Card, mobile credential, payment and security
In this episode of CampusIDNews Chats we explore how to get buy-in for mobile credentials on your campus and lay the groundwork with your colleagues and administration.
Our guest Tim Nyblom, Director of End User Business Development for Higher Education for HID Global, starts with the concept of university branding.
But often the ID card relies on technology that was being used in the 1970s and 1980s. It is not reenforcing the university brand.
He highlights that universities are keenly focused on perception. They care about their technology. They care about innovation. They want to be modern. They care about their branding.They take care of the students in every aspect, whether that's different meal options for those with allergies, the green spaces on campus, the new buildings and upgrades – all to enhance that student experience.
But often the ID card relies on technology that was being used in the 1970s and 1980s. It is not reenforcing the university brand.
It's this type of messaging that Nyblom believes can move the needle with decision makers on campus.
Listen in to hear his suggestions to leverage architectural and sustainability committees, existing mobile-first initiatives, and other touchpoints to create buy-in.
To watch the video chat, click on the image at the top of this page.
TRANSCRIPT
Hey, welcome everybody to another installment of Campus ID News Chats. I am your host, Chris Form, publisher of Campus ID News.
We're going to talk today about mobile credentials, but from a totally different angle. We're not going to talk about technology. We're not going to talk about why to do it. We're going to talk about when to do it.
We're going to talk about how to get buy-in on your campus and lay the groundwork with your colleagues and administration.
There are some campuses that you've got it easy.
Upper administration says you've got to do this for one reason or another, or comes from the student side and administration says we have to do it. On a lot of campuses, you kind of may see the value of it from the card or the auxiliary service side, but you're having trouble getting at to move forward at the rest of the institution.
We've got Tim Nyblom, Director of End User Business Development for Higher Education for HID Global, with us today to help address this issue.
Tim and I talked at a conference about a month or so ago about how you can help move campus forward in this case.
Tim, thanks for joining us and helping kind of hit on this topic.
Yeah, Chris.
As always, appreciate the time and the platform.
So one of the things that I found interesting when we had that conversation a month or so ago was the idea of campus branding and the impact of technology on campus branding, and specifically our card technology, new and old, and how that impacts. Can you kind of talk through what you've been thinking along those lines?
Yeah. When you think about universities and you think about the perception of universities, right? They care about their technology. They care about innovation, right? They care about their branding. They want to be modern. They care about sustainability.
And this is, you know, a public message. They say this a lot, right?
They're taking care of the students in every aspect, whether that's all the different meal plans and allergy things that they look after, all the green spaces on campus, all the new buildings or retrofitting buildings, and just making everything really great to enhance that student experience, right?
But when you look at the reality of a brand, when you focus on the ID card itself, you're talking about technology that was being used in the 1970s and 1980s.
We're using a Magstripe. We're using a barcode to protect our buildings, to gain access, to pay for meals. Everything else has been upgraded, right?
Network security. I always used to make a joke like, you're not using Windows 95 now, right? You're not using floppy disks. You're not using Game Boys, right?
All that stuff is cool and, you know, it's going to be with us and we're going to reminisce on that. But when you look at the actual credential on a campus, there's so much more technology here now, especially with the mobile phones.
Like, if you are a campus that cares about your branding, you can't sit there and say, yeah, we care, but we're using a mag stripe. We're using a prox card that can be cloned, right?
And it's more of a message to university leadership.
Our card office folks, you know, public safety, people that deal with readers and credentials and access systems and cards, like, they get this, right?
It's trying to get that buy-in and show the other stakeholders on your campus the leadership on your campus, like, the reasons why.
Well, we've been talking, I remember from when I first started doing this forever ago, we talked about how the card or the credential is the thing that, to a student, that's always with them, that they're always looking at, that they see. So, it's kind of the most, it's the iconic campus brand. And yet, if your iconic campus brand is, as you mentioned, 20 years out of date or something, that says a lot and isn't really what anybody on the campus probably is looking for.
So, okay. So, great point. So, what do you do? So, you're in auxiliary services, you're in the card office, you're in the department and run the card office, whatever that might be, and you want to start to lay the groundwork for this. We all know that it's not something that happens overnight. But if you're not even having discussions on campus about it, where do you go? What do you start to do to, say, move that needle forward, you know, even if it takes a couple of years?
