Campus Crest provides a 3-sentence summary of their 2011 NAREIT investor presentation:
They operate a portfolio of modern student housing properties located near universities experiencing strong enrollment growth. Campus Crest has a track record of expanding their portfolio while increasing occupancy and revenue. They outlined future development opportunities and have financing in place to continue growing their student housing platform.
This presentation provides an overview of Campus Crest Communities, Inc. Key points include:
1) Campus Crest owns a portfolio of 27 student housing properties near universities across the country, totaling over 5,000 units, with a focus on growing medium-sized college markets.
2) The company benefits from strong demographic trends of increasing college enrollments and limited new on-campus housing construction.
3) Campus Crest's properties offer modern amenities and are well-located near campuses, positioning the company for continued growth through portfolio expansion and high occupancy rates.
This presentation discusses an investment in student housing properties. It highlights compelling market dynamics such as growing college enrollments, constrained university housing budgets, and aging on-campus housing stock. It also summarizes the company's modern and well-located portfolio, its track record of growth, and experienced management team. Key details include over 5,000 beds across 27 properties with a young average age and high occupancy.
This document provides an overview of American Campus Communities' (ACC) investor presentation. It highlights ACC's portfolio growth, operational accomplishments, development pipeline, and prudent capital structure. ACC has grown its portfolio to over 33 properties across 27 states. Key accomplishments include improving occupancy and rental rates. The development pipeline includes over $150 million of new projects through 2012/2013. ACC maintains a conservative capital structure with well-managed debt maturities.
This presentation discusses an investment in student housing properties. It highlights compelling market dynamics like increasing college enrollments that will drive demand. The portfolio consists of modern, well-located properties near universities in growth markets. Management has a proven track record and focuses on intensive asset management to maximize value.
Ted Rollins - March Investor PresentationTed Rollins
This presentation provides an overview of Campus Crest Communities for potential investors. Key highlights include compelling student housing market dynamics driven by increasing college enrollments; a portfolio of modern student housing properties located near universities; a proven track record of growth and increasing occupancy and revenue; an experienced management team; and a pipeline of development opportunities. Campus Crest has a prudent capital structure and financing to support continued growth.
Campus Crest Communities Announces New Development Projects for 2012/2013 Academic Year
CHARLOTTE, N.C., Nov 01, 2011 (BUSINESS WIRE) --
<< Back
Campus Crest Communities, Inc. (NYSE:CCG), a leading developer, builder, owner and manager of high-quality, purpose-built student housing under The Grove(R) brand, today announced the complete list of development projects for delivery in the 2012/2013 academic year. Including the two wholly-owned projects the Company previously announced, Campus Crest is scheduled to deliver a total of six new projects - three wholly-owned and three joint venture - for the 2012/2013 academic year.
Townhall March 9 2009 Final Without Backup.Pptxfiunews
This document summarizes the agenda and presentation from a Florida International University budget town hall discussion on March 9, 2009. The presentation addressed FIU's strategic direction focusing on health, international studies, and the environment. It discussed a projected three year budget plan to address state funding cuts totaling $61 million through differential tuition increases, managed enrollment growth, and reductions across academic units. A timeline was provided for developing multi-year budget plans with input from faculty and developing recommendations to address an estimated $11.4 million budget gap in fiscal year 2009-2010.
This document contains a summary of People Capital's education finance solution and business plan. People Capital aims to address the $113 billion education funding gap by developing a web-based platform that connects student loan borrowers with individual and institutional lenders. The company leverages its proprietary Human Capital Score, which uses data like school, major, GPA and test scores to predict a student's future income and credit risk, improving upon traditional credit scores. People Capital plans to provide a full suite of services including loan origination, servicing and secondary market capabilities. The company has completed development of its credit scoring technology and platform beta, and is now focused on growth through customer acquisition and further product enhancements.
This presentation provides an overview of Campus Crest Communities, Inc. Key points include:
1) Campus Crest owns a portfolio of 27 student housing properties near universities across the country, totaling over 5,000 units, with a focus on growing medium-sized college markets.
2) The company benefits from strong demographic trends of increasing college enrollments and limited new on-campus housing construction.
3) Campus Crest's properties offer modern amenities and are well-located near campuses, positioning the company for continued growth through portfolio expansion and high occupancy rates.
This presentation discusses an investment in student housing properties. It highlights compelling market dynamics such as growing college enrollments, constrained university housing budgets, and aging on-campus housing stock. It also summarizes the company's modern and well-located portfolio, its track record of growth, and experienced management team. Key details include over 5,000 beds across 27 properties with a young average age and high occupancy.
This document provides an overview of American Campus Communities' (ACC) investor presentation. It highlights ACC's portfolio growth, operational accomplishments, development pipeline, and prudent capital structure. ACC has grown its portfolio to over 33 properties across 27 states. Key accomplishments include improving occupancy and rental rates. The development pipeline includes over $150 million of new projects through 2012/2013. ACC maintains a conservative capital structure with well-managed debt maturities.
This presentation discusses an investment in student housing properties. It highlights compelling market dynamics like increasing college enrollments that will drive demand. The portfolio consists of modern, well-located properties near universities in growth markets. Management has a proven track record and focuses on intensive asset management to maximize value.
