How do I get my students loans forgiven? Qualifying for Biden’s debt relief, explained.

President Joe Biden announced Wednesday he will provide $20,000 in debt relief to Pell Grant recipients and $10,000 for many other borrowers.

Roughly 43 million Americans hold federal student loan debt to the tune of $1.6 trillion, according to recent federal data. Biden’s move has an individual income cap of $125,000.

The president also announced an extension of the pandemic pause on student loan payments through the end of this year. Payments will resume in January 2023.

How do I apply?

You can’t just yet.

Fast Facts about student loan forgiveness

Will you have to apply for student loan cancellation? Is debt forgiveness considered taxable income? Here’s what we know about Biden’s student loan forgiveness plan.

President Joe Biden announced on Aug. 24 that his administration would forgive between $10,000 and $20,000 of federal student loan debt for borrowers making less than $125,000 per year.

Federal Pell Grant recipients who meet the income requirements would be eligible for $20,000 in student debt forgiveness. 

In the announcement, Biden also said he extended the student loan pause for a “final time” through Dec. 31, 2022. 

VERIFY has received many questions from our readers about what the student loan forgiveness plan means for them, including if they have to apply for loan forgiveness and whether debt forgiveness will be considered taxable income, among others. 

Here’s what we know right now about the Biden administration’s student loan forgiveness plan.


Trump seeks special master to review Mar-a-Lago documents – World News

Lawyers for former President Donald Trump asked a federal judge Monday to prevent the FBI from continuing to review documents recovered from his Florida estate earlier this month until a neutral special master can be appointed to inspect the records.

The request was included in a court filing, the first by Trump’s legal team in the two weeks since the search, that takes broad aim at the FBI investigation into the discovery of classified records at Mar-a-Lago and that foreshadows arguments his lawyers are Expected to make as the probe proceeds.

The filing casts the Aug. 8 search, in which the FBI said it recovered 11 sets of classified documents, as a “shockingly aggressive move” and describes Trump and his representatives as having cooperated for months as federal agents scrutinized the presence of presidential records and classified documents at Mar-a-Lago. It also attacks the warrant as overly broad.

“Law enforcement is a shield that protects America. It cannot be used as a weapon for political purposes,” the lawyers wrote Monday. “Therefore, we seek judicial assistance in the aftermath of an unprecedented and unnecessary raid” at Mar-a-Lago.

The filing specifically requests the appointment of a special master not connected the case who would be tasked with inspecting the records recovered from Mar-a-Lago and setting aside those that are covered by executive privilege – a principle that permits presidents to withhold certain communications from public disclosure. In other cases, that role has sometimes been filled by a retired judge.

“This matter has captured the attention of the American public. Merely ‘adequate’ safeguards are not acceptable when the matter at hand involves not only the constitutional rights of President Trump, but also the presumption of executive privilege, ”the attorneys wrote.

Separately Monday, a federal judge acknowledged that redactions to an FBI affidavit spelling out the basis for the search might be so extensive as to make the document “meaningless” if released to the public. But he said he continued to believe it should not remain sealed in its entirety because of the “intense” public interest in the investigation.

A written order from US Magistrate Judge Bruce Reinhart largely restates what he said in court last week, when he directed the Justice Department to propose redactions about the information in the affidavit that it wants to remain secret. That submission is due Thursday at noon.

Justice Department officials have sought to keep the entire document sealed, saying disclosing any portion of it risks compromising an ongoing criminal investigation, revealing information about witnesses and divulging investigative techniques. They have advised the judge that the necessary redactions to the affidavit would be so numerous that they would strip the document of any substantive information and make it effectively meaningless for the public.

Reinhart acknowledged that possibility in his Monday order, writing, “I cannot say at this point that partial redactions will be so extensive that they will result in a meaningless disclosure, but I may ultimately reach that conclusion after hearing further from the Government.”

Several news organizations, including The Associated Press, have urged the judge to unseal additional records tied to this month’s search of Mar-A-Lago, when FBI officials said they recovered 11 sets of classified documents, including top secret records, from the Florida estate .

