A May 2024 Student Voice survey found 28 percent of college students say they have “not much trust” in their president and other executive-level officials, which was 18 percentage points higher than students’ distrust in professors and 13 percentage points higher than their trust in academic department leaders.
An additional 19 percent of students said they were not sure if they trust their president, for a total of 52 percent of students indicating they have at least some trust in their campus executives.
Students at private nonprofit institutions were mostly likely to say they did not have much trust in their president (48 percent) compared to their public four-year peers (30 percent) or those at two-year institutions (18 percent).
“Trust is in very short supply on campuses. We do not see deeply trusting environments on campus very quickly,” said Emma Jones, executive vice president and owner of higher education consulting group Credo, in a Jan. 29 webinar by the Constructive Dialogue Institute. “By and large, I find campus leaders to have incredibly trustworthy behavior … but they are not trusted in their environments.”
Institutional leaders can employ a variety of strategies and tactics to gain greater trust.
Creating a foundation: A 2024 report from the American Council on Education found presidents are in agreement that trust building is a key competency for being a campus leader. Presidents told researchers they need to be present with their constituents, create opportunities for various stakeholders to share their views on issues related to the institution and surround themselves with diverse voices, according to the report.
In the webinar, experts shared what they believe helps build trust between executive-level administrators and the students they serve.
Demonstrate care. Humanity is a key factor in trust, in which a person recognizes the uniqueness of each person and builds relationships with them, Jones explained. During this present age, it is particularly important for campus leaders to see and acknowledge people for their humanity.
Watch your tone. Generic or trite messages that convey a lack of empathy do not build trust among community members, said Darrell P. Wheeler, president of the State University of New York at New Paltz. Instead, having transparent and authentic communication, even when the answer is “I don’t know,” can help build trust in a nebulous period of time, Jones said.
Engage in listening. “People want you to be compassionate, but they really want to have their own space at times to be able to express where they are [and] not for you to overshadow it by talking about yourself in that moment,” Wheeler said during the webinar.
Create space to speak with students. Attending events to listen to students’ concerns or having opportunities for students to engage in meetings can show attentive care, Victoria Nguyen, a teaching fellow at Harvard’s Graduate School of Education, told Inside Higher Ed.
Foster healthy discourse. While presidents should strive to be trusted among their community members, too much trust can be just as destructive as too much distrust, Hiram Chodosh, president of Claremont McKenna College in California, said in the webinar.
Trust yourself. Earning trust requires self-trust, Chodosh said, so presidents should also seek to cultivate their own trustworthiness.
Presidential Engagement: College presidents can step outside their offices and better engage with learners. Here are three paths they are taking.
Being visible on campus. Creating opportunities for informal conversation can address students’ perceptions of the president and assist in trust building. Some presidents navigate campus in a golf cart to allow for less structured interactions with students. The University of South Alabama president participates in recruitment trips with high schoolers, introducing himself early.
Hosting office hours. Wheeler of SUNY New Paltz hosts presidential office hours for students once a month in which they can sit down for coffee and chat with him. Students can sign up with a QR code and discuss whatever they feel called to share. At King’s University in Ontario, the dean of students hosts drop-in visits across campus, as well.
Give students a peek behind the curtain. Often, colleges will invite students to participate as a trustee or a board member, giving them a voice and seat at the table. Hood College allows one student to be president for a day and engage in ceremonial duties and meetings the president would typically hold.
By Professor Katy Mason, PVC Dean at the University of Salford’s Business School.
We’re at a crucial moment in our fight to address climate change, with limited time to end the irreversible damage to our planet. However, higher education institutions (HEIs) could play a more pivotal role on the road to net zero.
Climate-related challenges are considerable and require both technological innovation and the reorganisation of our society and economy. Universities are in a strong position to drive these transitions, but because of the required pace of change, they need to do so in collaboration with government. For example, universities are well positioned to mobilise the STEM (science, technology, engineering and maths) and technical expertise required to evolve the way energy is generated, stored and distributed, as well as the SHAPE and social practice expertise to support the social transitions required to transform energy production and consumption. This broad range of expertise, uniquely perhaps, sits under one organisational umbrella: the HEI.
