Category: Small College

  • How the House Budget Threatens Student-Athletes – Edu Alliance Journal

    How the House Budget Threatens Student-Athletes – Edu Alliance Journal

    A Uniquely American Model Under Threat

    June 8, 2025, by Dean Hoke: Intercollegiate athletics occupy a powerful and unique place in American higher education—something unmatched in any other country. From the massive media contracts of Division I football to the community pride surrounding NAIA and NJCAA basketball, college sports are a defining feature of the American academic landscape. Unlike most nations, where elite athletic development happens in clubs or academies, the U.S. integrates competitive sports directly into its college campuses.

    This model is more than tradition; it’s an engine of opportunity. For many high school students—especially those from underserved backgrounds—the chance to play college sports shapes where they apply, enroll, and succeed. According to the NCAA, 35% of high school athletes say the ability to participate in athletics is a key factor in their college decision [1]. It’s not just about scholarships; it’s about identity, community, and believing their talents matter.

    At smaller colleges and two-year institutions, athletics often serves as a key enrollment driver and differentiator in a crowded marketplace. International students, too, are drawn to the American system for its academic-athletic fusion, contributing tuition revenue and global prestige. Undermining this model through sweeping changes to federal financial aid, without considering the downstream effects, risks more than athletic participation. It threatens a distinctively American approach to education, access, and aspiration.

    A New Threshold with Big Impacts

    Currently, students taking 12 credit hours per semester are considered full-time and eligible for the maximum Pell Grant, which stands at $7,395 for 2024-25 [2]. The proposed House budget raises this threshold to 15 credit hours per semester. For student-athletes, whose schedules are already packed with training, competition, and travel, this shift could be devastating.

    NCAA academic standards require student-athletes to maintain full-time enrollment (typically 12 hours) and make satisfactory academic progress [3]. Adding another three credit hours per term may force many to choose between academic integrity, athletic eligibility, and physical well-being. In sports like basketball, where teams frequently travel for games, or in demanding STEM majors, completing 15 credit hours consistently can be a formidable challenge.

    Financial Impact on Student-Athletes

    Key Proposed Changes Affecting Student-Athletes:

    • Pell Grant Reductions: The proposed budget aims to cut the maximum Pell Grant by $1,685, reducing it to $5,710 for the 2026–27 academic year. Additionally, eligibility criteria would become more stringent, requiring students to enroll in at least 15 credit hours per semester to qualify for full-time awards. These changes could result in approximately 700,000 students losing Pell Grant eligibility [4].
    • Elimination of Subsidized Loans: The budget proposes eliminating subsidized federal student loans, which currently do not accrue interest while a student is in school. This change would force students to rely more on unsubsidized loans or private lending options, potentially increasing their debt burden [5].
    • Cuts to Work-Study and SEOG Programs: The Federal Work-Study program and Supplemental Educational Opportunity Grants (SEOG) are slated for significant reductions or elimination. These programs provide essential financial support to low-income students, and their removal could affect over 1.6 million students [6].
    • Institutional Risk-Sharing: A new provision would require colleges to repay a portion of defaulted student loans, introducing a financial penalty for institutions with high default rates. This could strain budgets, especially at smaller colleges with limited resources [7].

    Figure 1: Total student-athletes by national athletic organization (NCAA, NAIA, NJCAA).

    While Figure 1 highlights the total number of student-athletes in each organization, Figure 2 illustrates how deeply athletics is embedded in different types of institutions. NAIA colleges have the highest ratio, with student-athletes comprising 39% of undergraduate enrollment. Division III institutions follow at approximately 8.42%, and the NJCAA—serving mostly commuter and low-income students—relies on athletics for 8.58% of its total student base [8].

    Even Division I, with its large student populations, includes a meaningful share (2.49%) of student-athletes. These proportions underscore how vital athletics are to institutional identity, especially in small colleges and two-year schools where athletes often make up a significant portion of campus life, retention strategy, and tuition revenue.

    Figure 2: Percentage of student-athletes among total undergraduate enrollment by organization (NCAA Divisions I–III, NAIA, NJCAA).

    The Pell Grant Profile: Who’s Affected

    Pell Grants support students with the greatest financial need. According to a 2018 report, approximately 31.3% of Division I scholarship athletes receive Pell Grants. At individual institutions like Ohio State, the share is even higher: 47% of football players and over 50% of women’s basketball players. In the broader NCAA system, over 48% of athletes received some form of federal need-based aid in recent years [9].

    There are approximately 665,000 student-athletes attending college. The NCAA reports that more than 520,000 student-athletes currently participate in championship-level intercollegiate athletics across Divisions I, II, and III [10]. The National Association of Intercollegiate Athletics (NAIA) oversees approximately 83,000 student-athletes [11], while the National Junior College Athletic Association (NJCAA) supports around 60,000 student-athletes at two-year colleges [12].

    The NAIA and NJCAA systems, which serve many first-generation, low-income, and minority students, also have a high reliance on Pell Grant support. However, exact figures are less widely published.

    The proposed redefinition of “full-time” means many of these students could lose up to $1,479 per year in aid, based on projections from policy experts [13]. For low-income students, this gap often determines whether they can afford to continue their education.

    Fewer Credits, Fewer Dollars: Academic and Athletic Risks

    Another major concern is how aid calculations based on “completed” credit hours will penalize students who drop a class mid-semester or fail a course. Even if a student-athlete enrolls in 15 credits, failing or withdrawing from a single 3-credit course could drop their award amount [14]. This adds pressure to persist in academically unsuitable courses, potentially hurting long-term academic outcomes.

    Athletic departments, already burdened by compliance and recruitment pressures, may face added strain. Advisors will need to help students navigate increasingly complex eligibility and aid requirements, shifting focus from performance and development to credit-hour management.

    Disproportionate Effects on Small Colleges and Non-Revenue Sports

    The brunt of these changes will fall hardest on small, tuition-dependent institutions in the NCAA Division II, Division III, NAIA, and NJCAA. These colleges often use intercollegiate athletics as a strategic enrollment tool. At some NAIA schools, student-athletes comprise 40% to 60% of the undergraduate population [8].

    Unlike large Division I schools that benefit from lucrative media contracts and booster networks, these institutions rely on a patchwork of tuition, modest athletic scholarships, and federal aid to keep programs running. A reduction in Pell eligibility could drive enrollment declines, lead to cuts in athletic offerings, and even force some colleges to close sports programs or entire campuses.

    Already, schools like San Francisco State University, Cleveland State, and Mississippi College have recently announced program eliminations, citing budgetary constraints [15]. NJCAA institutions—the two-year colleges serving over 85,000 student-athletes—also face a precarious future under this proposed budget.

    Economic Importance by Division

    Division I: Athletics departments generated nearly $17.5 billion in total revenue in 2022, with $11.2 billion self-generated and $6.3 billion subsidized by institutional/government support or student fees [16]. Many Power Five schools are financially resilient, with revenue from TV contracts, merchandise, and ticket sales.

    Division II: Median revenue for schools with football was around $6.9 million, but generated athletic revenue averaged only $528,000, leading to significant deficits subsidized by institutional funds [17].

    Division III: Division III schools operate on leaner budgets, with no athletic scholarships and total athletics budgets often under $3 million per school. These programs are typically funded like other academic departments [18].

    NAIA and NJCAA: These schools rely heavily on student-athlete enrollment to sustain their institutions. Athletics are not profit centers but recruitment and retention tools. Without Pell Grants, many of these athletes cannot afford to enroll [11][12].

    Figure 3: Estimated number of NAIA, Division III, and NJCAA programs by state.

    Unintended Tradeoffs: Equity and Resource Redistribution

    Attempting to offset lost federal aid by reallocating institutional grants could result in aid being shifted away from non-athletes. This risks eroding equity goals, as well as provoking internal tension on campuses where athletes are perceived to receive preferential treatment.

    Without new revenue sources, institutions may also raise tuition or increase tuition discounting, potentially compromising their financial stability. In essence, colleges may be forced to choose who gets to stay in school.

    The High-Stakes Gamble for Student-Athletes

    Figure 4: Estimated impact of Pell Grant changes on student-athletes, including projected dropouts and loan default rates.

    For many student-athletes, especially those from low-income backgrounds, the Pell Grant is not just helpful—it’s essential. It makes the dream of attending college, competing in athletics, and earning a degree financially feasible. If the proposed changes to Pell eligibility become law, an estimated 50,000 student-athletes could be forced to drop out, unable to meet the new credit-hour requirements or fill the funding gap [19]. Those who remain may have no choice but to take on additional loans, risking long-term debt for a degree they may never complete. The reality is sobering: Pell recipients already face long-term student loan default rates as high as 27%, and for those who drop out, that figure climbs above 40% [20]. Stripping away vital support will almost certainly drive those numbers higher. The consequences won’t stop with individual students. Colleges—particularly smaller, tuition-dependent institutions where athletes make up a significant share of enrollment—stand to lose not just revenue, but the very programs and communities that give purpose to their campuses.

