Category: College

  • Gettysburg College – Edu Alliance Journal

    Gettysburg College – Edu Alliance Journal

    March 10, 2025, by Dean Hoke: This profile of Gettysburg College is the fifth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1832, Gettysburg College is a private liberal arts institution located in Gettysburg, Pennsylvania. The 225-acre campus is steeped in history, having served as a field hospital during the Battle of Gettysburg​. An alumnus (David Wills, Class of 1851) invited President Abraham Lincoln to deliver the Gettysburg Address in 1863, tying the college to this pivotal moment in American history​. Gettysburg’s historical significance (from its Civil War connections to President Dwight D. Eisenhower’s post-presidency involvement on its Board of Trustees) contributes to its distinctive identity.​

    The college is known for its rigorous academics, close faculty-student mentorship, and emphasis on leadership development. Gettysburg maintains a 10:1 student-to-faculty ratio, ensuring personalized instruction. It enrolls approximately 2,200 students from across the country and abroad, fostering a diverse and engaged learning community.

    Curricula

    Gettysburg College offers more than 40 majors and 40 minors, spanning the arts, humanities, sciences, and social sciences. Popular programs include Business, Political Science, Economics, Psychology, and Health Sciences. The college is home to the Eisenhower Institute provides students with opportunities to engage in public policy and leadership development, while the Civil War Era Studies minor leverages the college’s historical location for in-depth academic exploration. Five years after graduation (as of Fall 2021), 45 percent of this graduating class had received and/or were enrolled in a graduate/professional degree program five years after graduating from Gettysburg. Graduation rates have remained high. The latest 6-year graduation rate was 83%

    Strengths

    • Strong Post-Graduate Outcomes: 98% of graduates are employed or enrolled in graduate school within a year of graduation.
    • Experiential Learning: Over 78% of students complete at least one internship, and 55% participate in faculty-mentored research.
    • Leadership Development: Programs such as the Eisenhower Institute provide hands-on training in policy and governance.
    • Historical and Civic Engagement: The college’s proximity to the Gettysburg Battlefield and its Civil War Era Studies program offer students a unique educational experience.

    Weaknesses

    • Financial Resources: Gettysburg’s endowment is moderate compared to some peer institutions, affecting the availability of internal funding for scholarships and program expansion.
    • Enrollment Challenges: The college has seen a gradual decline in student enrollment over the past decade, from a peak of over 2,700 students in 2013 to approximately 2,207 in 2024. Gettysburg’s rural location and relatively small town setting may also be a hurdle in recruiting students who prefer an urban environment or a more expansive social scene.
    • Diversity Initiatives: About 21% of undergraduates are domestic students of color, and 14% are international. While improving, the college’s domestic student diversity (21%) lags behind national averages.

    Economic Impact

    Gettysburg College serves as a major economic engine in its local and regional economy. As one of the largest employers in Adams County, the college provides hundreds of jobs for faculty, administrators, and staff, injecting substantial income into the community through payroll and benefits. The college also attracts thousands of visitors annually for events like Orientation, Family Weekend, Homecoming, and Commencement, as well as academic conferences and cultural events at its facilities (such as the Majestic Theater, a college-owned performing arts center). Also, Gettysburg College’s investment in revitalizing downtown Gettysburg through projects like the Majestic Theater restoration and its support of local internships/service programs help strengthen the social and economic fabric of the area.

    Broader economic analyses highlight the significant spillover effects of colleges like Gettysburg. Many graduates remain in or return to Pennsylvania, joining the workforce and paying taxes. (Statewide data from the Association of Independent Colleges & Universities of PA suggests that if ~57% of one graduating class stays in Pennsylvania to work, that cohort would add about $1.5 billion to the state economy over their careers.​

    Enrollment Trends

    As of Fall 2024, Gettysburg College enrolls approximately 2,207 students. Over the past five years, undergraduate enrollment has declined from a peak of 2,500 to 2,200. The shift is attributed to demographic changes and increasing competition among liberal arts colleges. Efforts to stabilize enrollment include enhanced recruitment strategies and expanded financial aid options.