Yeah, it all starts with networking and conversations.
I would encourage folks to start reaching out to other departments, going to their meetings, right, hosting your own meetings, reaching out to people just to start the conversation on the why.
And there's been other resources that we've seen that have been successful at institutions lately. So, we've heard, or almost most universities now, colleges have some type of student government association, right, so, you know, those can be extremely powerful.
We've had some campus say that, you know, the students kind of hammered this message home to university leadership, and they wanted multiple credentials. They can act as that liaison.
There's other things like strategic planning and missions, mission boards or councils within a university.
If you look at a university's mission statement, right, this stuff exists.
They're talking about technology. We're being innovative, right. Again, how does mobile fit into that strategic planning boards? So that could be another angle.
You have your architectural and specifications areas, right, making sure as buildings are going up, you're putting in mobile-ready devices. You have those specs needed to take advantage of mobile when you're ready to go. So, if you're putting up a new building in two years, like, take a step back. Make sure the right hardware is in there, talk to those committees and those boards, and educate them on the devices needed.
And then finally, another one that's gaining more and more attraction is sustainability councils or committees.
We've heard universities say, this has actually put us over the edge of going mobile because we can lay out a business plan that says, hey, we're going to reduce printing plastic by a tremendous amount, and mobile helps us get there.
So when you think about all these different angles, start having those conversations and start the education process.
There's a couple things, and they're kind of almost to the point of being, you know, buzzwords or something, but more and more and more campuses I hear talking about sustainability and mobile first. And I would assume almost every campus has some sustainability commission or group or council going on, and almost every campus has some kind of a mobile first drive and plan there. So, getting involved in those or, you know, talking to those folks certainly would be a good piece of that, I would think, so good points.
How about we talked a little bit about this is a change management process. It's not, you know, it's not you click a button and you go from one to the other. So, in that process, I think that's a way, you know, you also have to change your way of thinking and change the rest of your administration's way of thinking about what the process is. What do you got to say about that?
Yeah, 100% true.
When you think about universities and colleges over the last 20 years, things have been moving in one direction, right? Typically, there's a card office, you print cards, you do these types of things. Again, very siloed.
And when you think about mobile, I encourage everybody to take a step back and look how this could actually transform the campus for the better.
And I view it to your point, Chris, like it is a change management project and change is hard.
And whether your campus is small, medium, large, right, you have hundreds of hardware solutions out there, software buildings, or whether you're a small campus, it can be a lot of work or it could be not as much work, but it becomes very rewarding.
And when you think about change management, you're focusing on the planning, the implementation process, managing that change within the organization. Again, going back to the stakeholders and departments, you're thinking forward of how this change is going to be accepted. You've got to embrace it effectively.
You've got to manage the transitions, the cultural shifts, the technologies, the processes, the personalities. All of this comes into play. And that's why I think it's more of a change management project. And I think any institution that has gone through this would probably agree with that line of thinking. And that doesn't mean it's too hard to do. It just means you need to think about it from the standpoint of this is an ongoing process. It's not something you start and you finish on day one or day 10 or something.
The stuff that you're discussing here, you've got to start to lay the groundwork and work toward that. I think about it because of working on some fundraising initiatives for organizations that I've been involved with where you're trying to build a building for a school or something like that.
And you're building it not necessarily for the kids that are in school today, but you're building it for the kids that will be coming to the school in a couple of years or the next generation of students and things. I think that's a really valid way to look at it too.
Yeah, when you think about the campus, I like to say you think about the generations I've had slides up and I've talked to people about this, but all the different generations.
So it's about Gen Z and beyond, right? Gen Z is driving that demand today, going to be decision makers tomorrow, right? They're digital natives. They're used to this type of stuff. They expect convenience. They expect speed, right? They have demand for sustainability and environmental responsibilities, right? They have a desire for personalization and control, like self-service. They really like that kind of stuff.
And then you have to think about Gen Alpha.
Why I think it's even more important is when you think about Gen Alpha, that's the generation after Gen Z, but they have grown up in a fully digital world, right? They don't know plastic. They're immersed in it. Super users of mobile, instant everything, expecting ease of use and convenience, right? And they are entering universities in the next five to eight years.
