Category: Featured

  • 7 Trends to Inform Online Program Expansion in 2025

    7 Trends to Inform Online Program Expansion in 2025

    As I reviewed the new IPEDS data release last week, I was looking for the data and intelligence that would be most helpful for online enrollment leaders to have in hand to underpin and inform this year’s success. These points, in combination with key trends that became clear in other sources I reviewed late last year will enable online leaders to succeed this year as well as plan for the future.

    Note that I am not discussing changes that may emerge after January 20, but I will be doing so after a long talk I have scheduled with Cheryl Dowd from WCET who tracks online regulations and with whom I will be co-presenting at the RNL National Conference this summer.

    So, what do you need to know?

    1. Online and partially online enrollment continue to dominate growth.

    Four years after the pandemic, more students each year are continuing to decide to enroll in either fully or partially online study. While year-over-year change in every post-pandemic year has seen some “return to the classroom,” when compared with pre-pandemic enrollment (2019), 2.3 million more undergraduates and 450k more graduate students are choosing fully or partially online study. Perhaps more important, 3.2 million fewer undergraduates and 288k fewer graduate students are choosing classroom-only programs. Institutions seeking to grow enrollment must develop processes to quickly determine the best online programs to offer and get them “to market” within 12 months.

    Chart showing the pandemic transformed student preferences as millions of additional students chose online and partially online study

    2. Institutions seeking to grow online enrollment are now competing with non-profit institutions.

    As recently as five years ago, your strongest competition came from for-profit institutions. In some ways, these institutions were easy to beat (excepting their huge marketing budgets). They had taken a beating in the press to the extent that students knew about it, and they were far away and unknown. Today, institutions face no less of a competitive environment, but the institutions dominating the scene – and most likely a students’ search results – are national non-profits. These institutions are, of course, not local so they aren’t well known, but they have not been through the scrutiny which eroded interest in the for-profits. Student search engine results are also now filled with ambitious public and private institutions seeking to “diversity their revenue streams.” As such, institutional marketers need to adjust their strategies focused on successfully positioning their programs in a crowded market, knowing that they can “win” the student over the national online providers if they ensure that they rise to the top of search results.

    Graph showing national non-profits have taken the lead from for-profit institutions.Graph showing national non-profits have taken the lead from for-profit institutions.

    3. Online enrollment growth is being led by non-profit institutions.

    Seventeen of the 20 institutions reporting the greatest growth in online enrollment over the last five years are nonprofit institutions—a mix of ambitious public and private institutions and national non-profits. What is more, the total growth among institutions after the two behemoths far exceeds Southern New Hampshire University and Western Governors University. These nimble and dynamic institutions include a variety of institution types (with community colleges well represented) across the higher education sector. Institutions seeking to grow online enrollment should research what these institutions are offering and how they are positioning their programs in the market and emulate some of their best practices.

    Chart showing that the greatest online growth is among non-profit colleges.Chart showing that the greatest online growth is among non-profit colleges.

    4. New graduate program growth is dominated by online/partially online offerings.

    In 2024, a research study by Robert Kelchen documented growth in the number of available master’s programs in the U.S. over the last 15 years. Not only did Kelchen document a massive expansion in availability (over the 15-year period, institutions launched nearly 14,000 new master’s programs on a base of about 20,000), but also that the pace of launching online or hybrid programs dramatically outpaces classroom programs. This rise in available offerings far outpaces the rate of growth of the online student market, resulting in significantly higher levels of competition for each online student. Institutions seeking to grow their online footprint must ensure that they fully understand both the specific demand dynamics for each of their programs and the specifics of what online students want in their program. A mismatch on either factor will inhibit growth.

    Graph showing online/hybrid programs are driving new program development.Graph showing online/hybrid programs are driving new program development.

    5. Online success is breeding scrutiny of outcomes.

    We all know something of the power of social media today. This was reinforced for me recently by an Inside Higher Education story which focused on the 8-year rates of degree completion among the biggest online providers. The story was triggered by a widely read Linked IN post and followed up by numerous other stories and posts and comments across the platform. This is just the kind of exposure that is most likely to generate real scrutiny of the outcomes of online learning – which were already taking shape over the last year or more. In fact, this focus on outcomes ended up as one of the unfulfilled priorities of the Biden Education Department. I have long said that institutions seeking to enter the online space have an opportunity to tackle some of the quality issues that first plagued the for-profits, now challenge the national online non-profits, and will confront others if not addressed soon.

    Images showing online skeptics are raising concerns about completion rates among larger online providers.Images showing online skeptics are raising concerns about completion rates among larger online providers.

    6. Key preferences for online study have been changed by the pandemic.

    RNL’s own 2024 online student survey surfaced dozens of important findings that online leaders should consider as they chart their course. Two findings stand out as reflecting profound changes in online student preferences, and both are likely the result of pandemic-era experiences. First, all but 11 percent of online students told us that they are open to at least some synchronous activities in their program, likely the result of hundreds of online meetings during the pandemic. Similarly, they told us that the ideal time to communicate with recruiters/counselors from online programs is now during business hours. This is also likely to be related to the pandemic period, in which millions of people working from home began to regularly contend with some personal business during their day. Institutions should assess both of these factors as they think through student engagement (to address point #5), and the intense competition of the online space (to address point #3).

    Pie charts showing how pandemic experiences have shaped student preferences for synchronous/asynchronous classes and when to follow-upPie charts showing how pandemic experiences have shaped student preferences for synchronous/asynchronous classes and when to follow-up

    7. Contracting institutions are not focusing on online enrollment.

    Finally, we return to the new IPEDS data to see that institutions that have experienced the greatest enrollment contraction over the last five years demonstrate almost no access to fully online study (dark blue lines in the chart below), and only limited access to programs in which students can enroll in both online and classroom courses (light blue lines). Even where there has been some online or partially online growth, these efforts have not been given adequate attention to counterbalance contraction among students enrolled in classroom-only programs (green lines). These data again make it clear (as stated in point #1) that institutions facing classroom-only contraction must either amend their goals to account for reduced enrollment or determine which online or hybrid programs would be most attractive to students in their region and then ensure that such offerings are visible in a highly competitive higher education market.

    Chart showing contracting institutions are not focusing on online.Chart showing contracting institutions are not focusing on online.

    Explore more at our webinar

    Webinar: 5 Enrollment Trends You Need to Know for 2025Webinar: 5 Enrollment Trends You Need to Know for 2025

    Join us for a deeper dive into trends during our webinar, 5 Enrollment Trends You Need to Know for 2025. This discussion with me and a number of my RNL expert colleagues will look at research and trends that should shape strategic and tactical planning over the next 12 months. Particularly, as we enter what has been identified as the first year of the “demographic cliff,” data-informed decision-making will be more important to enrollment health than ever before. Register now.

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  • Understanding Digital Marketing Strategy and Costs to Effectively Budget for Growth

    Understanding Digital Marketing Strategy and Costs to Effectively Budget for Growth

    In today’s digital-first world, higher education institutions are increasingly turning to digital marketing to educate, engage, enroll, and retain students. However, one of the key challenges that the campus decision-makers face is understanding the potential costs associated with digital marketing and how to effectively budget for growth.

    As someone deeply immersed in the world of digital strategy, I often find myself having the same conversation with campus leaders: how do we set realistic expectations about what it really costs to do effective digital marketing? And more importantly, how do we directly link those costs with your institution’s growth objectives? In this blog, I will highlight the key data-driven strategies for assessing ROI and how these strategies inform a strategic budget plan that strengthens your institution’s overall portfolio and drives sustainable growth.

    The importance of setting realistic expectations

    Success in higher education landscape, particularly when managing a large portfolio, is driven by a disciplined, metrics-oriented approach. From my experience, the institutions that excel are those that rely on crisp numbers, rigorously evaluate their plans ahead of time, and understand the value of projections and estimations. By leveraging detailed forecasts and aligning resources accordingly, we can navigate the complexities of enrollment growth with precision and confidence, always mindful that incremental progress, evaluated at every stage, is key to achieving long-term goals.

    Setting expectations means recognizing that significant results take time and careful planning. This translates to setting realistic growth expectations based on an understanding that reaching your enrollment goals will take multiple academic terms. When I am collaborating with our partners, we adopt a structured five year growth trajectory where Year 1 serves as the “foundational” phase, establishing the core infrastructure and strategic alignment. Year 2 is focused on “scaling,” optimizing initial investments to drive measurable growth. Years 3 and beyond are dedicated to “sustained value creation,” with a continuous focus on refining processes and maximizing returns through ongoing optimization and strategic enhancements. This phased approach allows for calculated risk-taking and ensures a clear path to long-term, scalable success.

    Chart showing 5-year projected growth for digital leads with 20%YoY growth

    Once we’ve set realistic expectations for our digital strategy, it’s crucial to ensure that every tactic -whether paid digital marketing, SEO, or creative content, all work together seamlessly to achieve your goals. These elements don’t function in isolation; rather, they complement each other to drive greater visibility, engagement, and, ultimately, enrollments. A well-rounded strategy that integrates SEO to boost discoverability, paid digital marketing for targeted reach, and compelling content to engage prospective students will create a strong foundation for success. By understanding how these components interrelate, you’ll be better equipped to assess their effectiveness and make data-driven adjustments as needed.