    In the Fall of 2022, Gettysburg College launched and began offering classes for its first part-time master’s degree program, the Master of Arts in American History, in partnership with the Gilder Lehrman Institute of American History. This fully online, 30-credit program is designed for K-12 educators, district supervisors, librarians, museum professionals, and National Park Service employees affiliated with the Gilder Lehrman Institute. It is growing; new graduate programs are in the process of being offered.

    Degrees Awarded by Major

    In the 2023 graduating class, Gettysburg College conferred degrees across the various disciplines.

    Alumni

    According to the college, Gettysburg College has an alumni network of over 32,000 graduates. Approximately 25% of alumni reside in Pennsylvania, with a significant concentration in the greater Washington, D.C., and Philadelphia areas. The college’s alumni are well-represented in fields such as business, law, government, education, and the arts. Career services and networking opportunities ensure that graduates remain engaged and professionally supported.

    Notable Alumni

    • Michael Bishop (Class of 1957): Nobel Prize-winning biomedical researcher in virology and cancer research.
    • Fred Fielding (Class of 1961): 9/11commissioner and White House Council for President Ronald Regan and  George W. Bush.
    • Carol Bellamy (Class of 1963): Former Executive Director of UNICEF and Peace Corps Director.
    • Bruce S. Gordon (Class of 1968): Former President of the NAACP.
    • Kathryn Wolford (Class of 1979: Former President of the McKnight Foundation and Past President of Lutheran World Relief.
    • Carson Kressley (Class of 1991): Television personality, fashion expert, and actor.

    Endowment and Financial Standing

    As of 2023, Gettysburg College’s endowment stands at approximately $380–$400 million. While this represents growth over the past five years, the college remains tuition-dependent, with about 80% of its operating budget coming from student fees. Gettysburg College is stable but budget-conscious. Forbes’ 2023 financial health evaluation gave Gettysburg an approximate “B–” grade, with a financial GPA of around 2.71 on a 4.5 scale, indicating that while the college is not financially distressed.

    Why is Gettysburg College Important

    • Academic Excellence: The college provides a strong liberal arts foundation with small class sizes and individualized instruction.
    • High Graduate Success Rates: With 98% of graduates employed or in graduate school within a year, Gettysburg’s outcomes are among the best for liberal arts colleges.
    • Leadership Development: Programs such as the Eisenhower Institute and Center for Public Service prepare students for civic engagement and public service careers.
    • Historical Significance and Cultural Impact: Its Civil War connections and Lincoln’s legacy make it a unique institution with a strong civic mission. Also Gettysburg College plays a key role in supporting local businesses, employment, and tourism in Gettysburg and beyond.

    With its strong commitment to liberal arts education, leadership development, and historical legacy, Gettysburg College remains a distinguished institution that prepares students for success in an ever-changing world.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and a Senior Fellow with the Sagamore Institute. He formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, are co-hosts for the podcast series Small College America. Season two begins on March 11, 2025.

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  • Hendrix College – Edu Alliance Journal

    Hendrix College – Edu Alliance Journal

    February 23, 2025, by Dean Hoke: This profile of Hendrix College is the third in a series presenting small colleges throughout the United States.

    Background

    Hendrix College, founded in 1876, is a private liberal arts institution located in Conway, Arkansas. Its 175-acre campus has been affiliated with the United Methodist Church since 1884 and is nationally recognized for its academic excellence, student engagement, and commitment to innovation. Dr. Karen K. Petersen, the 13th President of Hendrix College, began her tenure in June 2023.

    The student-to-faculty ratio is 11:1, fostering close interactions between students and the 91 full-time faculty members, 89% of whom hold a Ph.D. or equivalent degree. For the 2025-2026 academic year, the total cost of attendance, including tuition, fees, room, and board, is $55,080. The average net price, according to the College Board, is $22,626. More than 90% of students live in college-owned housing.

