 2008-9 and found that:

? 596,556 students who enrolled in 2008-9, or 54 percent, left without a degree or Certificate by mid-2010.

? 298,476 students who enrolled in 2-year Associate degree programs in 2008-9, or 63 percent, departed without a degree. Nine companies had Associate degree programs with withdrawal rates over 60 percent.

? Online: Among companies that provided data that enabled committee staff to compare students attending online and on-campus, students attending online withdrew at much higher rates. Sixty-four percent of students attending online programs left without a degree compared to 46 percent of students attending campus-based programs offered by the same companies.

? Publicly Traded: Colleges owned by a company that is traded on a major stock exchange had 2008-9 student withdrawal rates 9 percent higher than the privately held companies examined. Among the 15 publicly traded companies, 55 percent of students departed without a degree. Among the 15 privately held companies examined, 46 percent of students departed without a degree.

Why Do Many Students Fail to Complete For-Profit Programs

Spending Choices of For-Profit Education Companies:

? For-profit colleges devote tremendous amounts of resources to non-education related spending including marketing, recruiting, profit and executive compensation, while spending relatively small amounts on instruction. In fiscal year 2009, the education companies examined by the committee spent:

o $4.2 billion or 22.7 percent of all revenue on marketing, advertising, recruiting, and admissions staffing.

o $3.6 billion or 19.4 percent of all revenue on pre-tax profit.

o $3.2 billion, or 17.2 percent of all revenue on instruction.

o This means that the companies together devoted less to actual instruction costs (faculty and curriculum) than to either marketing and recruiting or profit.

o Additionally, the CEOs of the publicly traded, for-profit education companies took home, on average, $7.3 million in 2009. In contrast, the five highest paid leaders of large public universities averaged compensation of $1 million, while the five highest paid leaders at non-profit colleges and universities averaged $3 million.

Academic Quality:

? Undercover observation by the GAO and student complaints reveal that some for-profit schools have curricula that do not challenge students and academic integrity policies that are sometimes not enforced.

? The use of part-time faculty is a key component of the efficiencies the for-profit model can deliver, but it must be balanced with ensuring that the faculty is able to exercise genuine academic independence and has a vested stake in the quality of the institution. The investigation found that in 2010, 80 percent of the faculty employed at the schools examined was part-time. Ten companies had more than 80 percent part-time faculty and five companies had more than 90 percent part-time faculty.

Student Services:

? The investigation found that while for-profit colleges make large investments in staff to recruit new students, once a student is enrolled that same level of service is often not available. This is true even though the companies seek to enroll the students that research demonstrates are most critically in need of those services. As Dr. Arnold Mitchem, president of the Council for Opportunity in Education told the committee: ?First of all, we all need to understand there?s a radical difference in educating and graduating a low-income first-generation student than there is a middle-income student ? [In] the for-profit sector they address the financial barriers, but they have not adequately addressed the supportive services barriers.?

? While the investigation demonstrated a wide variety among for-profit colleges in the commitment to student services staffing and to the student services provided, overall the companies examined employed almost three times as many recruiters as student service representatives.

Career Placement Services:

? The disparity in staffing is more acute when it comes to career services staff. The committee staff analysis indicates that for-profit colleges employ about 10 recruiters for every career services staff member. Despite advertising that attending the school is a pathway to a better job or career, two of the largest for-profit colleges have no career services staff to help students.

? Testimony and internal documents indicate that at some for-profit colleges career services staff are often more focused on meeting placement quotas required by some accreditors than actually helping students achieve quality jobs in the field of their degree or Certificate.

Programmatic Accreditation and Licensure:

? Some for-profit colleges train students in fields that require programmatic accreditation, in addition to institutional accreditation, in order for graduates to obtain employment in the field. Institutions that offer programs that lack programmatic accreditation are inconsistent in how they disclose this lack of programmatic accreditation. While some programs are upfront about this issue, others post the disclosure deep in their Web sites or in the fine print in their enrollment agreements, while framing the disclosure in terms that makes it difficult for students to recognize the gravity of this issue.

What Are the Consequences for Students

? Ninety-six percent of for-profit students take out student loans, according to the most recent U.S. Department of Education data. In comparison, 13 percent of students at community colleges, 48 percent at 4-year public, and 57 percent at 4-year private non-profit colleges borrow money to pay for school.