So when you talk about this, you know, mobile credentials, right? It's building for what is coming. And, you know, again, some universities might say we need to do that now. We need to do it one year, two years, three years, whatever the case may be. But these students, these generations are coming and this is all they know, right?
It's going to feel very weird potentially to them, right? You got to come down to this particular office, get a card. What is in this card? What do I do with this card?
And another thing that's I think important to call out here is when we think back on, again, campuses over the last 20 years, there was a certain way students received information. You used to walk into a card office and chat with people, get your card printed, get your photo taken, right? And that was the way. Well, we all know people don't do that anymore, right? They're getting information so many different angles. They don't have to go into offices anymore.
People are using apps, emails, social media, you know, push notifications, whatever the case may be. Students are used to this world now. They don't, you know, they're not used to walking into offices and having to do all this.
So, again, it's just another thing to think about when you're talking to your stakeholders and leadership on the why and how to get this done.
Yeah, I think that's right. The point that I would make to a campus administrator or leader would be it's not going to get any easier. You know, the next group of students is not going to expect this less than the current group does. It's just the opposite. The demand is going to get more and more and the impact on campus branding is going to get bigger and bigger with each subsequent year of incoming students that comes around. So you're putting off potentially the inevitable, I think, would be the idea there.
Yeah.
And one of the point to add there is, you know, when you think about a phone, just in general, in this access control industry, higher education, vertical, when you think about this piece of technology, it is one of the first items really that has mainstream appeal when you think about it.
So you can talk about, OK, yeah, we upgraded our access control system. We installed a thousand, you know, cameras. We're putting panic buttons like we're doing all this kind of stuff. We're upgrading our trash cans. We're doing our buildings right.
But to a student and what they interact with every day and how it enhances their life on campus, this is the first item with mainstream appeal. That is all they know. That is all they carry. That phone can power the campus through efficiencies, through experience, through better security. And, you know, it ties everything together.
So I like to say, yeah, it's really mainstream appeal. Everybody knows what a phone is.
All right. Perfect way to end, Tim.
I appreciate it. Thanks for being here. And to everybody out there, thanks for watching.
After years of experience and a variety of mobile ordering solutions, Penn State is transitioning to the Transact Mobile Ordering app. At the institution’s main location – the University Park campus – a number of dining locations have already launched the service.
All on-campus locations will be up and running by spring according to an article in the PSU Collegian.
Students will definitely feel more inclined to order food through their mobile devices because of the more streamlined integration in the Penn State Go app.
Prior mobile ordering offerings included a web-based solution that was also linked to from the Penn State Go mobile app. It was not a true mobile app and provided a less-than-ideal user experience. In spring 2023, the experience was upgraded with native mobile ordering functionality in the app.
Students responded positively to the initial upgrade to the native solution.
In a Penn State article, Isabel Graham, chair of campus operations for the University Park Undergraduate Association, said “students will definitely feel more inclined to order food through their mobile devices because of the more streamlined integration in the Penn State Go app.”
Transact Mobile Ordering is expected to further improve the ordering capability within the app, expediting orders, payments, and pick it up from various campus locations.
According to a Penn State announcement, five of the six campus dining areas will go live in December and January, with the final launching a bit later in March.
Other Commonwealth Campuses will transition in Fall 2025.
Like other institutions, University of Connecticut students pay mandatory fees to fund various non-academic programs and services. One of these fees, UConn’s General University Fee, helps support the One Card Office as well as Recreational Services, the performing arts center, Student Activities, the Student Union, and more.
The General University Fee for the 2024/2025 academic year is $785 for full-time students and $393 for part-timers.
According to the UConn student newspaper, The Daily Campus, this fee is expected to increase by $98 next year.
The report and detailed budget submitted by the One Card Office provides a rare view into the financial challenges facing card offices today.
The Student Activity and Service Fee Advisory Committee (SASFAC) asked departments that receive a portion of these fees to make requests for increases and defend the utilization of the dollars. Each department submitted a report with both a Q&A section and a detailed budget.
The response submitted by the One Card Office provides a rare view into the financial challenges facing card offices today.
While other departments asked for immediate increases in their allocation of the fee, the One Card Office suggested that an increase will be necessary in future years. The main reason cited is falling revenues from both replacement card fees and transaction fees from the closed loop debit card known as Husky Bucks.