    Curricula

    Hendrix offers 30 majors and 33 minors, encompassing a wide range of disciplines in the arts, humanities, sciences, and social sciences. Notable programs include Psychology, Health Science, Biology, Biochemistry and Molecular Biology, Computer Science, and Economics & Business. A cornerstone of the Hendrix educational experience is the Odyssey Program, which encourages students to engage in hands-on learning through projects, internships, and global experiences, thereby fostering both personal and academic growth.

    Strengths

    • Engaged Learning: The Odyssey Program exemplifies Hendrix’s dedication to experiential learning, providing students with opportunities to apply classroom knowledge in real-world contexts.
    • High Graduation Rate: The four-year graduation rate stands at 67.3%, with 85% of 2022 graduates completing their degrees within four years.
    • Post-Graduation Success: About one-third of graduates pursue advanced studies immediately, with the majority gaining acceptance into graduate or professional programs before graduation.

    Weaknesses

    • Cost of Attendance: The total direct cost for the 2025-2026 academic year is $55,080, which may pose a financial challenge for some students. However, Hendrix offers merit scholarships ranging from $13,000 to $24,000 and meets a significant portion of demonstrated financial need.
    • International Enrollment Challenges: Hendrix has less than a handful of international students compared to the 5-6% national average.
    • Limited Graduate Programs: While Hendrix provides a Master of Arts in Accounting, its primary focus is on undergraduate education.

    Economic Impact

    Situated in Conway, Arkansas, a city with a population of approximately 66,000 and part of the Little Rock metropolitan area, Hendrix College contributes significantly to the local economy. In a report by the Conway city government, they state: “Over 100 years ago, Conway made the strategic decision to pursue institutions of higher learning as a means of growing the Conway economy. That choice has paid countless dividends ever since. As the colleges have grown, so has their economic impact. Perhaps more importantly, over time, they have laid the foundation for Conway’s modern workforce.”

    The presence of Hendrix College, the University of Central Arkansas, and Central Baptist College is, without a doubt, the reason Conway has such a remarkably young (median age 27.3) and educated (almost 40 percent with at least a bachelor’s degree) population. Those two qualities stand out nationally as the city competes for jobs in today’s economy. The result is a regional economy that has been recognized as one of the most diverse in the nation. Conway is among the nation’s top 20 percent of fastest growing cities with populations over 50,000.

    Enrollment Trends

    As of Fall 2023, Hendrix College has enrolled 1,120 students from 39 states and 17 countries. The student population is evenly split between male and female students, and more than 90% reside in college-owned housing, including residence halls, houses, and apartments. Approximately 44% of students are from Arkansas, while 56% come from out of state.

    Like many private colleges, Hendrix has experienced a slow, steady enrollment decline of 23% over the past decade

    Degrees Awarded by Major

    In the 2023-2024 academic year, Hendrix College awarded 227 Bachelor of Arts degrees in 28 different majors and eight Master of Arts degrees in Accounting.

    Alumni

    LinkedIn data shows that the college has nearly 9,000 alums. 60% live outside of Arkansas, 3,575 reside in Arkansas, 2,600 in the Little Rock Region, and 851 in the Conway area.

    Graduation Rates are 67.3% in four years and 68.5% in six years. Approximately 75% of graduates who apply to medical or dental school are accepted, and the law school acceptance rate is 78%.

    Notable Alumni:

    Dr. Margaret Pittman (Class of 1923): A pioneering bacteriologist, Dr. Pittman was the first woman to lead a National Institutes of Health (NIH) laboratory. Her groundbreaking research on vaccines for diseases such as typhoid, cholera, and whooping cough has had a lasting impact on public health.

    Craig Leipold (Class of 1974): A prominent businessman best known as the owner of the National Hockey League’s (NHL) Minnesota Wild.

    Douglas A. Blackmon (Class of 1986): A journalist and author, Blackmon won the Pulitzer Prize for his book “Slavery by Another Name,” which explores the re-enslavement of Black Americans from the Civil War to World War II.

    Trenton Lee Stewart (Class of 1992): An author best known for the “Mysterious Benedict Society” series, Stewart’s work has captivated readers worldwide.