    From here, let’s dive into how digital strategy translates into budget planning and ROI. Understanding the interconnectedness of these key elements will help you allocate resources more efficiently and set a clear path for measuring the success of your investments.

    Connecting strategy to ROI and crafting a strategic budget plan for growth

    The connection between strategy and ROI is grounded in the ability to align your digital marketing efforts with measurable outcomes, and it all starts with the establishment of clear and precise enrollment goals. Prioritizing top programs ensures that marketing resources are directed toward the areas with the highest demand or growth potential, improving overall program performance. The right channel mix is crucial to reaching the right audience, maximizing visibility, and efficiently converting interest into applications. Monitoring data and optimizing it in real-time ensures that marketing efforts are continuously adjusted for maximum effectiveness, enhancing the likelihood of meeting targets and improving ROI. Finally, effective allocation based on application timing, seasonality projections, and market revisions allows for strategic adjustments in campaigns to account for fluctuating demands, ensuring marketing spend is optimized throughout the enrollment cycle. Collectively, these elements create a robust framework for maximizing ROI, ensuring that marketing investments lead to increased applications, conversions, and, ultimately, student enrollment.

    Graphic of connecting digital marketing strategy to ROI: Enrollment Goal Mapping, Program Prioritization, Channel Mix Strategy, Monitor&Optimize, App Deadlines and Scaling UpGraphic of connecting digital marketing strategy to ROI: Enrollment Goal Mapping, Program Prioritization, Channel Mix Strategy, Monitor&Optimize, App Deadlines and Scaling Up

    How do you craft a budget that supports your growth goals? Whether you are the decision-making authority or a decision influencer, here are the essential steps to craft a budget plan that aligns with your institution’s growth objectives and maximizes your enrollments:

    1. Define your enrollment goals in detail

    When you think of marketing costs, what comes to mind first? How much will it cost to meet your enrollment goals, right? So, your first step in planning a budget is to have your overall Enrollment goal (and, for graduate or online programs, a goal for every program) in front of you. With the goal (or program-level goals) in hand, determine what that means in terms of percentage growth from the current state. You may also have subsidiary goals like enhancing brand awareness, building more brand equity, or engaging alumni. If these are going to be part of your plan, they should also have tangible goals for what you are trying to do. Defining your enrollment goals helps you allocate your budget accordingly and measure ROI effectively.

    STRATEGY TIP

    Develop a “Goal Mapping” Scenario or you can say a Reverse Funnel (for each program). After you set enrollment goals (for the year or the term) you then need to understand the lead to enroll ratio. This will help you work backwards to determine how many accepted apps/admits will be needed, how many completed apps, how many submitted apps, and finally how many qualified leads will be needed. Based on the program category, dig deeper into what the Cost per Leads (CPL’s) are, based on industry benchmarks. That will help you calculate the estimated ad spend needed to generate those qualified leads.
    Goal Mapping for digital marketing: 1. Qualified Inquiry 2. Submitted Application 3. Completed Application 4. Admitted StudentGoal Mapping for digital marketing: 1. Qualified Inquiry 2. Submitted Application 3. Completed Application 4. Admitted Student

    A note on program-level goals: If you don’t have program-level enrollment goals for your online and graduate programs, finalize those as soon as possible. Until then, focus marketing on building brand awareness. It is likely that people in your own backyard could be less familiar with your program than you may think they are. Brand advertising will ensure that awareness rises so that when you have your program goals, you can build your campaigns on a higher level of familiarity with your institution. However, given that Google reports that 75 percent of graduate and online program searches don’t include an institution name, remember that branding alone will not be enough to fill your classes.

    Institutional example: When we began work with one of our partners nearly two years ago, they had not established program-level goals. So, in year one, we focused the largest portion of the budget on institutional awareness, with mini-campaigns focused on specific programs of importance to the institution. By the beginning of the second year, the institution had set program-level goals based on a greater understanding of market conditions. At that point, we began transitioning our campaigns to focus (ultimately 80 percent of the budget) on the programs with the “mini campaign” focused on continuing the brand equity efforts.

    2. Prioritize your programs

    It is highly unlikely that most institutions can spend marketing dollars on every program they offer. This means that in order to maximize the ROI of your marketing budget, you must prioritize your programs. But how? Take a data-driven approach, prioritizing programs for which you a) know there is market demand both among students and employers, and b) understand the competitor environment. These are the “cash cows” that will demonstrate the best ROI on your marketing spend and support the programs that, while not demonstrating significant market demand, are critical to the institutional mission.

    STRATEGY TIP

    Spreading a $100K marketing budget across 15 -20 programs will only dilute the ad spend, by spreading it too thin. Instead, identify the top 5-7 programs that have the greatest market demand and focus on them. Note that sometimes, the programs that seem most in need of a “marketing boost”, really aren’t. They are struggling because their market demand situation is not what it once was.

    Institutional example: A partner institution recently commissioned RNL to conduct a Program Prioritization and Positioning study focused on their current program mix. The goal was to take a data-driven deep dive into 12 programs vying for marketing dollars, with a focus on understanding student demand and employer needs in the region. The results indicated that while one of the programs they had planned to prioritize came out on top, two others that they hadn’t been planning to focus on also demonstrated strong demand, and one of the programs that they had questioned was confirmed as having weak local market demand.

    3. Determine your channel strategy

    Once you have prioritized your programs for marketing ROI, setting your channel strategy is pivotal. Personas (at the graduate and online levels developed for each program) dictate the channels on which you should focus. You don’t want (or need) to be present on every single channel just for the sake of “eyeballs.” Be mindful of the budget and how best to use it in order to maximize return, which can only be accomplished if you apply the personas that will inform you where your target student spend their “digital time.” So, for example, not every program may benefit from marketing on LinkedIn. Since it is expensive with a $10 minimum ad spend, a persona-based approach may indicate that other platforms are a much better match. But you can only do this if you know the characteristics of your audience, and that comes from the program personas.

    STRATEGY TIP

    The critical element in increasing marketing ROI is to engage the right students at the right time on the right channel, without spreading your budget too thin. In contrast, being too invested in any single channel exclusively or too long is also almost always the wrong strategy. There is always a point of diminishing returns as students cycle to different platforms, and you want to be sure to know where to go next before you approach that point by being able to tap into the next new thing.
    Chart of program and channel performance for different degrees and channels.Chart of program and channel performance for different degrees and channels.

    Institutional example: One of our prestigious campus partners was struggling with recent market shifts that resulted in an overall decline in applications. We dug into market and performance data to help them prioritize programs that had the highest lead-to-enroll ratios, lowest cost per acquisition, and good search volume with an eye to increasing marketing ROI and overall success. This approach not only helped regain their momentum at the top of the funnel but also generated strong conversion volume that exceeded goals and sustainably reduced cost per conversion. These changes benefited not only the marketing operation but were also felt by the call center, and further down the funnel where we saw an increase in applications.

    Talk with our digital and enrollment experts

    We’re to help you find the right digital marketing and recruitment strategies. Let’s set up a time to talk.

    Contact us

    4. Analyze data regularly and optimize with agility

    If (quality) content is king, data is queen! Sustained growth can only occur when data and insights are continuously incorporated into strategy. Analyzing performance data is crucial to understanding which programs and channels are yielding the largest numbers of applications and enrollments and, hence, generating the best return on ad spend (ROAS). This type of analysis allows for a data-driven approach to strategic pivots on how the marketing budget is allocated to ensure the highest ROI (or ROAS) across channels and the program portfolio. As the cost of marketing has risen, so has the need for marketers to make an effective case to senior leadership for additional marketing dollars. You can only do this if you can demonstrate that you are the best possible stewards of current resources.

    STRATEGY TIP

    As you continue to increase your campaign efficiency and success with the focus on ROI, your cost per lead will gradually start to go down – on average by 5 – 10 percent in year 2 and beyond. So, campaigns can generate more qualified leads efficiently over the years (for the same cost), thereby maximizing the return on your ad spend (ROAS). This helps you not just grow but also helps in building forecasts and projections for growth compounded over several years – and it also provides a strong ROI-driven basis for any requests you may need to make for additional funds elsewhere.
    Cost-per-lead trends over one year, showing how current CPL has been greatly reduced from the previous year.Cost-per-lead trends over one year, showing how current CPL has been greatly reduced from the previous year.

    A note on analytics platforms: The fact that resources have become increasingly scarce at the same time as marketing costs have skyrocketed has resulted, out of necessity, in more sophisticated tracking of ROI. If your internal systems are set up in the correct manner (or if you are working with a strategic partner like RNL) every lead can be tracked to its source, thereby allowing for the assessment of just how effectively each marketing dollar has been used.