Of particular interest is the affidavit supporting the search, which presumably contains key details about the Justice Department’s investigation examining whether Trump retained and mishandled classified and sensitive government records. Trump and some of his supporters of him have also called for the document to be released, hoping it will expose what they contend was government overreach.

In his written ruling, Reinhart said the Justice Department had a compelling interest in preventing the affidavit from being released in its entirety. But he said he did not believe it should remain fully sealed, and said he was not persuaded by the department’s arguments that the redaction process “imposes an undue burden on its resources.”

“Particularly given the intense public and historical interest in an unprecedented search of a former President’s residence, the Government has not yet shown that these administrative concerns are sufficient to justify sealing,” he wrote.

How each undergraduate student society spent your student fees in 2021/22

Every year, a part of students’ tuition fees is allocated to undergraduate student societies. These budgets often are tens of thousands of dollars and are spent on providing various services for their constituent students.

For the fourth year in a row, we broke down the budget of the four largest student societies at UBC – the Arts Undergraduate Society (AUS), the Commerce Undergraduate Society (CUS), the Engineering Undergraduate Society (EUS) and the Science Undergraduate Society (SUS) – to figure out where your student fees go.

How we did it

While the budgets of the CUS and the SUS were obtained from their websites, the EUS emailed its budget from the 2021/22 year. The AUS budget was accessed through its website, but it provided projections rather than the actual budget for the 2021/22 year. We also spoke to the VP finance of each undergraduate society to better understand their budgets.

How much are you paying?

As compared to the 2020/21 year, the AUS student fee remained the same at $ 13. The student fee for the SUS changed from $ 27.27 to $ 27.46. The CUS and the EUS reduced their fees – the CUS from $ 275.34 to $ 199 and the EUS from $ 106.50 to $ 46.42. All undergraduate society student fees are listed on the 2021/22 academic calendar.

According to the EUS’s VP Finance Karisma Jutla, the EUS was able to reduce its student fees by more than 50 per cent because it had paid off the loan for the Engineering Student Center.

“[The loan] was tied to the [Consumer Price Index] and it was about $ 58 [per student]. Now we’ve completely eliminated that fee so students actually pay half of what they used to, ”Jutla said.

Nine dollars of the SUS fee went towards paying the mortgage for the Abdul Ladha Student Center. According to the academic calendar, the AUS and CUS students paid an additional $ 26.50 and $ 574.91 in respectively for the Arts Student Center mortgage and the Sauder Building Renewal Project.

Spending on first-year events increased

With more events being moved from online to in-person in 2021/22, the amount spent on first-year events increased for each society.

The CUS’s the Spark event was the most expensive first-year event, costing $ 45,000.

AUS’s KickstART cost $ 4,005.63 in comparison to last year’s $ 878.42. Likewise, the expense on SUS’s Science RXN increased from $ 4,270.17 to $ 5,111.64.

The EUS’s Week E ^ 0 cost $ 2,177.19 and deviated significantly from the original projection for the year because of the lower-than-expected cost of supplies for the event. An additional $ 10,496.30 was spent on Week E ^ 0 kits and $ 860 for volunteer appreciation.

Most societies reported surpluses last year

The AUS, EUS and SUS reported a surplus while the CUS reported a deficit.

The AUS projected a surplus of $ 10,152 in its budget, but AUS VP Finance Alan Phuong said the society ended the year with $ 14,831.90. He said the larger-than-expected surplus was due to multiple events getting canceled due to COVID-19 leading to lower costs.

The CUS had an actual deficit of $ 180,571.54 after projecting a deficit of $ 330,452.89. According to its Q4 Budget Report, the deficit was less than what was projected because it was not able to fully spend portions of its budget to execute all planned events due to COVID-19 restrictions.

The CUS did not reply before press time when asked about the source of its deficit.

Meanwhile, the EUS reported a surplus of $ 3,110.26 after projecting $ 1,391.84 in leftover funds. According to Jutla, the increased amount of surplus was because the EUS had initially budgeted for a full in-person school year and had to reforecast because of COVID-19 restrictions.