Ted Rollins - March Investor PresentationTed Rollins
This presentation provides an overview of Campus Crest Communities for potential investors. Key highlights include compelling student housing market dynamics driven by increasing college enrollments; a portfolio of modern student housing properties located near universities; a proven track record of growth and increasing occupancy and revenue; an experienced management team; and a pipeline of development opportunities. Campus Crest has a prudent capital structure and financing to support continued growth.
Campus Crest Communities Announces New Development Projects for 2012/2013 Academic Year
CHARLOTTE, N.C., Nov 01, 2011 (BUSINESS WIRE) --
<< Back
Campus Crest Communities, Inc. (NYSE:CCG), a leading developer, builder, owner and manager of high-quality, purpose-built student housing under The Grove(R) brand, today announced the complete list of development projects for delivery in the 2012/2013 academic year. Including the two wholly-owned projects the Company previously announced, Campus Crest is scheduled to deliver a total of six new projects - three wholly-owned and three joint venture - for the 2012/2013 academic year.
Townhall March 9 2009 Final Without Backup.Pptxfiunews
This document summarizes the agenda and presentation from a Florida International University budget town hall discussion on March 9, 2009. The presentation addressed FIU's strategic direction focusing on health, international studies, and the environment. It discussed a projected three year budget plan to address state funding cuts totaling $61 million through differential tuition increases, managed enrollment growth, and reductions across academic units. A timeline was provided for developing multi-year budget plans with input from faculty and developing recommendations to address an estimated $11.4 million budget gap in fiscal year 2009-2010.
This document contains a summary of People Capital's education finance solution and business plan. People Capital aims to address the $113 billion education funding gap by developing a web-based platform that connects student loan borrowers with individual and institutional lenders. The company leverages its proprietary Human Capital Score, which uses data like school, major, GPA and test scores to predict a student's future income and credit risk, improving upon traditional credit scores. People Capital plans to provide a full suite of services including loan origination, servicing and secondary market capabilities. The company has completed development of its credit scoring technology and platform beta, and is now focused on growth through customer acquisition and further product enhancements.
reTHINK PSU keynote presentation at Portland State University on Jan. 16, 2013 from Dr. George Mehaffy, Vice President for Academic Leadership and Change, American Association of State Colleges and Universities.
People Capital connects lenders directly to student borrowers through an online lending platform, using a proprietary credit scoring model called the Human Capital Score to more accurately assess student borrowers' credit risk. The platform allows lenders to customize their investment strategies to target specific types of student loans based on risk and return preferences. People Capital aims to fill the over $113 billion gap in private student loan funding by improving credit risk analysis and streamlining the origination and servicing of student loans.
University of Redlands: Marketing Case StudyGailGuge
The University of Redlands was facing declining enrollments across its academic programs due to regional economic factors and increased competition. Marketing was brought in to develop an integrated marketing strategy to reverse these trends and grow enrollments. The strategy included brand research and development of a unified brand message, an integrated marketing campaign across various media channels, and new interactive strategies. Results showed stabilized and increasing enrollments across programs, with the number of leads, inquiries, and applications all up significantly. The strategy appeared to be successfully reversing enrollment declines and regaining lost market share.
This document discusses whether the return on investment of a college education is the same for everyone. It notes that while on average college graduates earn 64% more than those with just a high school diploma, the financial benefits vary significantly based on the field of study. STEM degrees tend to be most lucrative, earning about $1.5 million more over a lifetime compared to $700,000 for humanities degrees. Other factors like the selectivity of the university also impact earnings potential. The document concludes that not all degrees provide equal returns and governments could use student loan policies to incentivize fields that have high social value but low financial returns.
This talk is about the need for dual-mode universities (or DMUs), which offer both on-campus and online learning (OL) opportunities, to leverage its main strength in online course delivery, i.e. faculty, rather than trying to reproduce the single-mode university (SMUs) strength which is industrial-based, upfront course design, judged to be too labour-intensive and too costly for most DMUs. Furthermore, it is posited that the DMU’s true niche is graduate studies in OL, an area where SMU simply cannot compete given human resource shortages.
This document summarizes Archipelago Learning's presentation at the BMO Capital Markets 11th Annual Back to School Education Conference on September 15, 2011 in New York City. The presentation discusses Archipelago Learning's strong financial results and growth opportunities in the growing digital K-12 education market. It also outlines the company's strategies to increase market share and product offerings while continuing to deliver solid revenue, earnings, and cash flow.
The document discusses trends in global student mobility from an undergraduate perspective. It notes that Chinese and Saudi Arabian students are growing markets that are more likely to be fully funded at undergraduate levels. The US market has been driven by undergraduates in business disciplines and students following intensive English programs. Younger students are more influenced by social media and require more support services. There is no single solution for sustainable enrollment growth but implementing holistic strategies around technology, partnerships, and research can help make recruitment more responsive.