    Institutional example: A prestigious campus partner was having challenges with converting leads to applications and enrollments. We reviewed their full-funnel data (compete with attribution percentages) and realized something wasn’t working. The top of the funnel was healthy, with good lead volume. However, down the funnel we saw that a disproportionate number of leads were not converting to apps and enrollments. As a result of the review and data analysis, we made a bold strategic pivot to shift significant budget allocations to the channel (Google search) that we could see was producing the greatest numbers of applications and enrollments. Without the data, solving the challenge would have been impossible. With the data, it was easy. Since we made this change, applications, and enrollments have consistently increased each academic period.

    Graphic showing two circle charts and the reallocation of channel spend from Facebook as the largest channel to Google Search as the largest channelGraphic showing two circle charts and the reallocation of channel spend from Facebook as the largest channel to Google Search as the largest channel

    Making sure that the top of the funnel strategy is guided by down funnel numbers is the KEY! Effective strategy must evolve through ongoing optimizations with thoughtful placements across diverse media platforms that are informed by performance data. Remember that the path to enrollment is rarely linear and an integrated media strategy allows you to provide a personalized message in the right place at the right time.

    5. Understand and account for seasonality/application timings/expansion

    Another aspect of the dynamic nature of the marketing process relates to the seasonality of lead flow – and subsequent enrollment. This requires flexibility to adjust your strategies based on real-time performance data collected throughout the year. For any program or institution, there are times of the year during which more or fewer leads are generated. Fully understanding these trends takes time; you can make preliminary judgments on when the lead volume is highest and lowest within one year, but multiple years will allow for greater certainty. As you build your capacity to track lead generation – and conversion throughout the funnel – by program and source – you can create visualizations that map these factors by month. They can be used to build monthly budget allocations like those presented below.

    Bar chart showing budget allocation over the year for search, social, display, retargetingBar chart showing budget allocation over the year for search, social, display, retargeting

    Institutional example: For one campus partner we used the annual performance data in an innovative way. Our data insights indicated that there was more market share to capture, by having the program leverage low cost per conversion at the top of the funnel at certain points in the year, and low cost per acquisition at the bottom at other points of the year. There was time to scale up both applications and enrollments. We developed a forecast plan to address the potential areas of opportunity, calculated the cost, and pitched it to the partner. Once approved, we moved with agility, and implemented additional ad spend on the top champion programs and frontloaded the budgets for the academic periods yielding the highest number of applicants and enrollments. With this, we were not only able to meet the qualified lead goal but also exceeded the enrollments by 19% for the following academic period.

    The lifetime value of the student

    As you budget for growth, it’s crucial to consider the lifetime value (LTV) of a student. LTV refers to the total revenue a student generates throughout their academic journey and beyond. This value encompasses tuition fees, ancillary revenues (like housing and meal plans), alumni donations, and increasingly in our era lifelong learning opportunities.

    Talk with our digital and enrollment experts

    We’re to help you find the right digital marketing and recruitment strategies. Let’s set up a time to talk.

    Contact us

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  • Centralized Education Management Systems: Revolutionizing Education

    Centralized Education Management Systems: Revolutionizing Education

    There is a huge change happening in higher education. Because technology changes so quickly, higher eds have to be able to deal with new problems and meet the changing needs of students, teachers, and managers. Centralized education management systems or Integrated software solutions are no longer a nice-to-have; they’re necessary for making schools more streamlined, efficient, and ready for the future.

    This blog post examines how these centralized education management systems change higher education, deal with problems, and make room for new ideas.

     

    Understanding Integrated Software Solutions

    Centralized education management systems or integrated software solutions centralize admissions, curriculum creation, faculty management, student services, compliance, and more.

    Instead of managing several technologies that don’t communicate, your institution runs like a symphony. Tracking student progress and managing teacher duties is simple, saving time and resources.

    According to Educause (2023), 68% of institutions that use integrated platforms see a considerable operational efficiency boost in the first year.

     

    Addressing Core Challenges in Higher Education

    Higher education has obstacles. You may struggle with uncertain enrollment trends, changing accreditation standards, and student needs. However, centralized education administration systems are changing how institutions handle these concerns.

     

    Deconstructing Obstacle Walls

    Data scattered between platforms is bothersome. Integration solutions function as a bridge, connecting all departments, including admissions, professors, and administration, to ensure that all individuals are on the same page. For the Purpose of Assisting You Now we’re going to be really honest: manual processes can be really draining—automation handles everyday jobs diligently, so your teams can focus on improving learning outcomes or planning strategic projects!

     

    Students First!

    Students today expect more than lectures, homework, and tests. With centralized education management system technologies, institutions may develop tailored learning pathways, track student progress, provide 24/7 support, and keep students engaged until the end!

    Integrated solutions cut administrative tasks by 30%, according to McKinsey. Not only does it save time, but it also redirects energy toward important things like helping students succeed and moving higher education forward.

     

    Benefits of integrated software in higher education institution

    These are the genuine benefits of higher education integrated software solutions. Beyond saving time, the centralized education management systems improve student performance, institution efficiency, and success.

    EDUCAUSE found that integrated centralized education management systems in higher education boosted operational efficiency by 25% and student satisfaction. Pretty amazing, huh?

    Let’s list the main benefits:

    Data analytics for improving higher education decision-making

    Everything in One Place: No more platform switching or tab-searching. Your data, tools, and workflows are connected and available with integrated software. Imagine it’s like having everything you need under a single roof.

    Decisions Based on Data: Park the decisions based on guessing and grab the Data analytics for improving higher education decision-making! You can make smart, informed decisions using real-time data and analytics. You’re always informed when tracking student progress or preparing ahead.

    Greater Cooperation: Things get lost when departments in your colleges don’t communicate and sync up! Integrating systems makes it easy for students, instructors, and staff to connect and collaborate. Eliminating barriers lets everyone shine.

    Student Success: Students matter. Personalizing learning journeys with integrated solutions helps students focus, stay on track, and succeed. Lower barriers, more wins!

     

    AI and Analytics: Their Role

    AI and analytics underpin integrated software. They don’t just process data—they make sense of it. They don’t just process data—they make sense of it.

    • Predictive Analytics: Identifying at-risk students early and offering on-time help!
    • Personalization: AI-powered tools craft tailored learning experiences for students.
    • Resource Optimization: Analytics ensure efficient use of campus facilities and resources.

    According to a survey by Gartner, institutions leveraging AI in education reported a 45% improvement in student retention rates. These tools are more than enhancements—they’re enablers of smarter, data-driven decisions.

     

    Overcoming Implementation Challenges

    Integrated software solutions in higher education have these actual benefits. Besides saving time, they boost student performance, institution efficiency, and success.

    Transformative technology like integrated software solutions might make technology implementation seem daunting. Every organization confronts problems, and overcoming them is part of progress. Good news? You’re not alone.

    Integrated systems adoption might be difficult, but strategic institutions can make it happen. These important areas may present obstacles and how to overcome them:

    Train and Adopt: Getting everyone on board is difficult. Faculty, staff, and students must master the new system, which takes time. A solution? Provide good training and support. Focus on important users, start small, then grow. Users grow more comfortable, smoothing the transition.

    Moving unorganized data from outdated systems to a new platform can be a headache. Before migrating, clean and organize data to simplify. A coordinated migration plan with your software provider reduces disruptions.

    Change resistance: Hard. Resistance often originates from fear of the unknown or a lack of understanding of how the new system would benefit the institution. As a last step, communicate with stakeholders, show the system’s long-term value, and include decision-makers early!

    Customization requires: Every institution has unique needs, so, keep in mind, a generic solution may not work! Find a customizable system that gets tweaked to however you need. Ask questions and customize the system with the software vendor.

    Planning, patience, and help are needed to overcome these obstacles. Successful organizations deploy with strategy, training, and flexibility. This vacation has long-term benefits.

    EDUCAUSE found that higher education integrated systems increased operational efficiency by 25% and student satisfaction.

     

    Practical Uses and Success Stories

    Change is coming from integration. Uniformed systems are benefiting institutions globally, as shown in these success stories.

    • Creatrix Campus reduces manual faculty management work by 40% at National University of Singapore.
    • Oxford uses statistics to engage and retain students.
    • Integration of centralized education management systems helped Otago University speed accreditation by simplifying compliance tracking!

     

    Future Higher Education Integrated Software Trends

    Due to these advances, experts expect over 70% of higher education institutions to have fully embraced integrated software platforms by 2030. Here are some software of the trends you can look for.

     

     

    • Blockchain technology is transforming credentialing by creating secure, tamper-proof academic records.
    • Adaptive learning systems give pupils customized content.
    • Global collaboration tools include bridging campuses to allow knowledge sharing.

     

    Closing Thoughts

    Higher education can transform operations, engagement, and innovation. Integration software solutions or centralized education management systems enable transformation, not just tools.

    Creatrix Campus is happy to help institutions reach their potential with smarter, more connected technologies. Ready to elevate your campus? Let’s chat Improving operational efficiency in universities with software.

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  • What High School Students Really Think About College

    What High School Students Really Think About College

    Let’s talk about the elephant in the room: colleges struggle to connect with their most important audience—students. Fresh data RNL’s research studies show a big disconnect between what higher education offers and what students need. A new report from the Western Interstate Commission for Higher Education is waving red flags about dropping enrollment numbers and workforce gaps if colleges can’t step up their game and prove their worth.