The SUS had a surplus of $ 185,272.78 but had only projected a surplus of $ 124.99. According to SUS’s VP Finance Kaye Chan, the huge deviation was because the SUS had to move many of SUS’s well-known and smaller events online due to COVID-19 restrictions.

“Our administration team has been working hard to use this surplus towards refurnishing the Abdul Ladha Science Student Center,” wrote Chan in a written statement.

“Our Student Life portfolio will also be using the surplus towards planning a larger number of higher quality and diverse flagship events this year, Chan added.The Finance portfolio will also continue to increase our Grant & Subsidy program. As such, we have a new [equity, diversity and inclusion] grant in the works that we are hoping to launch this year. “

Looking ahead, two years after start of COVID-19

COVID-19 impacted the budgets of all four student societies adversely. However, the executives of the societies said they are optimistic about their budgets for next year.

“This year, we’re going in with a smaller budget in terms of office supplies because we’re not paying for a lot of video conferencing apps… So there are savings there,” Phuong said,

He also said students should keep an eye out for a resource that he is developing to show “every single expense going out of the AUS.”

The CUS expects to run more in-person events next year, said VP Finance Nikita Dao.

She also said transparency is an area the CUS was working to improve.

“I am working on increasing transparency of all spending of the CUS through effectively communicating by leveraging social media platforms a lot more than previous years,” she said. “I am hoping to implement a better method of tracking spending and enforcing strict following of the budget to ensure all student fees are effectively and appropriately used as always.”

The SUS hopes to continue providing grants and subsidies.

“This year, we will no longer be offering the [COVID-19 Equipment] grant but the amount will be dispersed into our other grants and subsidies to better provide for the students, “said Chan.” We also started offering the Course Material Subsidy last year and will continue to offer it in the coming year as we received a large positive response from it, “

The EUS also hoped to increase conference attendance and other key events in the future.

“For a couple of years I know a big thing that we’ve looked at is sort of increasing our conferences attendance… We’ve looked at putting that [surplus] towards having something like an e-retreat where we’re able to take more people, ”said Jutla.

Alan Phuong was a staff writer for The Ubyssey in 2020 and 2021. He was not involved in the writing or editing of this piece.

MEDIROM Healthcare Technologies Inc. Announces July

NEW YORK, Aug. 22, 2022 (GLOBE NEWSWIRE) – MEDIROM Healthcare Technologies Inc. (NasdaqCM: MRM), a holistic healthcare company based in Japan (the “Company”), today announced its major Key Performance Indicators, or KPIs, updated for the month of July 2022. Data is provided for all salons for which comparative financial and customer data is available and excludes certain salons where such information is not available.

The following monthly KPIs provide insight into the business fundamentals and progress of the Company, updated for the month of July 2022.

  • The number of salons was 309 in July 2022, down from 314 in the year-ago period. From July 2021 to July 2022, 15 unprofitable salons were closed through scrap-and-build and 10 new salons were opened. Two salons were newly opened during the month of July 2022.
  • Total customers served increased to 76,521 in July 2022 from 70,912 in the year-ago period. The increase is primarily attributed to the increase in the number of salons with available financial and customer data and economic recovery from COVID-19 pandemic.
  • Sales per customer increased to JPY 6,668 in July 2022 from JPY 6,498 in July 2021. The increase is primarily attributed to the upselling of value-added optional services.
  • Repeat ratio, a measure of repeat customers, slightly decreased to 80.6% in July 2022 from 81.0% in the year-ago period.
  • Operation ratio increased to 50.3% in July 2022 from 48.1% in the year-ago period. The increase is primarily attributed to the adjustment of staffing according to salon scale.
  • The total number of salons with data increased to 231 in July 2022 from 220 in July 2021. The increase is attributed to the completion of the replacement of the customer management system in certain salons. The number of salons with data decreases when we close salons with data available and increases as we open salons with such data.
Number of
Salons (* 1)
Number of
Salons with
Date (*2)
Total Customers
Served (* 3)
Sales for
Customer (* 4)
Repeat Ratio (* 5) Operation Ratio (* 6)
July-21 314 220 70.912 JPY 6,498 81.0% 48.1%
August-21 315 221 66.323 JPY 6,592 81.3% 46.5%
September-21 316 221 65.130 JPY 6,428 82.0% 46.7%
October-21 316 221 68.608 JPY 6,486 83.3% 48.9%
November-21 316 221 65.569 JPY 6.466 81.9% 47.7%
December-21 312 221 71.173 JPY 6.634 81.7% 50.5%
January-22 312 221 62.747 JPY 6,570 82.4% 48.2%
February-22 310 219 54.443 JPY 6.662 83.8% 46.4%
March-22 310 217 61.417 JPY 6,595 82.4% 46.5%
April-22 309 232 69.986 JPY 6.616 82.0% 48.3%
May-22 308 232 77.291 JPY 6.461 79.6% 50.1%
June-22 307 231 73.259 JPY 6.511 80.4% 50.3%
July-22 309 231 76.521 JPY 6.668 80.6% 50.3%