Reducing carbon footprint with research
HEIs have been working, increasingly over recent years, to structure and support multi, inter and transdisciplinary research, in ways that will ultimately support the reduction of our carbon footprint to deliver net zero.
The formation of UKRI (UK Research and Innovation) has supported many of these initiatives. In April 2018, UKRI brought together the UK’s seven research councils, Innovate UK, and Research England, into a single organisation to support the distribution of government funding for impactful, interdisciplinary research.
Accelerating a green growth economy through collaboration
Climate change mitigation and building the UK’s resilience to climate change impacts has been a central tenant of UKRI’s attention, with funding calls driving collaboration between academics, industry and government. But interdisciplinary research, on its own, is not enough. HEIs and government will have to find new ways of collaborating if we are to accelerate a green growth economy.
There are examples of successful collaboration. The Government’s Open Innovation Team is a platform that supports academic-policy collaboration, curating academic expertise to support and inform policy initiatives. Similarly, the United Nations PRME (Principles of Responsible Management Education) platform supports and accelerates the sustainability of current and future business leaders in Business and Management education. However, at present, its take-up is piecemeal and patchy. Much more collaboration is needed if we are to make a difference to climate change.
Recognition of the advantages afforded by collaboration is long-standing. As far back as 2000, Vangen and Huxman were developing a theory of collaborative advantage, arguing that goals, trust, culture and leadership had to be aligned enough – despite differences and tensions – if advantages were to be gained.[i] In this regard, collaboration is often inconsistent, with inherent contradictions and mutually exclusive elements caused by inevitable differences between partners. While it is these differences that often generate advantage, they require time and investment in understanding. This is perhaps why we have not invested sufficiently in making such partnerships work.
Breaking down barriers to collaboration
The contrasting cultures of academics and policymakers may certainty make collaboration difficult: the epistemologies-in-use (how knowledge, evidence and rigour are framed) are different; the production and use of knowledge objectives is different; and the rules of identity and belonging to the home-culture are different.
However, as Beech et al. argue, we can take advantage of these significant cultural differences if HEIs develop a new kind of platform that acts as a learning zone in which key cultural rules of academics and policymakers are suspended (not ‘solved’).[ii] This will enable different groups to contribute and extract learning insights as if they were collaborating with shared understanding, when this may only partially be the case.
In pursuit of creating a new kind of learning platform, HEIs, particularly those leading knowledge exchange and engagement initiatives, might usefully adopt this set of design principles:
Valuing difference and not seeking to resolve it;
Having the purpose of supporting others’ endeavors in their home-culture by providing knowledge resources;
Be willing to aggregate and disaggregate ideas and evidence in novel ways; and
Be willing to suspend judgement of the other and the self to encourage people to step outside their normal modes of interaction
These design principles will likely help knowledge exchange leads catalyse innovation and accelerate the adoption of cutting-edge practice by bringing local, regional and national policymakers together with academics to advance solutions to overcome climate change obstacles.
‘Making Britain a clean energy superpower’
Academics and policymakers are explicit in their ambition to tackle climate change. The UK Government states one of its key missions as ‘making Britain a clean energy superpower’ by ‘creating jobs, cutting bills and boosting energy security with zero-carbon electricity by 2030.’
Driven by government monies directed towards UKRI for this purpose and by researchers’ concerns, passions, and expertise, some universities have built up significant industrial and third-sector networks to support the development and transformation of our greening economy.
For example, researchers at Lancaster, Swansea, Imperial, and Salford have been studying the farming sector and its potential transformation through agrivoltaics. Agrivoltaics co-locate high-quality food and green energy production on the same land while simultaneously aiming to secure biodiversity net gain. This is a complex and ambitious agenda that will contribute to more than the ‘clean energy’ challenge.