    But what’s going on here?

    Show me the money: The cost crisis

    Here’s what keeps students up at night: money. Nearly all (93%) of prospective students are stressing about college costs (RNL & Halda, 2024). Let that sink in—we’re talking about almost every student thinking about college.

    The money story gets even more complicated:

    • 82% say they might not even apply because they’re worried about costs (RNL & ZeeMee, 2024)
    • 73% aren’t sure if their family can foot the bill (RNL & Halda, 2024)
    • Many don’t even try for financial aid because they assume they won’t qualify (RNL, Ardeo & Halda, 2024)

    “Is it worth it?”—The million-dollar question

    Students aren’t just worried about paying for college—they’re questioning whether it’s worth the investment. The stats tell us:

    • 60% wonder if college is worth the time, money, and effort
    • Only 63% see a job offer after graduation as their main goal
    • Half of students think they can make good money without a degree
      (RNL & Halda, 2024)

    Lost in the college maze

    In 2024, you’d think finding college info would be easy. Spoiler alert: it’s not. Check this out:

    • 72% say applying to college is just too hard (RNL, Ardeo & Halda, 2024)
    • 63% can’t figure out how to choose the right school (RNL & ZeeMee, 2024)
    • 53% don’t know where to get help with college planning
    • 51% are stuck at square one, not knowing where to start
      (RNL & Halda, 2024)

    Transforming the college experience: A blueprint for change

    The days of one-size-fits-all higher education are over. How can offer what students need?

    1. Simplify the journey

    Colleges must strip away the bureaucracy that scares away promising students. This means:

    • Creating a streamlined, user-friendly application process
    • Building intuitive websites that guide rather than confuse
    • Offering clear, step-by-step roadmaps to enrollment
    • Providing personalized application support based on each student’s background and needs

    2. Talk money from day one

    No more financial surprises or hidden costs. Colleges should:

    • Present total costs upfront, including living expenses and materials
    • Break down financial aid options in clear, everyday language
    • Show concrete examples of return on investment
    • Create customized financial planning tools that account for individual circumstances

    3. Show Real Results

    Students deserve to see the real impact of their investment:

    • Share detailed job placement data by major and career path
    • Report actual salary ranges for recent graduates
    • Feature diverse alumni success stories across different fields
    • Match potential career outcomes to students’ individual interests and goals

    3. Innovate the Learning Experience

    Education shouldn’t be rigid. Modern colleges must:

    • Design flexible learning paths that fit different lifestyles
    • Develop focused credential programs for specific career goals
    • Create clear pathways from certificates to full degrees
    • Offer personalized learning tracks based on student strengths and career objectives

    The future of higher education isn’t just about making things easier—it’s about making them work better for each individual student. Colleges that embrace these changes won’t just survive; they’ll thrive by truly serving their students’ needs.

    The future of higher education: A student-first revolution

    Let’s be honest: the old college playbook isn’t cutting it anymore. Students are drowning in debt, juggling full-time jobs with classes, and questioning whether a degree is worth the sacrifice. They’re not asking for less rigor—they’re asking for a system that acknowledges their reality.

    The WICHE report plainly states, “Demography need not be destiny.” But this isn’t just about numbers.

    • It’s about Darla raising two kids while pursuing her nursing degree.
    • It’s about Javier, the first in his family to consider college and has no roadmap to follow.
    • It’s about Sophia working two jobs just to afford textbooks.
    • It’s about Tyler, a baseball standout from rural Iowa whose guidance counselor is stretched too thin to help him navigate the recruiting process his parents never experienced.
    • It’s about Emma, whose well-meaning parents have taken over her college search entirely, leaving her silent and stressed about expressing her own dreams.

    These students aren’t looking for handouts. They’re looking for:

    • A system that respects their time and responsibilities
    • Clear paths that connect their education to real careers
    • Flexible options that don’t force them to choose between life and learning
    • Proof that their investment will pay off in tangible ways

    The colleges that will thrive aren’t the ones with the fanciest buildings or the most prestigious names. They’re the ones who dare to ask: “What do our students need to succeed?”

    Because here’s the truth: higher education isn’t just about preserving institutions. It’s about transforming lives. And right now, too many bright, capable students are being left behind by a system that wasn’t built for them.

    The future belongs to colleges brave enough to change. Not just with fancy words and mission statements but with real, student-centered solutions that make education accessible, achievable, and worth every dollar and hour invested.

    Reports cited in this blog—available for free download

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  • Ambow Education Continues to Fish in Murky Waters

    Ambow Education Continues to Fish in Murky Waters

    In May 2022, The Higher Education Inquirer began investigating Ambow Education after we received credible tips about the company as a bad actor in US higher education, particularly with its failure to adequately maintain and operate Bay State College in Boston. The Massachusetts Attorney General had already stepped in and fined the school in 2020 for misleading students. 

    As HEI dug deeper, we found that Ambow failed years before under questionable circumstances. And we worked with a number of news outlets and staffers in the offices of Senator Elizabeth Warren and Representative Ayanna Pressley to get justice for the students at Bay State College. 

    Since that 2022 story we continued to investigate Ambow Education, its CEO Jin Huang, and Ambow’s opaque business practices. Not only were we concerned about the company’s finances, we were wary of any undue influence the People’s Republic of China (PRC) had on Ambow, which the company had previously acknowledged in SEC documents. 

    A Chinese proverb says it’s easier to fish in murky waters. And that’s what it seemed like for us to investigate Ambow, a company that used the murky waters in American business as well as anyone. But not everything can remain hidden to US authorities, even if the company was based out of the Cayman Islands, with a corporate headquarters in Beijing. 

    In November 2022, Ambow sold all of its assets in the People’s Republic of China, and in August 2023 Bay State College closed abruptly. We reported some strange behaviors in the markets to the Securities and Exchange Commission, but they had nothing to tell us. Ambow moved its headquarters to a small rental space in Cupertino, where it still operates. 

    In 2024, Ambow began spinning its yarns about a new learning platform, HybriU, using Norm Algood of Synergis Education as its huckster. HybriU presented at the Computer Electronics Show in Las Vegas and at the ASU-GSV conference in San Diego and used those appearances as signs of legitimacy. It later reported a $1.3 million contract with a small company out of Singapore.

    In 2025, Ambow remains alive but with fewer assets and only the promise of doing something of value. Its remaining US college, the New School of Architecture and Design, has had problems paying its bills, and there are at least two cases in San Diego Superior Court pending (for failure to pay rent and failing to pay the school’s former President). However, Ambow has been given a clean bill of health by its regional accreditor, WSCUC.

    A report by Argus Research, which Ambow commissioned, also described Ambow in a generally positive light, despite the fact that Ambow was only spending $100,000 per quarter on Research and Development. That report notes that Prouden, a small accounting firm based in the People’s Republic of China is just seeing Ambow Education’s books for the first time. In April 2025 we wonder if we’ll get adequate information when Ambow reports its 2024 annual earnings, or whether we find just another layer of sludge. 

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  • Joe Biden Commutes Life Sentence of Indigenous Activist Leonard Peltier (APTN News)

    Joe Biden Commutes Life Sentence of Indigenous Activist Leonard Peltier (APTN News)

    From Minnesota Public Radio News

    In one of his last official acts before leaving the White House, President Joe Biden released Leonard Peltier from prison. The action is an extraordinary move that ends a decades-long push by Indigenous activists, international religious leaders, human rights organizations who argued that the 80-year-old Native American activist was wrongly convicted.

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  • New UK government video targets international students

    New UK government video targets international students

    Secretary of state for education, Bridget Phillipson, addressed students considering studying abroad, highlighting the benefits of a UK education and promoting the country’s post-study work opportunities.

    “In the new academic year, we will welcome thousands of international students who will be starting courses in our universities and I hope to see many more in the future,” Phillipson said in the video shared by the UK Council for International Student Affairs (UKCISA).

    “The UK is a wonderful and safe place to study. Our country is home to some of the very best universities in the world – four of the world’s top 10 can be found right here in the UK.

    “An education from a British university has been the springboard for success for so many global trailblazers, from politics to business, from the arts to the sciences, in fact dozens of current and recent world leaders studied here in the UK and our universities have driven some of the most exciting and valuable research anywhere in the world.

    “You could be part of the next groundbreaking wave of research and join a new generation of inspiring leaders,” she told prospective students.

    Phillipson went on to describe some of the ways in which UK universities support their international students through pastoral support, work experience, scholarships and bursaries.

    “You’ll also get have the chance to join Alumni UK – a global group of people from around the world who have studied here. It’s a fantastic professional network that you can tap into to get great advice and guidance.”

    Phillipson went on to promote the UK’s Graduate Route, describing the opportunity which lets graduates “work, live and contribute” in the UK.

    International students forge international friendships so by studying abroad, you can help build bridges between our countries, and these connections help make the world a better, brighter place.

    Bridget Phillipson, UK secretary of state for education

    “Studying in the UK sets you up for success in your career, but it’s more than that. International students forge international friendships so by studying abroad, you can help build bridges between our countries, and these connections help make the world a better, brighter place.”

