News

Rethinking General Education: Too Many Options?

by Robert C. Dickeson

Series: Costs Down, Quality Up Historically, initiatives to improve quality have also meant added cost—smaller class sizes, more faculty who conduct research, etc.—but this is no longer a sustainable model for all institutions. What are the innovations that can actually drive the cost to educate a student lower while driving critical outcomes like student success and completion higher? This series offers provocative questions that challenge the cost-quality paradigm and the old ways of managing institutional strategy and growth. Also in this series:Why Good is Still the Enemy of Great for Most Colleges and Universities After a visit to a university campus, I received the following inquiry from one of its academic leaders: Bob, when you visited, you mentioned that we have too many GE course options. We are taking a look at this. What are the advantages of decreasing the number of options? Is this a resource question? What if the course is part of a major? Is there a problem including it as a GE distribution as well? This inquiry deserves a serious response and, as it also affects academic sensibilities on other college and university campuses, I thought I’d write a fuller response. In this article, I will speak briefly to: 1. […]

Checklist: Questions the Governing Board Must Ask Before Launching a Fundraising Campaign

by Jim M. Langley

Series: Creating the Conditions for Support Everyone is trying to raise more money. Rather than simply suggest the next tactic that can boost giving in the short-term, this series offers a more intensive look at the strategic thinking that drives philanthropic support: Why do donors give? How do institutions strengthen their core and emphasize initiatives worthy of support? How do we align strategic plans, strengths, and advancement strategy to create the conditions for ongoing and sustained support? In this series, distinguished current and past chief advancement officers apply their most innovative and creative thinking to this question. Previously in this series:Why Donors Give: It’s Not What You ThinkMore than Dollars: How Many Opportunities are You Missing with Your Alumni?Engaging Women in Philanthropy: Practical Ways to Shift Our Approach In the course of running three university campaigns, and in guiding dozens more as a consultant, I have seen virtually every college or university fall short of its full fundraising potential. This occurs both because of competing assumptions by various institutional leaders about the keys to success and therefore, the strategies and tactics that are most likely to produce it, and because institutional leaders often fail to ask the pivotal questions before […]

Feasibility Checklist: The Science of Bringing New Academic Programs to Life

by Melissa Morriss-Olson, Ph.D.

The best ideas in the world can easily fall off the radar unless you have a process in place for evaluating, vetting and bringing them to life. Also in this series: Is it Time to Launch that New Academic Program? The Art and Science of Answering that Question Financial Modeling for New Academic Programs Once you have generated an idea for a new academic program, how do you sustain and implement that idea? As Jim Collins suggests in Great by Choice: Uncertainty, Chaos, and Luck—Why Some Thrive Despite Them All, organizational ‘luck’ and success can be leveraged by cultivating a discipline around process and metrics.  Indeed, he suggests that this discipline is key for maximizing whatever ‘luck’ might naturally come one’s way. This has certainly been the case at Bay Path University, where we have developed a rigorous process and template for evaluating the feasibility of new program ideas that we use across all divisions of the University. This process has enabled us to remove some of the subjectivity that accompanies new academic program decision making, relying instead on a set of objective key elements and metrics that are applied equally to all new program possibilities. When a new program […]

Retention Strategy: What Holds Us Back?

by Elizabeth Ross Hubbell

Prevailing views on retention and student success have evolved significantly — but often, our practices lag behind. To help close the gap, we interviewed several of the foremost experts on student retention, individuals who have made a demonstrable difference at their institutions and who also facilitating our annual Developing a Comprehensive Retention Plan conference. Here is what W. Kent Barnds, vice president of enrollment, communication, and planning at Augustana College; Veronica Hipolito, dean of student services at Coconino Community College; and Margot Saltonstall, director of analytics & assessment for enrollment management & student affairs at Northern Arizona University, have to say about where institutions should be shifting their thinking — and their efforts — to support student persistence and completion. Question #1: What Holds Us Back? Elizabeth Hubbell. What do you think holds institutions back from pursuing more comprehensive retention planning? What are the missed opportunities if efforts remain siloed? W. Kent Barnds. Too many institutions are reactive rather than proactive. Too many spend most of their energy related to retention in analyzing data after the fact and asking “Why did that happen?” I also think that too many colleges don’t really understand that a comprehensive retention plan requires that they consider […]

Infographic: How to Budget for Innovation

We hope you will share this infographic with your colleagues to start some critical conversations on campus. (Click here to see a full-size version.) Learn More For more from Art Kirk and other innovators among college and university leaders, read our complimentary paper Small but Mighty: 4 Small Colleges Thriving in a Disruptive Environment! See Upcoming Events for Business Officers

Is the International Enrollment Boom a Rising Tide that Lifts All Ships?

