News

5 Reports Every Enrollment Manager Should Read

by Daniel Fusch (opens in new tab), Sarah Seigle Peatman (opens in new tab)

by Daniel Fusch and Sarah Seigle, Academic Impressions As we start the new calendar year, it’s an excellent time to step back and read ahead. What is the newest data on college enrollment and student demographic trends? On financial aid? On retention? On international students? Because we know you’re busy, we’ve taken a moment to curate a quick list of five of the most impactful reports we’ve seen recently. If you only have time to glance at a few, we recommend these: 1. Knocking at the College Door: Projections of High School Graduates WICHE The sharp decline in births during the great recession will result in a fall-off in the number of students graduating from U.S. high schools starting around 2024, and the percentage of lower-income and nonwhite students will increase. This report, published in December 2016, provides a 47-page executive summary of findings followed by a series of highly useful high school graduation projection tables—broken down by region, state, and ethnicity–through the year 2032. 2. Yield Rates are Declining–Why? Academic Impressions Colleges nationwide are suffering from declining yield rates, and everyone wants to know why. Here, Jon Boeckenstedt provides an interactive dashboard that gives a different and deeper view […]

Best of AI: 11 Recorded Webinars

  Here are a few samples from our digital library of hundreds of higher-ed professional development webinars and recorded online trainings. You might know Academic Impressions from our comprehensive library of complimentary articles, papers, and reports or from our higher education professional development conferences and workshops. What you may not know is that our small program development team of less than ten researchers and program managers also provides 200 online trainings each year: webinars designed to tackle specific problems facing higher-ed professionals and delivered by hand-selected experts with a track record of having confronted these challenges. We wanted to highlight some of our most popular recorded trainings for you, and provide four complimentary samples for you to peruse and learn from. All of the webcasts below are available for purchase in full as digital recordings. Below, you’ll find information about — and free samples from — popular online trainings in: Academic affairs Advancement Enrollment management Finance & facilities Higher-ed leadership Student affairs You can also review our full library of digital recordings here – or find out how staff across your institution can get unlimited access to the library with an annual membership. ACADEMIC AFFAIRS 1. Faculty Civility and Academic […]

6 Powerful Ideas for Building a First-Class Team on Campus

by Patrick Sanaghan (opens in new tab), Clint Sidle (opens in new tab)

Why You Need a Stellar Team To build a high performing team is a daunting and noble task, and such teams are as rare as blue diamonds. The silo mentality that often exists on our campuses often limits our collective actions, and creates redundancy and replication. Given shrinking resources and the rapid pace of change, the siloed approach to team building and decision making is neither strategic nor feasible. We must work collaboratively to utilize the collective talents of our campus stakeholders. And learning to build high performing teams is one of the most effective ways we can meet the many challenges that confront us. If a senior leader can build a stellar team, the organizational leverage that can be achieved is powerful and can be a game changer for a campus. In this scenario: We have had the opportunity to work with scores of senior teams in higher education. Almost always, these teams were comprised of highly intelligent, dedicated, honest, and mission-driven individuals. But few of them ever became a first class team.  When you witness a high performing senior team being transparent with each other, asking for help, dealing with conflict effectively, and listening carefully to each other, […]

The Small College Turnaround: Counter-Intuitive Lessons from the Success of Anoka Tech

by Donald Lewis (opens in new tab), Julie Myers (opens in new tab)

with Daniel Fusch and Amit Mrig contributing (Academic Impressions) The Story: A Remarkable Turnaround Anoka Technical College recently instated an annual collaborative budgeting process that took the college from a projected $1.4 million operating budget deficit over two years to a $500,000 (and growing) operating surplus. The process by which we did this was counter-intuitive and unusually inclusive. There are some key takeaways for other institutions. The Context: What Anoka Tech’s Budget Looked Like in FY2013 Prior to the arrival of the current president and chief financial officer, Anoka Tech’s executive leadership had a long history of managing the college’s finances with limited transparency. The operating budget was managed by the president and the CFO with occasional input from a few deans. Few stakeholders were invited to the table, and there was little communication about how decisions were being made or how the budget was handled. Upon arrival at the college in 2013, President Kent Hanson and CFO Don Lewis recognized that Anoka Tech had an acute need for a more sustainable financial model, namely: On top of this, we inherited an approved $17.5 million operating budget for Anoka Tech with an end-of-the-year projected $400,000 deficit. To turn this situation […]

Leveraging a Donor Network to Fund Innovation: Lessons Learned from the Success of the Jefferson Trust

by Daniel Fusch (opens in new tab)

University budgets are tight, so how do you set aside funding for innovation? Here’s one strategy from the University of Virginia, which has issued 141 grants in a little over a decade to fund strategic projects at the institution. In an earlier paper, we highlighted several distinct approaches institutions had taken to setting aside funds to pursue innovative, growth-minded strategies. Some advocated the rigorous discipline of setting aside a percentage of operational budget each year to allow the institution to take calculated risks on new projects (this infographic summarizes the approach); others suggested the power of a president’s network of donors who give specifically to an innovation fund. One well-known variation on this second approach is the University of Virginia’s Jefferson Trust, which has issued 141 grants in a little over a decade to fund initiatives and programs of strategic interest to the institution. Though unique in its structure, much of UVA’s model is replicable for other institutions. To learn more, we reached out to Wayne Cozart, the executive director of the Jefferson Trust, in the following interview. An Interview with Wayne Cozart Daniel Fusch (Academic Impressions). Wayne, it’s wonderful to talk with you again. Can you tell me a […]