    Phillipson previously addressed international students in a video not long after stepping into the role in July 2024.

    On the release of the latest video, Anne Marie Graham, UKCISA chief executive, said she was “encouraged” to see the continuing messages of welcome and support from the UK’s education secretary.

    “Current and prospective students will also welcome the secretary of state’s ongoing support for the graduate visa and her reflections on the mutual benefits of a UK education – not just the contributions that international students make to the UK, but the positive impact on their own careers and ambitions,” she told The PIE.

    “We look forward to continuing to work with the UK government to ensure international students are welcomed and supported, from pre-arrival visas to post-graduation work opportunities, so that all international students have a positive experience studying here.”

    Pedram Bani Asadi, chair of the UKCISA’s Student Advisory Group commented: “I welcome the support from this government for international students’ hopes and dreams, and recognition of all the contributions we make to both UK culture and the economy.

    “Having access to the Graduate Route has been absolutely essential for me to be able to reinforce the skills I learnt in my studies and contribute to the UK. I appreciate all the friends and experiences I’ve had here and look forward to continuing my role as a #WeAreInternational student ambassador, and working with the UK government to support my fellow international students to have a positive experience.”

    Since Labour took came into power, sector stakeholders have noted the government’s more welcoming tone toward international students, a marked contrast to the rhetoric of the previous Conservative government.

    Despite a change in rhetoric, the Labour government has shown no intention of reversing the Conservative’s decision to ban international students on UK taught master’s courses from bringing dependants with them to the UK.

    “While the new government has said many positive things about international students, the focus on immigration remains acute,” said Jamie Arrowsmith, director of Universities UK International in an update to sector earlier this month.

    The UK’s international educations strategy is currently under review, and the rollout of the new approach is set for April.

    Sector leaders gathered at the QS Reimagine Education summit in London late last year to discuss priorities for the UK’s international education sector going forward, giving suggestions for a refreshed strategy, which included improved post-study work rights.

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  • Now in office, how Trump could overhaul higher ed

    Now in office, how Trump could overhaul higher ed

    President Trump’s second inauguration took place in the Capitol rotunda Monday.

    Kayla Bartkowski/Getty Images

    President Donald Trump’s inauguration today kicks off what is likely to be a disruptive four years for higher education.

    He enters office at a time when college and university enrollment numbers are floundering, public disillusionment with the cost of a degree is growing and culture wars are raging on. Combined, these circumstances give the president—and his Republican counterparts on Capitol Hill—an opportunity to ramp up scrutiny and accountability measures for the nation’s top institutions while also decreasing the federal footprint in education.

    During the campaign, Trump said he plans to abolish the Education Department, ban the participation of trans athletes in women’s sports, “fire” accreditors and cut funding for scientific research. He has also discussed expanding short-term financial aid offerings, making student unionization more difficult, protecting conservatives’ speech on campuses, disallowing college vaccine mandates and creating a free online national college funded by new taxes on wealthy private universities.

    Since winning the election, Trump has yet to offer more details on how he will fulfill the policy promises he’s made.

    Colleges, meanwhile, have mostly adopted a wait-and-see approach to the incoming Trump administration. Over all, reactions to Trump’s election on college campuses were more muted this time around compared to the protests and outcry in 2016.

    But Trump’s anti-immigration rhetoric and calls for mass deportations worry some college leaders. Several institutions advised international students to get back to campus before Monday, warning them that executive orders from the new president could complicate their return. Others pledged not to participate in mass deportations and said they would defend DEI programs and policies.

    Trump’s impact on higher education will likely vary according to the type of institution. For instance, for-profits and other colleges are expecting less red tape and oversight from the administration, while historically Black colleges and universities are preparing to educate the administration and Congress about their institutions and their value.

    Trump’s Team So Far

    He tapped Linda McMahon—former CEO of World Wrestling Entertainment, co-chair of his transition team and founder of a pro-Trump think tank—to carry out his anti–diversity, equity and inclusion education agenda and shrink the department.

    McMahon has yet to receive a confirmation hearing in the Senate, but she’s expected to get the green light. Who else will serve with McMahon in key roles related to higher ed such as the under secretary, assistant secretary of civil rights and chief operating officer for Federal Student Aid is not yet clear.

    Trump did nominate former Tennessee commissioner of education Penny Schwinn as deputy secretary Friday. Schwinn, who will likely focus primarily on K-12 policy, was part of former University of Florida president Ben Sasse’s cabinet as vice president for PK-12 and pre-bachelor’s programs.

    McMahon’s appointment surprised some education policy observers given her lack of education experience. But others see her as a loyal lieutenant with a strong track record in business who can get things done at the department.

    Day One Plans

    Trump doesn’t need McMahon and her team in place to get started. While day one of the administration will be filled with much of the traditional pomp and circumstance, the president’s transition team has also said it will include the signing of 200 executive orders, Fox News reported Sunday, which would be a record.

    It’s not clear how many of those orders will affect colleges and universities, but higher education, which received little attention from Trump in his first term, is expected to rank higher on the administration’s priority list this time around. Actions related to diversity, equity and inclusion programs; transgender students; campus antisemitism; and immigration could be among the first on the docket.

    During his first administration, Trump toned down oversight of for-profit colleges, issued new Title IX rules that bolstered due process protections for those accused of assault and appointed a conservative majority to the U.S. Supreme Court, paving the way for justices to later strike down affirmative action in June 2023, among other changes.

    Now, just as he did in the first term with Obama’s policies, Trump will likely roll back many of the regulations President Biden put in place. Those include added steps to the process of merging or acquiring colleges, protections for borrowers who were misled by their higher ed institution and an income-driven repayment program that lowered monthly payments for millions of borrowers. Others, however, including gainful employment, might remain in place, as the GOP considers increasing federal oversight of colleges and universities.

    Biden’s Team Wraps Up

    Trump’s list of potential repeals grew shorter when a federal judge vacated the Biden administration’s Title IX rules. Other lawsuits challenging rules made by the Biden administration are still pending.

    The outgoing president and his team have been scrambling to wrap up loose ends. In just a few weeks, they finalized new rules for online education and college prep programs, announced settlements in multiple civil rights and antisemitism investigations, and issued several rounds of debt relief. That’s along with new guidance related to online program managers and the Title IX requirements for financial payments to college athletes.

    Before the holidays, Biden withdrew two debt-relief proposals, half-baked rules on accreditation and state authorization, and a controversial rule regarding the participation of transgender student athletes in women’s sports. The decision forces Trump to start at square one rather than leaving the existing policies open to amendment.

    But the president may not even need to act himself on some of these issues as Republicans take the lead in Congress. House Republicans have passed legislation to ban trans women from women’s sports teams nationwide and to crack down on the detention of undocumented immigrants. The immigration bill could also potentially make it more difficult for international students from China and India to study in the U.S. The Senate voted Friday to advance that bill for a final vote, which could come as soon as Monday.

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  • Higher ed’s hopes and fears as Trump retakes the reins

    Higher ed’s hopes and fears as Trump retakes the reins

    As Donald Trump returns to the White House on this Martin Luther King Jr. Day—with a GOP Congress behind him, a vice president who’s called universities “the enemy” and a WWE powerhouse tapped as his education secretary—it’s fair to say that the only certainty for U.S. higher education is uncertainty.

    Trump’s attention to the sector during his first term was fleeting. He didn’t make higher ed a central issue in his protracted campaign for re-election, either, although he did call for axing the Education Department, firing accreditors, deporting campus protesters, eliminating DEI programs and launching a national online university.

    His conservative allies have plenty of plans at the ready. Project 2025 has called for radical reform to reduce the federal role in higher ed and hand power to the states. GOP members of Congress will be eager to pass pent-up bills they couldn’t get through in the past four years—some welcome by many in higher ed, others stirring broad alarm.

    And while Republicans are raring to reform higher ed, the sector limps into Trump Part II in a weakened state, scarred from plummeting trust in the value of a college education as well as scalding political rhetoric, congressional probes into campus antisemitism, state laws banning DEI programs and dictating curriculum changes, and the politicization of boards and presidencies—not to mention the imminent arrival of the long-dreaded demographic cliff.

    It might sound like a grim state of affairs. But the priorities of the new administration and Congress—and how they might affect colleges and universities for both good and ill—are anybody’s guess at this point. So is their ability, or political will, to pass and implement sweeping reforms.

    Not everyone is guessing, though. This is academia, after all—experts know things, or at least have highly educated guesses. So we asked a range of prominent leaders and scholars to identify their highest hope and greatest fear for the sector in the second Trump administration. No consensus emerges—again, after all, this is academia. But their collective insights shed some unexpected light on both the challenges and opportunities Trump’s second four years may present.

    Some of their fears might not surprise you. But some of their hopes probably will. The responses have been edited for clarity and concision.

    Paulette Granberry Russell

    President of the National Association of Diversity Officers in Higher Education

    My highest hope is that the administration respects and upholds the autonomy of higher education institutions and does not attempt to undermine them further.