(* 1) Number of Salons: Includes our directly-operated salons, and franchisees’ salons.
(* 2) Number of Salons with Data: The number of salons for which comparable financial and customer data is available.
(* 3) Total Customers Served: The number of customers served at salons for which comparative financial and customer data is available.
(* 4) Sales Per Customer: The ratio of total salon sales to number of treated customers at all salons for which comparable financial and customer data is available.
(* 5) Repeat Ratio: The ratio of repeat customer visits to total customer visits in the applicable month for all salons for which comparable financial and customer data is available.
(* 6) Operation Ratio: The ratio of therapists ‘in-service time to total therapists’ working hours (including stand-by time) for the applicable month for all salons for which comparable financial and customer data is available.

* Since July 2021, the salon operation business has been managed by Wing Inc., which is a wholly-owned subsidiary of the Company.

About MEDIROM Healthcare Technologies Inc.
MEDIROM a holistic healthcare company, operates 309 (as of July 31, 2022) relaxation salons across Japan, Re.Ra.Ku®, being its leading brand, and provides healthcare services. In 2015, MEDIROM entered the health tech business, and launched new healthcare programs using on-demand training app called “Lav®“, Which is developed by the company. MEDIROM also entered the device business in 2020 and is developing a smart tracker “MOTHER Bracelet®“(Formerly known as” MOTHER Tracker®“). MEDIROM hopes that its diverse health related services and products offering will help it collect and manage healthcare data from users and customers and enable it to become a leader in big data in the healthcare industry. For more information, visit

Forward-Looking Statements
Certain statements in this press release are forward-looking statements for purposes of the safe harbor provisions under the US Private Securities Litigation Reform Act of 1995. Forward-looking statements may include estimates or expectations about the Company’s possible or assumed operational results, financial condition, business strategies and plans, market opportunities, competitive position, industry environment, and potential growth opportunities. In some cases, forward-looking statements can be identified by terms such as “may,” “will,” “should,” “design,” “target,” “aim,” “hope,” “expect,” “could, “” Intend, “” plan, “” anticipate, “” estimate, “” believe, “” continue, “” predict, “” project, “” potential, “” goal, “or other words that convey the uncertainty of future events or outcomes. These statements relate to future events or to the Company’s future financial performance, and involve known and unknown risks, uncertainties and other factors that may cause the Company’s actual results, levels of activity, performance, or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by these forward-looking statements. You should not place undue reliance on forward-looking statements since they involve known and unknown risks, uncertainties and other factors which are, in some cases, beyond the Company’s control and which could, and likely will, materially affect actual results, levels of activity , performance or achievements. Any forward-looking statement reflects the Company’s current views with respect to future events and is subject to these and other risks, uncertainties and assumptions relating to the Company’s operations, results of operations, growth strategy and liquidity. The Company assumes no obligation to publicly update or revise these forward-looking statements for any reason, or to update the reasons actual results could differ materially from those anticipated in these forward-looking statements, even if new information becomes available in the future.