    Colleges, athletic associations, policymakers, and communities must work together to safeguard opportunity. Student-athletes should never be forced to choose between academic success and financial survival. Preserving access to both education and athletics isn’t just about individual futures—it’s about upholding a uniquely American pathway to achievement and equity.

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

    References

    1. NCAA. (n.d.). Estimated probability of competing in college athletics. Retrieved from https://www.ncaa.org/sports/2021/11/4/estimated-probability-of-competing-in-college-athletics.aspx
    2. Federal Student Aid. (2024). Federal Pell Grants. Retrieved from https://studentaid.gov/understand-aid/types/grants/pell
    3. NCAA. (n.d.). Academic Standards and Eligibility. Retrieved from https://www.ncaa.org/sports/2021/6/17/academic-eligibility.aspx
    4. Washington Post. (2025, May 17). Most Pell Grant recipients to get less money under Trump budget bill, CBO finds. Retrieved from https://www.washingtonpost.com/education/2025/05/17/pell-grants-cbo-analysis/
    5. NASFAA. (2024). Reconciliation Deep Dive: House Committee Proposes Major Overhaul of Federal Student Loans, Repayment, and PSLF. Retrieved from https://www.nasfaa.org/news-item/36202/Reconciliation_Deep_Dive_House_Committee_Proposes_Major_Overhaul_of_Federal_Student_Loans_Repayment_and_PSLF?utm
    6. U.S. Department of Education, FY2025 Budget Summary. (2024). Proposed Cuts to Campus-Based Aid Programs. Retrieved from https://www2.ed.gov/about/overview/budget/index.html
    7. Congressional Budget Office. (2025). Reconciliation Recommendations of the House Committee on Education and the Workforce. Retrieved from https://www.cbo.gov/publication/61412
    8. NJCAA, NAIA, and NCAA. (2023). Student-Athlete Participation Reports.
    9. NCAA. (2018). Pell Grant data and athlete demographics. Retrieved from https://www.ncaa.org/news/2018/4/24/research-pell-grant-data-shows-diversity-in-division-i.aspx
    10. NCAA. (2023). 2022–23 Sports Sponsorship and Participation Rates Report. Retrieved from https://www.ncaa.org/research
    11. NAIA. (2023). NAIA Facts and Figures. Retrieved from https://www.naia.org
    12. NJCAA. (2023). About the NJCAA. Retrieved from https://www.njcaa.org
    13. The Institute for College Access & Success (TICAS). (2024). Analysis of Proposed Pell Grant Reductions. Retrieved from https://ticas.org
    14. Education Trust. (2024). Consequences of Redefining Full-Time Status for Financial Aid. Retrieved from https://edtrust.org
    15. ESPN. (2024, March); AP News. (2024, November). Athletic program eliminations at Cleveland State and Mississippi College.
    16. Knight Commission on Intercollegiate Athletics. (2023). College Athletics Financial Information (CAFI). Retrieved from https://knightnewhousedata.org
    17. NCAA. (2022). Division II Finances: Revenues and Expenses Report. Retrieved from https://www.ncaa.org/sports/2022/6/17/finances.aspx
    18. NCAA. (2023). Division III Budget Reports and Trends. Retrieved from https://www.ncaa.org
    19. Internal projection based on available data from NCAA, NAIA, NJCAA, and CBO Pell Grant impact estimates.
    20. Brookings Institution. (2018). The looming student loan default crisis is worse than we thought. Retrieved from https://www.brookings.edu/articles/the-looming-student-loan-default-crisis-is-worse-than-we-thought

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  • Why Small Colleges Matter—Now More Than Ever – Edu Alliance Journal

    Why Small Colleges Matter—Now More Than Ever – Edu Alliance Journal

    June 2, 2025, by Dean Hoke: In the ongoing debate about the future of higher education, small colleges are often overlooked—yet they are indispensable. On May 21st, Higher Education Digest published my article, “Small Colleges Are Essential to American Higher Education,” in which I make the case for why these institutions remain vital to our national educational fabric.

    Small colleges may not grab headlines, but they provide transformative experiences, especially for first-generation students, rural communities, and those seeking a deeply personal education. As financial pressures mount and demographic shifts continue, it’s easy to underestimate the impact of these campuses—but doing so comes at a cost. These schools are not only educators; they are regional economic engines, community partners, and laboratories for innovation.

    In the article, I outline key reasons why we need to support and strengthen small colleges, including their unique role in economic development, workforce provider, and civic engagement. I also explore the consequences of neglecting this sector and what we can do about it.

    I hope you’ll take a few minutes to read the whole piece and share it with your colleagues and networks. Read the article here.

    As always, I welcome your thoughts and reflections.

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

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  • How Federal Budget Cuts Threaten Small Colleges—and the Towns That Depend on Them – Edu Alliance Journal

    How Federal Budget Cuts Threaten Small Colleges—and the Towns That Depend on Them – Edu Alliance Journal

    May 19, 2025, by Dean Hoke: In my recent blog series and podcast, Small College America, I’ve highlighted the essential role small colleges play in the fabric of U.S. higher education. These institutions serve as academic homes to students who often desire alternatives to larger universities, and as cultural and economic anchors, especially in rural and small-town America, where, according to IPEDS, 324 private nonprofit colleges operate. Many are deeply embedded in the towns they serve, providing jobs, educational access, cultural life, and long-term economic opportunity.

    Unfortunately, a wave of proposed federal budget cuts may further severely compromise these institutions’ ability to function—and in some cases, survive. Without intervention, the ripple effects could devastate entire communities.

    Understanding the DOE and USDA Budget Cuts

    The proposed reductions to the U.S. Department of Education (DOE) and U.S. Department of Agriculture (USDA) budgets present a two-pronged threat to small colleges, particularly those in rural areas or serving low-income student populations.

    Department of Education (DOE)

    The most significant concerns center on proposed changes to Pell Grants, a vital financial resource for low-income students. One House proposal would redefine full-time enrollment from 12 to 15 credit hours per semester. If enacted, this change would reduce the average Pell Grant by approximately $1,479 for students taking 12 credits. Students enrolled less than half-time could become ineligible entirely.

    Additionally, the Federal Work-Study (FWS) and Supplemental Educational Opportunity Grants (SEOG) programs face serious threats. The House Appropriations Subcommittee has proposed eliminating both programs, which together provide over $2 billion annually in aid to low-income students.

    Programs like TRIO and GEAR UP, which support first-generation, low-income, and underrepresented students, have been targeted in previous proposals; however, current budget drafts maintain level funding. Nonetheless, their future remains uncertain as negotiations continue.

    The Title III Strengthening Institutions Program, which funds academic support services, infrastructure, and student retention efforts at under-resourced colleges, received a proposed funding increase in the FY 2024 President’s Budget, though congressional appropriations may differ.

    Department of Agriculture (USDA)

    The USDA’s impact on small colleges, while less direct, is nonetheless critical. Discretionary funding was reduced by more than $380 million in FY 2024, reflecting a general pullback in rural investment.

    Programs like the Community Facilities Direct Loan & Grant Program, which supports broadband access, healthcare facilities, and community infrastructure, were level-funded at $2.8 billion. These investments often benefit rural colleges directly or indirectly by enhancing the communities in which they operate.

    While some funding has been maintained, the broader trend suggests tighter resources for rural development in the years ahead. For small colleges embedded in these communities, the consequences could be substantial: delayed infrastructure upgrades, reduced student access to services, and weakened town-gown partnerships.

    Why Small Colleges Are Particularly Vulnerable

    Small private nonprofit colleges—typically enrolling fewer than 3,000 students—operate on thin margins. Many are tuition-dependent, with over 80% of their operating revenue derived from tuition and fees. They lack the substantial endowments or large alumni donor bases that buoy more prominent institutions during hard times.

    What exacerbates their vulnerability is the student profile they serve. Small colleges disproportionately enroll Pell-eligible, first-generation, and minority students. Reductions in federal financial aid and student support programs have a direct impact on student enrollment and retention. If students can’t afford to enroll—or stay enrolled—colleges see revenue declines, leading to cuts in academic offerings, faculty, and student services.

    Additionally, small colleges are often located in areas experiencing population decline. The so-called “demographic cliff”—a projected 13% drop in the number of high school graduates from 2025 to 2041 will affect 38 states and is expected to hit rural and non-urban regions the hardest. This compounds the enrollment challenges many small colleges are already facing.

    Economic and Social Impact on Rural Towns

    The closure of a small college doesn’t just mean the loss of a school; it signifies a seismic shift in a community’s economic and social structure. Colleges often rank among the top employers in their towns. When a college closes, hundreds of jobs disappear—faculty, staff, groundskeepers, maintenance, food services, IT professionals, and more.

    Consider Mount Pleasant, Iowa, where the closure of Iowa Wesleyan University in 2023 cost the local economy an estimated $55 million annually. Businesses that relied on student and faculty patronage—restaurants, barbershops, bookstores, and even landlords—felt the immediate impact. Community organizations lost vital volunteers. Town officials were left scrambling to figure out what to do with a sprawling, empty campus in the heart of their city.

