Just because a plan is feasible doesn’t necessarily mean it’s advisable. Colleges and universities must answer not only “Can we do it?” but also “Should we do it?”
Colleges and universities that actively create campus cultures of discussing, discerning, and doing will have a greater likelihood of thriving.
A theme of the sidebar conversations at NACAC was growing frustration with the lack of empathetic understanding about all that enrollment management face in their efforts to recruit students.
In our back-to-back surveys, results indicate that market pressures are turning up the heat on presidents of independent colleges.
Most private colleges and universities need to explore different paths now so they can detour around the marketplace roadblocks they’re approaching.
Most trustees of private colleges and universities believe the business model needs to change if an institution wants to hang on to its market share.
The players on each side of the higher education marketplace are trying to balance their risks and rewards.
Establishing results-driven processes can allow college presidents to proactively set the stage for both success and continuous improvement.
In a tuition reset, next year’s published price for tuition and fees at BSC will be less than half of what it is this year.
Private colleges presidents are more likely to come from outside of higher education than public college presidents, as two surveys seem to indicate.