? For-profit schools enroll far more high-dollar borrowers. Fifty-seven percent of Bachelor?s students who graduate from a for-profit college owe $30,000 or more. In contrast, 25 percent of those who earned degrees in the private, non-profit sector and 12 percent from the public sector borrowed at this level.

? Because many students who attend for-profit colleges are unable to get financing through private lending companies, many participate in institutional loan programs operated by for-profit education companies. The committee staff found that institutional loans operated by for-profit education companies often carry high interest rates, and do not provide students with the same safeguards as Federal loans.

? In 2009 seven large for-profit education companies offered institutional loans with interest rates ranging from 11.2 to 18 percent. During this period the Stafford loan rate was 5.6 percent. These same companies listed expected default rates of 42 to 80 percent.

? Students who attended a for-profit college accounted for 47 percent of all Federal student loan defaults. More than 1 in 5 students enrolling in a for-profit college?22 percent?default within 3 years of entering repayment on their student loans.

? Default rates are driven by students who drop out, those who are left with debt but little means to repay it given the incomplete education and lack of a degree. Students? ability to repay their loans is tightly tied to whether the student stayed in school and achieved a degree.

? Students who attend for-profit schools are more likely to experience unemployment after leaving school. According to a National Center for Education Statistics study, 23 percent of students who attended for-profit schools in 2008-9 were unemployed and seeking work.

Why is This Happening

? Accreditation: The self-reporting and peer-review nature of the accreditation process exposes it to manipulation by companies that are more concerned with their bottom line than with academic quality and improvement. Accrediting agencies seek to help colleges improve. Because of this institutional focus on continuous improvement, they sometimes appear to have difficulty drawing and enforcing bright lines and minimum standards.

? State Oversight: State oversight of for-profit education companies has eroded over time due to a variety of factors, including State budget cuts and the influence of the for-profit college industry with State policymakers. The U.S. Department of Education had never defined minimum requirements for State authorization, and many States have taken a passive or minimal role in approving institutions, reviewing and addressing complaints from students and the public, and ensuring that colleges are in compliance with State consumer protection laws.

? Federal Law and Regulation: Federal regulations impose two key checks on for-profit colleges: the proportion of Federal money that the colleges collect, known as the 90/10 rule, and the percentage of students who may default on Federal student loans before the college loses eligibility for Federal financial aid. In addition, some accreditors also require colleges to meet standards regarding the percentage of graduates who obtain employment in their field of study. Some for-profit colleges employ questionable tactics to meet these requirements.

? The investigation documented the use of multiple strategies to comply with the letter of the 90/10 rule with policies that defy the goal and spirit of the regulation.

o Since for-profit colleges report 90/10 figures by Office of Postsecondary Education ID (OPEID) numbers, instead of by campus, and one OPEID may contain multiple campuses, some companies consolidate and switch campuses between OPEIDs to lower their reported 90/10 number regardless of the proximity of the campus.

o Some for-profit colleges have stopped the flow of student aid funds to certain OPEIDs at the end of the fiscal year. This tactic may hurt students because campuses that do not receive student aid funds may not disburse, in a timely manner, living-expense checks to students who depend on those funds to pay for books, housing, food, transportation, and childcare.

o Some schools have raised their initial enrollment fee?which must be paid in cash?or insisted on cash payments from students in order to lower their reported 90/10 ratio. While asking students to make up-front payments on their education can be a good idea because it is interest-free and also helps them to understand what it will be like to make payments on their loans later, it seems that some for-profit schools are primarily seeking to drive down their 90/10 ratios with these cash payments.

o Department of Education regulations dictate that scholarships awarded to a student do not count as Federal financial aid and instead count on the ?10? side of the 90/10 calculation, but only if the scholarships are awarded by an organization independent of the school. Several companies that operate for-profit colleges have designed scholarship programs that should be more closely scrutinized.

o Some schools increase tuition in order to create a gap between the total amount of Federal aid a student can receive and the cost of attending. This illustrates the fundamental problem with the cost of for-profit schools?that the tuition fees and other academic charges bear no relationship to the cost of providing the education. This gap means that students attending these schools must find even more financing by taking out private loans, taking on more debt through a private or institutional loan, or making monthly cash payments, often by credit card, directly to the school to pay for the artificially high cost of the school. The student is left with more debt, likely at a higher rate of interest, so the school can generate sufficient non-Federal income.

o Because neither Department of Defense (DOD) nor Veterans Affairs (VA) educational benefits originate in Title IV of the Higher Education Act, money received through these programs is not counted as Federal financial aid for the purposes of 90/10. This loophole creates an incentive to see servicemembers as nothing more than ?dollar signs in uniform.?