    Dr. Arthur Thomason (Class of 1997): Working at NASA’s Johnson Space Center with Barrios Technology, Dr. Thomason is an Extravehicular Activities (a.k.a. space walk) flight controller and instructor for NASA. 

    Ashlie Atkinson (Class of 2001): An actress recognized for her work in film, television, and theater, Atkinson has appeared in productions like BlacKkKlansman, The Gilded Age, and Mr. Robot.”

    Endowment and Financial Standing

    As of June 30, 2024, Hendrix College’s endowment stands at $206 million, bolstered by a successful $150 million fundraising campaign. The campaign, titled A Time to Lead, added $84 million to its endowment. These funds support scholarships, faculty positions, and institutional initiatives.

    Hendrix holds a 2.705 rating and a B- grade in the 2023 Forbes financial report.

    Why Hendrix Remains Relevant

    Hendrix College stands out in the following areas:

    1. Academic Excellence: Known for its strong liberal arts curriculum, Hendrix is frequently ranked among the top liberal arts colleges in the U.S., reflecting its strong academic programs, student satisfaction, and overall institutional quality.
    2. Odyssey Program: Hendrix stands out for its Odyssey Program, which emphasizes hands-on learning through internships, research, service, and global experiences, making education more experiential and practical.
    3. Economic Impact: Located in Conway, Arkansas, Hendrix contributes significantly to the local economy through employment, student spending, and cultural enrichment.
    4. Graduate Success: Hendrix has a strong track record of graduate success, underscoring its role in shaping well-rounded individuals equipped for personal and professional achievements. They have graduates who have excelled in various fields, including writing, film/arts, sciences, and business, adding to the institution’s prestige and influence.
    5. Endowment Growth: The college’s stable and growing endowment supports scholarships, faculty development, and campus improvements, ensuring long-term sustainability and competitiveness.

    With its commitment to liberal arts education, hands-on learning, and student success, Hendrix College remains a vital institution in higher education.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, are co-hosts for the podcast series Small College America. Season two begins February. 25, 2025

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  • Small College America – Profile Earlham College – Edu Alliance Journal

    Small College America – Profile Earlham College – Edu Alliance Journal

    February 17, 2025, by Dean Hoke: This profile of Earlham College is the second in a series presenting small colleges throughout the United States.

    Background

    Founded in 1847 in Richmond, Indiana, Earlham College is a private liberal arts institution with deep Quaker roots. The college maintains its commitment to principles such as integrity, peace, social justice, and community engagement, which shape both its academic and extracurricular life. Despite its modest size, Earlham has built a reputation for academic rigor, experiential learning, and global perspectives. Dr. Paul Sniegowski, a biologist and former dean of the College of Arts and Sciences at the University of Pennsylvania, has served as President since August 2024.

    For the 2023-24 academic year, U.S. News & World Report estimates Earlham’s total annual cost (including tuition, housing, and other expenses) at $53,930, with an average net price after aid of $25,496.

    Curricula

    Earlham College offers a diverse range of undergraduate programs, with popular majors including Biology, Environmental Science, International Studies, Business, and Psychology. The college places a strong emphasis on interdisciplinary learning, allowing students to engage in cross-disciplinary courses and independent research. The Epic Advantage Program provides students with up to $5,000 in funding for hands-on learning experiences, such as internships, field studies, and international travel.

    The college also offers a 3+2 Engineering Program, where students spend three years at Earlham before transferring to an affiliated university, such as Columbia or Case Western Reserve, to complete an engineering degree. This dual-degree approach combines the benefits of a liberal arts education with technical training, preparing students for careers in engineering, business, and technology fields.

    Strengths

    • Commitment to Experiential Learning – Programs like Epic Advantage provide students with real-world experience, enhancing their competitiveness in the job market.
    • Strong International Focus – Nearly 70% of Earlham students study abroad, and the college has partnerships with institutions worldwide.
    • Small Class Sizes – With a 9:1 student-faculty ratio, Earlham offers personalized attention and mentoring opportunities.
    • Values-Driven Education – Quaker principles of peace, social justice, and ethical leadership are embedded in the curriculum and campus culture.
    • Strong Science and Environmental Programs – The Joseph Moore Museum and expansive natural study areas provide unique hands-on research opportunities.