Cross-border higher education involves education provided by one country in another country or when students enroll in higher education abroad. There are increasing opportunities for cross-border education through models like franchising programs, distance education, joint degrees, international branch campuses, and foreign-backed universities. Both providing and host countries see benefits like increased capacity, economic stimulation, and international reputation. Ensuring quality assurance, balancing competition and collaboration, and achieving sustainable partnerships are ongoing challenges in cross-border higher education.
Icicte 2009 Keynote A Life Beyond The Golden Arches DraftSimon Shurville
Societal expectations of higher education (HE) have changed significantly in the
past quarter century without equivalent increases in funding. These changes leave
a shortfall between the outcomes HE is expected to provide, the experiences it
aspires to offer and those it can deliver. This shortfall has contributed to HEs
McDonaldization (Ritzer, 1996). Although flexible delivery (FD) and technologyenhanced
learning (TEL) are common strategies to narrow this shortfall, I argue
that they can actually increase its breadth. I apply Simon’s model of levers of
organizational design to show how HE can effect cultural changes to help to
transform this shortfall into an entrepreneurial gap, thus offering HE a possible future beyond the golden arches.
This document discusses building career pathways for adult education students. It outlines the need for more opportunities for adults to gain credentials to improve their skills and access postsecondary education. It discusses key elements of successful career pathways programs, including clear program structures, integrated basic skills and career technical education, and enhanced student supports. It also provides examples of promising early outcomes from career pathways bridge programs in several states.
The presentation made by Renee V Danho, Dean College, School of Professional and Continuing Studies to the Franklin (MA) School Committee meeting 8/25/09.
The document discusses internationalization in higher education. It notes that the environment is increasingly competitive but there is no single approach to success. Universities must demonstrate a commitment to internationalization through academic practices, student support, and cultural inclusivity. Leadership is also crucial to take a strategic approach to internationalization initiatives. The document also examines trends in global student mobility, different models of internationalization, and implications for education in the 21st century workplace.
This document proposes a charter middle and high school that prepares students for the global creative economy. It argues that traditional college preparation is no longer sufficient given rising college costs and declining earnings for graduates. The school would develop students' global readiness, meet core academic requirements through blended learning, and nurture creative capacities. Students would learn multiple languages, spend time abroad, take online courses, and develop expertise in a self-chosen area to build a strong portfolio for college and career success.
New & Next Webinar Series | Top Facilities and Operations Challenges Facing C...Morgan Noonan
Cushman & Wakefield’s Education Practice Group is a full-service, integrated advisory team focused on real estate solutions for the education sector. Join the Group’s Global Leader, Craig Cassell, as he shares thoughts and ideas on recent trends in the industry regarding enhancing the student experience, driving operational savings, and funding new buildings and renovating existing ones.
The document discusses improving access to higher education in India through a proposed bursary program. Key points:
- Enrollment ratios in higher education are much lower in rural vs urban areas of India.
- Existing scholarships and loans are insufficient, especially for low-income female students.
- The proposed bursary program would provide 50% tuition funding to attend reputable Asian universities, targeting low-income high school students, especially females, from rural Indian states with low enrollment ratios.
1. Enrollment ratios in higher education are much lower in rural areas (51.1%) compared to urban areas (66%) in India according to government data.
2. The proposed bursary program will provide 50% tuition funding for low-income and female students in India to study at reputable Asian universities, with the remaining balance as an interest-free loan.
3. The program aims to identify passionate and talented students who may lack top academic results through a video submission process, in order to increase access to education and opportunities for underprivileged groups.
Dr. Marguerite Roza weighted student funding presentationMolly Osborne
The document discusses key considerations for designing a state education funding formula. It outlines that a formula should ensure equity for students, be flexible over time, use stable revenue sources, be simple and transparent, and emphasize continuous improvement. It also examines options for distributing funds, whether and how to incorporate local funding, providing flexibility while promoting improvement, and strategies for transitioning between formulas.
RECOUP research - objectives, methods and preliminary findings (rate of retur...RECOUP
This is a slide presentation by Prof. Christopher Colclough delivered at the FoE staff meeeting on 30 June 09, Cambridge. The presentation covers some broad aspects of RECOUP research and provides highlights of its oreliminary findings focusing on the rates of return to education debate
For-profit colleges are transforming higher education by operating as private businesses focused on profits. While they argue this makes them more innovative and responsive, critics argue this focus comes at the expense of students. Data shows for-profit colleges spend less per student but charge almost twice as much as public schools. Their students are also less likely to graduate, with only 1 in 5 bachelor's students at for-profits graduating within 6 years compared to over half at public universities. The Obama administration has faced lawsuits and calls to increase regulation of for-profits over concerns about student debt loads and preparation.
Preparing for a Global Creative Economyswots-school
This document proposes a charter middle/high school that prepares students for the global creative economy through blended learning. It recommends using online platforms like FLVS for core subjects to free up time for global experiences and creative projects. Students would learn multiple languages, spend time abroad, take online courses from top universities, and develop mastery in a self-chosen area. Blended learning could accelerate learning and generate savings to fund global travel and creativity. The school aims to meet core requirements while developing students' global competence and creative capacities.