    We have witnessed continual attacks by the states on institutional autonomy, academic freedom and free speech. I hope that federal policy will not extend these attacks through the elimination of critical departments, drastic changes via executive orders or significant reductions in funding to the Departments of Education, Justice and Health and Human Services—agencies whose resources and policies underpin equity, inclusion and access. For institutional leaders, courage and consistency in prioritizing equity, access and opportunity will be crucial to preserving the transformative mission of higher education.

    My greatest worry is that inclusive strategies and interventions, many catalyzed by landmark legislation like the Civil Rights Act of 1964 and Title IX in 1972, will stall—or worse, regress. Federal policy modeled after restrictive state-level legislation would disproportionately harm individuals and communities that have historically faced discrimination. Efforts to dismantle programs aimed at achieving more equitable outcomes—programs that have yielded measurable benefits for generations—would erode the progress made in expanding access and success for underrepresented students. The implications of such rollbacks would extend beyond higher education institutions, threatening the broader economy and society. Diverse, equitable campuses don’t just benefit individual students; they create a pipeline of leaders and innovators essential for a competitive global workforce.


    Miriam Feldblum

    Miriam Feldblum

    Executive director of the Presidents’ Alliance on Higher Education and Immigration

    In the coming years, there will undoubtedly be harsh immigration and border policies, increased deportations and some restricted opportunities to stay and work in the U.S. for those with temporary or fragile immigration statuses. Yet my greatest hope is that we recognize, solidify and even expand real opportunities to find common ground, including ways for higher ed institutions and campuses to support these students and other campus members. President Trump recently said that he wants to work to find a way for Dreamers to stay and keep contributing. He has also suggested giving green cards to international student graduates and said he supports H-1B visas. Higher ed leaders and institutions should seize these opportunities for common ground.

    My greatest fear, meanwhile, is that America squanders the potential of Dreamers, immigrant-origin and international students through restrictive policies. The U.S. is facing an immense talent imperative to sustain our global economic competitiveness, drive innovation, fill workforce shortages and produce a trained and dedicated workforce. Higher education institutions are essential to meeting these challenges. And immigrant-origin students—including Dreamers and refugees, and other first- and second-generation immigrant students—along with international students make up over a third of all students in higher education. The loss of this talent due to misguided immigration policies, fear and targeted enforcement actions would be self-defeating for our nation’s future.


    Barbara Snyder

    Barbara Snyder

    President of the Association of American Universities

    President Trump has repeatedly said he wants to make America great and keep us ahead of China and other competitor nations. I am optimistic that he will support policies and investments that ensure the United States continues to be the world’s leader in scientific research. The president and Congress can secure that position by both increasing our public investments in cutting-edge research and by promoting policies that make it easy for the world’s best and brightest technological and scientific minds to study, work and stay here and advance U.S. innovation and economic growth.

    My single greatest fear would be that some might try to convince the president to pull back these investments in America’s greatness and close ourselves off from the global talent and knowledge that has helped make our country great. I hope that he and Congress will resist that shortsightedness and will choose to recommit our country to the government-university research partnership that has made us the world’s strongest and most prosperous country.


    PEN America’s Jeremy Young

    Jeremy Young

    Director of state and higher education policy at PEN America

    Over the past four years, a group of lawmakers and conservative think tanks have waged merciless war on free expression in the higher education sector. Fifteen states have passed laws that censor ideas on college and university campuses, and the new federal administration seems poised to expand this ideological war on higher education into new arenas: weaponizing federal research funding, Title VI enforcement and accreditation to restrict ideas on campus while engaging in endless bullying and jawboning of university leaders to force “voluntary” closures of diversity offices and academic programs.

    My fear is that the new administration will carry forward this destructive playbook, actively suppressing politically disfavored viewpoints on campus and destroying the ideological autonomy of higher education institutions. But my hope is that it will step back from the abyss. Scientific discovery, cultural creation, the fostering of critical thinking skills employers seek in new graduates and the promotion of democratic pluralism among the rising generation—these outcomes are only possible if colleges and universities remain places where all ideas are open for debate, not just those the government agrees with.


    Ivory Toldson

    Ivory Toldson

    Howard University professor, editor in chief of The Journal of Negro Education and former executive director of the White House Initiative on Historically Black Colleges and Universities

    Under a second Trump administration, my highest hope is for the continued growth and expansion of HBCUs. These institutions have historically enjoyed bipartisan support, and even Project 2025 acknowledges the importance of providing federal support to historically Black and tribal colleges. Compared to many of the highest-ranked predominantly white institutions (PWIs), HBCUs enroll a higher percentage of U.S. citizens, which may shield them from challenges associated with more restrictive immigration policies. Moreover, as race-conscious admissions policies are rolled back, HBCUs could play a critical role in supporting Black students who may be denied opportunities at PWIs, further solidifying their importance in U.S. higher education.

    My greatest worry lies in the challenges to diversity, equity and inclusion programs, which could leave Black students at PWIs with fewer resources to address persistent issues of equity, access and institutional racism. Without these programs, Black students may face increased racial hostilities with fewer protections and support systems. Additionally, efforts to weaken or eliminate the Education Department could severely threaten funding for lower-income students, particularly through federal student aid programs. Combined with growing anti–higher education attitudes, these threats could place colleges and universities under heightened scrutiny, hurt enrollment and jeopardize the future of higher education as a whole.


    Jeremy Suri

    Jeremi Suri

    Mack Brown Distinguished Chair for Leadership in Global Affairs and professor of public affairs and history, University of Texas at Austin

    Republican politicians love to attack the elitism of higher education, even as they leverage their own elite pedigrees for money and power. Republicans do not really want to destroy higher education; they want to own it for themselves. I expect that the next four years will make this clear and open a wider discussion about who should have access to higher education and how we can broaden it for those who feel left out. So far, Republicans have relied on attacking DEI and “woke” culture, but what do they want to replace it with on college campuses? They cannot go back to the white male–only institutions of the early 20th century. As Republicans are forced to articulate a coherent vision for access in higher education, I expect a more open and useful conversation that will bring us back to discussing diversity and affordability—not largely in terms of race and gender, but in terms of class and geography and family history. This will still be a difficult discussion, but one that might be more substantive, complex and even useful.

    Republican politicians have also promoted a new “civics” agenda in higher education, based on an unproven claim that universities have abandoned the subject matter. The push for civics has meant more traditionalism and patriotism, less creativity and criticism. But that is a difficult agenda to take very far. If Republicans want universities to study more Madison, Jefferson and Lincoln, how can they avoid more (not less) study of pluralism, separation of church and state, and civil rights—the core issues for these most traditional historical figures? Republican advocacy for civics education must grapple with the complex questions that many Republicans wish to avoid. A serious discussion of civics in higher education will make this clear in coming years, and it will force these programs to widen their agenda or retreat into niche enclaves on campus. Most donors will prefer the former, which might build bridges with ecumenical faculty and students.


    Nicole Smith headshot

    Nicole Smith

    Chief economist at Georgetown University’s Center on Education and the Workforce

    My single highest hope is for a renewed focus on workforce development and career readiness. Amid growing debates about the value of higher education, they have remained key priorities on the Trump platform. This focus presents opportunities for higher ed institutions to continue to innovate and expand programs that align closely with labor market demands. Vocational training, apprenticeship programs and technical education have been central to Trump’s agenda, providing a foundation for colleges and universities to build stronger partnerships with industries. This can drive innovation in areas such as competency-based learning, stackable credentials and enhanced internship opportunities. By equipping students with practical skills and clear career trajectories, higher education can continue to reinforce its role as a key driver of economic mobility—a topic sure to be on the minds of leaders in this new administration.

    My greatest worry for the sector? Poorer outcomes for historically marginalized students, with no way to record it. Federal support for diversity, equity and inclusion initiatives, as well as academic research, is likely to be withdrawn entirely under the Trump administration. Efforts to defund or restrict DEI programs—particularly in public institutions—may intensify. These restrictions could also lead to the politicization of academic research, with areas like intergenerational mobility in education and income, gender equity and any evaluations by race or ethnicity potentially seeing funding reductions or shifts in priority. Such changes risk creating substantial obstacles for institutions committed to fostering inclusive environments and conducting research that addresses critical societal issues. For Black professionals in higher education, this presents a dual challenge: preserving DEI efforts in the face of external resistance while defending academic freedom in a climate increasingly marked by skepticism and distrust of research.


    Sherene Seikaly

    Sherene Seikaly

    Associate professor at UC Santa Barbara and facilitator of the Faculty for Justice in Palestine network

    My highest hope is that the Trump administration does not engage in repression, securitization, censorship and attenuation of higher education. My greatest worry is that the Trump administration will escalate the repression of social movements on campus, and in particular the movement standing with Palestinian liberation and political rights.


    Miriam Elman headshot

    Miriam Elman

    Executive director of the Academic Engagement Network

    With alarming incidents of antisemitism occurring on campuses nationwide and beleaguered Jewish students increasingly reporting that they’re being harassed, bullied and marginalized, Donald Trump’s return to the White House is likely to result in better days ahead. Trump has already warned universities to expect a tougher stance from his administration, including the possible loss of accreditation and federal support, if they fail to address the rising level of antisemitism in their institutions. Under Trump, we may actually see several universities that are deemed in violation of civil rights law get their federal funds fully or partially cut off for not taking antisemitic bigotry and harassment seriously. This will be consequential not only for the affected schools, but will send a strong signal to other universities that antisemitism won’t be tolerated.