3 Ways to Rethink Career Services and Post-College Outcomes

by Lisa Cook (opens in new tab)

Tracking post-college outcomes continues to be an urgent issue as students, parents, and lawmakers press colleges to quantify the value of a college degree. Tracking results, however, is only half the battle, says Branden Grimmett, associate provost for the Office of Career and Professional Development at Loyola Marymount University in Los Angeles.  Institutions that want to make a difference in their post-college outcomes need to transform their career services to better meet the changing needs of students and employers. Grimmett led the transformation of career services at St. Olaf College at the highly acclaimed Piper Center for Vocation and Career. This June he accepted a position at Loyola Marymount University, where he will re-imagine their Office of Career and Professional Development. We talked to him to learn more about why institutions need to re-envision their career services office now, what revamped programming looks like, and what steps you can take to take to move the process forward. Career Services Restructuring Needs to be Done Now Grimmett lists four reasons to reinvent campus career services: Awareness, engagement, and reputation are just as important as knowing where students land when they graduate. At St. Olaf, the economic turbulence between 2007 and 2009 […]

Can Confusion Be an Asset and a Resource for a Leader?

by Patrick Sanaghan (opens in new tab)

How Do Successful Higher-Ed Leaders Deal with Adaptive Change? We’re well-equipped, in higher education, to meet technical change head-on. We’re often less well-equipped for adaptive change. This is a distinction Ron Heifetz drew, first in his thought-provoking book Leadership without Easy Answers (1998) and later with Martin Linsky in Leadership on the Line (2002). With technical challenges, situations arise where current knowledge, expertise and resources are enough to deal effectively. A technical problem is not necessarily trivial or simple but its solution lies within the organization’s current repertoire of resources (such as updated technology, takeaways from past experience, or decisions to invest more money or people). With adaptive challenges, there are fewer clear answers. Adaptive challenges demand that we lead differently, because these challenges cannot be solved with current knowledge and expertise, but require experimentation, risk taking, creativity and the ability to use “failures” as learning opportunities. Adaptive leaders – the leaders I would follow – are those who know how to embrace confusion and ambiguity. Those are the leaders I would trust; those are the leaders who are visibly comfortable with ambiguity and who are always learning and moving forward. (I unpack this idea further in my article “Higher Ed is Facing Adaptive Changes.”) This […]

Checklist: Regulatory Compliance for Your Advancement Shop

RECORDED TRAININGS ON REGULATORY COMPLIANCE FOR ADVANCEMENT PROFESSIONALS Academic Impressions and Alan Hejnal are offering these online trainings on for advancement officers: U.S. News: Accurately Calculating and Reporting Your Alumni Participation Numbers FERPA for Advancement: Train Your Whole Shop   Today’s challenging fundraising climate is requiring development officers to interact with more professionals across the institution — often with departments and staff members who have not worked with development before. As the number of individuals involved in fundraising activities increases, it is critical to ensure that your shop has clear policies and practices in place for ensuring regulatory compliance in a variety of areas. Advancement services consultant Alan Hejnal offers as an example: “If an academic unit that has never worked with development before now decided to put on a charity golf tournament, it’s important to ensure they understand the policies for providing goods and benefits, and how these are valued.” As you plan and review for the next year, this is a good time for your shop to update policies and practices that can help ensure tax code and FERPA compliance. We asked Alan Hejnal, who has more than 20 years of experience in advancement, to offer his updated checklist for […]

5 Strengths Military-Connected Students Bring to Your Campus

by Tanya Ang (opens in new tab), Bruce Kelley, Ph.D. (opens in new tab)

Presenters: Recorded Webcast, Supporting Military-Connected Students for Success and Completion Each fall, as faculty, academic advisors, and others return to campus, there are fresh articles and blog posts about how to help military and veteran students. Often, these articles focus unfortunately on the “issues” that military students might bring to a campus, or the unique challenges they face. But we would like to suggest a shift in perspective: Military and veteran students are powerful assets to campus learning, campus life, and campus community. Institutions need to be thinking not only about how to provide targeted support for military students, but also about how to leverage their unique strengths. A quick note: Before we share five specific ways in which this is the case, we’d like to define what we mean by “military-connected students.” While this term is often used to include students with a current or prior connection to the military (including dependents and spouses) for the purpose of this article, “military-connected” refers to members of the National Guard, reservists, active duty personnel, and veterans. Here are five strengths of military-connected students that we want to discuss in this article: It’s true that each of these strengths can also provide challenges […]

Preparing for Public/Private Partnership Negotiations: What to Expect from the Developer

by Jared Everett, MBA (opens in new tab)

When going into the negotiation phase for a public-private partnership, it is important to remember that a viable project is in everyone’s best interest. Of course there will be discussions about rents, parking, design elements, construction materials, and operations, but there are also some other common negotiating points that are often misunderstood or not expected. Surprises may be fun when it is your birthday, not so much with a highly complex and strategic project. Addressing issues early can help to avoid complications later. 4 Common Issues to Address Here are some issues to consider early on: 1. Applicability of Existing University Contracts Unless communicated early to the developer, it is likely the developer may assume they are at liberty to use their own contracts for vending, laundry and other project services and amenities. With these contracts comes some understanding or assumption of cost (or cost avoidance) and project revenues. If the university has entered into master agreements which are, or will be, applicable to the project, this should be communicated early. 2. Limitations on Eminent Domain and/or Buyout Clause Due to varying appraisal methodologies and the fact that some developers may create a financial structure that does not properly compensate […]

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