Campus Crest is committed to improving the sustainability and efficiency of its buildings. It has installed solar panels at several properties to generate renewable energy, redesigned its building prototype to be more energy efficient, and pursued various green building certifications such as LEED for projects including its corporate office and a high-rise development in Philadelphia. The company's initiatives aim to reduce environmental impacts and operating costs while providing healthier spaces for tenants and employees.
Rad Your Pad with Campus Crest and Ted RollinsTed Rollins
Residents are encouraged to submit up to two photos of their decorated living spaces by a certain deadline for a chance to win prizes in categories such as Best Overall Room, Best Common Space, and Best School Spirit. Winners will be determined by the number of likes their photo receives on Facebook, so participants are encouraged to have friends vote. Decorations must follow lease rules regarding no painting and limited nails or command strips.
reTHINK PSU keynote presentation at Portland State University on Jan. 16, 2013 from Dr. George Mehaffy, Vice President for Academic Leadership and Change, American Association of State Colleges and Universities.
People Capital connects lenders directly to student borrowers through an online lending platform, using a proprietary credit scoring model called the Human Capital Score to more accurately assess student borrowers' credit risk. The platform allows lenders to customize their investment strategies to target specific types of student loans based on risk and return preferences. People Capital aims to fill the over $113 billion gap in private student loan funding by improving credit risk analysis and streamlining the origination and servicing of student loans.
University of Redlands: Marketing Case StudyGailGuge
The University of Redlands was facing declining enrollments across its academic programs due to regional economic factors and increased competition. Marketing was brought in to develop an integrated marketing strategy to reverse these trends and grow enrollments. The strategy included brand research and development of a unified brand message, an integrated marketing campaign across various media channels, and new interactive strategies. Results showed stabilized and increasing enrollments across programs, with the number of leads, inquiries, and applications all up significantly. The strategy appeared to be successfully reversing enrollment declines and regaining lost market share.
This document discusses whether the return on investment of a college education is the same for everyone. It notes that while on average college graduates earn 64% more than those with just a high school diploma, the financial benefits vary significantly based on the field of study. STEM degrees tend to be most lucrative, earning about $1.5 million more over a lifetime compared to $700,000 for humanities degrees. Other factors like the selectivity of the university also impact earnings potential. The document concludes that not all degrees provide equal returns and governments could use student loan policies to incentivize fields that have high social value but low financial returns.
This talk is about the need for dual-mode universities (or DMUs), which offer both on-campus and online learning (OL) opportunities, to leverage its main strength in online course delivery, i.e. faculty, rather than trying to reproduce the single-mode university (SMUs) strength which is industrial-based, upfront course design, judged to be too labour-intensive and too costly for most DMUs. Furthermore, it is posited that the DMU’s true niche is graduate studies in OL, an area where SMU simply cannot compete given human resource shortages.
This document summarizes Archipelago Learning's presentation at the BMO Capital Markets 11th Annual Back to School Education Conference on September 15, 2011 in New York City. The presentation discusses Archipelago Learning's strong financial results and growth opportunities in the growing digital K-12 education market. It also outlines the company's strategies to increase market share and product offerings while continuing to deliver solid revenue, earnings, and cash flow.
The document discusses trends in global student mobility from an undergraduate perspective. It notes that Chinese and Saudi Arabian students are growing markets that are more likely to be fully funded at undergraduate levels. The US market has been driven by undergraduates in business disciplines and students following intensive English programs. Younger students are more influenced by social media and require more support services. There is no single solution for sustainable enrollment growth but implementing holistic strategies around technology, partnerships, and research can help make recruitment more responsive.
Cross-border higher education involves education provided by one country in another country or when students enroll in higher education abroad. There are increasing opportunities for cross-border education through models like franchising programs, distance education, joint degrees, international branch campuses, and foreign-backed universities. Both providing and host countries see benefits like increased capacity, economic stimulation, and international reputation. Ensuring quality assurance, balancing competition and collaboration, and achieving sustainable partnerships are ongoing challenges in cross-border higher education.
Icicte 2009 Keynote A Life Beyond The Golden Arches DraftSimon Shurville
Societal expectations of higher education (HE) have changed significantly in the
past quarter century without equivalent increases in funding. These changes leave
a shortfall between the outcomes HE is expected to provide, the experiences it
aspires to offer and those it can deliver. This shortfall has contributed to HEs
McDonaldization (Ritzer, 1996). Although flexible delivery (FD) and technologyenhanced
learning (TEL) are common strategies to narrow this shortfall, I argue
that they can actually increase its breadth. I apply Simon’s model of levers of
organizational design to show how HE can effect cultural changes to help to
transform this shortfall into an entrepreneurial gap, thus offering HE a possible future beyond the golden arches.
This document discusses building career pathways for adult education students. It outlines the need for more opportunities for adults to gain credentials to improve their skills and access postsecondary education. It discusses key elements of successful career pathways programs, including clear program structures, integrated basic skills and career technical education, and enhanced student supports. It also provides examples of promising early outcomes from career pathways bridge programs in several states.
The presentation made by Renee V Danho, Dean College, School of Professional and Continuing Studies to the Franklin (MA) School Committee meeting 8/25/09.