    Tougher OCR [Office for Civil Rights] settlements are very likely coming down the pike, which is what many Jewish students, faculty and staff are hoping for. But we should be worried that at many schools there soon may no longer be adequate staffing to effectively address and combat antisemitism. With a second Trump administration, a Republican Congress and new Education Department leadership, we’ll see more diversity programs shuttered. For the Jewish community on campus, that’s going to mean a mixed bag. After all, it’s hard to see how antisemitism awareness training and educational programming will be rolled out if the staff needed to organize and facilitate these programs no longer have their jobs. To be sure, some poor DEI trainings exacerbate divisions and have done a terrible disservice to Jews on campus. Done well, though, these programs can benefit Jewish and all campus communities.


    Ken Stern

    Kenneth Stern

    Director of the Bard Center for the Study of Hate

    I worry about a political attack on higher education and its effect on students and the ability of faculty to teach. Are students who are refugees from places like Syria, Ukraine, Afghanistan and elsewhere going to face deportation? Are we going to see 18-year-olds deported because of how they view the war in Gaza? Will administrators, fearing overly aggressive Title VI cases, opt to suppress speech and academic freedom? No university should tolerate students being harassed or intimidated or bullied. But I fear that the new Congress and administration are going to draw lines not around actual safety but emotional safety, punishing universities that allow demonstrations with political expressions that some detest.

    Vice President–elect JD Vance said that, as in Victor Orbán’s Hungary, the U.S. should give universities “a choice between survival or taking a much less biased approach to teaching.” Funding and endowments may be targeted after Jan. 20, and scholars teaching contentious subjects may be in the crosshairs. Sixty-eight years ago, the Supreme Court in Sweezy v. New Hampshire rejected a legal attack against a Marxist professor, upholding the importance of academic freedom. I don’t like some of what’s being taught today, either, but the remedy is certainly not government-imposed rules on what to think or teach.


    Ted Mitchell

    Ted Mitchell

    President of the American Council on Education and U.S. under secretary of education from 2014 to 2017

    We’re encouraged by the emphasis the incoming Trump administration and the new Congress have placed on issues such as transparency and accountability related to student outcomes. This isn’t new, and it isn’t partisan, but meaningful change is long overdue. Finding the right balance between ensuring students have access to postsecondary education while creating meaningful consequences for programs that aren’t serving their students well isn’t easy. But there are a number of thoughtful proposals being discussed that we hope will lead to a real solution in the next two years. As I said in an open letter to President-elect Trump earlier this month, our overriding goal is to provide more opportunity for all Americans.

    Given the enormous list of competing priorities a new administration juggles, my biggest worry is that in attempting to pay for major spending cuts and pass tax legislation, the administration and Congress will do the shortsighted thing and enact policies like cuts to student financial aid and research funding—all of which would hurt students, keep them from reaching their full potential and hamper our nation’s economy and security.


    Jim Blew

    Jim Blew

    Co-founder of the Defense Freedom Institute and assistant secretary of planning, evaluation and policy development for the Education Department from 2017 to 2020

    I am optimistic that in the wake of the Biden-Harris administration’s management of FAFSA and the student loan portfolio, the incoming administration and Congress will agree on how to fix the broken Office of Federal Student Aid. That will require a new approach, perhaps located outside the department, that shields FSA’s operations from partisan agendas and changes the damaging incentives inherent to a performance-based organization that isn’t held accountable for financial performance. During those talks, I hope they can also align on policy reforms that will help all students access post–high school opportunities for a wide range of high-value career paths.

    I’m worried that higher education institutions will misread the moment and try to stonewall efforts to hold them accountable when their students don’t get a good return on their investments or don’t repay their federal loans. If the higher ed lobby isn’t sincerely at the table, there’s a high risk that the resulting policy solutions will be less workable, or unworkable. There’s already a growing sentiment that the student loan portfolio has become a weapon of partisan politics. I wouldn’t test Congress’s patience, or there might be a severe reduction in the use of federal taxpayer funds to help our students afford postsecondary education.


    Greg Lukianoff photo

    Greg Lukianoff

    President and CEO of the Foundation for Individual Rights and Expression

    My highest hope during the second Trump administration is for Congress to pass a bill that defines student-on-student harassment consistently with the speech-protective definition set forth by the U.S. Supreme Court in Davis v. Monroe County Board of Education. Campus speech codes, however well intentioned, are routinely used to punish just about any speech that someone on campus doesn’t like. Until a federal judge vacated the Biden administration Title IX rules, the Education Department was forcing schools to use an unconstitutional definition of student-on-student harassment in both the Title IX and Title VI contexts. Properly applied, the Davis standard ensures that institutions protect students against actual discriminatory behavior as opposed to punishing students who merely express controversial viewpoints.

    My greatest fear also involves possible legislation. Last Congress, the House of Representatives passed the unconstitutional Antisemitism Awareness Act. While antisemitic harassment is a serious problem on campuses, the AAA’s examples of antisemitism include statements critical of the state of Israel, which is core political speech protected by the First Amendment. Rather than resurrect the AAA, members of Congress can craft constitutional legislation that would address antisemitism on campuses by prohibiting harassment based on religion, confirming that federal law forbids discrimination based on ethnic stereotypes and codifying the Supreme Court’s definition of discriminatory harassment.


    David Hoag

    David Hoag

    President of the Council for Christian Colleges & Universities

    We aspire to a higher education system that is more affordable, more accessible and more focused on the lifelong value of higher education, particularly within Christian institutions. In 2025, the CCCU hopes that the incoming administration recognizes the invaluable role of faith-based colleges in the United States. These institutions provide educational opportunities and enhance community engagement to the benefit of the entire nation. I am concerned that the current approach seeks to measure higher education through purely transactional, financial metrics, overlooking the holistic value of a liberal arts degree.


    Walter Kimbrough

    Walter Kimbrough

    Interim president, Talladega College

    My single highest hope is narrow. I hope that the Trump administration will continue to support the bipartisan HBCU fly-in each year in Washington, D.C., started in 2017 by Republicans. HBCUs are one of the few issues that receive overwhelming bipartisan support, and we hope that support continues not just with the meetings, but increased Title III and infrastructure funding, along with Pell Grant growth.

    My greatest worry is broad. The attacks on the Department of Education overwhelmingly focus on K-12. But there would be significant harm done to college students and families if some of the proposed changes to the department actually take place. Instead of viewing higher education as the enemy, there is an opportunity to push higher education with resources to be more active in solving the nation’s problems.

    Bob Eitel photo

    Robert Eitel

    Co-founder of the Defense of Freedom Institute, senior counselor to the secretary of education from 2017 to 2020 and deputy general counsel from 2005 to 2009

    It’s time to bring reason and sanity back to Title IX. In defiance of the law’s text, structure and history, the Biden administration sought to leverage the law to institutionalize gender ideology in schools, colleges and universities. With the 2024 Title IX regulations vacated by a judge in December, I am hopeful that a [Linda] McMahon Education Department will not only vigorously investigate violations of the 2020 Title IX regulations but also take steps to safeguard women’s and girls’ athletics and facilities in educational institutions that receive federal funds.

    While expectations are high for the second Trump Education Department, my greatest fear is that the pace of Senate confirmations of crucial subcabinet positions will be too slow. Although the secretary sets the goals, expectations, pace and tone, it is in the principal offices run by assistant secretaries where the nitty-gritty work of policy development, rule making and grants management occurs. Long-term vacancies in these offices would severely disrupt the president’s education agenda.


    Heather Perfetti

    Heather Perfetti

    President of the Middle States Commission on Higher Education

    We face an opportunity to bridge perspectives around critical federal policy in ways that advance important dialogue for the benefit of our students, our communities and our global status while ensuring that any regulatory shifts contain a return on investment.

    Federal policy, however, must not inhibit higher education activities in ways that are misaligned with the needs of students or the realities of the shifts in the sector. The increasingly diverse student population faces challenges requiring institutions to honor the many individualized approaches that we know help students achieve success along their academic journey. Policies that lack flexibility and diminish innovative approaches will stray from the recognition that institutions hold unique spaces within their communities and are driven by distinct missions. Misaligned policies, however, will make the sector’s challenges more pronounced. Ensuring a deep understanding of today’s accreditation and working with us accreditors will be critical to inform federal policy, as accreditation remains one of the most powerful levers available for influencing change and assuring value in higher education.


    Todd Wolfson

    Todd Wolfson

    President of the American Association of University Professors

    We are deeply concerned that the bombastic rhetoric coming from politicians and propagandists will be used as justification to ramp up political interference and censorship in higher education and deepen the ongoing crisis of declining academic freedom, ballooning student debt and access to education for working-class Americans. Without a thriving, inclusive higher education system that serves the public good, the majority of Americans will be excluded from meaningful participation in our democracy and this country will move backward.