Agrivoltaics requires expertise in physics to understand solar panel efficiency, reliability and maintenance, while plant science knowledge is essential to understand food nutrition and biodiversity complexities. In addition, social science expertise is required to understand the design and transformation of the farming sector, the development of a circular economy for solar panels, and how the proliferation of markets might reconnect across the entire food and energy production and consumption systems to ensure sustainability.
To uncover ‘what works’ will ultimately require us to collaborate with those seeking to use agrivoltaics and all those involved in solar panel production and management upstream and downstream of the supply network.
My involvement in this project has been exciting, frustrating and demanding. I suspect that we could have significantly accelerated our impact if we had not lacked access to a platform that systematically supported policy-academic engagement. In line with our research that shows the desire and difficulty for policymakers to engage with researchers, it seems there is much more we can do, as HEIs to support this.
[i] Huxham, C., & Vangen, S. (2013). Managing to collaborate: The theory and practice of collaborative advantage. Routledge.
[ii] Beech, N., Mason, K. J., MacIntosh, R., & Beech, D. (2022). Learning from each other: Why and how business schools need to create a “paradox box” for academic–policy impact. Academy of Management Learning & Education, 21(3), 487-502
In higher education, your relationship with learners shouldn’t end when their program does. If fostered correctly, they’re applying the knowledge they gained, sharing their experiences with their personal and professional networks, and staying engaged with your institution.
Strengthening your relationships post-program will not only enhance the learning experience and create a sense of belonging, but inspire lifelong learning and repeat engagement, build awareness in a competitive education landscape, and transform your learners into your brand’s biggest advocates.
Building a vibrant community is vital for maintaining these post-program relationships. In a survey by the community marketing platform TINT, 73 percent of consumers reported having a positive opinion of brand communities, while 84 percent said the community surrounding a brand impacts their feelings about it.
Many online learning providers must battle the misperception that community-building and networking only happen in person. At Harvard Business School Online, we launched our Community in 2018 to provide online learners the chance to connect off-line by forming chapters worldwide. Over the last six years, we’ve expanded to nearly 40 chapters and more than 650,000 members from 190 countries. And importantly, we’ve evolved beyond in-person meetups to also host virtual events and discussions through our Community platform.
If you’re interested in building a global community at scale, here are seven tips to consider.
Tips for Building an Engaged Global Community
Find Your Superusers Early
Start by identifying your most active, engaged learners. Perhaps they’re always the first to comment on their peers’ responses and provide feedback. Or maybe they’re sharing their certificate and learning experiences on LinkedIn, taking multiple programs, or promoting your school and proactively addressing questions in Reddit threads. Determine your engagement metrics and use them to spot your superusers early.
Programs should offer multiple connection points throughout the experience. HBS Online offers networking opportunities before, during and after courses. Anyone can join a public chapter to learn more about the brand and build knowledge. Once enrolled and upon course completion, they’re added to different private discussion boards and gain access to exclusive networking opportunities.
The earlier you integrate community into their experience, the faster they’ll become familiar with it and the more engaged they’ll be over the long term—helping you more easily surface your superusers.
Transform Your Superusers Into Brand Ambassadors
Communities are stronger when everyone is involved. Once you’ve identified your superusers, empower them to be brand ambassadors. Provide ownership of the community experience to keep them invested and committed to fueling its success. In turn, you can scale faster by delegating some of the event and community management.
Our chapters are run by chapter organizers—volunteers who’ve taken at least one HBS Online course and been vetted by our team. These volunteers are responsible for hosting an event a quarter and posting on their chapter’s discussion board.
This structure enables us to grow our Community globally and offer in-person and virtual events and networking opportunities throughout the year. Our learners forge real-world connections while our chapter organizers gain experience they can add to their LinkedIn profiles and résumés.
Provide Them With Helpful Tools, Training and Tactics
To help your learners become brand ambassadors, equip them with the right tools, tips and training. Onboard them to your community software, develop documentation and responses to frequently asked questions, and regularly host training sessions to explain new and existing platform features.
Data is another powerful tool. Track which conversations garner the most engagement or the events with the highest registrations, and share those insights with your community leaders. It will provide a jumping-off point and help them build stronger networking opportunities and relationships.