Currently the office charges $30 for a replacement card and a Husky Bucks transaction fee of 7%.
UConn One Card Office annual revenue from replacement cards and Husky Bucks fees.
While the card replacement revenue has recovered and even overtaken pre-Covid levels, the office reports that rising card costs will cause this revenue stream to decline in the coming years. In the past few years, the revenue from replacement cards has hovered just below $70,000.
The Husky Bucks program however, has not rebounded. In 2019, the program generated nearly $80,000 for the One Card Office. This year that number will be just $30,000.
Operating account revenue, ID replacements and Husky Bucks revenue have been on the decline and are not enough to cover expenses.
The report does mention that they anticipate some increase in Husky Bucks revenue with the launch of Grubhub in early 2025.
The One Card Office is currently using its leftover funds balance to bridge the financial gap. “Operating account revenue, ID replacements and Husky Bucks revenue have been on the decline and are not enough to cover expenses,” notes the report.
Other complicating factors include projected salary increases; fixed expenditures such as replacement of ID card printers; and renewal of the CBORD contract that ends in 2028.
Costs continue to rise. Declining balance programs become less profitable – or even shut down. Replacement card revenues drop.
The report also notes a potential move to mobile credentials, something that would further impact office funding. Mobile credential programs typically eliminate replacement card revenue and require new recurring license fees.
It's a bit of a perfect storm.
Costs continue to rise. Declining balance programs become less profitable – or even shut down. Replacement card revenues drop.
None of this is unique to UConn. Card programs across the country are facing similar challenges as next generation technology collides with last generation business models.
What is unique about UConn is this report gives us a chance to see these impacts firsthand.
Click here to review the One Card Office's Q&A and budget.
Bowling Green State University (BGSU) has become the nation’s first university to accept mobile driver’s licenses for age verification. Merchants at the university’s athletic events can now verify the age and photo of patrons purchasing alcohol via a state-issued mobile driver’s licenses.
Ohio is one of the first states to allow residents to add their driver’s license and state IDs to Apple Wallet. The cards are stored digitally and presented via the phone.
Mobile driver’s licenses – often called mDLs – are designed to only release information necessary to complete a specific transaction. In the case of alcohol purchases, for example, only the photo and age are shown to the merchant. The transaction does require the user’s name, address, date of birth, or other details shown on a physical license, so that data is not released.
When a student provides a physical license to verify age at a bar, his or her name and address are freely available to staff. This can result in dangerous situations.
This architecture was designed to protect user privacy and increase safety.
Here is an example. When a student provides a physical license to verify age at a bar, his or her name and address are freely available to staff. This can result in dangerous situations. The mDL alleviates this risk as only the image and age are presented.
The International Standards Organization established standards for mDLs in its ISO18013-5 document. This enables all states and countries adhering the standard to be interoperable with one and other.
Because of this, students and visitors from other states that issue mobile driver’s licenses –Arizona, Maryland, Georgia, Colorado, Hawaii, California, Iowa, New York and Utah – can also use their digital IDs at BGSU events.
At the merchant location, users hold their iPhone or Apple Watch near a reader to process the NFC transaction. The reader – provided by Credence ID – displays the specific information required for the transaction for the user’s approval. The user can opt to approve the release of the information using Face ID or Touch ID. The entire transaction occurs without the need to physically hand the phone to the merchant.
"BGSU Athletics is continuously looking for innovative ways to implement new technologies that enhance our fan experience,” says Derek van der Merwe, BGSU Director of Athletics. “We are excited to introduce this cutting-edge technology … to reduce wait times and get our fans back to the game."
The Ohio mDL can also be used at select TSA check lanes as well as businesses with compatible mobile ID readers or apps requiring identity verification.
CampusIDNews and NACCU hosted a webinar to address concerns and opportunities related to the recently announced merger of Transact and CBORD. A series of important questions submitted by NACCU members and CampusIDNews subscribers were posed to CEO Nancy Langer and COO Dan Park.
NACCU CEO Dawn Thomas and CampusIDNews Publisher Chris Corum served as interviewers. For those unable to attend the live event, the recorded version is now available.
Questions addressed in the on-demand video fell into three categories – products, culture, and market.
Products:
Culture/merger:
Market/pricing:
To hear answers to these key questions, check out the interview by clicking the image at the top of this page.