    Margaret Spellings

    Margaret Spellings

    President and CEO of the Bipartisan Policy Center, secretary of education from 2005 to 2009

    We are falling short. Many are questioning the value of a college degree. Too many families find higher education out of reach. And our workforce faces a skills mismatch, with more than one million unfilled job openings. No one is questioning that there is room for improvement in higher education. BPC has launched a Commission on the American Workforce, which will convene during 2025 and draft a bipartisan strategy for Congress to nurture talent, expand opportunity and invest in our workforce.

    My highest hope is that we can make the future recommendations from our commission a reality as Congress looks at the Higher Education Act, Workforce Innovation and Opportunity Act and Perkins CTE Act.


    Brigid Harrington photo

    Brigid Harrington

    Higher ed attorney

    My highest hope for higher ed over the next four years is that colleges and universities will focus on the tangible benefits of education and tailor their approach to the current American workforce. What does that mean in 2025? Definitely more affordable options. Probably more remote and flexible options. More than likely addressing the needs of students who are not on a traditional post–high school path to a bachelor’s degree.

    My greatest worry is that colleges will forget their educational mission in the midst of unprecedented pressure from Congress and the executive branch to bow to politics. Higher education has always been a bastion of the free exchange of ideas, and that should not change. Our students and affiliates are not wallflowers and should be encouraged to engage in robust debate of the issues and to not devolve those discussions into speech that is harassing or, frankly, uneducated.

    Johanna Alonso, Jessica Blake, Sara Custer, Susan H. Greenberg, Liam Knox, Josh Moody, Kathryn Palmer, Ryan Quinn and Sara Weissman contributed to this article.

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  • Happy New Year | SRHE Blog

    Happy New Year | SRHE Blog


    by Rob Cuthbert

    SRHE News is glad to bring you the Augur Report, its prognostications for 2025, based on extensive research into the works of Nostradamus, Old Moore’s Almanac and Mystic Meg.

    January

    • Donald Trump resumes the US Presidency and announces that free speech in HE requires him to ban the use of the words Diversity, Equality and Inclusion in US HE. Elon Musk argues that this should  also be applied in the UK.
    • UUK launches another major campaign to point out that most universities really are in serious financial trouble.
    • UCEA points out the difficulty of affording any staff salary increases at all in the present climate.
    • Vice-chancellors point out that the financial difficulties facing their institutions would not be significantly alleviated if they took a 50% cut in salary, and competitive salaries are essential to enable Britain’s world class universities to recruit and retain the best leaders. Especially when it has become so difficult to recruit staff.
    • The OfS announces a concordat with Russian higher education to support a major increase in its use of AI, using Russian cyber experts. The first expansion of AI will be in the approval of new university titles: the new AI Department will be known as the Nomenklatura Department. The criteria remain unchanged: the OfS “will consult on a provider’s proposed new name and assess the extent to which the proposed name is confusing or misleading”.
    • The OfS is already the investigating authority, prosecutor, judge, jury and executioner for all HE infractions, and now seeks the power to exile to Siberia any academics complicit in breaching Condition of Registration B2. Government agrees in the interests of reducing net migration.

    February

    • After the disappointing application figures for 2025 entry, UCAS launches a major advertising campaign to point out that the increase in undergraduate fees won’t make any difference to most student debt repayments.
    • UUK launches a new campaign to point out that the increase in undergraduate fees won’t make any difference to the financial troubles in most universities.
    • Government announces that even after all those new teachers are appointed there might be a bit left over for HE from the proceeds of VAT on private school fees. Teacher educators point out that after yet another year of missed targets in teacher training there is no-one qualified to apply for the new jobs in schools.
    • OfS approves a name change from Anglia Ruskin University to the University of Cambridge(shire).

    March

    • The OfS approves a name change from Oxford Brookes University to University of Oxford(shire).
    • UUK relaunches its campaign: “Most universities really are in deep financial trouble, honest.”
    • Government says there might still be something left for HE from VAT on school fees, and Elon Musk might have a point.
    • The interim temporary Archbishop of Canterbury says she will renounce the power of the Archbishop to award degrees.

    April

    • The OfS approves a name change from University of the West of England to the Greater Bristol University.
    • The OfS announces a major increase in the use of AI, to extend to all interventions on quality/standards/ breach of conditions of registration. The OfS Nomenklatura Department has been renamed, partly because no-one remembers the Soviet Union any more, and also because it was too likely to cause confusion with the rest of the OfS, who are already party-appointed bureaucrats. The suggested new name, the Behan Bots – conscripted to work for low pay, completely in the dark – is rejected because nobody remembers the Second World War any more and in any case it was too likely to cause confusion with existing university staff. OfS CEO Susan Lapworth says the new Department will now be known as the Laptops.
    • The OfS announces a concordat with Chinese higher education which will start with a new student recruitment campaign in the North East: “Huawei the lads”.

    May

    • The OfS approves a name change from Coventry University to Warwick(shire) University.
    • Government says sorry – even though they couldn’t appoint any new teachers there was nothing left from VAT on school fees because they diverted it to fill the £22billion hole in the public finances. It issues guidance on the use of language in HE, known as the Musk Directive.
    • UUK’s Taskforce on Efficiency and Transformation in Higher Education announces that it is in advanced talks with Government about restructuring the HE sector in England. Luckily the Taskforce chair is a lawyer specialising in mergers and acquisitions.

    June

    • The OfS approves a name change from Birmingham City University to the Greater Birmingham University
    • GuildHE issues a reminder that it has no formal connection with the Church of England or any other faiths but remains committed to whatever you are allowed to call diversity, equity and inclusion since the Musk Directive.
    • Canterbury Christ Church University is renamed University of Kent Two. OfS says this is unlikely to cause confusion among international students, especially since Kent is so near to Paris.
    • Bishop Grosseteste University becomes the University of Lincoln Two But We Were Here First. Leeds Beckett, Northumbria, Sheffield Hallam, Greater Birmingham and Greater Bristol consider name changes.
    • UUK issues a media release saying “we did warn you” as 30% of universities merge or close. OfS says everything will be OK, because all universities are required to have plans for an orderly exit from the market. Wimbledon fortnight begins and UCAS says “you cannot be serious”.

    July

    • OfS approves a name change for Liverpool John Moores to Liverpools University.
    • The BBC is forced to suspend filming of the new series of University Challenge after 30% of universities appearing have merged, have new names or have announced their intention to close.

    August

    • UCAS announces that the 30% reduction in available university places has luckily been matched by an equivalent fall in the number of applicants.
    • Government announces its three priorities for HE – reduction, reduction, reduction – will apply particularly to the numbers of students from all disadvantaged groups.

    September

    • The OfS approves its own name change from the Office for Students to the Office with No Students on the Board (ONO).

    October

    • Government announces its new higher education policy, with the establishment of a new corporation to take over all the universities not in a position to complain, provisionally titled the Great British University. ONO says this is unlikely to cause confusion, but governments in Wales and Scotland say they are confused since all the universities in the GBU are in England. The Northern Ireland Assembly say they’re glad it wasn’t the Great UK University, or they would have been confused. The new HE policy includes a pledge/mission/milestone promising net zero admissions by 2030, or maybe 2035.
    • The last Bishop to leave the Church of England is asked to remember to switch off all the lights to comply with its Net Zero Bishops pledge.

    November

    • The Greater London Non-University College of Monkey Business publishes its annual Report and Accounts: income £925,000; expenditure £925,000, all annual salary for the principal. It  recruited 100 students but they all left at the end of the year without leaving forwarding addresses. Having no students at all on its Board it claims to be completely aligned with the regulator.

    December

    • ONO announces it has breached its own conditions of registration and has removed itself from the Register of Approved Regulators. Dusting down a forgotten part of the Higher Education and Research Act (2017) it issues an urgent appeal – Quick, Anyone? Anyone! – for a new designated quality body to replace itself, which becomes known as the QAA appeal.
    • A High Court judgment finds that publishers have mis-sold the copyright of academics to multinational AI corporations and orders financial compensation, known as Publishers Pay Instead (PPI). Publishers set aside £100billion.
    • Universities launch a counter claim, asserting their ownership of, or failing that a pretty strong  interest in, copyright of academics in their employ, and sue to recover the costs of journal subscriptions and transitional agreements. Publishers set aside a further £100billion.
    • Multinational AI corporation share prices, now quoted only in bitcoin, continue to rise.
    • The new Wallace and Gromit film, Academic Free-Don, is set in a university where the inmates are planning a mass escape. When they realise that their new zero-hours contracts allow them to leave at any time, they apply for exile to Siberia, where they expect better pay and conditions of employment.
    • The theme for the 2026 SRHE Conference is announced: “Where do we go from here?”

    SRHE News is a not-for-prophet enterprise. No octopuses were harmed in the making of this editorial.

    SRHE News Editor Rob Cuthbert is Emeritus Professor of Higher Education Management, University of the West of England and Joint Managing Partner, Practical Academics rob.cuthbert@btinternet.com. Twitter @RobCuthbert

    Author: SRHE News Blog

    An international learned society, concerned with supporting research and researchers into Higher Education

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