Establish and Share Clear Guidelines
During onboarding, share clear brand guidelines and expectations with your community leaders, including:
Your community’s goals and objectives
What their role entails and how to refer to it
How they should attribute your brand, and if/when they can leverage your logo
Your social channels and any campaign hashtags
Examples of effective content, whether a social post, forum discussion or event
Specific brand style guidelines
By providing this material, you can empower them to be stronger advocates and alleviate branding concerns as you grow and scale your community.
Highlight Achievements and Incentivize Advocacy
For your community to be successful, it needs to be mutually beneficial. Your learners are likely juggling their education alongside various personal and professional commitments. Acknowledge their time spent volunteering.
At HBS Online, we share our praise in various ways, including dedicated learner profiles, Community engagement and recognition badges, social media callouts, a monthly Community-focused newsletter where we promote upcoming events and achievements, and free tickets to and dedicated recognition at our annual hybrid learner conference, Connext.
Consider how you can leverage gamification to encourage engagement or incentivize your community leaders to promote your brand. Perhaps you gift them exclusive swag if they hit certain engagement metrics or welcome them to beta-test new products. Determine what works best for your institution, but ensure you’re meaningfully saying, “Thank you.”
Give Your Community Meaning
Purpose fuels passion. Find ways to make your community something your learners are proud to participate in. Survey them to discover how they view your community and the value they derive from it and leverage those insights to create programming aligned with your institution’s mission.
Six years ago, HBS Online introduced the Community Challenge to empower our learners to enact global change. Through the challenge, we collaborate annually with a nonprofit and ask for a pressing issue facing their business. We then share that problem with our learners, who gather worldwide to develop and pitch solutions. Over the years, they’ve tackled topics like food insecurity, climate change and education access while applying the business knowledge gained through our courses and fostering teamwork globally.
Create an Internal Support System
For any of these community efforts to take off, you need buy-in from senior leadership. Without it, you’re unlikely to get the necessary tools and resources to grow an engaged community. Communicate the value to your institution’s key stakeholders and provide them with the talking points to advocate for the initiative organizationwide since you’ll need support from multiple teams—like tech, program delivery and marketing—to make this work possible.
If feasible, having a dedicated community manager can also help supercharge your efforts. That employee can provide a safe space for your community leaders, give them a direct point of contact, listen to and enact feedback, and ensure brand guidelines and expectations are met.
Build Lifelong Relationships
Your learners are your higher education brand’s most valuable asset. They can provide insights to help you develop new programs, advocate on your brand’s behalf, build awareness and drive repeat engagement.
To foster lifelong learning, you must prioritize building lifelong relationships. Is your institution missing out on a competitive advantage?
Lauren Landry is the director of marketing and communications at Harvard Business School Online, overseeing its organic marketing strategy, brand messaging, Community and events. Prior to joining HBS Online, she served as an associate director of content marketing at Northeastern University and as a reporter and editor covering higher education and start-ups for the likes of BostInno and Boston Magazine.
Evolving student enrollment strategies require proactive, data-informed approaches that adapt to demographic shifts, economic pressures, and market dynamics.
Real-time metrics and prescriptive analytics enable institutions to refine recruitment strategies, address challenges quickly, and optimize enrollment outcomes.
Flexible tools and predictive modeling help mitigate disruptions, align team efforts, and support personalized student engagement.
Continuous refinement ensures institutions can navigate uncertainties, maintain competitive student enrollment plans, and prepare for future challenges.
Higher education is in constant flux, primarily driven by student demographic shifts, economic pressures, and rapid technological advancements. For institutions to stay competitive in this environment, student enrollment strategies must evolve. By embracing a consistent, data-informed, and adaptable enrollment management approach, institutions can navigate current and unforeseen uncertainties and meet their enrollment goals.