The University of Auckland is New Zealand’s largest university with more than 6,000 staff and 40,000 students. The institution prides itself on its positive environmental impact.
In 2023, it placed 12th in the Global Times Higher Education (THE) Impact Rankings, which assess universities' contributions to the United Nations’ Sustainable Development Goals (SDGs).
But its ID card printing system was not meeting these goals. Unreliable architecture and inefficient printers resulted in significant card waste and a print failure rate of approximately 10%.
Staff struggled with a slow, complicated printing process, and students faced long wait times to receive their IDs. Regular tasks like creating and uploading new card templates posed significant challenges. Frequent turnover among the student-led card staff worsened the issue, due to an ongoing lack of expertise with the system.
Unreliable architecture and inefficient printers resulted in significant card waste and a print failure rate of approximately 10%.
Printer maintenance and inventory control was difficult due to the distance between the card office and the three self-service hubs. Without remote access to the card management system, staff had to travel between sites to resolve issues.
“The system was slow and frustrating, with hardware and a setup that was not as efficient as it could be,” said Ankita Askar, Campus Card Team Lead at the University of Auckland. “(It was a) less-than-ideal experience for students and a really frustrating time for frontline staff.”
The university asked for help from its existing partner, ColorID. The goal was to find a solution that reduced waste, expedited card creation, and removed friction from the overall process. ColorID found the solution with HID FARGO Connect.
By integrating hardware, software, consumables, and services, HID FARGO Connect streamlines card office operations. It centralizes all aspects of issuance into a single system.
ColorID also provided HID’s HDP6600 printers that produce high-definition ID cards at high speeds.
According to HID, the printer is “an eco-friendly and reliable solution designed to meet the needs of cost- and efficiency-conscious organizations by producing cards at unprecedented speeds and cutting high-volume lamination material costs by up to 40%.”
In the first year, the University of Auckland printed 18,000 cards using the new solution, and it plans to print up to 20,000 annually moving forward. The print time per ID card reduced from 10 minutes to less than 2 minutes. Auckland staff are now able to produce 200 cards per day, a task that previously could take four days.
Other benefits include:
The new system at Auckland has drastically reduced card failure rates, dropping from 10% to almost zero, says an HID case study. This improvement saves the university $7,000 to $8,000 annually.
“Now, users can obtain their cards in just a couple of minutes, eliminating frustration and ensuring a smoother, more efficient experience,” says Joe Wright, VP Products and Technology for ColorID. “This streamlined process adds substantial value by allowing individuals to quickly collect their cards and proceed with their day.”
Food insecurity, defined as a lack of reliable access to enough food, affects students’ focus, grades, and likelihood of completing their studies due to increased stress, anxiety, and financial strain. The need to choose between food and other essentials like textbooks creates a cycle of poverty that can impact both academic and social development.
A recent article from TouchNet highlights the growing issue and outlines ways institutions are combatting it via programs and technology.
Studies show that food insecurity is widespread among college students. According to a 2020 report from the Hope Center for College, Community, and Justice, 23% of undergraduate students and 12% of graduate students experienced food insecurity. Low-income students, single parents, and financially independent students are particularly vulnerable, suggesting a need for targeted interventions for these groups.
In response, regulatory efforts across the U.S. have sought to address this issue. Some states have passed variations of the Hunger Free Campus Bill – initially proposed by the nonprofit Swipe Out Hunger. The goal is to expand access to Supplemental Nutrition Assistance Programs (SNAP) and establish meal donation and food pantry initiatives. At the federal level, proposed changes aim to ease SNAP eligibility requirements for college students who meet criteria such as enrollment in work-study programs.
Data analytics track the success of campus initiatives and identify students at risk of food insecurity through financial and academic indicators.
Colleges and universities have also introduced a range of initiatives to combat food insecurity. Meal swipe donation programs allow students to contribute unused meal credits to those in need, and some institutions offer emergency meal vouchers for immediate assistance. Campus food pantries provide essential food items to students, and community gardens offer fresh produce and opportunities to learn about sustainable agriculture.
According to TouchNet, campuses are using their existing card systems to facilitate meal swipe donations and access to food pantries. Mobile apps are connecting students to available resources, offering a discreet way to access help. Data analytics support these efforts by tracking program success and identifying students at risk of food insecurity through financial and academic indicators.
