ED's Postsecondary Operation Has Dual Personality - Cont.

Sep 29, 2026

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Examines the U.S. Department of Education’s postsecondary education function as having “dual personality,” focusing on the tension between efficient funding delivery and planning/research priorities. Describes how the Office of Postsecondary Education (OPE) administers major student aid budgets—nearly half of ED’s $9 billion—and how external stakeholders praise the office’s execution while criticizing its reduced responsibility for setting policy. Highlights OPE leadership gaps, outlining acting roles and key divisions within the operation.

LanguageEnglish

CategoryResearch & Report

FormatPDF

Pages9

Reading Time23 min

AccessFree to download

ED's Postsecondary Operation Has Dual Personality - Cont.

Dual roles and stakeholder perceptions

ED's budget flow through OPE

Leadership vacuum and acting officials

Key OPE divisions and major programs

Where the bucks are: OSFA funding breakdown

Challenges in filling senior student-aid leadership

Special Supplement ## ED's POSTSECONDARY OPERATION HAS DUAL PERSONALITY (Third of an eight-part series) The Education Department under the leadership of Wi1liam Bennett conjures uptwo opposite images in the higher education community:the pugnacious Bennettand the benign Office of Postsecondary Education(OPE)。 For his comments on higher education in general and student aid in particular,Bennett has angered the higher education community.Yet,the office that ad-ministers the progr ams with which Bennett has taken issue receives praise. The debate between Bennett and the higher educationcommunity "has not always been friendly,"said Dal-las Martin,executive director of the National Asso-ciation of Student Financial Aid Administrators. But"when we move to the [progr am]level,"Martin said,"there's an understanding that we are partners in thestudent aid system.We have many of the same goals:toget the student aid out on an efficient,timely basis." ED's Biggest Business Nearly half of ED's entire budget--$9 billion--is chan-neled via OPE to help 5 million students finance a col-lege or gr aduate education or to fund student loanprograms and innovative improvement projects at morethan 4,000 colleges,universities,trade and technicalschools. The higher education community--college lobbyists,ad-ministrators,students and members of Congress--heappraise on OPE for effectively carrying out its mand ate. But they say the office is no longer responsible forsetting policy on higher education issues,a task thathas been assumed increasingly by the secretary's office and by the Office of Management and Budget. OPE's leader ship vacuum may be the cause of most of its problems,observerssay,charging that there is little guidance and coordination of programs.Theypoint to the two top OPE positions that are unfilled:the assistant secretary'sslot,which is occupied on an acting basis by C.Ronald Kimberling,and thepost of deputy assistant secretary for student financial assistance,which hasbeen vacant for nearly three years.(more) C.Ronald KimberlingActing Assistant Secretary forPostsecondary Education Salary:$68,700Age:34 Education:Ph.D.in English,University of SouthernCalifornia;M.A.in Englishand American studies,University of SouthernCalifornia;M.A.in mass communications,California State University inNorthridge ## ED'S POSTSECONDARY OPERATION HAS DUAL PERSONALITY(Cont.) "On one side,you've got people trying to get the money out efficiently,"saidone source close to ED。"On the other side,you've got the planning folks deal-ing with the research people.You have budget people trying to save money.Youneed more leadership to keep the natural forces from going against each other." Kimberling said in a recent interview that he has not made major policy or per-sonnel changes since he replaced Edward Elmendorf,former assistant secretary,last June.The reason,he said,is that anyone serving in an acting capacityshould make sure that "nothing pre-empts the options of a permanent"leader. Spelman College Presi-dent Donald Stewart atone point seemed thelikely candidate to headED's postsecondary oper-ation.But Stewart OPE's leadership vacuum may be the cause of most of its prob-lems,observers say,charging that there is little guidance andcoordination of programs. last fall declined to be considered,leaving OPE in the lurch.ED officialssay until they find a permanent replacement,Kimberling wil1 remain in charge. Kimberling's oper ation comprises the following key OPE divisions:the Office ofStudent Financial Assistance(OSFA),which oversees ED's student aid progr ams;the Office of Higher Education Progr ams(HEP),which is responsible for a myri-ad of grant progr ams to higher education institutions;Debt Collection and Man-agement Assistance Service,which goes after students and colleges that haveimproperly repaid their loans;and a variety of other programs,including theFund for the Improvement of Postsecond ary Education(FIPS

FAQs

What does the document mean by ED’s “dual personality” in postsecondary operations?

It contrasts pressures to release money efficiently with planning-oriented work involving research, budgeting, and program guidance. The document describes friction when leadership is insufficient to align these forces.

How does OPE support higher education finance according to the document?

OPE channels nearly half of ED’s entire budget—$9 billion—through programs that help millions of students finance college or graduate education, including student loan initiatives and innovation projects.

Why does the document say OPE has ongoing problems?

It attributes problems to a leadership vacuum and the resulting lack of guidance and coordination across programs. Key senior posts are described as unfilled for extended periods.

Sep 29, 2026

Upload by Kurz