    Weaknesses

    • Financial Stability Challenges – Like many small liberal arts colleges, Earlham faces financial pressures, including declining enrollment and reliance on tuition revenue.
    • Leadership Continuity – Since 2011, Earlham has had four Presidents and one interim.
    • Limited Graduate Programs – Earlham focuses almost exclusively on undergraduate education, which may limit options for students seeking to continue their studies within the same institution.
    • Limited Name Recognition – Despite its strong academic reputation, Earlham struggles with brand recognition outside the Midwest and higher education circles.

    Economic Impact

    Earlham College is a major economic driver in Richmond, Indiana, and the surrounding region. The college employs hundreds of faculty and staff, supports local businesses, and contributes significantly to the local economy.

    According to the Independent Colleges of Indiana, Earlham College has a total economic impact of $76 million on the state and has created nearly 725 jobs in Indiana. LinkedIn data suggests the college has nearly 9,000 alumni, with 1,400 residing in Indiana and 366 in the Richmond area.

    Through programs like the Center for Social Justice and the Bonner Scholars Program, Earlham students engage in community service projects throughout Richmond. The college also frequently hosts cultural and educational events open to the public, further integrating itself into the civic life of the region.

    Enrollment Trends

    Earlham College has experienced a decline in full-time equivalent (FTE) enrollment over the past decade. In the 2013-14 academic year, enrollment stood at 1,159 students, dropping to 677 students in 2022-23. In the 2024 academic year, undergraduate FTE enrollment was 691.33 in the fall and 620.33 in the spring, reflecting ongoing challenges in retention and recruitment.

    Degrees Awarded by Major

    In 2024, Earlham College awarded 123 undergraduate degrees, including 84 single majors, 18 double majors, and one triple major. The distribution by major category is as follows:

    Alumni

    According to Earlham’s First-Destination Survey Report (2019-23):

    • 28% of graduates continue their education within six months of graduation.
    • 57% are employed within six months.
    • The top five employment industries are Education, Healthcare, Internet & Software, and Research.
    • Nearly 50% of alumni pursue graduate or professional school within 10 years.

    Notable Alumni:

    • Michael C. Hall (1993) – Emmy-nominated actor (Dexter, Six Feet Under).
    • Margaret Hamilton (1958) – NASA software engineer, led Apollo Program flight software development.
    • Michael Shellenberger (1993) – Author and journalist on free speech and environmental policy.
    • Venus Williams (2015) – Former World No. 1 tennis player and Olympic gold medalist.
    • Wendell Meredith Stanley (1926) – Nobel Prize-winning chemist in virus research.

    Endowment and Financial Standing

    Earlham College’s current endowment is $419 million, down from $475 million in 2021. Financial challenges stem from declining enrollment and reduced tuition revenue. In FY 2023, the college reported a net loss of $11.1 million.

    Despite these challenges, Forbes (2024) rated Earlham A- with a 3.499 GPA, signaling relative financial resilience. The college is actively implementing strategic budget adjustments and seeking alternative revenue sources to ensure long-term sustainability.

    Why Earlham Remains Relevant

    In an era where liberal arts colleges must justify their value, Earlham College stands out for its values-driven, experiential education. Its commitment to academic excellence, social responsibility, and global engagement makes it an attractive option for students looking for more than just a degree.