By understanding the effects of food insecurity, keeping up with regulatory trends, and implementing innovative solutions, colleges and universities can foster an inclusive environment that bolsters the academic and personal success of all students.
Institutions tend to focus on the cost of transitioning to mobile credentials, such as upfront infrastructure, annual license fees for credentials, and loss of replacement card fees. But mobile can offer both significant savings and the chance to reimagine revenue streams.
To help crystalize these opportunities, the University of Alabama’s Courtney Petrizzi, outlined a series of things her program did to make mobile cost effective in a recent NACCU article.
Eliminating physical ID cards minimizes the expenses associated with card production, from card stock and ribbons to labor costs and distribution.
Mobile credentials eliminate the need for expensive, disruptive mass re-carding events. There’s no need to issue new IDs for branding changes or technology updates, as mobile IDs can be updated remotely.
By moving away from physical cards, many campuses have reduced overtime, temporary staffing needs, and mailing costs, she explains.
One significant expense that mobile credentials reduce is the need for mass re-carding. These events are extremely expensive and disruptive, but with mobile credentials there’s no need to issue new IDs for branding changes or technology updates. The digital credentials can simply be updated remotely at any time.
This also means enhanced security, since mobile credentials are easier to deactivate if lost or stolen, adds Petrizzi.
Mobile credentials also open up the possibility of virtual card offices, which make card services accessible remotely and add convenience for students and staff.
In addition to cost savings, mobile credentials allow campuses to reevaluate current revenue streams and create new ones.
While replacement card fees may decrease, there are other ways to offset revenue loss. Colleges can review and update commission and service fees, both for internal services and for third-party agreements.
Some institutions have shifted to a tuition-based technology fee to help support mobile credential programs. This approach can align the cost of mobile credentials with broader campus technology needs, building support into existing student fees.
Consider offering specialty cards, shooting passport photos, or renting ID readers to departments and student organizations.
Some institutions have shifted to a tuition-based technology fee to help support mobile credential programs. This approach can align the cost of mobile credentials with broader campus technology needs, building support into existing student fees.
In summary, she says, “you don’t have to implement every option; instead, use this transition as an opportunity to evaluate your current processes and identify where the benefits of mobile credential best fit your office environment and campus community.”
Click here to read the full article on NACCU’s Positive IDentity Blog.
The NACCU 2025 Annual Conference will take place in Henderson, Nevada, from April 6 to April 9, 2025. This annual event brings together campus card professionals from across the country, offering a platform for learning, networking, and sharing industry best practices.
As part of the conference’s educational program, NACCU is calling for proposals from both institutional and corporate members interested in presenting sessions, leading discussions, or participating in panels. This is an opportunity for members to exchange innovative ideas, showcase success stories, and share their programs with other credential and transaction system leaders.
Presenters can choose between several formats, including both 30-minute or 45-minute educational sessions.
Interested in fostering collaborative discussion? Submit a proposal for a roundtable discussion. These sessions provide a platform for participants to exchange ideas, share solutions to common challenges, and learn from each other’s experiences. Roundtable discussions can be either 30 or 45 minutes long, with a designated facilitator to guide the conversation and ensure everyone has a chance to contribute.
Another option is a moderated panel discussion, where multiple speakers from different institutions or a team from one campus can offer diverse perspectives on a given topic. Those interested in moderating a panel should confirm their panelists' participation before submitting a proposal.
To be considered, members must submit their proposals by Wednesday, December 4, 2024. All presenters must be current NACCU institutional or corporate members, and each proposal should list only confirmed co-presenters.
Submitting a proposal does not guarantee inclusion in the program, as sessions will be selected based on relevance, engagement potential, and alignment with NACCU’s goals. Selected presenters will be notified in January 2025 and must register for the conference by the end of January to confirm participation.
Corporate members are encouraged to collaborate with institutional members on presentations, as priority will be given to proposals that include campus representatives.
Sessions should also align with one or more of NACCU’s core competencies, which guide the organization’s educational priorities. These competencies include:
The Professional Development Committee will review all submissions based on criteria such as topic focus, audience appeal, engagement strategies, and the presenter’s experience with the topic. Notices of acceptance, along with the Speaker Agreement, will be emailed to selected presenters during the first week of January 2025.