? Many for-profit education companies also commit significant resources to default management efforts that keep students out of default for the duration of the 2-year (soon 3-year) monitoring window. Default management may involve a multitude of strategies premised on sound goals, such as enrolling students who are likely to graduate and succeed, giving those students the support and tools they need to learn and secure a degree that is valued in the job marketplace, helping them secure a well-paying job, and offering financial literacy classes and quality debt counseling. However, internal documents show that at some schools the emphasis is on signing students up for forbearance and deferment with the sole goal of protecting the colleges so that they do not lose access to Federal taxpayer-funded student aid dollars.

o Evidence suggests that some for-profit colleges use forbearance and deferment as tools to move the school?s default rate, without concern for a students? particular situation or whether it is in the best financial interest of the individual. Many students will end up paying more over the life of their loan after a forbearance or deferment.

o As default rates have increasingly become a problem for for-profit colleges, many have turned for help to third party vendors that operate call centers with hundreds of employees trained to ?cure? student defaults. While the vendor used by at least 12 of the 30 companies examined counsels delinquent students on all repayment options, including income-based repayment options, internal documents demonstrate that the majority of students
approached by the vendor end up in forbearance, leading to increased debt. Documents obtained from four large for-profit education companies demonstrate that, on average, over 75 percent of the students ?cured? were forbearances or deferments, while only 24 percent were the result of a student making payments on their loans.

o For-profit colleges market themselves as career focused, and encourage students to enroll by offering the prospect of better jobs and better wages. Accordingly, for-profit colleges use job placement data to promote their programs, and to satisfy national accrediting agencies and State regulators that the students who complete the programs are finding jobs in their field. However, when job placement rates are audited by outside agencies, problems have repeatedly been found, and a number of law enforcement investigations over the past 5 years have revealed falsified information in the placement rates of some colleges.

o Rapid enrollment growth and lack of adequate policies and procedures have also led to situations in which for-profit colleges have improperly retained unearned title IV student aid funds that should have been returned to the Department of Education, or are not returning the funds in a timely matter.

What Needs to Be Done

? Enhance transparency by collecting relevant and accurate information about student outcomes.

o Require that the Department of Education collect comprehensive student outcome information and enable data retrieval by corporate ownership;

o Establish a uniform and accurate methodology for calculating job placement rates;

o Increase the regulation of private lending.

? Strengthen the oversight of Federal financial aid.

o Tie access to Federal financial aid to meeting minimum student outcome thresholds;

o Prohibit institutions from funding marketing, advertising and recruiting activities with Federal financial aid dollars;

o Improve cohort default rate tracking by expanding the default reporting rate period beyond 3 years;

o Require that for-profit colleges receive at least 15 percent of revenues from sources other than Federal funds;

o Use criteria beyond accreditation and State authorization for determining institutions? access to Federal financial aid.

? Create meaningful protections for students.

o Create an online student complaint clearinghouse, managed by the Department of Education, for the collection and referral of student complaints to appropriate overseeing agencies, organizations and divisions;

o Prohibit institutions that accept Federal financial aid from including mandatory binding arbitration clauses in enrollment agreements;

o Enforce minimum standards for student services that include tutoring, remediation, financial aid, and career counseling and job placement;

o Extend the ban on incentive compensation to include all employees of institutions of higher education, and clarify that this ban extends to numeric threshold or quota-based termination policies.

The summary report is disputed by?Republican congressional staffers, as well as education industry trade groups, such as the Association of Private Sector Colleges and Universities. They?dispute both the factual basis of the Report?s claims and the accuracy of key testimony.

Related posts

Source: http://www.decisionsonevidence.com/2012/08/u-s-senate-committees-scathing-report-on-for-profit-colleges/

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Living Without Lies Might Make You Healthier

SATURDAY, Aug. 4 (HealthDay News) -- For good health, be sure to eat fruits and vegetables, exercise regularly and lie as seldom as possible.