    Earlham’s focus on sustainability, diversity, and international collaboration positions it as a model institution that integrates ethical leadership with practical learning. As higher education continues to evolve, Earlham demonstrates that a small college can have a big impact on both students and the world.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean, along with Kent Barnds, are co-hosts for the podcast series Small College America. Season two begins February. 25, 2025

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  • Small College America Podcast Returns for a New Season – Edu Alliance Journal

    Small College America Podcast Returns for a New Season – Edu Alliance Journal

    Dean Hoke and Kent Barnds Relaunch Acclaimed Series to Explore the Future of Small Colleges

    Bloomington, Indiana – February 3, 2025 – Small College America, the podcast dedicated to exploring the strengths, challenges, and future of small colleges, is officially relaunching with a new season. The series is co-hosted by Dean Hoke, Managing Partner of Edu Alliance Group and former President/CEO of the American Association of University Administrators, and Kent Barnds, Executive Vice President for Strategy and Innovation at Augustana College in Rock Island, Illinois.

    Both Hoke and Barnds are passionate advocates for small colleges, having graduated from Urbana University (OH) and Gettysburg College (PA), respectively. Their personal experiences and professional expertise have shaped their commitment to highlighting the vital role these institutions play in American higher education.

    “The landscape for small colleges is shifting rapidly, and we believe now is the time to amplify the conversation about their future,” said Kent Barnds. ” Dean and I are both passionate advocates for these institutions because we’ve experienced firsthand the impact of a small college education.”  Dean Hoke stated, “The first season of Small College America confirmed that there is a deep need for dialogue about the opportunities and challenges facing these schools. With this new season, we aim to engage with higher education leaders to explore innovative strategies that will help small colleges not just survive but thrive in an evolving higher education environment.”

    The original four-part series first aired on January 10, 2023, and was hosted by Dean Hoke and Tom Davisson, who now serves as Charter Commissioner for the National Association for Academic Excellence (NAAE). The inaugural season featured insightful conversations with small college presidents, including:

    • Dr. Barry Ryan, Former President of Woodbury University (Burbank, California)
    • Stefanie Niles, President of Cottey College (Nevada, Missouri)
    • Ryan Smith, President of the University of Rio Grande and Rio Grande Community College (Rio Grande, Ohio)
    • Janelle Vanasse, President of Alaska Pacific University (Anchorage, Alaska)

    The new season of Small College America will continue its mission of bringing critical discussions to the forefront by interviewing higher education leaders, policy experts, and innovators. The podcast will delve into the evolving role of small colleges, their economic impact, innovative strategies for sustainability, and how they can continue to provide a highly personalized educational experience.

    Season Two will begin weekly on March 11th at 11AM Eastern. More details, including upcoming, will be announced soon.

    For updates, visit [Podcast Website] or follow Small College America on [Social Media Links].

    About the Hosts

    Kent Barnds is the Executive Vice President for Strategy and Innovation at Augustana College, where he has been a senior administrator since 2005. A recognized thought leader in enrollment management and institutional strategy, Barnds is deeply invested in the success of small colleges and the students they serve.

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy, and formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities.

    ### END ###

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  • Hoke’s Notes – The Plight of Small Colleges – Edu Alliance Journal

    Hoke’s Notes – The Plight of Small Colleges – Edu Alliance Journal

    January 27, 2025

    It has been two years since I last wrote a blog post for the Edu Alliance Journal. During that time, I took on the role of President/CEO of the American Association of University Administrators (AAUA) and dedicated myself fully to the organization. I set ambitious goals, including:

    1. Launching a marketing and branding campaign to elevate AAUA’s visibility,
    2. Increasing institutional and individual membership,
    3. Establishing a high-profile multi-day conference, and
    4. Stabilizing the organization’s finances to allow the hiring of a paid executive director.

    While I initially anticipated achieving these milestones within three years, the board and I managed to accomplish them in just 18 months.

    Reaching these goals was a significant achievement, and it signaled to me that it was time to focus on other priorities. As such, I submitted my resignation, effective January 1st, and “retired” from my leadership role at AAUA. However, I’ve always felt that retirement, in the traditional sense, isn’t for me. At 74, I still have ideas to share and contributions to make in the field of higher education.

    I aim to address several projects and issues moving forward, such as returning to my work as an international higher education consultant and re-launching two podcast series. However, one other area is especially close to my heart: the plight of small colleges.