Photos accompanying this announcement are available at:



chennai: ‘14,000-cr Surat-Chennai economic corridor hits environmental hurdle

Months ahead of assembly elections in Gujarat, a key segment of the ambitious Surat-Chennai economic corridor has hit a serious green hurdle.

The near Rs 14,000 crore project has run into trouble with the Union Environment ministry’s Expert Appraisal Committee (EAC) for Infrastructure projects, over its proposed 290 km long greenfield Surat-Nashik-Ahmednagar section which falls in pristine and untouched areas of the ecologically sensitive Western Ghats.

The EAC has, in a July 21-22 meeting, said that the stakeholder ministry / department should upgrade on the existing National Highway alignment instead of running into ‘virgin and ecologically sensitive new parts of Western Ghat areas’.

Given the significance of the corridor, the Ministry of Road Transport & Highways (MORTH) and the National Highways Authority of India (NHAI) are preparing to ‘appeal’ with the Environment ministry to reconsider its view and allow leeway for the national connectivity project which will ultimately link up Delhi to Chennai through an access-controlled corridor, ET has learned.

The project has also been a major political and economic talking point for the infrastructure boost it will bring to the region.

“We will appeal with the EAC. Packages for so many segments linking up to this corridor have already been awarded. This was to be an access-controlled expressway- a key link off the Golden Quadrilateral for national connectivity. We are very mindful of environmental However, there is no other alternative alignment possible and upgrading the existing one defeats the very purpose of the corridor “, a senior official told ET.

The EAC has also noted in its July 21 meeting that the total travel length of the existing road (NH-848) – Surat-Mumbai- is 136 Kms while the proposed greenfield is 107 Kms. The likely travel time after improvement on existing road is 3 hours but a greenfield corridor would bring it down to 1 hr 10 min.

However, the EAC has opined that this ‘marginal reduction’ of travel length and time in the new proposed alignment, is expected to ‘overweigh the cost of environmental damages to the Western Ghat in the existing alignment’.

It has further observed that developmental activities in virgin and ecologically sensitive new parts of Western Ghat areas around the proposed alignment will overweigh the damages caused by the option of retrofitting / improving / upgrading the existing road / alignment.

It has, accordingly, advised that the NHAI instead work on and finalize the existing alignment in all respect instead of pursuing the greenfield alignment through the Western Ghats.

The issue has been coming back and forth to the EAC since November 2021.

The EAC had then noted that the 70 meter Right of Way planned for the corridor would have a ‘high impact’ to the environment as it would pass through 428 hectares of forest land and directly affect over 265 ha area, cross rivers like Ambika, Kaveri , Kharera, Sasu, Man, Par, Godavari, Mula and Dev Nandi and impact over 14,000 trees. Tunnels planned would impact the water drain age in the region and any new alignment in the Western Ghats would have a ‘negative impact’ on the environment.

It had constituted a sub committee as well for a site visit which was conducted on April 20-21.

The NHAI had then submitted that the affected forest area and water bodies as well as structures would be far lesser on the new alignment vis a vis upgradation of the existing NH 848 in the Western Ghats region.

The subcommittee, however, felt that there were ‘few marginal advantages’ on the proposed greenfield alignment across all aspects.

It had also said that while affected forest area is more on the existing alignment, developmental activity has been ongoing there and upgrading it will at least ‘spare the pristine area of ​​the proposed alignment’.

Officials from MORTH and NHAI, on the other hand, point out that upgrading the exiting NH 848 will defeat the very purpose as the greenfield Surat-Ahmednagar economic corridor is part of the larger access controlled connectivity plan between Delhi and Chennai and is crucial to ease the heavy traffic off the Surat-Maharashtra border on the existing highway.

They also point out that environmental impact and damage will be more in upgrading the NH 848 in the western ghat terrain vis a vis the tunnel and viaduct approach planned for the new alignment.


The Cistern Standard: CofC’s Employee Recognition Program

Here at the College of Charleston, we live by a certain standard: The Cistern Standard.