A Notre Dame researcher is hoping this tongue-in-cheek advice will someday take hold, based on results of a "science of honesty" study she completed that showed tangible mental and physical health benefits among those who significantly reduced their everyday lies.

Half of 110 participants were told to stop telling major or minor ("white") lies for 10 weeks, while the other half (the "control" group) was given no special instructions about lying. When those in the no-lie group told three fewer white lies than in other weeks, they complained less of headaches, sore throats, tenseness, anxiety and other problems than those in the control group.

"The link was that clear," said study author Anita Kelly, a professor of psychology, who is scheduled to present the research Saturday at the American Psychological Association's annual meeting in Orlando, Fla. "Not lying was clearly associated with better health for those individuals . . I think it's a compelling way to look at it."

Prior research indicates that Americans average 11 lies per week, from the little white lies to save face or falsely compliment others to whoppers about integrity, fidelity or other serious matters. Kelly said her study differs from most of the scientific literature because it didn't focus on how to detect a liar, but on the potential health ramifications of doing the naughty deed.

In addition to experiencing three or four fewer mental health and physical issues in a given week that coincided with less lying -- compared to one or two fewer among control group members who also happened to lie less -- participants reported that their close personal relationships had improved and their social interactions had gone more smoothly.

The 110 people ranged from ages 18 to 71 and hailed from both genders, several ethnicities and all income levels. All came to a laboratory each week to complete health and relationship questionnaires and to take a polygraph test assessing the number of major and minor lies they had told that week.

"I think lying can cause a lot of stress for people, contributing to anxiety and even depression," said Dr. Bryan Bruno, acting chairman of the department of psychiatry at Lenox Hill Hospital in New York City. "Lying less is not only good for your relationships, but for yourself as an individual. People might recognize the more devastating impact lying can have on relationships, but probably don't recognize the extent to which it can cause a lot of internal stress."

At the end of the 10-week study, some participants had devised clever ways to avoid lying. Kelly noted that some realized they could simply tell the truth about their daily accomplishments rather than exaggerate, while others responded to a troubling question with another question to distract the person. They also stopped making false excuses for running late or failing to finish tasks.

"I think white lies are trouble, not just major lies," she said. "The goal doesn't have to be the absolute absence of lies . . . the goal would be a reduction in lies. What people can do is to commit themselves to lying less."

Research presented at scientific meetings should be considered preliminary until published in a peer-reviewed journal.

More information

The American Academy of Child & Adolescent Psychiatry offers tips on children and lying.

Source: http://news.yahoo.com/living-without-lies-might-healthier-160404008.html

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Opt-In Email and eZine Advertising still more effective than RSS ...

When you factor in all the costs related to promoting via an Opt-In Email or Ezine campaign you are still getting the best return on your advertising dollar investment than using RSS, Blogs or PPC. The measurable results are significantly faster than RSS and Blogs and less expensive than using Pay Per Click marketing. Without a doubt, Email and Newsletter advertising campaigns are still two of the best tools available to promote your product or service.

Email Marketing Campaigns

There are a great many people that are still reluctant to use what is one of the best marketing tools available today. Many marketers associate email marketing with spam and have concerns about being shut down by their ISP or hosting company. The fact is, done right and by following specific guidelines you have little to fear. Follow the guidelines outlined below and you will probably kick yourself for not using this tool a lot sooner.

1) CAN-SPAM COMPLIANT: Just about everyone receives hundreds of spam-related emails per week and that is the main reason a lot of legitimate businesses balk at using email marketing. But if you are a legitimate business you only need to do a few things to make your email marketing efforts legal.

(a) Subject Line: It should not be misleading in any way. It should relate to the body of the message and it is a very good practice that the first paragraph relate to the subject line.

(b) Specific Opt-Out Instructions: You must include a way for the reader to opt-out by supplying a link that works.

(c) Physical Address: If you work out of an office this is the address that should appear after your signature. If you work out of the home your home address should appear after the signature.

(d) From Address: Messages should be from the same ?from address?

2) USE OPT-IN EMAIL ADDRESSES ONLY: This is very important. Use only Opt-In email addresses for your marketing efforts. There are many legitimate email suppliers so you have a lot of options. And even using 100% Opt-In Email Addresses does not guarantee that you won?t have a few people complaining. But if you purchase addresses that include the full name, IP and date stamp you have proof of the opt-in just in case it is needed.