For questions or to discuss potential topics, members can reach out to Jörrun Liston, NACCU’s Research and Education Director, at [email protected] or (406) 493-0622.
For more information on the submission criteria and process, click here.
SUBMIT A PROPOSAL
Access control in higher education is no longer just about securing perimeter doors. Today, lockdown technology, interior space security, and classroom cameras are all part of a complex equation. To discuss the topic, physical security leaders from Brigham Young University (BYU) and the University of Pittsburgh participated in a recent Assa Abloy podcast.
One of the critical aspects of an effective lockdown policy is ensuring that it is informed by multiple perspectives across the university. At BYU, the Master Safety Working Committee formulates and reviews lockdown policies. This committee is composed of representatives from various campus departments, including academics, housing, athletics, and administration.
According to Steve Goodman, Associate Director of Police and Security at BYU, this diversity of viewpoints allows for a well-rounded approach that reflects the needs and concerns of the entire campus.
“We present [the policy] and then get their feedback,” says Goodman. “This feedback loop helps to create a solution that serves BYU’s safety goals while taking departmental needs into account.”
Both BYU and Pitt emphasize the importance of obtaining input from various departments to create effective lockdown policies.
By gathering input from areas like student housing, where large gatherings and complex building layouts are common, he says the committee can better anticipate challenges and refine protocols.
Todd Williams, Operations Manager for the Integrated Security Department at the University of Pittsburgh, also stresses the importance of collaboration. His department worked closely with other units to develop their lockdown procedures and obtain necessary buy-in from campus leadership.
“The integrated security department at Pitt initially built the plan – here's how we're going to lock it down, here's how we're going to run it,” he explains. “Then the Pitt police are the ones who establish when it goes into effect and how it gets run.”
For both universities, establishing a transparent and inclusive process has proven crucial in building confidence and trust with faculty, students, and staff.
Effective campus security also depends heavily on technology. Both BYU and the University of Pittsburgh have invested in advanced access control systems to secure classrooms and other interior spaces.
BYU standardized their lock systems, opting to primarily use Assa Abloy’s wireless IN120 and HID readers. Limiting the variety of locks on campus simplifies maintenance and ensures consistent functionality.
“It makes our life a lot simpler by having only two types of locks,” Goodman says, stressing that it decision reduces complexity for both security staff and facility management.
BYU’s approach to using a limited variety of locks simplifies maintenance while Pitt's strategic use of cameras in hallways balances security needs with privacy concerns.
The simplicity of this approach enables use of Wi-FI for remote scheduling and monitoring. This integration is crucial for real-time access control, as it allows security personnel to adjust settings as needed, quickly review data if a security incident occurs, and initiate campus-wide lockdowns.
Pitt took a different approach using Assa Abloy’s ES100 locks for classroom doors while also incorporating classroom cameras.
About 400 classrooms are equipped with these systems, and expansion is ongoing, says Williams.
The university opted not to install cameras inside the classrooms themselves, respecting privacy considerations. Instead, cameras are placed in hallways to capture entry points and main corridors.
For campuses considering similar upgrades, Williams emphasizes the importance of understanding the available hardware options and working with a trusted integrator to ensure seamless installation.
“I would recommend building a plan, knowing what hardware is out there, and working with a good integrator,” he advises.
The technical aspects of campus security are crucial, but both institutions recognize the importance of fostering a safety-conscious culture among students and faculty.
BYU has integrated its lockdown technology into its broader safety training for students and staff, making it a core component of their active aggressor training. Each classroom lock at BYU is equipped with a red emergency lockdown button, which is clearly labeled and easy to use in a crisis.
Goodman points out that many college students today have already experienced active shooter drills in K-12, making it easier for them to understand and adapt to university-level safety protocols.
Building a culture of safety through training and visible, accessible lockdown tools prepares campuses for emergencies.
The Pitt team also makes sure that faculty and staff understand the lockdown systems in place and know how to respond during an emergency. This knowledge fosters a collective responsibility for security, where everyone plays a part in keeping the campus safe.
Both men agree that implementing effective campus security measures takes more than just locks and cameras. It’s about creating a culture where safety is prioritized, policies are respected, and everyone is prepared to act if necessary.
The watch the full interview click the image at the top of this page.