    The Plight of Small Colleges

    If you’ve followed my journey, you know that I earned my undergraduate degree from Urbana University, a small private college in Urbana, Ohio—a city with a current population of 11,161. In 1975, I designed my own major in College Administration, combining courses in business, history/political science, and psychology. During my senior year, I also completed a year-long internship in admissions.

    As a nontraditional student (having started at the University of Dayton in 1968), it took me 6 ½ years and over 30 part-time jobs to complete my degree. Urbana gave me the opportunity to figure out what I wanted to do and how I could contribute to the world. It taught me adaptability and the goodness in people, which led me to the field I love—higher education.

    Unfortunately, Urbana University didn’t survive. After being acquired by Franklin College in 2014, it closed its doors in May 2020 due to challenges brought on by the coronavirus pandemic and years of low enrollment.

    Urbana had been an integral part of the community since 1850, serving as a significant economic engine. A 2017 study by the Southwestern Ohio Council for Higher Education estimated that Urbana contributed over $60 million annually to the economies of Champaign and Logan counties and employed 111 full-time staff during the 2015-2016 academic year. Its closure was devastating—not only for the university but also for the local businesses that depended on the foot traffic of students, visitors, and sports spectators.

    Rural colleges like Urbana serve as vital economic and social hubs for their communities. However, the increasing trend of college closures poses significant risks, including economic downturns, reduced social engagement, and the loss of cultural identity.

    Moving Forward

    To address this issue, I’m developing a funding proposal to analyze the multifaceted impacts of struggling colleges in rural areas. My goal is to propose actionable solutions and share findings that empower policymakers and community leaders. By combining innovative research, advocacy, and problem-solving, this initiative seeks to provide practical tools for fostering resilient rural communities.

    The research will focus on rural communities in Indiana, Ohio, and Pennsylvania. I’ve already received encouragement from regional leaders and am optimistic about finding partners to support this initiative. I’m seeking foundations, corporations, and government agencies to help fund this project, which aims to mitigate the ripple effects of college closures in rural America.

    If you have thoughts or suggestions on this topic—or know of potential funders—please feel free to contact me at [email protected].

    Stay tuned for updates on this and other projects I’m passionate about.

    Dean Hoke is Co-Founder and Managing Partner of Edu Alliance, an international higher education consultancy and podcast co-host of Higher Ed Without Borders and Small College America. He recently served as President/CEO of the American Association of University Administrators.

    Dean began his professional career in 1975 with Bellarmine University, working in a variety of roles, including Admissions and External Relations. In 1983, he entered the broadcasting field, serving as a senior executive for Public Broadcasting System stations and a cable network. In 1998, he co-founded The Connected Learning Network, a full-service online learning company. In 2009, he accepted an invitation to move to the United Arab Emirates, serving in senior positions at Higher Colleges of Technology and Khalifa University before co-founding Edu Alliance in Abu Dhabi in 2014.

    Hoke is passionate about advancing academic excellence and innovation worldwide.  He participates in numerous advisory and consulting projects on international branch campuses, marketing/branding, and business intelligence. Dean has consulted, presented, and written on leadership, higher education, and distance learning in the United States, Bahrain, Kazakhstan, Lebanon, Oman, Nigeria, Spain, and the United Arab Emirates.

    Hoke has a B.A. from Urbana University, an M.S. from the University of Louisville, and a Certificate in Executive Management from the University of Pennsylvania Wharton School. Dean currently resides in Bloomington, Indiana.

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  • Why You Should Be A Member of the American Association of University Administrators – Edu Alliance Journal

    Why You Should Be A Member of the American Association of University Administrators – Edu Alliance Journal

    April 11, 2020 by Dean Hoke – When I came back to the United States in 2017-18 I wanted to re-engage with the US university community. I joined NAFSA primarily due to my work in International Higher Education but I also wanted to be a part of a smaller organization where I could get to know the people better and attend conferences that would continue my professional development. I decided to join in 2018 The American Association of University Administrators (AAUA).