Additional Tips For a Successful Email Marketing Campaign

1) USE EMAIL MARKETING SOFTWARE: We like Broadc@st HTML Bulk Email Software ([http://www.myaffiliateprogram.com/u/mailwork/b.asp?id=1979]) and GroupMail 5 (http://www.infacta.com/asp/common/groupmail.asp). Some of the suppliers listed below provide free email marketing software.

2) USE SPAM FILTER SOFTWARE: Don?t let this software intimidate you. The software is easy to setup and use. It is a good idea to use spam filter software to filter out words or phrases that tend to get flagged by ISP spam filters. Some of the suppliers listed below provide free spam filtering software.

3) USE AUTORESPONDERS: Using an autoresponder will save you a lot of time and work. You can preload messages and assign specific criteria to when they should be sent. Some of the suppliers listed below provide free autoresponder software.

4) TUESDAY, WEDNESDAY & THURSDAY ONLY: For best results send your email campaign from Tuesday to Thursday. These are the days that will obtain the most attention to your message. Monday is usually bad because people are planning their work-week and getting tasks out of the way quickly. Fridays are bad because most people are already planning their weekends.

5) COME TO THE POINT IMMEDIATELY: Don?t write a book. Try to be as brief as possible and outline your key points in the first paragraph. If you word it right the reader will read on.

Here is a short list of companies that supply 100% Opt-In Email Addresses.

Email Leads For Less
[http://www.email-leads-for-less.com/Hot_100_Opt-In_Email_Leads.htm]

EmailResults.com
http://www.emailresults.com/default.asp

Exact Sales Leads
http://www.exactsalesleads.com/

Expedite Media Group?s Email Marketing Services
http://www.expedite-email-marketing.com/index.htm

GetResponse Power Leads
http://www.getresponse.com/leads_offer.html

Lifeline Leads
http://www.lifelineleads.com/default.php

OptInDataSite.Com
[http://www.optindatasite.com/]

PermissionDIRECT
[http://www.permissiondirect.com/index.asp]

Prospects Influential
http://www.prospectsinfluential.com/

Red Clay Media
http://www.redclaymedia.com/

Salesleads.tv
http://www.salesleads.tv/index.html

SimplerLeads.com
http://www.simplerleads.com/

TheListGuy.com
[http://www.thelistguy.com/index.html]

Tip Top Leads
[http://www.tiptopleads.com]

VentureDirect List Services Group
[http://www.venturedirect.com/html/lsg-about.htm]

Please take note that the information contained in this article was up to date at the time of writing and is subject to change at any time. Additionally, it is not the authors intent to recommend or guarantee products or services of the companies listed. We believe that they are all legitimate and provide good products and services but readers are always encouraged to do ?due diligence? prior to making a purchase.

? Copyright 2006 Drew Michael

You may reprint this article so long as this resource box is left intact and ALL LINKS REMAIN ACTIVE! Please send an email to: newsletter[at]thebusinessjunction.com and a copy of your newsletter containing this article would be appreciated.

Drew Michael is a webmaster and marketer. He is the owner of The Business Junction at http://www.thebusinessjunction.com, a major software and entrepreneur directory. For a free subscription to The Business Junction Newsletter and free software downloads subscribe at: http://thebusinessjunction.com/Newsletter_Subscribers_SignUp_Page.htm

You may reprint this article so long as this resource box is left intact and ALL LINKS REMAIN ACTIVE! Please send an email to: newsletter[at]thebusinessjunction.com and a copy of your newsletter containing this article would be appreciated.

Author: Drew Michael
Article Source: EzineArticles.com
Cellphone, smartphone

Source: http://www.webdesignandcms.com/articles/internet/internet-marketing/opt-in-email-and-ezine-advertising-still-more-effective-than-rss-blogs-and-ppc.html

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Getting started with Paid Surveys And earn Cash At this time ...

When a company is seeking out place with the preferences and requirements of buyers they generally written contract with an other stable of which wants that will judge ordering practices as well as ideas with respect to services and products useful to an interviewed individual. This is why paid surveys begin the actual equation.