    Colleges also provide cultural enrichment that is often otherwise absent in small towns. Lectures, concerts, art exhibitions, and sporting events bring together diverse groups and add vibrancy to the local culture. Many offer healthcare clinics, counseling centers, or continuing education for adults—services that disappear with a campus closure.

    USDA investments in these communities are often tied to colleges, whether in the form of shared infrastructure, grant-funded development projects, or broadband expansions to support online learning. As these federal investments diminish, so too does a town’s ability to attract and retain both residents and employers.

    Real-Life Implications and Stories

    The headlines tell one story, but the real impact is felt in the lives of students, faculty, and the surrounding communities.

    Presentation College in Aberdeen, South Dakota, ceased operations on October 31, 2023, after citing unsustainable financial and enrollment challenges. Hundreds of students, many drawn to its affordability, rural location, and nursing programs, were forced to reconsider their futures. The college quickly arranged teach-out agreements with over 30 institutions, including Northern State University and St. Ambrose University, which offered pathways for students to complete their degrees. The Presentation Sisters, the founding order, are now seeking a buyer for the campus aligned with their values, while local officials explore transforming the site into a technical education hub to continue serving the community.

    Birmingham-Southern College in Alabama, a 168-year-old institution, closed its doors on May 31, 2024, after a $30 million state-backed loan request was ultimately rejected despite initial legislative support. The college had a $128 million annual economic impact on Birmingham and maintained partnerships with K–12 schools, correctional institutions, and nonprofits. The closure triggered the transfer of over 150 students to nearby colleges like Samford University, but left faculty, staff, and the broader community facing economic and cultural losses. A proposed sale of the campus to Miles College fell through, leaving the site’s future in limbo.

    Even college leaders who have weathered the past decade worry they’re nearing a breaking point. Rachel Burns of the State Higher Education Executive Officers Association (SHEEO) has tracked dozens of recent closures and warns that many institutions remain at serious risk, despite their best efforts. “They just can’t rebound enrollment,” she says, noting that pandemic aid only temporarily masked deeper structural vulnerabilities.

    Potential Closures and Projections

    College closures are accelerating across the United States. According to the State Higher Education Executive Officers Association (SHEEO), 467 institutions closed between 2004 and 2020—over 20% of them private, nonprofit four-year colleges. Since 2020, at least 75 more nonprofit colleges have shut down, and many experts believe this pace is quickening.

    A 2023 analysis by EY-Parthenon warned that 1 in 10 four-year institutions—roughly 200 to 230 colleges—are currently in financial jeopardy. These schools are often small, private, rural, and tuition-dependent, serving large numbers of first-generation and Pell-eligible students. Even a modest drop of 5–10% in tuition revenue can be catastrophic for colleges already operating on razor-thin margins.

    Compounding the challenge, the Federal Reserve Bank of Philadelphia released a 2024 predictive model forecasting that as many as 80 additional colleges could close by 2034 under sustained enrollment decline driven by demographic shifts. This figure accounts for closures only—not mergers—and spans public, private nonprofit, and for-profit sectors.

    Layered onto these economic and demographic vulnerabilities are the potential impacts of proposed federal education funding cuts. The Trump administration’s FY 2026 budget blueprint once again targets student aid programs, proposing the elimination or severe reduction of subsidized student loans, TRIO, GEAR UP, Federal Work-Study, and the Supplemental Educational Opportunity Grant (SEOG). Although similar proposals from Trump’s first term (FY 2018–2021) were rejected by Congress, the renewed push signals ongoing political pressure to curtail support for low-income and first-generation students.

    To assess the potential impact of these policy shifts, a policy stress test was applied to both the Philadelphia Fed model and the historical closure trend. The analysis suggests that if these cuts were enacted, an additional 50 to 70 closures could occur by 2034.

    • Philadelphia Fed model baseline: 80 projected closures
    • With policy cuts: Up to 130 closures
    • Historical average trend (2020–2024): ~14 closures/year
    • 10-year projection (status quo): ~140 closures
    • With policy cuts: Up to 210 closures

    In short, depending on the scenario, anywhere from 130 to 210 additional college closures may occur by 2034. Institutions most at risk are those that serve the very populations these federal programs are designed to support. Without intervention—through policy, partnerships, or funding—the number of closures could rise sharply in the years ahead.

    These scenario-based projections are summarized in the chart below.

    Why Should Congress Care

    According to the National Association of Independent Colleges and Universities (NAICU), a private, nonprofit college or university is located in 395 of the 435 congressional districts. These institutions are not only centers of learning but also powerful economic engines that generate:

    1. $591.5 billion in national economic impact
    2. $77.6 billion in combined local, state, and federal tax revenue
    3. 3.4 million jobs supported or sustained
    4. 1.1 million people are directly employed in private nonprofit higher education
    5. 1.1 million graduates are entering the workforce each year

    As such, the fate of small private colleges is not just a higher education issue—it is a national economic and workforce development issue that should command bipartisan attention.

    Strategies for Resilience and Policy Recommendations

    There are clear, actionable strategies to reduce the risk of widespread college closures:

    • Consortium and shared governance models: Small colleges can boost efficiency and sustainability by sharing administrative functions, faculty, academic programs, technology infrastructure, and enrollment services. This allows institutions to reduce operational costs while maintaining their distinct missions and brands. In some cases, these arrangements evolve into formal mergers. An emerging example is the Coalition for the Common Good, a new model of mission-aligned institutions that maintain individual identities but operate under shared governance. This structure offers long-term financial stability without sacrificing institutional purpose or community impact.
    • Strategic partnerships: Collaborations with community colleges, online education providers, regional employers, and nonprofit organizations can expand reach, enhance curricular offerings, and improve student outcomes. These partnerships can support 2+2 transfer pipelines, workforce-aligned certificate programs, and hybrid learning models that meet the needs of adult learners and working professionals, often underserved by traditional residential colleges.
    • State action: States should establish stabilization grant programs and offer targeted incentive funding to support mergers, consortium participation, and regional collaboration. Policies that protect institutional access in rural and underserved areas are especially urgent, as closures can leave entire regions without viable higher education options. States can also play a role in convening institutions to plan for shared services and long-term viability.
    • Federal investment: Continued and expanded funding for Pell Grants, TRIO, SEOG, Title III and V, and USDA rural development programs is essential to sustaining the institutions that serve low-income, first-generation, and rural students. These investments should be treated as critical infrastructure, not discretionary spending, given their role in expanding educational equity, enhancing workforce readiness, and promoting rural economic development. Consistent federal support can help stabilize small colleges and enable long-term planning.

    College leaders, local governments, and community groups must advocate in unison. The conversation should move beyond institutional survival to one of community survival. As the saying goes, when a college dies, the town begins to die with it.

    Conclusion

    Small colleges are not expendable. They are vital threads in the educational, economic, and cultural fabric of America, especially in rural and underserved communities. The proposed federal budget cuts across the Departments of Education and Agriculture represent a direct threat not only to these institutions but to the communities that depend on them.

    If policymakers fail to act, the consequences will be widespread and enduring. The domino effect is real: reduced funding leads to fewer students, tighter budgets, staff layoffs, program cuts, and eventually, campus closures. And when those campuses close, entire towns are left to absorb the fallout—economically, socially, and spiritually.

    We have a choice. We can invest in the future of small colleges and the communities they anchor, or we can stand by as they vanish—along with the promise they hold for millions of students and the towns they call home.

    References

    • U.S. Department of Education, FY 2025 Budget Summary and Justifications
    • National Association of Student Financial Aid Administrators (NASFAA), Analysis of Proposed Pell Grant and Campus-Based Aid Reductions
    • State Higher Education Executive Officers Association (SHEEO) and Higher Ed Dive, Data on College Closures and Institutional Viability Trends
    • Fitch Ratings, Reports on Financial Pressures in U.S. Higher Education Institutions
    • Iowa Public Radio and The Hechinger Report, Case Studies on Rural College Closures and Community Impact
    • Council for Opportunity in Education (COE), Statements and Data on TRIO Program Reach and Effectiveness
    • Federal Reserve Bank of Philadelphia, Predictive Modeling of U.S. College Closures (2024)
    • EY-Parthenon, 2023 Report on Financial Vulnerability Among Four-Year Institutions
    • U.S. Department of Agriculture (USDA), Rural Development and Community Facilities Loan & Grant Program Summaries
    • Interviews and commentary from institutional leaders, TRIO program directors, and SHEEO policy staff
    • Integrated Postsecondary Education Data System (IPEDS), Data on Enrollment, Institution Type, and Geographic Distribution

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

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  • Davidson College – Edu Alliance Journal

    Davidson College – Edu Alliance Journal

    April 21, 2025, by Dean Hoke:  With this profile of Davidson College, I complete the tenth and final entry in my series exploring small colleges across the United States. This journey has deepened my appreciation for the distinct contributions and lasting impact of these diverse institutions. Collectively, these colleges have further strengthened my belief in the diversity, resilience, and enduring importance of American higher education — and reaffirmed the vital role that small colleges continue to play in communities across the country.