A Forward-Looking Approach to Enrollment Strategies
Traditional enrollment strategies often rely on rearview analyses, evaluating successes and missteps only at the end of an enrollment cycle. However, the dynamic nature of student recruitment today demands a more proactive approach. Institutions must adopt prescriptive analytics to “look through the windshield,” using real-time data to understand how current strategies are performing and make adjustments on the fly. This forward-thinking approach allows enrollment managers to:
Identify what is working and what needs refinement during the current recruitment cycle.
Test potential strategies against historical data to predict their effectiveness before implementation.
Address emerging challenges quickly, such as unexpected FAFSA delays or shifts in application behavior.
Develop broad tactics to adapt to changes throughout the enrollment cycle as well as adjust to shifting dynamics with individual students.
Such adaptability requires not just access to the right data but also the tools and expertise to act on it effectively. The combination of robust technology platforms, such as Liaison’s predictive analytics tool Othot, and experienced partners who understand the nuances of higher education can make all the difference. By integrating analytics and expert guidance, institutions can respond to challenges with precision and agility.
Data-Informed Metrics for Strategic Refinement
To optimize their student enrollment plans, institutions must evaluate specific metrics at each stage of the recruitment process. This means aligning data evaluation with the student journey, focusing on key performance indicators (KPIs) that matter most at each stage:
· Search phase | Metrics such as inquiry volume, lead conversion rates, and source effectiveness provide insight into initial interest in the institution and the success of outreach efforts.
· Application phase | Metrics such as application volume, completion rates, and demographic trends help institutions understand the reach and appeal of their efforts.
· Yield phase | Yield rates and admitted student feedback provide insights into how students perceive the institution’s value.
· Enrollment phase | Deposit rates and engagement tracking reveal which admitted students are likely to matriculate, enabling targeted follow-ups.
Different variables also emerge during the cycle that require immediate action. For example, when unexpected disruptions such as a sudden change in application deadlines or a major shift in funding policies occur, enrollment leaders must have the tools and knowledge to not only pivot their strategies to address the issues at hand but also effectively predict the results of those changing approaches in real-time. This requires a flexible data infrastructure that can accommodate real-time adjustments.
Overcoming Challenges Through Continuous Adaptation
Flexibility is a nonnegotiable trait for enrollment management teams. The new realities of a post-pandemic world, declining high school graduating classes, and a highly competitive marketplace are significantly challenging existing strategies. The pressure to meet enrollment goals often comes with internal changes—such as staff turnover or shifts in leadership priorities—and external pressures like economic downturns or new legislation.
Turnover and continuity | Staff turnover can disrupt institutional momentum, particularly when strategies are person-dependent rather than system-driven. Tools such as Othot provide consistency by embedding critical data insights and processes into the institution’s framework, reducing the impact of turnover and fostering a culture of data-informed decision-making.
Adapting to unexpected variables | Challenges like sudden changes in funding or board directives require immediate adjustments. By leveraging “what-if” scenario modeling, institutions can simulate the impact of potential changes and make informed decisions quickly.
Strategies to Increase Student Enrollment
Strategic flexibility can make the difference between hitting enrollment targets and falling short. Institutions can take several steps to continuously refine their strategies:
1. Monitor trends in real-time | Stay ahead of shifts in student behavior by regularly reviewing metrics such as engagement rates, application trends, and deposit patterns.
2. Incorporate scenario planning | Use predictive tools to simulate how changes in funding, messaging, or outreach might impact enrollment outcomes.
3. Align collaboration across teams | Align data and strategy efforts across departments to create a unified approach to enrollment management.
4. Personalize student engagement | Tailor communication based on individual student data, ensuring that messaging resonates with their unique needs and interests.
By integrating these strategies into their student enrollment plans, institutions can adapt to changing circumstances while maintaining a steady focus on meeting their overall long-term enrollment goals.
Staying Ahead in a Dynamic Environment
Continuous refinement isn’t just about meeting immediate needs—it’s about preparing for the future. Institutions that embrace adaptability, leverage data strategically, and invest in both technology and expertise are better positioned to succeed in today’s competitive higher education market.
Whether it’s managing the challenges of staff turnover, responding to external pressures, aligning all your enrollment tools at hand, or identifying the most effective ways to engage prospective students, institutions must prioritize flexibility and innovation.