Paid surveys tend to be simply instruments as used by a provider to advance its internet business directives. On account of your thoughts and opinions is without a doubt sought after, paid surveys can provide you with an array of perks not ever on a funds. Competitors could be able to give you his or her survey form on line so they could earn things, discount rates or perhaps to have their list sent to a variety of paid surveys dollars blueprints.

A quick internet based quest can have we now have quite a lot of paid surveys online sites; then again paid surveys are meant to be of shared benefit to simultaneously also have requested laptop computer and those that engage. Sad to say there?s a lot of web sites this make state of affairs with needing to now have guests compensate some sort of subscriber bill just for info on paid surveys that might be found elsewhere for nothing.

Even while returns are vastly different, a number of people understand that paid surveys are actually a key player in assisting with the idea to meet up with family group responsibilities and / or give you sufficiently added financial resources to get an object that?s been an integral part of the hope catalog as news got around.

If you have desired to get involved in paid surveys and additionally think it is way too very good really you may be in various scenarios, on the other hand an honest paid surveys online business will assist direct you?ll to assist gives that provides the most suitable opportunity for triumph.

If you have had found to participate found in paid surveys in past times, although happened to be rarely supplied a chance to send one of the many paid surveys offered, the best solution could very well be perfectly found on the summary an individual presented. Businesses that have been in control over choosing those people with regards to paid surveys has to be particular are put an user profile for the important questionnaire. To keep some sort of up-to-date shape complete levels of paid surveys that may be accessible to you could very well rise.

Along with paid surveys in that respect there can?t ever get claims or maybe pledges of economic revisit, even so several have got benefited from paid surveys packages. Almost all of the achievements of paid surveys is the correct way closely you?ll follow the instructions offered. There is little tolerance designed for unfinished paid surveys. If this takes place this respondent might be pulled from concern with regard to foreseeable future paid surveys.

Firms that present a href=?http://paidsurveymob.com?paid surveys/a have a very number of fear should they be preparing to give you regarding filling in a href=?http://paidsurveymob.com?surveys for money/a. If you are not a solid equal they are unable to pay out the comission to your info. Because of this , trying to keep a report and data real time might be key in the world connected with paid surveys.

Source: http://answers.apostoliccm.com/2012/08/getting-started-with-paid-surveys-and-earn-cash-at-this-time/

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Researchers use ambient WiFi radio waves to see through walls

Researchers use ambient WiFi radio waves to see through walls

Seeing through walls hasn't been a super hero-exclusive activity for a while now. According to Popular Science, however, University College London researchers Karl Woodbridge and Kevin Chetty have created the first device that can detect movement through walls using existing WiFi signals. While similar tech has required a bevy of wireless nodes, the duo has pulled off the feat with a contraption roughly the size of a suit case.

Much like radar, the device relies on the Doppler effect -- radio waves changing frequencies as they reflect off of moving objects -- to identify motion. Using a radio receiver with two antennas and a signal-processing unit, the system monitors the baseline WiFi frequency in an area for changes that would indicate movement. In tests, the gadget was able to determine a person's location, speed and direction through a foot-thick brick wall. The technology's potential applications range from domestic uses to scanning buildings during combat. Best of all, since the university's hardware doesn't emit any radio waves, it can't be detected. How's that for stealthy?

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Source: http://www.engadget.com/2012/08/03/researchers-use-wifi-radio-waves-to-see-through-walls/

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A joint venture project to benefit gifted students as well as the local ...

Find out about a fantastic joint venture project which aims to help gifted students realise their social responsibility whilst at the same time benefiting charities and the community. Future Leaders in Philanthropy (FLIP) is for students who go to school in Gibraltar, and gives them a unique opportunity to learn some important skills whilst giving back to the community through philanthropic giving.

It is a joint venture between Bonita Trust and Credit Suisse. Bonita Trust is a philanthropic trust who have committed over ?7.5 million in charitable giving since their inception in 2004. They also use their digital expertise to help charities with their websites and to expand their online presence. Credit Suisse is a subsidiary of Credit Suisse Zurich and in their 20 years of experience has spread to help clients all around the world as well as in Gibraltar.

The project works by FLIP selecting 20 students who apply each year.

Over the next three years, which would be years 12, 13 and the first year of University, they work individually on a number of charitable topics. In their first year they complete a charitable research proposal and also set up and manage a virtual charity investment portfolio, and this is done with the assistance of a financial mentor.