    Background

    Founded in 1837 by Presbyterian leaders, Davidson College is a private liberal arts college located in Davidson, North Carolina, just north of Charlotte. Named after Revolutionary War hero General William Lee Davidson, the college embraces a strong tradition of academic excellence and service. Although it maintains historical ties to the Presbyterian Church (USA), Davidson welcomes students of all faiths and backgrounds. A hallmark of Davidson’s culture is its student-run Honor Code, fostering a climate of trust and integrity. With about 2,000 undergraduates, Davidson remains committed to developing “humane instincts and disciplined, creative minds” through a personalized liberal arts education steeped in tradition, yet responsive to the challenges of a changing world.

    Curricula

    Davidson College offers a broad and rigorous liberal arts education, exclusively focused on undergraduate learning. Students choose from 37 majors and 39 minors, ranging from traditional fields like English, History, and Biology to interdisciplinary studies like Data Science and Environmental Studies. Through the Center for Interdisciplinary Studies, students can even create personalized majors. All students must complete a comprehensive general education program, emphasizing writing, critical thinking, and exposure to diverse disciplines.

     Davidson has an 8:1 student-faculty ratio, which promotes mentorship and in-depth discussion. Faculty, all holding terminal degrees, foster an environment that encourages original research and creative work. Davidson emphasizes experiential learning, with over 70% of students studying abroad and many engaging in faculty-mentored research or community-based projects.  Signature programs include the Center for Civic Engagement and Humanities Seminars. The college’s academic culture, shaped by its Honor Code, blends classic liberal arts education with forward-looking innovation, producing graduates who are both intellectually agile and socially responsible.

    Strengths

    • Academic Achievements: Davidson students and alumni excel in prestigious awards. The college has produced 23 Rhodes Scholars (one of the highest totals per capita for an undergraduate institution) and is a top producer of Fulbright Scholars​. Students are also competitive for Goldwater, Watson, and Marshall scholarships, reflecting the quality of preparation.
    • Employment and graduate school placement rates: In the class of 2024, 92% were employed or enrolled in postgraduate education 6 months after graduation. This has been consistent for a number of years.
    • Selective Admissions: Admission to Davidson is highly competitive (“most selective” according to Princeton Review and U.S. News). For the Class of 2027 entering fall 2023, Davidson’s acceptance rate was ~14.5% (1,068 accepted out of 7,363 applicants) ​and has a yield rate of nearly 50%​. Davidson practices need-blind admissions for U.S. students and meets 100% of demonstrated financial need.
    • Notable Faculty and Resources: Davidson’s faculty are dedicated teachers and active scholars. Small class sizes and an emphasis on undergraduate research allow students to work closely with faculty on original research or creative works. The college has modern facilities for science and art. Davidson’s NCAA Division I athletics (unusual for a school of its size) also provides school spirit and national visibility, particularly the men’s basketball program.
    • Financial Strength and Aid: Davidson’s financial position is robust, with an endowment of approximately $1.3 billion as of 2023​. This substantial endowment (which has more than doubled in the past decade) underwrites the college’s Davidson Trust, a landmark financial aid program.

    Weaknesses

    • High Cost and Financial Accessibility:
      The high sticker price of attending Davidson—now over $80,000 annually and rising—remains a barrier for many middle-income families. Students without demonstrated financial need receive little or no merit aid, limiting socioeconomic diversity compared to peer institutions with larger endowments.
    • Student Diversity Challenges:
      Davidson College has made significant efforts to diversify its student body, but challenges remain. Black and Hispanic/Latino enrollment continues to lag behind national averages for selective liberal arts colleges. Although Davidson has invested in scholarships, outreach programs, and DEI initiatives, progress has been gradual. Some students and alumni express concern that the pace of change has not fully kept up with the college’s aspirations for a more inclusive campus community.
    • Faculty Retention Challenges Among Early-Career and Diverse Faculty:
      While Davidson College enjoys strong overall faculty stability, recent strategic plan updates and DEI committee reports acknowledge challenges in retaining early-career and underrepresented faculty members. Factors such as limited research resources, heavier service burdens for faculty of color, and opportunities at larger institutions have contributed to higher attrition rates within these groups.

    Economic Impact

    According to the Davidson College Economic Impact Report 2023, produced by Appleseed Inc. (an economic consulting firm specializing in higher education and nonprofit sectors), Davidson College generates nearly $500 million annually for the North Carolina economy, including $430 million for the Charlotte metro region. The college supports approximately 2,300 jobs statewide and contributes around $22 million in annual state tax revenue. Student and visitor spending adds another $18 million annually to local businesses. Beyond economics, Davidson students contribute over 73,000 hours of community service each year, benefiting local schools, nonprofits, and civic organizations. The town-gown relationship is exemplary, with Davidson serving as a cultural, social, and educational hub for the region. Davidson’s strategic proximity to Charlotte opens further opportunities for collaboration, internships, and regional engagement, ensuring that its impact extends well beyond its picturesque campus.

    Enrollment Trends

    According to the Davidson College FactFile, enrollment has remained steady with a gender balance and a national/international student body.

    The college student body represents all states and 57 nations. The domestic student of color population is 28%, and  53% of the students are women.

    Degrees Awarded by Major

    In the 2023–24 academic year, Davidson College conferred degrees to 504 graduates, of whom 108 had double majors.

    Alumni

    Davidson College’s alumni impact spans politics, literature, sports, and public service:

    • Dean Rusk (1931): U.S. Secretary of State under Presidents Kennedy and Johnson; Davidson’s international studies program honors his legacy.
    • Tony Snow (1977): Former White House Press Secretary and noted journalist; exemplified public communication skills rooted in his Davidson education.
    • Patricia Cornwell (1979:) Best-Selling crime novelist whose forensic thrillers have sold over 100 million copies worldwide.
    • Elizabeth Kiss (1983): Global educational leader and Warden of Rhodes House at Oxford University; a trailblazer in ethics and leadership education.
    • Anthony Foxx (1993): U.S. Secretary of Transportation and former Mayor of Charlotte; actively supports Davidson’s civic engagement initiatives.
    • Stephen Curry (2010, completed 2022): NBA MVP and four-time champion; his legendary NCAA tournament run put Davidson basketball on the national map, and he returned to complete his sociology degree.

    Endowment and Financial Standing

    Davidson’s endowment has grown significantly, reaching approximately $1.375 billion in 2023. This growth supports its generous need-blind, no-loan financial aid policies and academic initiatives.

    The college’s financial management has earned high marks. The 2023 Forbes Financial Grades give Davison a 3.9 GPA and an A letter grade.

    Return on Investment (ROI)

    According to Georgetown University’s Center on Education and the Workforce, Davidson’s 40-year ROI for bachelor’s degrees is $2,689,000—well above the national average of $1,744,000 for private institutions. This places Davidson in the top 75 private college institutions.

    Why is Davidson Important?

    • Davidson College embodies the best traditions of academic rigor, ethical leadership, and service.
    Founded in 1837, Davidson forged a powerful model of liberal arts education rooted in critical thinking, moral inquiry, and civic responsibility. The college’s honor code—one of the earliest in the South—still defines campus culture today, emphasizing personal integrity and a community of trust.

    • Davidson’s regional and national influence extends far beyond its campus.
    The college plays a growing role in the economic and civic life of the Charlotte metro area, leveraging partnerships that connect students to real-world opportunities in business, public service, and innovation. Nationally, Davidson alumni have made transformative contributions in government, global affairs, literature, education, and athletics, demonstrating that small colleges can have broad and lasting societal impact.

    • Davidson remains a vital force for leadership, diversity, and opportunity.
    Initiatives like the Davidson Trust, which eliminates student loans from financial aid packages, alongside robust global learning and community engagement programs, show Davidson’s commitment to access and excellence. The college continuously prepares students not only for professional success but for principled leadership in a rapidly changing world.

    Summary

    Davidson College remains one of America’s premier liberal arts institutions, blending historic tradition with forward-looking innovation. The college exemplifies the transformative power of the liberal arts, producing leaders of conscience and influence. It has long combined academic excellence with ethical leadership and a global perspective, demonstrating that a small college can have a profound national and international impact. Davidson’s commitment to trust, service, and innovation ensures that it continues to shape lives and society for the better.

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

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  • Tuskegee University – Edu Alliance Journal

    Tuskegee University – Edu Alliance Journal

    April 14, 2025, by Dean Hoke: This profile of Tuskegee University is the ninth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1881 by educator Booker T. Washington, Tuskegee University is a private historically black university (HBCU) located in Tuskegee, Alabama – about 40 miles east of Montgomery​ . Established initially as the Tuskegee Normal School for training Black teachers, it evolved into Tuskegee Institute and eventually a university known for blending liberal arts, technical, and professional education. The university’s campus, a designated National Historic Site, spans roughly 5,000 acres (including a 450-acre main campus and extensive forestry and research lands)​. Tuskegee is consistently ranked among the top HBCUs nationally (U.S. News #3 in 2023) and is noted for its academic rigor and legacy of producing African American leaders​.