Series: Changing How We Understand the Market In this new series by Jon Boeckenstedt, we analyze current enrollment and demographics data, uncovering stories that challenge how institutions often understand their marketplace—or that shed new light on emerging trends. We want to encourage a deeper look at the implications of today’s marketplace data. We hope that you will share these stories across your institution and use them to start critical conversations to drive not only enrollment strategy but discussions of curricular offerings, student support, and course design. While we’ll highlight findings and stories worthy of closer attention, each article includes an easy-to-use Tableau dashboard that you and your colleagues can use to drill deep in the data yourself. Jon Boeckenstedt (DePaul University) It may be time to challenge some assumptions about the international enrollment boom. Sit in on any discussion about enrollment in America’s colleges and universities, and it won’t be long until someone brings up international enrollment. The US continues to be a strong attractor of talent worldwide, despite our own struggles domestically; and perhaps our biggest export—American culture—can be seen as a leading cause of the boom in international enrollment. Of course, a big part of American culture revolves around […]

Why Good is Still the Enemy of Great for Most Colleges and Universities

by James E. “Cid” Seidelman, Ph.D.

Series: Costs Down, Quality Up Historically, initiatives to improve quality have also meant added cost—smaller class sizes, more faculty who conduct research, etc.—but this is no longer a sustainable model for all institutions. What are the innovations that can actually drive the cost to educate a student lower while driving critical outcomes like student success and completion higher? This series offers provocative questions that challenge the cost-quality paradigm and the old ways of managing institutional strategy and growth. Why Good is Still the Enemy of Great for Most Colleges and Universities Many small private colleges and universities knowingly or unknowingly are what could be called high-risk institutions. They lack huge endowments, a large reservoir of student demand, significant differentiation in the market, and high brand value. Many of these institutions are either implementing or contemplating a significant innovation and change strategy to address challenges related to a declining value proposition, a lack of differentiation, budgetary problems, and/or the development of new programs and markets that provide enrollment and revenue lifting power. These are the colleges and universities that most need to utilize a data-driven and evidence-based approach to culture, process and change. It is possible to turn the threats they face into […]

Prioritizing Team Chemistry Over Individual Performance: What Higher Ed Can Learn from Athletics

by Martin Klubeck

In higher education, as in other sectors, managers tend to prioritize individual talent over team chemistry. This is a mistake. Consider a sports team. The individual talent of the star players isn’t enough to ensure victories for the team. The best players have to do more than just score points, block shots, or play great defense. If you watch any sport and you listen to the announcers, you’ll find a recurring concept discussed. The very best players are judged not by their individual abilities, talent, or statistics, but by how much better they make their teammates. The best quarterbacks make their receivers, running backs, and even offensive linemen better. The best safeties make their defensive compatriots better. The best point guards make their teammates better. The mark of the truly great player is that she makes her teammates better. In your office, at your college, or at your university, this means your “star players” have to do more than get along with their colleagues; they should also positively affect their abilities and attitudes. They have to lift the productivity and effectiveness of the entire team. When you realize this, it has practical implications for who you promote (and why), for how you approach […]

Engaging Women in Philanthropy: Practical Ways to Shift Our Approach

Series: Creating the Conditions for Support Everyone is trying to raise more money. Rather than simply suggest the next tactic that can boost giving in the short-term, this series offers a more intensive look at the strategic thinking that drives philanthropic support: Why do donors give? How do institutions strengthen their core and emphasize initiatives worthy of support? How do we align strategic plans, strengths, and advancement strategy to create the conditions for ongoing and sustained support? In this series, distinguished current and past chief advancement officers apply their most innovative and creative thinking to this question. Also in this series:Why Donors Give: It’s Not What You ThinkMore than Dollars: How Many Opportunities are You Missing with Your Alumni?Checklist: Questions the Governing Board Must Ask Before Launching a Campaign by Matthew T. Lambert, William & Mary This article at a glance: It is imperative that we first engage women meaningfully in the life of the university. From there we can develop a strong pipeline of women leaders so that we ultimately see great increases in philanthropy. Our mantra is grow engagement, grow leadership, grow philanthropy. Put simply, nearly half of the nation’s top wealth holders are women, they are the […]

Is it Time to Launch that New Academic Program? The Art and Science of Answering that Question

by Melissa Morriss-Olson, Ph.D.

Related Articles: Feasibility Checklist: The Science of Bringing New Academic Programs to LifeFinancial Modeling for New Academic Programs The challenges facing higher education in recent times are well documented. Never has it been so critical for colleges and universities to adopt an entrepreneurial mindset.  Especially for resource-constrained institutions (which is most of us), traditional financial management approaches such as resource prioritization and/or cutting one’s way to sustainability are no longer sufficient long term solutions. In this current context, successful institutions are outward-looking and have developed a discipline around driving entrepreneurial growth in ways that live and further leverage the mission. This is what having an entrepreneurial mindset is all about; from my experience, nurturing such a mindset at the institutional level requires both art (intuition, active listening, and keen attention to opportunities) and science (rigorous discipline and process). I consider myself an academic entrepreneur.  Throughout my career in higher education, I have been focused on looking outward and asking key questions such as “How can we do this differently?”; “What do we do really well that might be leveraged in new and unique ways?”; and “What market opportunities exist that we are uniquely equipped to meet?” At Bay Path University […]