In the second year they continue the investment management of their virtual charity portfolio and also take on a charity fundraising project. In the final year they create a virtual local charity along with a 5 year business plan and also complete their virtual charity investment portfolio.

This will give the student some fantastic skills such as leadership skills training and investment skills, and on top of this they will raise at least ?40,000 for local charities which is then matched by Bonita Trust. The main objectives of FLIP are that it identifies potential future leaders and professionals whilst making them realize their social responsibility.

On top of this it is also beneficial for the student, charities and the local community and is therefore a very valuable and noble project. Visit this website today to find out more about this fantastic joint venture project which is making a huge difference to many charities and community?s, and at the same time teaching young gifted students some life skills through education and training such as leadership skills training, but also making them realize their social responsibility and the importance of philanthropic giving . You can find out more about the project including its aims, how it works, the benefits, more about the team and the charities as well as images and how to get in touch with them by visiting this website today.

Source: http://charity.ezinemark.com/a-joint-venture-project-to-benefit-gifted-students-as-well-as-the-local-community-7d378f397b96.html

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Our occupation most typically associated with football ? Vero Beach ...

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Source: http://verobeachtattoo.com/our-occupation-most-typically-associated-with-football/

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University of Montana player charged with rape

Associated Press Sports

updated 11:53 p.m. ET July 31, 2012

MISSOULA, Mont. (AP) - Prosecutors have charged University of Montana quarterback Jordan Johnson with raping an acquaintance in February after she invited him to her room to watch a movie.

Johnson was charged Tuesday with having sexual intercourse without consent.

Johnson has previously denied the allegation. Attorney David Paoli released a statement Tuesday that said Johnson and his family "are surprised and saddened" by the timing of the criminal charge, since the encounter took place in February and police have been aware of the allegation since the woman, another student, filed a report six weeks later.

"Jordan strongly maintains his innocence and looks forward to the opportunity to prove his innocence at trial, clear his name and return to pursuing his education," Paoli said in the statement.

University President Royce Engstrom said that given the charges, Johnson has been suspended from football team activities, as called for by the student athlete conduct code.

"In our profession you have to be prepared to face the unexpected," Montana head football coach Mick Delaney told the Missoulian. "This being the unexpected, we'll make an adjustment."

It's the latest turn in a sexual assault scandal at the university that has prompted three investigations by federal governmental agencies and the NCAA. The Department of Justice and Department of Education are investigating how the university and city officials responded to reports of sexual assault on campus and in Missoula.

A university investigation earlier this year found nine allegations of sexual assault that had gone unreported over 18 months, and two others have been surfaced since then.

Some have involved student athletes, but only those cases involving criminal charges have been made public. In January, running back Beau Donaldson was suspended from the team after he was charged with raping an acquaintance in September 2010. He has pleaded not guilty.

In the aftermath of that report and as the federal investigations became publicly known, Engstrom fired head football coach Robin Pflugrad and athletic director Jim O'Day, saying a change in leadership was needed.

According to Boylan's court documents, Johnson and the female student have known each other since 2010 and they began texting each other regularly in December 2011.

On Feb. 4, they decided to watch a movie together in the woman's room. He then kissed her, pulled her on top of him and tried to take off her shirt, according to the court documents.

When she resisted, he became aggressive, pulled her clothes off and raped her, Boylan wrote in the documents.

Afterward, the woman sent a text to her roommate in the next room that said, "Omg ... I think I might have just gotten raped."

"She has sought counseling and has shown signs of depression, panic and Post-Traumatic Stress Disorder consistent with Rape Trauma Syndrome," Boylan wrote.

Boylan added that Johnson said it was consensual sex and that he broke off communications with the woman afterward because he liked another woman and didn't want that woman to be upset if she knew he had sex with the alleged victim.

Johnson led the Grizzlies to an 11-3 record in 2011 and a share of the Big Sky Conference Title. Montana lost in the semifinals of the Football Championship Subdivision playoffs.

Johnson passed for 2,400 yards and 21 touchdowns last season, his first as a starter.

Johnson is due in court Aug. 14, the Missoulian reports.

? 2012 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.


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Penn State RB transfers to USC

CFT: As expected, Redd chooses Trojans and will be eligible to play right away provided they stay at 75-player scholarship limit.

Source: http://nbcsports.msnbc.com/id/48430970/ns/sports-college_football/

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