The document discusses internationalization in higher education. It notes that the environment is increasingly competitive but there is no single approach to success. Universities must demonstrate a commitment to internationalization through academic practices, student support, and cultural inclusivity. Leadership is also crucial to take a strategic approach to internationalization initiatives. The document also examines trends in global student mobility, different models of internationalization, and implications for education in the 21st century workplace.
This document proposes a charter middle and high school that prepares students for the global creative economy. It argues that traditional college preparation is no longer sufficient given rising college costs and declining earnings for graduates. The school would develop students' global readiness, meet core academic requirements through blended learning, and nurture creative capacities. Students would learn multiple languages, spend time abroad, take online courses, and develop expertise in a self-chosen area to build a strong portfolio for college and career success.
New & Next Webinar Series | Top Facilities and Operations Challenges Facing C...Morgan Noonan
Cushman & Wakefield’s Education Practice Group is a full-service, integrated advisory team focused on real estate solutions for the education sector. Join the Group’s Global Leader, Craig Cassell, as he shares thoughts and ideas on recent trends in the industry regarding enhancing the student experience, driving operational savings, and funding new buildings and renovating existing ones.
The document discusses improving access to higher education in India through a proposed bursary program. Key points:
- Enrollment ratios in higher education are much lower in rural vs urban areas of India.
- Existing scholarships and loans are insufficient, especially for low-income female students.
- The proposed bursary program would provide 50% tuition funding to attend reputable Asian universities, targeting low-income high school students, especially females, from rural Indian states with low enrollment ratios.
1. Enrollment ratios in higher education are much lower in rural areas (51.1%) compared to urban areas (66%) in India according to government data.
2. The proposed bursary program will provide 50% tuition funding for low-income and female students in India to study at reputable Asian universities, with the remaining balance as an interest-free loan.
3. The program aims to identify passionate and talented students who may lack top academic results through a video submission process, in order to increase access to education and opportunities for underprivileged groups.
Dr. Marguerite Roza weighted student funding presentationMolly Osborne
The document discusses key considerations for designing a state education funding formula. It outlines that a formula should ensure equity for students, be flexible over time, use stable revenue sources, be simple and transparent, and emphasize continuous improvement. It also examines options for distributing funds, whether and how to incorporate local funding, providing flexibility while promoting improvement, and strategies for transitioning between formulas.
RECOUP research - objectives, methods and preliminary findings (rate of retur...RECOUP
This is a slide presentation by Prof. Christopher Colclough delivered at the FoE staff meeeting on 30 June 09, Cambridge. The presentation covers some broad aspects of RECOUP research and provides highlights of its oreliminary findings focusing on the rates of return to education debate
For-profit colleges are transforming higher education by operating as private businesses focused on profits. While they argue this makes them more innovative and responsive, critics argue this focus comes at the expense of students. Data shows for-profit colleges spend less per student but charge almost twice as much as public schools. Their students are also less likely to graduate, with only 1 in 5 bachelor's students at for-profits graduating within 6 years compared to over half at public universities. The Obama administration has faced lawsuits and calls to increase regulation of for-profits over concerns about student debt loads and preparation.
Preparing for a Global Creative Economyswots-school
This document proposes a charter middle/high school that prepares students for the global creative economy through blended learning. It recommends using online platforms like FLVS for core subjects to free up time for global experiences and creative projects. Students would learn multiple languages, spend time abroad, take online courses from top universities, and develop mastery in a self-chosen area. Blended learning could accelerate learning and generate savings to fund global travel and creativity. The school aims to meet core requirements while developing students' global competence and creative capacities.
Similar to Ted Rollins - Investor Presentation (20)
Campus Crest is committed to improving the sustainability and efficiency of its buildings. It has installed solar panels at several properties to generate renewable energy, redesigned its building prototype to be more energy efficient, and pursued various green building certifications such as LEED for projects including its corporate office and a high-rise development in Philadelphia. The company's initiatives aim to reduce environmental impacts and operating costs while providing healthier spaces for tenants and employees.
Rad Your Pad with Campus Crest and Ted RollinsTed Rollins
Residents are encouraged to submit up to two photos of their decorated living spaces by a certain deadline for a chance to win prizes in categories such as Best Overall Room, Best Common Space, and Best School Spirit. Winners will be determined by the number of likes their photo receives on Facebook, so participants are encouraged to have friends vote. Decorations must follow lease rules regarding no painting and limited nails or command strips.
Campus Crest and Solar City Team Up by Ted RollinsTed Rollins
Ted Rollins and Campus Crest Communities, today announced a partnership with SolarCity, a national leader in clean energy products and services, to install more than 9,000 solar panels on its student housing communities located in Greeley, Colorado; Flagstaff, Arizona; and Las Cruces, New Mexico. When complete, the initiative will:
Provide more than 2.3 million kilowatt-hours of renewable power annually
Offset electricity consumption by approximately 50 percent
Eliminate over 80 million pounds of annual carbon dioxide emissions, the equivalent of taking approximately 7,000 cars off the road for a year.