    Curricula

    Tuskegee offers a broad curriculum encompassing over 50 degree programs​. Programs include Engineering, Architecture, Business, Education, and Nursing & Allied Health, as well as a renowned College of Veterinary Medicine​. The university balances a liberal arts foundation with strong STEM and professional programs. Students complete a liberal arts core while pursuing majors in fields like engineering, agriculture, the sciences, business, and the humanities. Tuskegee has introduced distinctive programs that leverage its heritage – for example, it hosts the nation’s only Aerospace Engineering program at an HBCU, and it houses a National Center for Bioethics in Research and Health Care focused on minority health ethics​.

    Experiential learning is integral: from engineering design projects to agricultural research and Cooperative Extension outreach in rural communities, students get hands-on training. Notably, Tuskegee’s veterinary medicine program, founded in 1945, provides crucial clinical experience and has become a top producer of minority veterinarians. Outcomes for graduates are strong in many programs – for example, nursing and allied health majors benefit from clinical partnerships, and engineering students often secure competitive internships. Tuskegee reports in 2022, the four-year graduation rate is 33%, and the six-year graduation rate is 67%​​.

    Strengths

    • Historic Legacy and Mission: Tuskegee’s history is a cornerstone of its identity. It was built on Booker T. Washington’s self-help philosophy and has played a pivotal role in African American education for over a century​.
    • Excellence in STEM, Agriculture, and Veterinary Medicine: The university is a powerhouse in STEM fields. It is the only independent HBCU with four ABET-accredited engineering programs​ and the only HBCU with an Aerospace Science Engineering program​. Its College of Veterinary Medicine has educated over 70% of African American veterinarians in the United States​​.
    • Strong Student Outcomes and Recognition: Tuskegee is recognized for improving social mobility and student success. U.S. News ranks Tuskegee #1 among Southern schools for social mobility and among the top 5 HBCUs nationwide. The university has produced generations of leaders and pioneers, which bolsters its reputation and provides current students with role models and mentors.
    • Community Engagement and Service: As a land-grant institution, Tuskegee is deeply committed to community service and outreach. Through its Cooperative Extension Program and initiatives like the new Center for Rural Health and Economic Equity, the university addresses needs in Alabama’s Black Belt region—from agricultural assistance for local farmers to health equity research for underserved rural populations​​.

    Weaknesses

    • Enrollment Decline: Tuskegee’s Full-Time Equivalent (FTE) enrollment has steadily decreased from 3,276 in 2019 to a low of 2,755 in 2023, with a modest rebound to 2,881 in 2024. This downward trend, though not unique among small institutions, negatively impacts tuition revenue, national rankings, and institutional perception.
    • Infrastructure and Facilities: Numerous campus buildings require modernization. Students and alumni on platforms like UNIGO have expressed concerns about aging dormitories and outdated lab and classroom technology. These issues pose challenges for student recruitment and retention, especially in STEM disciplines. The university acknowledged these concerns in 2024 and stated that actions are underway to address construction delays.
    • Return on Investment (ROI): According to Georgetown University’s Center on Education and the Workforce, Tuskegee’s 40-year ROI for bachelor’s degrees is $1,434,000—well below the national average of $1,744,000 for private institutions. This places Tuskegee in the lower 20th percentile nationally and may raise concerns among prospective students and families weighing the long-term value of a Tuskegee degree.

    Note: Tuskegee does an exceptional job with the students it serves, often outperforming peers in helping students succeed and move up economically. However, its graduates’ average earnings are lower than those of graduates from many other private institutions, which affects ROI rankings. This contrast is common among mission-driven institutions that serve high-need populations and public interest-oriented fields (e.g., education, social work, veterinary medicine), where average salaries tend to be lower despite high societal value.

    Economic Impact

    Tuskegee University is a major economic engine for its region. According to the United Negro College Fund’s (UNCF) 2024 Economic Impact Report, Tuskegee University contributes approximately $237.1 million annually to Alabama’s economy and supports 2,064 jobs statewide through its operations, payroll, student spending, and visitor expenditures. It is one of the largest employers in Macon County, with nearly 1,400 employees on payroll​, and its presence stimulates additional employment in the community (restaurants, shops, services that cater to students and employees).

    Beyond direct spending, as a land-grant institution, it operates Cooperative Extension programs that improve agricultural productivity and entrepreneurship in rural Alabama. The university actively pursues research grants that address local needs. For example, in 2023, Tuskegee received a $2.2 million federal grant to establish a Center for Rural Health and Economic Equity, which will not only improve healthcare outcomes in Black Belt counties but also create research jobs and community health worker positions​.

    Enrollment Trends

    As of Fall 2024, total enrollment (FTE) is 2881 students, including undergraduates, graduate students, and professional students in veterinary medicine​.

    The university has actively recruited beyond Alabama: currently, only 26% of undergraduates are Alabama residents, while 74% come from out-of-state​.

    Degrees Awarded by Major

    In the 2022–23 academic year, Tuskegee University conferred 547 degrees in total (410 bachelor’s, 69 master’s, and 68 doctorates, including professional degrees)​.

    Alumni

    Tuskegee University boasts a vibrant alumni network of tens of thousands of graduates spread across the U.S. and abroad. With nearly 140 years of history, Tuskegee has produced generations of African American professionals and leaders, creating an expansive community often referred to as the “Tuskegee Family.” Alumni remain closely connected to the university and each other.

    Notable Alumni and Figures: Tuskegee’s alumni and associated figures include some of the most influential names in U.S. education, science, military, and culture:

    • Amelia Boynton Robinson (Class of 1927): Pioneering civil rights activist and leader in the voting rights movement. She played a key role in the 1965 Selma to Montgomery marches, inviting Dr. Martin Luther King Jr. to Selma.
    • Gen. Daniel “Chappie” James (Class of 1942): The first African American four-star general in U.S. military history.
    • Lonnie Johnson (Class of 1973): Engineer and inventor, Johnson, a Tuskegee mechanical engineering graduate​, had a distinguished career at the Air Force and NASA before his entrepreneurial success. He holds over 100 patents.
    • Lionel Richie (Class of 1974): Grammy-winning singer, songwriter, and former lead vocalist of the Commodores. Richie, a Tuskegee native, graduated with an economics degree.
    • Keenen Ivory Wayans (Attended from 1977-1980): an American actor, comedian, director, and filmmaker who co-hosted and created the TV comedy Emmy award show In Living Color. An engineering student on scholarship, he left Tuskegee in his senior year to pursue acting.

    Endowment and Financial Standing

    Tuskegee University’s financial foundation is solid but underpins a careful stewardship to meet institutional needs. As of 2024, the university’s endowment is valued at around $161 million.​ It remains smaller than some peer HBCUs. The university still depends heavily on tuition and fees.​ A milestone came in 2020 when philanthropist MacKenzie Scott donated $20 million to Tuskegee – the largest gift in the university’s history​.

    The university’s financial management has earned positive marks. The 2023 Forbes Financial Grades gives Tuskegee a 3.82 GPA and a letter grade of A-.

    Why is Tuskegee Important?

    • Tuskegee University holds a singular place in American higher education and society, with a legacy and ongoing impact that extend far beyond its small-town Alabama campus. Founded in an era of segregation and limited opportunities for Black Americans, Tuskegee became a beacon of self-determination – educating Black teachers, farmers, and craftsmen in its early years and proving that excellence could flourish under the most challenging conditions.
    • Tuskegee’s importance also lies in its academic and professional contributions, particularly in increasing diversity in critical fields. It has been a prolific producer of African American professionals: for example, as noted, the vast majority of Black veterinarians are Tuskegee graduates​, and the university has trained countless Black engineers, nurses, and scientists.
    • Tuskegee University remains a cultural touchstone and symbol of excellence. Tuskegee has also influenced educational models worldwide; notably, its extension work and vocational training approaches were emulated in developing nations (especially in Africa) during the 20th century, spreading the ethos of education for empowerment globally.

    In summary, Tuskegee University is important because it represents the power of education as a force for equality and innovation. It has transformed lives and communities for generations, contributed richly to African American history and American progress, and continues to produce leaders and ideas that shape our world. In American higher education, Tuskegee’s thread is unique and invaluable – an embodiment of resilience, excellence, and the ongoing pursuit of knowledge for the betterment of society.

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

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  • Washington and Lee University – Edu Alliance Journal

    Washington and Lee University – Edu Alliance Journal

    April 7, 2025, by Dean Hoke: This profile of Washington and Lee University is the eighth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1749, Washington and Lee University (W&L) is a private liberal arts college located in Lexington, Virginia. With a 325-acre campus in the Shenandoah Valley, W&L is the ninth-oldest college in the U.S. Originally Augusta Academy, it became Washington College after George Washington’s 1796 gift. It later took on its current name in honor of Robert E. Lee, who served as president following the Civil War. The school became coeducational in 1985 and is consistently ranked among the top liberal arts colleges nationally. The President of Washington and Lee since 2017 is William (Will) Dudley.

    W&L enrolls approximately 1,900 undergraduates and 375 law students. The university boasts an 8:1 student-faculty ratio and an average class size of 15. The university is renowned for its rigorous academics, a single-sanction honor system, and a strong emphasis on ethical leadership and community.