The Cistern Standard is the College’s new employee recognition program that acknowledges and spotlights faculty and staff who embody the College’s core values ​​- integrity; academic excellence; liberal arts education; diversity, equity and inclusion; student centeredness; innovation; and public mission – demonstrating them through their behavior and actions. And, as an employee-driven initiative, the program gives CofC employees the opportunity to recognize their colleagues from across campus – with any title and from any department – all on their own.

“We have been working on this for a long time, and we are so excited to finally be able to launch the program,” says Ed Pope, vice president of human resources, adding that – while the Office of Human Resources is responsible for the administration of the program – The Cistern Standard was developed in partnership with Subcommittee 5 of the Strategic Plan Pillar 3 (employee experience and success) Committee and the Staff Advisory Committee to the President (SAC). “We wanted it to be an employee-driven way for people to recognize their peers, and to reinforce the Strategic Plan and the College’s core values, encouraging those behaviors in others and themselves.”

Using the Employee Recognition Form located on the HR website, faculty and staff may recognize one another for one of the College’s seven core values ​​detailed below.


We take accountability for our actions and adhere to the highest ethical standards in all our professional obligations and personal responsibilities. We demonstrate respect for self, others and place. Examples of observations include:

  • Thoroughly following designated office or institutional standards
  • Demonstrating reliability and trustworthiness by respecting colleagues and College facilities
  • Showing respect to others with whom you are interacting, even during difficult situations or conversations
  • Consistently striving to produce high-quality work
  • When made aware of errors, accepting responsibility and demonstrating a commitment to improving
  • Challenging biases and / or countering discrimination with care
  • Consistently demonstrating respect for the personal boundaries of others
  • Consistently mentoring colleagues

Academic Excellence

academic excellence badgeWe show commitment to a dynamic intellectual community, high academic standards, strong academic programs and exceptional teacher-scholars. We exhibit behavior that engages students and promotes lifelong learning. Examples of observations include:

  • Offering time to mentor or advise students
  • Engaging students outside the classroom via extracurricular programming, student research and quality advising
  • Ensuring that classrooms and laboratories are consistently cleaned, stocked and equipped so students can learn
  • Promoting the College’s academic programs
  • Consistently mentoring colleagues or encouraging lifelong learning in colleagues
  • Inviting a professor to a team lunch
  • Encouraging team members to take advantage of professional development opportunities and / or college courses
  • Partaking in our Employee Tuition Assistance Program
  • Participating in multiple learning opportunities on or off campus each semester, including LinkedIn Learning courses, DiversityEDU or other certificate-earning programs
  • Applying culturally responsive practices to support a variety of learning preferences

Liberal Arts Education

liberal arts badgeWe encourage intellectual curiosity and foster each student’s ability to think creatively and analyze, synthesize, apply and communicate knowledge from many sources. We inspire others to offer different viewpoints and input when applicable. Examples of observations include:

  • Consistently encouraging and supporting different viewpoints
  • Creating opportunities for different areas to collaborate to expand viewpoints
  • Encouraging extracurricular and interdisciplinary student engagement through advising, mentorship and opportunities to actively engage in research
  • Inviting cross-campus perspectives to present at departmental / divisional meetings to open dialogue about another part of campus
  • Going to a roundtable discussion on campus
  • Taking the initiative to learn a new skill from another colleague

Diversity, Equity and Inclusion

diversity equity inclusion badgeWe create and nurture a diverse and inclusive community demonstrated through thoughts, words and actions. We value and respect the unique perspectives, backgrounds and experiences every individual has to offer. Examples of observations include:

  • Demonstrating respect for all colleagues through actions
  • Creating opportunities for welcoming and including others
  • Helping promote DEI events / webinars / opportunities with campus colleagues; suggesting topics for DEI-focused programs to own department
  • Integrating classroom opportunities via assignments, discussions, etc., that support respectful and open discussions about race, intersectionality and associated inequities
  • Creating an office environment that cultivates a sense of belonging
  • Consistently seeking input from multiple backgrounds / perspectives on important matters
  • Partnering with historically underrepresented groups to identify and close equity gaps
  • Seeking out and / or supporting the work, art and businesses of historically underrepresented groups
  • Exercising humility about historic and ongoing oppression or creating spaces to discuss race, intersectionality and associated inequities
  • Consistently demonstrating respect for staff and faculty self-identification and / or self-expression (ie, use of preferred pronouns, correctly pronouncing others’ names, etc.)