Ted rollins ceo of campus crest globe st.com 05-09-12Ted Rollins
Student housing continues to be a strong investment sector according to experts speaking at the upcoming RealShare Student Housing conference. Demand remains high due to steady growth in college enrollment. While the sector grew even during the recession, concerns remain about potential oversupply in the future as more developers enter the market. Access to capital also remains tighter than other commercial real estate sectors, with more experienced operators having an advantage, though the student housing sector is maturing and gaining recognition from investors. Overall, the fundamentals of student housing are expected to fuel continued growth in investment and development over the next few years.
Campus crest ted rollins arbor day press releaseTed Rollins
1) The Grove organization is kicking off an Urban Reforestation Program on Arbor Day to plant trees and start cultivating urban forests across the country.
2) An urban forest provides environmental benefits like clean air and water, cooling cities and saving energy, and improving social connections.
3) The Grove will add one plant for every resident to urban forests nationwide over the next year, with the first plantings on April 24th. Participants are invited to help welcome and settle in the new additions.
Ted rollins ceo of campus crest the missourian 05 08-12Ted Rollins
The document summarizes the expansion of resort-style student apartment complexes in Columbia, Missouri to accommodate rising enrollment at the University of Missouri. It describes how various complexes aim to provide amenities and a sense of community for students beyond traditional dorms or off-campus housing. As enrollment increases, more luxury complexes with pools, gyms, and other amenities are being built to attract students and house them both on and off campus. This trend reflects national growth in the student housing industry targeting the college experience beyond basic housing needs.
Campus Crest Communities has partnered with the Horatio Alger Association for the sixth consecutive year to provide housing scholarships to students who have overcome adversity. As part of the partnership, Campus Crest will award up to three four-year housing scholarships at each of its 27 properties to students receiving a Horatio Alger scholarship. Currently, 21 scholarship recipients live in Campus Crest properties, representing $126,000 in awards, and 27 recipients will be housed in the upcoming academic year. Over the past three years, Campus Crest has provided housing for 57 Horatio Alger scholars through the partnership.
Ted Rollins - Save a Life, Starve a VampireTed Rollins
The document provides a date of Tuesday, October 20th. This single sentence document conveys that the date referenced is a Tuesday in October, specifically the 20th day of that month in an unspecified year. The brevity of the document leaves little context to summarize beyond stating the date itself.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
South Dakota State University degree offer diploma Transcriptynfqplhm
办理美国SDSU毕业证书制作南达科他州立大学假文凭定制Q微168899991做SDSU留信网教留服认证海牙认证改SDSU成绩单GPA做SDSU假学位证假文凭高仿毕业证GRE代考如何申请南达科他州立大学South Dakota State University degree offer diploma Transcript
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
2. Forward Looking Statements
This presentation contains certain forward-looking statements that are subject to risks and uncertainties.
These forward-looking statements are based on certain assumptions, discuss future expectations,
describe future plans and strategies, contain financial and operating projections or state other forward-
looking information. The Company’s ability to predict results or the actual effect of future events, actions,
plans or strategies is inherently uncertain. Although the Company believes that the expectations reflected
in such forward-looking statements are based on reasonable assumptions, the Company’s actual results
and performance could differ materially from those set forth in, or implied by, the forward-looking
statements. You are cautioned not to place undue reliance on any of these forward-looking statements,
which reflect the Company’s views on this date. Furthermore, except as required by law, the Company is
under no duty to, and does not intend to, update any of our forward-looking statements after this date,
whether as a result of new information, future events or otherwise.
This presentation does not constitute, and may not be used in connection with, an offer or solicitation by
anyone in any jurisdiction in which such offer or solicitation is not permitted by law or in which the person
making the offer or solicitation is not qualified to do so or to any person to whom it is unlawful to make
such offer or solicitation.
1
3. Investment Highlights
®
The Grove at Greeley, CO
Compelling Market Dynamics
Modern, Well-Located Portfolio in
Solid Growth Markets
Proven Track Record with
Significant Growth Potential ®
The Grove at Nacogdoches, TX
Experienced Team with
Value-Maximizing Platform
Conservative Capital Structure
2
4. Compelling Market Dynamics
§ Echo Boom drives enrollment growth
§ Increasing percentage of high-school College Enrollments (1957-2012)
(1957-
graduates attending college
Demand § Increasing foreign enrollments (millions) Echo Boom
Enrolling in College
Drivers § Increasing percentage of full-time vs.