    Curricula

    W&L offers 36 majors and 41 minors across disciplines such as the humanities, sciences, arts, business, journalism, and engineering. It’s the only leading liberal arts college with accredited undergraduate programs in business and journalism. Students can pursue either a B.A. or B.S. degree and are encouraged to pursue interdisciplinary interests. Popular majors include Business Administration, Economics, Political Science, and interdisciplinary areas such as Environmental Studies and Poverty Studies. Signature programs include the Shepherd Program for the Interdisciplinary Study of Poverty and Human Capability, combining classroom learning with community engagement on social justice issues. Over 60% of undergraduates study abroad, and a significant number participate in internships and research, often supported by university grants.

    Strengths

    • Exceptional Outcomes and Opportunities: W&L’s four-year graduation rate is about 92%, and over 93% of graduates secure employment or enter graduate school within six months of graduation​. They are a top producer of Fulbright scholars and other fellowship winners, reflecting the high caliber of their students and the support they receive in pursuing global opportunities​.
    • Academic Excellence: W&L consistently ranks among the top liberal arts schools in the United States. It has been ranked #9 by US News and World Report in Best Small Colleges in America and #9 for best liberal arts colleges. The school consistently ranks among the top producers of Fulbright and other prestigious fellowships.
    • Experiential Learning: The unique Spring Term and emphasis on study abroad (60%+ participation) offer high-impact, immersive educational experiences. Programs like the Shepherd Poverty Program and community-based internships promote civic learning.
    • Financial Strength: With a $2 billion endowment (roughly $900,000 per student), W&L offers strong financial aid and has a need-blind admissions policy for most domestic and international applicants.

    Weaknesses

    • Exclusivity: W&L has historically attracted a particular student demographic and features a social scene dominated by Greek life, which presents challenges in broadening campus culture. Approximately 75% of undergraduates join fraternities or sororities—one of the highest Greek participation rates in the nation​. This deep-rooted Greek presence contributes to close social bonds and robust alumni networks. Still, it can also create a perception of social exclusivity for Students who do not participate in Greek life.
    • Historical Legacy and Diversity Challenges: W&L grapples with aspects of its historic legacy that pose modern challenges. The institution’s very name honors Robert E. Lee, and debates have occurred over whether to rename the university, given Lee’s ties to the Confederacy and slavery​. In 2020, campus discussions on this issue drew national attention and revealed divisions among stakeholders​. The cultural transition – shedding outdated perceptions and ensuring that students from all backgrounds feel fully welcome – remains an ongoing challenge for Washington and Lee.

    Economic Impact

    W&L is not only an academic institution but also a major economic engine for Lexington and the surrounding Shenandoah Valley. In addition to educating students, W&L significantly boosts the local economy through employment, spending, and partnerships. The university is one of the largest employers in the region, with roughly 870 faculty and staff​. A comprehensive economic impact study in 2010 found that W&L was responsible for over $225 million in economic activity in the region in a single year.

    Enrollment Trends

    As of Fall 2024, Washington and Lee’s total undergraduate enrollment stands at 1,866 undergraduate students, with an additional 355 students in the law school​. Over the past decade, undergraduate enrollment has remained stable.

    The undergraduate acceptance rate has declined from 24% to 14% over the past five years, reflecting increased selectivity. The gender balance has also shifted to slightly favor women (51%). The university maintains a first-year retention rate of 96-98% and six-year graduation rates remain steady between 93% and 95%, reflecting a high level of student satisfaction and institutional support.

    Degrees Awarded by Major

    In the Class of 2020 -21, W&L conferred degrees across a wide spectrum of majors. Below is a breakdown by number of degrees awarded that year:

    Return of Investment

    According to the Georgetown University Center on Education and the Workforce’s study, Ranking 4,600 Colleges by ROI (2025), W&L offers a strong return on investment. In this study, ROI is calculated as the difference between a graduate’s cumulative earnings over time and the total out-of-pocket cost of attending college, which refers to the net cost after accounting for grants and scholarships.

    For students earning a bachelor’s degree, W&L’s median ROI significantly exceeds the average for private nonprofit colleges, both in the short and long term.

    Source: Georgetown University Center on Education and the Workforce, analysis of U.S. Department of Education College Scorecard data, 2009–2022.

    Alumni

    W&L boasts a vibrant alumni network that is both tightly knit and far-reaching. There are over 25,000 living W&L alumni worldwide, spread across all 50 states and dozens of countries. Alumni often refer to themselves as “Generals” (after the school’s athletic moniker) and maintain strong ties to the institution long after graduation.

    Notable Alumni: W&L’s alumni list includes prominent figures in law, government, business, journalism, literature, and the arts:

    • Lewis F. Powell Jr. (Class of 1929; Law 1931): Was a U.S. Supreme Court Justice (served 1972–1987)​ . Justice Powell was one of three Supreme Court justices who attended Washington and Lee.
    • Tom Wolfe (Class of 1951): Best-selling author and journalist, pioneer of the “New Journalism” movement​. Wolfe wrote influential works like The Right Stuff and The Bonfire of the Vanities, and is an icon in American literature.
    • Roger Mudd (Class of 1950): Emmy Award-winning broadcast journalist​. Mudd was a longtime CBS News correspondent and anchor known for his work on CBS Evening News and documentaries.
    • Joseph L. Goldstein (Class of 1962): Awarded the Nobel Prize in Physiology or Medicine for his research in cholesterol metabolism.
    • Warren A. Stephens (Class of 1979): Chairman, president, and CEO of Stephens Inc., President Donald Trump nominated him to serve as the United States ambassador to the United Kingdom.
    • Rob Ashford (Class of 1982): A renowned choreographer and director, Ashford is an eight-time Tony Award nominee (winning one), a five-time Olivier Award nominee,  and an Emmy Award winner. 
    • Linda Klein (Class of 1983): American Lawyer and past president of the American Bar Association.

    Endowment and Financial Standing

    W&L’s financial foundation is exceptionally strong for a liberal arts institution of its size. As of 2024, W&L’s endowment is nearly $2.0 billion​, placing it among the top liberal arts college endowments in the nation (and even comparable to some mid-sized research universities).

    In a typical year, endowment earnings contribute roughly 40-50% of the university’s operating budget. The 2023 analysis by Forbes rated W&L a solid “B+” in financial health (score of about 3.34 out of 4.5)​

    Why is Washington & Lee Important?

    • Academic Excellence & Ethical Leadership:
      W&L exemplifies a liberal arts education that blends intellectual rigor with character development. Its Honor System promotes integrity and responsibility, shaping graduates who lead with both intellect and ethics.
    • Graduate Success & Influence:
      With 93% of graduates employed or in grad school within six months, W&L delivers top-tier outcomes. Alumni go on to excel in law, government, business, journalism, medicine, and the arts—many serving as civic leaders, mentors, and public servants.
    • Economic & Cultural Impact:
      Though small, W&L plays a major role in the Shenandoah Valley. It creates jobs, draws thousands of visitors annually, and enriches the area culturally with events, lectures, and museums. Its partnership with the local community strengthens regional vitality.
    • Access & Forward-Thinking Values:
      W&L’s need-blind admissions and robust financial aid reflect its commitment to affordability and inclusivity. It ranks highly for free speech and integrates modern disciplines like data science and entrepreneurship into a classic liberal arts framework, demonstrating how tradition and innovation can thrive together.

    With its blend of tradition and innovation, W&L continues to influence American higher education. It upholds the time-honored virtues of a liberal arts college—close mentoring, a broad education, honor, and civility—while evolving to meet contemporary challenges by opening doors to more students and engaging with real-world issues. W&L remains a cornerstone institution among small colleges, illustrating the enduring importance of the liberal arts model in shaping thoughtful, responsible citizens.

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

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  • Conversations on the Future and Impact of Small Colleges – Edu Alliance Journal

    Conversations on the Future and Impact of Small Colleges – Edu Alliance Journal

    Small colleges have long played a significant role in shaping American higher education. They may not make national headlines every day, but their impact on students, communities, and the broader landscape of learning is undeniable. That’s why Kent Barnds and I, Dean Hoke, created Small College America. Its mission is to present critical discussions at the forefront by interviewing small college higher education leaders, policy experts, and innovators. The podcast delves into the evolving role of small colleges, their economic impact, innovative strategies for sustainability, and how they can continue to provide a highly personalized educational experience.

    Each episode explores the distinctiveness of small colleges—through conversations with presidents, provosts, foundation leaders, and changemakers who are deeply engaged in the work of shaping the future. We focus on the real issues small colleges face—from enrollment shifts and financial pressures to mission clarity, leadership, and collaborative innovation.

    Why is now the perfect time for this podcast? Higher education faces unprecedented challenges, and small colleges, with their adaptability and personalized approaches, offer valuable lessons and innovative solutions critical to the broader education landscape.