    Who is AAUA

    AAUA is a non-profit professional organization founded in 1970 for higher education leaders and administrative personnel. It is the only professional association for individuals who are interested in the entire range of higher education management (from department chair/unit director through president) in the entire diverse set of American colleges and universities (two- and four-year; public, private non-profit, private for-profit; comprehensive, research-focused, special mission).

    Membership in AAUA helps support the association’s mission. In addition, membership provides—for those members who have an interest—opportunities for professional networking and leadership. In addition to enrolling and serving a significant complement of administrators at the most senior levels, the association is also interested in assisting early-career practitioner administrators build/enhance their leadership portfolios by providing leadership opportunities through service on association committees, boards, and taskforces. Opportunities to collaborate on offering professional development services are available as well.

    Professional Development Opportunities

    Annual Leadership Seminar: In particular this is my favorite because of the networking and the presentations. The 50th Leadership Seminar of the American Association of University Administrators is scheduled for June 9-10, 2022. It will be held as a hybrid event, with in-person sessions meeting at the Marriott Stanton South Beach Hotel (Miami, Florida). In-person sessions are planned for June 9 (morning and evening) and June 10 (morning). On-line sessions will be held on the afternoon of June 9th. I will be attending in person.

    AAUA Professional Development Fellows Program : The Fellows Program is an individually designed, year-long, mentored professional development experience during which the candidate uses his/her day to-day responsibilities as the spring board for improving a set of self-identified professional skills to enhance his/her administrative competence.

    Cross-Institution Visits : Recognizing the value of learning from administrative peers at other institutions (both similar in nature and of radically different structure or purpose), AAUA facilitates short-term (one to three week) cross institution visits between like-role administrators. The association also occasionally organizes and conducts small group (6-10 people) two- and three-day visits to clusters of institutions for the purpose of learning about notable or unique programs.

    So What is the Cost of Membership?

    There are two types of memberships. One is Individual and the other is Institutional

    Individual: An active Membership (Open to any person interested in the administration of higher education) is $100. The Student (Open to any graduate student enrolled in an institution of higher education who is interested in the field of higher education administration. is $35.

    Institutional: Any college/university or any other organization/firm may sponsor the membership of individuals on the following basis:

    • 1-6 Supported Members – Total membership dues rate: $500
    • 7-15 Supported Memberships – Total membership dues rate: $1,000
    • 16-24 Supported Memberships – Total membership dues rate: $1,500
    • 25 or more Supported Memberships: $2,000

    I would encourage you to consider becoming a member of the AAUA. I have found the people you get to know are outstanding, the conferences educational and enjoyable and the cost of membership is well worth the value.

    If you have questions or wish to join feel free to contact me or better yet contact:

    Dan L. King, Ed.D., President, and Chief Executive Officer
    American Association of University Administrators
    1 Ralph Marsh Drive, Glen Mills, Pennsylvania 19342 (USA)Phone: 814-460-6498
    Email: [email protected]

    Dean Hoke is a Managing Partner of Edu Alliance Group in the United States and Co-Founder of Edu Alliance Ltd. in the United Arab Emirates. Dean has decades of progressively responsible and visionary leadership roles in higher education, communications & online learning. He has led numerous initiatives that have created innovation & positive change in the higher education & non-profit sector. 

    Dean began his career in 1975 with Bellarmine University working in various roles, including admissions and external relations. In 1983 he entered the broadcasting field, serving as a senior executive for Public Broadcasting System stations and a cable network. In 1998 he co-founded The Connected Learning Network, a full-service online learning company. In 2009 accepted an invitation to move to the United Arab Emirates serving in senior positions at Higher Colleges of Technology & Khalifa University.

    He participates in numerous advisory & consulting projects in the fields of international education, branding, business intelligence, and online learning. He is an active speaker and writer in the field of global higher education and distance learning. Dean has presented and written worldwide on leadership, higher education, and distance learning. Dean is a member of the Board of the American Association of University Administrators, the Franklin University School of Education Advisory Board, and a member of NAFSA. Mr. Hoke has a B. A from Urbana University, an M.S from the University of Louisville, and a Certificate in Executive Management from the University of Pennsylvania Wharton School.

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