part-time students
§ Students taking longer to graduate Baby Boom
Enrolling in College
§ Budgets constrain on-campus
housing investment
§ 38 states cut their educational
Supply budgets during the recession
Factors § Existing on-campus housing stock
becoming increasingly obsolete
§ Lack of construction financing is
restricting new entrants Source: Dept. of Education, National Center for Educational Statistics
Enrollment expected to increase by ~1.5 million students over the next 8 years
3
5. Attractive Portfolio and Growth Platform
Ø Newest portfolio of student housing assets
Ø Amenity rich – bed/bath parity, resort-style activities
Ø Close proximity to campus
Ø Barriers to entry
Ø Lower cap-ex requirements
Portfolio Highlights Ø Proactive focus on medium-sized, high-growth markets
Properties (1) 27 Ø Markets have strong enrollment growth – 9.5%
average growth (3)
Total Units / Beds (1) 5,048 / 13,580
Ø Less institutional competition & comparable product
Weighted Average Age (2) 2.5 years
Ø Stronger tuition value proposition
Average Distance to Campus 0.6 miles
(3) Source: Reported enrollment statistics from university websites;
Represents enrollment growth from the academic year 2006/2007 to
the academic year 2010/2011
Occupancy (2) 89%
4 (1) Includes 6 joint venture properties in which Campus Crest owns a 49.9% member interest
(2) As of 6/6/2011
6. Why Our Markets
Stronger Enrollment
§ Our markets benefit from higher enrollment growth than primary markets
Growth
§ On-campus atmosphere with advantages of off-campus economics
Unique Relationships
§ Benefits from symbiotic relationships with universities
with Universities
§ Greater impact from marketing dollars
§ Well-established university markets with protective community councils
Higher Barriers to Entry § Superior land acquisition and entitlement capabilities
§ Lack of available financing for local operators
Construction Cost § We are able to build a superior product at a lower cost because of our captive
Advantage general contractor and wholesale purchaser
5
7. The Evolution of Student Housing – The Dormitory Era
Traditional on-campus, “dormitory-style” housing alternatives have generally
consisted of shared rooms, communal bathroom facilities and extremely limited
(if any) amenities and parking
6
8. The Evolution of Student Housing – Our Student Housing
Purpose-built student housing is specifically designed to appeal to modern-
day college students with broad on-site amenities, enhanced privacy and a
focus on the overall lifestyle experience
7
9. The Evolution of Student Housing – State of the Art Prototype
®
The Grove at Ellensburg, WA
®
The Grove at Moscow, ID
® ® ®
The Grove at Mobile, AL The Grove at The Grove at
Nacogdoches, TX Nacogdoches, TX
®
The Grove at Ellensburg, WA
8
10. Our Properties are Attractive and Amenity-Rich
Apartment Features:
Ø Private bedrooms with keyed locks
Ø En suite bathrooms
Ø Full furnishings and full kitchens
Ø Modern appliances and washers/dryers
Ø State-of-the-art technology
Ø Ample parking
Ø Gated entrances
On-site Amenities:
Ø Resort-style swimming pools
Ø Basketball and volleyball courts
Ø Game rooms and coffee bars
Ø Fitness centers
Ø Community clubhouses
All of our apartment communities offer bed-bath parity, attractively furnished units
and a variety of on-site amenities designed to appeal to the college lifestyle
9
11. Our Properties are Universally Branded The Grove®
At The Grove®, we offer a “fully-loaded college living” experience through our consistent
branding and operating philosophy
10
12. Intensive Asset Management Philosophy
Ø Regular property inspections and audits performed by asset
management team using 800 point check list
Ø Field-focused executive management team
Ø Vertical integration and overlap of construction management and
facilities management leads to superior asset performance
Ø Proprietary Residence Life Programming through SCORES:
Ø S – social
Ø C – cultural
Ø O – outreach
Ø R – recreational
Ø E – educational
Ø S – spiritual
Ø “The Grove Nation” culture drives excitement, customer focus
and unmatched residence life experiences
Intensive asset management philosophy employed throughout our organization
11
13. Identified Pipeline of Future Development Opportunities
Ø Development site selection criteria
Ø High enrollment growth colleges / universities
Ø Limited competing product
Ø Proximity to campus
Ø Vertically integrated, highly scalable operating platform
Ø Property & asset management
Ø Development & construction
Ø Wholesale supply
Ø Prototypical roll-out
Ø Reduces costs and shortens development period
Ø Proven track record – developed ~$500 million of
student housing properties
Identified 200+ potential markets & conducting due diligence on 80 sites as
potential development opportunities
12
14. 2011 Development Projects (2011/2012 Academic Year Occupancy)
($ in thousands)
Project Enrollment Distance to Campus Units / Beds Estimated Cost
Wholly-Owned Developments
Ft. Wayne, IN Ø 13,675 Ø 1.1 miles Ø 204 / 540 Ø $19,926
Indiana University / Purdue University
Clarksville, TN Ø 10,188 Ø 1.3 miles Ø 208 / 560 Ø $21,203
Austin Peay State University
Ames, IA Ø 27,945 Ø 0.3 miles Ø 216 / 584 Ø $21,411
Iowa State University
Columbia, MO Ø 32,415 Ø 0.9 miles Ø 216 / 632 Ø $24,931