    Our most recent episodes include:

    • Wendy Sherman Heckler and Chet Haskell – From Otterbein University and Antioch University, respectively these two leaders discuss their groundbreaking collaboration known as the Coalition for the Common Good. It’s a bold new model for partnership between mission-driven institutions focused on shared values and long-term sustainability.
    • Eric Lindberg—Executive Director of the Austin E. Knowlton Foundation in Cincinnati, Ohio, shares insights into the Foundation’s commitment to supporting small colleges, reflects on his own liberal arts experience, and outlines how strategic philanthropy can strengthen institutional resilience.
    • Dr. Paaige Turner, Provost and Executive Vice President at Aurora University discusses her transition into the role after serving as Dean at Ball State University. She brings a fresh perspective on leadership, regional relevance, and the evolving communication needs of today’s students.

    Upcoming Guests:

    We’re excited to welcome several new voices to the podcast in upcoming episodes:

    • Charles Kim, retired Managing Director at Kaufman Hall and former head of its Higher Education division, now serves on the boards of Augustana College and Westminster College.
    • Scott Wiegandt, Director of Athletics at Bellarmine University, who helped lead the university’s move from NCAA Division II to Division I.
    • Karin Fischer, senior writer for The Chronicle of Higher Education and author of the Latitudes newsletter, brings deep insight into the global and domestic challenges facing small colleges.
    • Steve Bahls, President Emeritus of Augustana College and national expert on shared governance, discusses how collaboration can lead to institutional agility and long-term success.
    • Matthew Ward, Vice President of Enrollment Management at California Lutheran University.
    • Liz Nino, Executive Director of International Enrollment at Augustana College.
    • Dr. Marco Clark, President of Holy Cross College at Notre Dame, Indiana.

    Whether you’re a small college president, a prospective student, an alum, or simply someone passionate about the future of higher education, we invite you to join us. Each episode of Small College America is a chance to learn, reflect, and engage with the people who are shaping this vital sector.

    Subscribe on your favorite podcast platform or listen directly at https://www.podpage.com/small-college-america/. We hope you’ll tune in. If there’s a story or college you think we should feature, let us know.

    Small colleges are changing higher education—be part of the conversation.

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

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  • Alice Lloyd College – Edu Alliance Journal

    Alice Lloyd College – Edu Alliance Journal

    March 24, 2025, by Dean Hoke: Each small college has something special about it. Alice Lloyd College in Pippa Passes, Kentucky, was founded by Alice Spencer Geddes Lloyd and June Buchanan. They established the school in 1923 with minimal funds to provide affordable, quality education for Appalachian students facing economic hardship and limited educational opportunities. Their pioneering vision continues today, empowering students to become leaders dedicated to serving their Appalachian communities. This profile of Alice Lloyd College ​is the seventh in a series presenting small colleges throughout the United States.

    Background

    Established in 1923, Alice Lloyd College (ALC) is a private liberal arts college located in Pippa Passes, Kentucky, in the heart of Appalachia. The campus occupies approximately 175 acres in a picturesque mountain valley, offering an idyllic rural setting. Alice Spencer Geddes Lloyd (1876 – 1962) and her co-founder June Buchanan (1887 – 1988)  were the co-founders and worked without pay on both education and fundraising for the college.

    The school was created to provide post-secondary educational opportunities to serve students from Appalachia; the college remains steadfastly committed to its original mission of providing affordable, quality education, especially to students from Kentucky’s Appalachian region. It became a bachelor’s degree-granting institution in the early 1980s. Alice Lloyd College serves almost exclusively a 108-county Central Appalachian service area. Tuition is guaranteed to full-time students residing in the service area.

    Alice Lloyd College remains dependent on the private support of the American free-enterprise system for over half of its revenue sources.

    Curricula

    Alice Lloyd College offers bachelor’s degrees across numerous academic fields, including Biological Sciences, Education, English, History, Sociology, Business Administration, and Criminal Justice. Education remains a cornerstone of ALC, reflecting its historic mission, with notable concentrations in Elementary Education, Secondary Education, and Special Education.

    ALC’s distinctive curriculum model is designed around leadership education and character development, which are integral to the college’s foundational philosophy. Alice Lloyd’s Gatton Winston Scholars Program (formerly The Caney Scholars Program) financially supports ALC graduates seeking advanced degrees. It is the only program of its kind in the nation. Applicants must have high academic standards, be of strong character, and show potential for leadership. The College’s “Caney Scholars” program emphasizes leadership, community service, and personal responsibility, complementing traditional liberal arts education.

    Strengths

    • Tuition Guarantee and Financial Aid: Alice Lloyd College offers free tuition for full-time students residing within its designated service area, making higher education accessible to economically disadvantaged students in Appalachia. This tuition-guarantee policy, funded through endowment revenues and private donations, covers full tuition for eligible students.
    • Work-Study Program: Uniquely, all full-time students participate in a mandatory work-study program. This program requires them to contribute labor weekly to campus operations, fostering a strong work ethic, practical experience, and reduced operating costs for the institution. Only seven colleges in the US have such a program.
    • High Graduate Success Rates: Nearly 95% of Alice Lloyd graduates secure employment or acceptance to graduate programs within six months of graduation, demonstrating the effectiveness of the College’s rigorous academic and character development programs.
    • Leadership and Character Development: A cornerstone of Alice Lloyd College’s educational experience is the emphasis on developing leaders through service learning and character education, which external evaluators consistently recognize as a defining institutional strength.

    Weaknesses

    • Alice Lloyd College’s student retention and six-year graduation rate is below both national and regional averages for private colleges.  
    • Financial Dependency on Donations: Alice Lloyd College operates tuition-free for eligible students from its service region, placing considerable reliance on donations, grants, and endowment income. This dependence can pose financial stability risks if philanthropic trends shift negatively.
    • Rural Isolation: The College’s isolated location, while picturesque, can deter students seeking urban experiences or greater proximity to metropolitan opportunities, limiting the pool of prospective students to those primarily interested in a rural collegiate experience.

    Economic Impact

    Alice Lloyd College significantly impacts the economy and social infrastructure of eastern Kentucky. Alice Lloyd College significantly contributes to the local and regional economy, generating $33 million in total economic impact for the Fiscal Year 2021-2022, according to a recent study commissioned by the Association of Independent Kentucky Colleges and Universities. According to Alice Lloyd College President Jim Stepp,  “Today, 83% of our alumni live, work, and serve in these mountains and are fulfilling our founders’ vision. Additionally, the college frequently engages in community initiatives, supporting local economic and educational development.

    Enrollment

    Enrollment at Alice Lloyd College remains stable between 550 and 600, primarily from Appalachia. However, recent years have seen an uptick in applications from outside the immediate region due to increased awareness of its distinctive tuition-free and work-study models.  Key points:

    • The acceptance rate in Fall 2023 is 86%—source: National Center for Education Statistics.
    • 48% of graduates are first-generation, 4-year college graduates.
    • 98% of their students come from the 108-county Appalachia Region.

    Graduation and Retention Rates

    Source: Alice Lloyd College Student Achievement Report

    The graduation and retention rates for private colleges are below both national and regional averages. The National Student Clearinghouse Research Center reports that private nonprofit institutions have an average six-year graduation rate of 68%. In Kentucky, the average six-year graduation rate for private colleges is approximately 52.5%. For freshman-to-sophomore retention, the national average is 75%, and Kentucky is about 79%.

    Alice Lloyd College’s graduation and retention rates reflect its explicit mission to serve Appalachian students facing significant socioeconomic, geographic, educational, and cultural barriers. Many students are first-generation, with limited financial resources and weaker academic preparation. The institution’s rural location limits access to employment, internships, and support services common in urban areas. Additionally, strong family obligations in Appalachian culture can disrupt students’ academic progress. The college’s pronounced commitment to educating high-risk students partially accounts for lower retention and graduation rates relative to national and regional averages for private nonprofit colleges.

    Degrees Awarded by Major

    In 2022- 2023, Alice Lloyd College conferred degrees as follows: 92 seniors graduated. In the Class of 2022, 50% are working (all in Appalachia), 45% are in graduate or professional school, 2% are in the military, and 3% are unemployed 6 months after graduation.

    Alumni

    Alice Lloyd College boasts an alumni network committed to community service, leadership, and regional development, with graduates frequently occupying influential positions in education, healthcare, business, and public service within Appalachia.  According to LinkedIn, which has 1,169 alums registered, of which 704 live in Kentucky.

    Notable alumni include:

    • Carl Perkins ( attended in the early 1930s) House of Representatives 1949 – 1984 Known for his advocacy of higher education, including the Carl D. Perkins Career and Technical Education Act, which focuses on improving career and technical education programs
    • Dr. Clyde Thornsberry (39) Centers for Disease Control, where he gained a national and international reputation as a scientist and expert in several fields, including microbiology and infectious diseases.
    • Dr. Warren Grady Stumbo (65) is a Distinguished physician and public servant from Eastern Kentucky.
    • Preston Spradlin (09) Head Basketball Coach James Madison University

    Endowment and Financial Standing

    Alice Lloyd College maintains a modest yet healthy endowment, valued around $60 – $70 million. Financial stability remains reliant mainly on consistent fundraising efforts and prudent asset management. Forbes 2023 Financial Health Evaluation gives a GPA of 3.463 out of 4.5 and a grade of A-. This reflects Alice Lloyd College’s fiscal responsibility, with continued positive ratings from financial health assessments.