Student Centeredness

student centered badgeWe illustrate dedication to nurturing thriving scholar-citizens through the intellectual, ethical and social development of each individual student. We exhibit behavior that conveys commitment to student success. Examples of observations include:

  • Focusing on students’ needs through exemplary customer service
  • Providing enthusiasm daily to their position
  • Volunteering for move-in week or other campus opportunities to interact with students
  • Responding to students’ needs via conscientious advising
  • Providing research opportunities for students
  • Often going beyond expectations to support student learning or personal needs
  • Consistently engaging with students via extracurricular activities, such as student clubs, honor societies, etc.
  • Consistently receiving positive feedback from students about their role on campus
  • Striving to build new or revise existing programs or supports around student input
  • Diligently working to improve the experiences of students from historically underrepresented groups
  • Consistently demonstrating respect for student self-identification and / or self-expression


innovation badgeWe act with an entrepreneurial spirit to imagine and implement creative, bold and sustainable solutions in our pursuit of excellence and continuous improvement. Examples of observations include:

  • Taking positive approaches to meeting the needs of the students, staff, faculty or CofC community
  • Facilities Management employee recommending new way of managing inventory for their work unit that increases efficiency
  • Prioritizing the growth and wellbeing of members in the CofC community
  • Leading or mentoring colleagues to support the betterment of the College, the community and the individuals
  • Coordinating small groups of CofC volunteers for community engagement / or recruiting some volunteers for a community project on behalf of the College
  • Building upon or scaling existing community relationships to welcome and include historically underrepresented community leaders
  • Building sustainable partnerships or enhancing existing partnerships between campus members and community organizations
  • Collaborating with groups or organizations that effectively support a variety of social justice issues

Public Mission

public mission badge

We take action in meeting the educational and professional needs of our community, our state, our nation and the world. Examples of observations include:

  • Creating or sharing a creative solution to a department, facility, technology or College problem
  • Identifying and proposing a cost saving solution
  • Proposing how two departments or two divisions can team up to save resources on a project
  • Creating new and / or expanding on existing initiatives that reinforce a more inclusive and welcoming campus community
The Cistern Standard Pennant with Pins

Each recognized employee will receive a pennant and a pin representing their corresponding core value. As they are recognized for other core values, they will receive other pins.

For each core value an employee is recognized for, they will receive a digital certificate and badge and a pin representing the corresponding value, which they can affix onto The Cistern Standard pennant. Recognized employees will also be announced in the faculty / staff e-newsletter, on the Faculty & Staff News page of The College Todayin digital displays across campus and in HR Minute Messages.

When an employee is recognized for two core values, they will receive a T-shirt; when they receive recognition for four of the core values, they will receive a voucher for the College of Charleston Bookstore; and, when they’ve received recognition for all seven core values, they will receive a glass award and an official certificate.

“It’s a way to give employees the power to promote the positive in one another – and we can’t wait to celebrate that positivity with the rest of campus,” says Pope, noting that administrators from each department and office are asked to pick up The Cistern Standard pennants for their faculty and staff members from the HR office, located in the Lightsey Center basement (160 Calhoun St.). “And it’s extra special because it comes to them from their colleagues.”

“The hope is that this will make people more aware of the good things we’re all doing every day in our work – and that they will take the time to show their appreciation for each other,” agrees Becky McManusdirector of employee development and employee relations in the Office of Human Resources, noting that – while the program does not include student employees at this time – all temporary, full-time and part-time faculty and staff may recognize one another and be recognized .

And it’s easy to do: Simply fill out the Employee Recognition Form for someone – or many people – who are living up to the Cistern Standard!

Reminder: Please make sure that your department administrator heads over to the HR office in the Lightsey Center basement to pick up The Cistern Standard pennants for all employees in your unit!