With Liaison’s advanced tools and expert partnership, institutions can confidently navigate the complexities of data-driven enrollment management and set the stage for sustained success. Contact us today to get started.
About the Author
Craig Cornell is the Vice President for Enrollment Strategy at Liaison. In that capacity, he oversees a team of enrollment strategists and brings best practices, consultation, and data trends to campuses across the country in all things enrollment management. Craig also serves as the dedicated resource to NASH (National Association of Higher Education Systems) and works closely with the higher education system that Liaison supports. Before joining Liaison in 2023, Craig served for over 30 years in multiple higher education executive enrollment management positions. During his tenure, the campuses he served often received national recognition for enrollment growth, effective financial aid leveraging, marketing enhancements, and innovative enrollment strategies.
Introduction: The Role of Provosts in Digital Transformation
As a Provost or Vice Chancellor, we know your roles and tasks are tough in the evolving digital landscape. You are the cornerstone when it comes to maintaining academic excellence while creating a future-ready environment that meets the changing needs of your stakeholders, especially the students!
The world out is competitive, hence building an agile, student-centered campus is not just a goal—it’s a necessity for engagement, success, and the general well-being of your university. We have interacted with provosts across the globe who have underlined the need to drive digital transformation in colleges and universities. With the help of this blog, you should be able to navigate digital transformation with ease and be more empowered to improve the overall experience of students at your institution and bring about significant change.
8 Crucial Provost Leadership in Universities
Key Data & Insights on Digital Transformation in Higher Education
It’s time for provosts to face the digital reality that is consuming higher education. More than 60% of colleges are making significant investments in digital projects, according to a recent EDUCAUSE survey, which is a positive development. The bad news is that almost 50% are encountering obstacles. They are being held back by reluctance to change, limited funding, and the challenge of integrating cutting-edge new technologies with antiquated systems.
Cloud Adoption
Beyond Just a Fashion Now let’s discuss cloud computing. The statistics are positive: 65% of colleges have adopted it, indicating a major change in the way higher education functions. This isn’t just a trendy term either. You simply cannot afford to overlook the advantages of cloud computing, which include increased collaboration, cost savings, and flexibility.
Effect on Engagement of Students
Let’s now discuss what actually counts: student involvement. Institutions that use automation and artificial intelligence are witnessing an astounding 30% increase in student retention and overall satisfaction. However, embracing technology isn’t enough on its own. The goal is to completely change the way that students learn by designing individualized learning pathways that genuinely meet their needs. If you could use these resources to raise student achievement and learning outcomes, just think of the effect it would have on your campus.
Contented Teachers and Staff
A Crucial Factor in Success What about your staff and faculty? According to JISC studies, the implementation of a digital campus management platform increases satisfaction by 25%. This is not merely a figure; rather, it is an indication of a more contented and effective work environment where employees collaborate easily, have less work to do, and enjoy coming to work every day. In order to support these changes and create an environment where creativity flourishes and faculty members feel empowered to give their all, provosts play a critical role.
Examine the data below to get a clear idea of how satisfied faculty and staff are using digital tools. This is a call to action, not just information, in your opinion. Your faculty are clamoring for support for remote learning, seamless technology integration, and more efficient workflows. Don’t ignore the areas that require attention, though, such as the development of digital skills and the time set aside for training. These upgrades may have a significant impact on how your organization responds to the digital revolution.
Key Challenges Faced by Provosts in Digital Transformation
Provosts, we know the digital transformation journey is complex, and you’re juggling more than most. Let’s break down the major challenges you’re likely facing.
Legacy Systems: Stuck in the Past?
You’re not alone if outdated systems are holding you back. Nearly 70% of campuses still use obsolete software, making modern tools hard to integrate. It’s like trying to force a square peg into a round hole — you need seamless solutions, and we’re here to help.
Resource Allocation: Balancing Innovation and Budgets
Balancing innovation with tight budgets is tough, right? Almost 60% of provosts are facing the same challenge. But strategic investments today can secure long-term success.