University of Missouri
Joint Venture Developments
Denton, TX Ø 36,123 Ø 0.8 miles Ø 216 / 584 Ø $24,953
University of North Texas
Valdosta, GA Ø 12,391 Ø 1.9 miles Ø 216 / 584 Ø $21,150
Valdosta State University
We utilize a proprietary underwriting model with over 60 inputs to evaluate the relative
attractiveness of each market, which we then use to prioritize development opportunities
13
15. Proven and Scalable Business Model
Total Number of Beds (All Properties)
(1)
Number of Properties (All Properties)
(1)
Existing Properties New Openings
Campus Crest has grown to over 13,500 beds over the last five years by leveraging its
platform and brand to deliver a uniform student housing product across multiple markets
14 (1) 2011E includes 4 wholly-owned developments and 2 joint venture developments
16. Increasing Occupancy and RevPOB
Historical Weighted Average Occupancy (1) Historical Weighted Average RevPOB (2)
Openings 6 9 5 3 n/a Openings 6 9 5 3 n/a
Total 10 19 24 27 27 Total 10 19 24 27 27
$550
100% $482
88% 87% 89% $500 $448 $472 $473 $476
90% 83% 86%
$450
80%
$400
70%
$350
60% $300
50% $250
40% $200
30% $150
20% $100
10% $50
0% $0
CY2007 CY2008 CY2009 CY 2010 Q1 2011 CY2007 CY2008 CY2009 CY2010 Q1 2011
Campus Crest has delivered occupancy and RevPOB growth while significantly
expanding its portfolio
(1) Weighted average occupancy applies to properties that are open for the full calendar year
(2) Weighted average RevPOB applies to properties that are open for the full calendar year (or portion being reported); RevPOB is
15 defined as average total revenue per occupied bed (includes student housing leasing and student housing services revenue)
17. Academic Year 2011/2012 Leasing Update
Portfolio Leasing Status for 2011/2012 Academic Year and Current Year Occupancy
2011-2012 Leases 2010-2011 Leases Fall 2010 Current
(1) (1) (2) (3)
Property Units Beds Signed % Signed % Occupancy Occupancy
Wholly-Owned 3,920 10,528 7,447 70.7% 6,139 58.3% 88.5% 88.6%
Joint Venture Properties 1,128 3,052 2,185 71.6% 2,100 68.8% 89.1% 90.8%
Sub Total - All Operating Properties 5,048 13,580 9,632 70.9% 8,239 60.7% 88.6% 89.1%
New Developments (2011 Deliveries) 1,276 3,484 1,855 53.2% n/a n/a n/a n/a
Total Portfolio 6,324 17,064 11,487 67.3% 8,239 60.7% 88.6% 89.1%
(1) As of June 6, 2010 and 2011
(2) As of September 30, 2010
16 (3) As of June 6, 2011
18. Prudent Capital Structure With Fully-Financed Growth
Capital Structure (Including Pro Rata Share of Joint
In-
In-Place Financing for Developments
Venture Debt)
($ in millions) ($ in millions)
$600 Amount
$529.1
Revolving Credit Facility $38(1)
$500
Construction Facilities $70
$400
HSRE Equity Commitment $50
$300
JV Construction Financing $31
$200
Potential Leverage on Unencumbered Assets(2) $80
$100 30.4% Total Potential Liquidity $269
-
At 3/31/2011
Debt Pro Rata Share of JV Debt Equity
Capitalized for growth with no maturities until 2014 (3)
(1) Revolving credit line for up to $125 million; As of 3/31/2011 the Company had drawn $57.0 million
(2) CCG estimate for Ellensburg, Mobile-Phase I & II, Nacogdoches and Greeley
17 (3) Assumes 1-year extension option on line of credit is exercised
19. Q1 2011 Performance
Same-store NOI § Increased 5.1%, from $6.3mm in Q1 2010 to $6.6mm in Q1 2011
Average Same-store § Increased 100bps to 88.6% in Q1 2011 compared to the same period a
Occupancy year ago
§ RevPOB of $482 compared to $482 the prior year, with increased rental
Total RevPOB
rates being offset by lower service revenue
§ Operating portfolio was 61.5% leased versus 50.6% leased at April 29,
2011/2012 Pre-leasing 2010
(wholly-owned and JV)
§ Development properties were 43.1% leased at April 29, 2011
§ FFO per diluted share of $0.17
FFO § Adjusted FFO (elimination of change in fair value of interest rate
derivatives) per diluted share of $0.16
Reiterated FFO per fully diluted share guidance of $0.72 to $0.78
18
20. Experienced And Proven Leadership
Ted W. Rollins
Co-Founder, Co-Chairman • 25 years of real estate experience developing and operating service-enriched housing properties
of the Board & Chief
Executive Officer • Founded Campus Crest in 2004
Michael S. Hartnett
Co-Founder, Co-Chairman • 25 years of real estate experience developing and operating service-enriched housing properties
of the Board &
Chief Investment Officer • Founded Campus Crest in 2004
Earl C. Howell
President & Chief • Over 33 years of experience in service driven businesses; Colonel in U.S. Army Special Forces
Operating Officer
• Joined Campus Crest as a consultant in 2009
Donnie L. Bobbitt
Executive Vice President & • Over 20 years in corporate accounting and senior financial positions at both private
Chief Financial Officer
and public companies and Deloitte & Touche LLP
Robert M. Dann • 25-year industry veteran with significant experience in strategic planning, portfolio and asset
Executive Vice President & management and operational execution
President of CCREM &
CCD • Joined Campus Crest in 2011
19
21. Investment Highlights
®
The Grove at San Angelo, TX
Experienced Team with
Value-Maximizing Platform
Compelling Market Dynamics
Modern, Well-Located Portfolio in
Solid Growth Markets ®
The Grove at Mobile—Phase II, AL
Proven Track Record with
Significant Growth Potential
Conservative Capital Structure
20