    Why is Alice Lloyd Important?

    • Strong Regional Commitment: The college addresses Appalachian educational disparities and actively contributes to the region’s long-term economic and social well-being.
    • Providing Tuition-Free Education: ALC significantly reduces financial barriers for Appalachian students, enabling higher education access for underserved populations.
    • Community Development: The college nurtures local economic and social growth by educating regional students who return as impactful leaders.
    • Innovative Work-Study Model: ALC’s mandatory Student Work Program teaches graduates practical workplace skills and instills a strong work ethic.

    Alice Lloyd College is a unique school that fulfills its mission to educate mountain people for positions of leadership and service to the Appalachian region. 98% of its students come from the region, and 83% of its alumni return to live, work, and serve in the Appalachian region.

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

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  • Whitman College – Edu Alliance Journal

    Whitman College – Edu Alliance Journal

    March 17, 2025, by Dean Hoke: This profile of Whitman College is the sixth in a series presenting small colleges throughout the United States.

    Background

    Founded in 1859, Whitman College is a private liberal arts institution located in Walla Walla, Washington. Its 117-acre campus blends historic architecture with modern facilities, creating an inviting environment for academic pursuits and campus life. Originally established as a seminary, Whitman transitioned to a secular liberal arts institution in the early 1880s and has since garnered recognition for its academic rigor, liberal arts commitment, and tight-knit community.

    Whitman prides itself on a student-to-faculty ratio of 9:1, facilitating personalized education. Approximately 1,500 students from across the United States and internationally enroll at Whitman, attracted by its personalized instruction and strong emphasis on experiential learning.

    Curricula

    Whitman College offers over 45 majors and numerous minors spanning the arts, humanities, sciences, and social sciences. Popular disciplines include Environmental Studies, Political Science, Psychology, Economics, and Biology. The curriculum, deeply rooted in the traditional liberal arts, continues to evolve, notably introducing two new majors in Fall 2023: Brain, Behavior & Cognition (Neuroscience) and Ethics & Society, reflecting increasing student interest in neuroscience and applied ethics.

    One hallmark program at Whitman is Semester in the West, a unique field-based study experience where students engage directly with environmental and policy research across the American West. Additionally, Whitman’s Encounters Program forms a cornerstone of the first-year academic experience, promoting critical thinking and interdisciplinary learning.

    Graduate outcomes at Whitman are exceptional, with nearly 70% of alumni enrolling in graduate or professional programs within five years of graduation. The six-year graduation rate stands at an impressive 88%, among the highest for liberal arts colleges in the Pacific Northwest.

    Strengths

    • Strong Post-Graduate Outcomes: Over 91% of Whitman graduates secure employment or enroll in graduate programs within six months after graduation, highlighting the institution’s effectiveness in preparing students for professional success.
    • Experiential Learning: More than 80% of students participate in internships, research, or off-campus programs such as Semester in the West and the Whitman in China teaching fellowship, exemplifying Whitman’s commitment to hands-on learning experiences.
    • Prestigious Recognition: Whitman students consistently win competitive fellowships and awards, including Fulbright grants, Watson Fellowships, and NSF Fellowships. Since 2000, students have secured more than 600 awards.
    • Sustainability and Outdoor Leadership: Whitman’s Outdoor Program provides extensive opportunities for students to engage in activities like hiking, kayaking, skiing, and environmental stewardship, reflecting the institution’s emphasis on sustainability and outdoor leadership.
    • Financial Strength and Support: Despite its modest enrollment, Whitman maintains a substantial endowment nearing $800 million. This financial strength enables the college to offer robust financial aid packages, greatly reducing costs for middle-income families and improving access.

    Weaknesses

    • Geographic Isolation and Limited Visibility: Whitman’s location in Walla Walla presents both advantages and challenges. While the picturesque rural setting fosters a tight-knit community, the distance from major urban centers—roughly four hours from Seattle or Portland—can deter prospective students seeking metropolitan amenities. Consequently, Whitman must invest heavily in marketing and recruitment to attract students beyond the Pacific Northwest.
    • Dependence on Tuition Revenue: While Whitman is financially stable, its operating model remains heavily reliant on tuition, with endowment payouts currently covering around 40% of operational expenses. This reliance necessitates careful financial management and continued growth in the endowment.
    • Enrollment and Demographic Trends: Like many liberal arts colleges, Whitman faces a national decline in the traditional college-age population, coupled with increased competition for top-tier students. In response, Whitman has significantly expanded merit-based and need-based financial aid packages, currently averaging a tuition discount rate over 50%. To address demographic challenges, Whitman is actively broadening its applicant pool through partnerships with organizations such as the Posse Foundation and Matriculate.

    Economic Impact

    Whitman College is a significant economic driver in Walla Walla. It is among the largest employers in the region, accounting collectively for roughly 1,600 jobs in Walla Walla County​.

    Beyond direct employment, Whitman attracts thousands of students and visitors to the area each year, which boosts the local hospitality and retail sectors. Students spend on housing, groceries, dining, and entertainment in town, and their families visit for events like orientation, Family Weekend, and Commencement, filling hotels and restaurants​. The tourism bureau has even created guides for families visiting their “scholars” at Whitman, recognizing the economic benefit of college-related travel​.

    Whitman also fosters long-term regional economic growth through strategic partnerships. A key example is the Gateway Program, in collaboration with Walla Walla Community College, which encourages community college students—particularly first-generation and low-income students—to pursue four-year degrees at Whitman. These initiatives enhance local educational attainment and create a talent pipeline beneficial to the regional economy. Additionally, Whitman engages actively with the Confederated Tribes of the Umatilla Indian Reservation, supporting educational and cultural initiatives that enrich the local community.

    Enrollment Trends As of Fall 2024, Whitman enrollment is 1,561 students. Over the past decade, enrollment has slightly increased despite national declines in liberal arts college applications and the COVID crisis. To counteract demographic shifts, Whitman has expanded financial aid offerings and enhanced recruitment efforts in the Western U.S., international markets, and underrepresented student populations.

    Degrees Awarded by Major In the 2023 graduating class, ​Whitman College conferred degrees across various disciplines.

    Alumni

    Whitman College boasts a vibrant alumni network comprising over 18,000 graduates worldwide. Alumni connections are notably strong in the Pacific Northwest, California, and Washington, D.C., providing substantial networking opportunities through programs such as “Whitties Helping Whitties.” This network significantly aids in securing internships, job placements, and mentoring opportunities for current students.

    Notable Alumni

    • Adam West (Class of 1951) – Actor best known for portraying Batman in the 1960s television series.
    • William O. Douglas (Class of 1920) – U.S. Supreme Court Justice, serving from 1939 to 1975.
    • John W. Stanton (Class of 1977)- Chairman of the Board Trilogy Partners and majority owners of the Seattle Mariners.
    • Peter Adkison (Class of 1985) – Founder of Wizards of the Coast, publisher of Magic: The Gathering.
    • Dorothy Marie “Dottie” Metcalf-Lindenburger (Class of 1997) is a retired American astronaut. She was a high school science teacher when she was selected in 2004 as an educator mission specialist. 
    • Holly Brooks (Class 2004) – Winter Olympian in Nordic Skiing

    Endowment and Financial Standing

    As of 2024, Whitman College’s endowment is valued at nearly $800 million. While this places Whitman on solid financial footing, the college remains largely tuition-dependent. In the 2024–25 budget year, the endowment payout will cover over 40% of Whitman’s operating expenses, which significantly reduces reliance on tuition revenue.​

    Whitman College Endowment Growth:

    Whitman’s financial aid program has expanded in recent years, aiming to increase affordability and access for students from all economic backgrounds. Forbes 2023 Financial Health Evaluation gave Whitman a B+ grade and a financial grade of 3.345  out of 4.5. Whitman enters 2025 in a favorable financial position.​

    Why is Whitman College Important?

    • Academic Excellence: Whitman College maintains a challenging liberal arts curriculum that prepares students for a wide range of careers and graduate studies.
    • High Graduate Success Rates: With 91% of graduates employed or in graduate school within six months, Whitman produces competitive and well-rounded professionals.
    • Experiential Learning and Outdoor Leadership: Signature programs such as Semester in the West and the Outdoor Program allow students to engage in real-world learning.
    • Sustainability and Civic Engagement: Whitman plays a key role in environmental advocacy, sustainability, and community service.

    With its strong academic reputation, experiential learning opportunities, and commitment to sustainability, Whitman College remains a leading liberal arts institution in the Pacific Northwest.

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

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  • Gettysburg College – Edu Alliance Journal

    Gettysburg College – Edu Alliance Journal

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

    Background

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

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

    Curricula

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

    Strengths

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

    Weaknesses

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

    Economic Impact

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

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

    Enrollment Trends

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

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

    Degrees Awarded by Major

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

    Alumni

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

    Notable Alumni

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

    Endowment and Financial Standing

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

    Why is Gettysburg College Important

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

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

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

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