Data-Driven Decisions: From Info to Action
Got data but struggling to use it effectively? You’re not alone. 75% of leaders want better tools for analyzing student performance. The right technology can help turn data into action, and we’ve got the solutions.
Student Engagement: Meeting Digital Expectations
Students demand more than just lectures — they want interactive, hands-on experiences. By adopting innovative strategies, you can boost retention. It’s time to reimagine your classrooms and empower students.
Faculty Adoption: Overcoming Resistance
Faculty resistance to new tech is a real barrier, with 50% of educators concerned about adopting new tools. The answer? Create a supportive environment with proper training and clear benefits.
How Creatrix Campus Can Help: Solutions Tailored for Provosts
Simplified Campus Management
Imagine working in a higher education setting where every aspect of campus administration is streamlined into a single, cloud-based platform. By assisting you in getting rid of outmoded procedures and never-ending paperwork, Creatrix Campus frees up time for you to concentrate on what really matters—improving academic innovation and student success.
Data-Based Perspectives
We are aware of how important it is to base decisions on current, usable information. With the aid of advanced analytics and business intelligence tools from Creatrix, you can transform complicated data into insightful knowledge. This provides you the self-assurance to take on obstacles head-on and make choices that will advance your organization.
Untiring Student Lifecycle Administration
Overseeing the student journey shouldn’t seem like a difficult undertaking, from admissions to graduation and beyond. A complete student lifecycle solution that streamlines each step is provided by Creatrix. We make it easy for you and your students, whether it’s increasing student engagement or expediting enrollment.
Enhanced Academic Task
We are aware that one of the trickiest jobs you have on your plate can be faculty management. You can make sure that resources are maximized and that faculty members have more time to concentrate on what they do best—teach and mentor students—with Creatrix’s Faculty Workload Management.
Stress-Free Compliance with Accreditation
Maintaining compliance with accreditation requirements is crucial, but it can be very demanding. You can relax knowing your institution is adhering to all relevant regulations with our automated compliance tools, all without adding to the administrative workload.
Flexible and Cost-Effective
We are aware that money is tight, but Creatrix allows you to avoid making any sacrifices. Our solutions ensure you get the resources you need without breaking the bank because they are not only scalable but also built to grow with your institution.
Real-World Success Story: Dublin Dental University Hospital
Leading dental school in Ireland since 1899, The Challenge DDUH was doing well in patient care and dental education, but what about their curriculum management? Not in that way. Faculty were being slowed down and it was becoming more difficult to guarantee student success due to the manual process of mapping courses and tracking learning outcomes. They required a method that would simplify these processes without making them more difficult.
What was required by DDUH
The DDUH faculty was looking for more than a simple update. To make their jobs easier and more intelligent, they needed a single platform where they could simply map out their curriculum, monitor progress, and access reports instantly.
Creatrix Campus: The Salvation
We offered DDUH a tailored Curriculum Management solution that satisfied every requirement:
Faculty members could see exactly where they were and where they needed to go with the help of a tool called visual curriculum mapping.
Data-Driven Insights: Accessible reports that ensure each choice was supported by reliable data.
Personalized Dashboards: hassle-free, role-specific views that kept teachers informed and responsible.
The End Results
DDUH saw improvements right away after deploying Creatrix, taking only half the anticipated time to complete:
50% Quicker Execution: No more fees, no delays—just quick, seamless integration.
Improved Teaching Quality: Faculty could devote more time to students and less time to administrative tasks.
Smarter Operations: With streamlined procedures and transparent results, the organization as a whole became more efficient.
Conclusion: Drive the Role of Provosts as Pioneers of Change with Creatrix Campus
You are leading your organization’s digital transformation as a provost. Real change can be sparked by your leadership, not just in the way your institution runs but also in the way students learn and achieve. You can empower your faculty, reduce complexity, and enhance student outcomes with Creatrix Campus—all while adhering to regulations and staying within budget. Together, let’s rethink what is feasible and establish a progressive, prosperous organization. You can make that happen with your leadership.
