Tag: Legacy

  • Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Strategic Planning for Legacy Programs: Rejuvenating Degrees

    Don’t Let Legacy Programs Stall Your Growth

    In higher education today, generating buzz around new program launches is often viewed as the key to growth and market relevance. While there’s nothing wrong with investing in new programs when it makes sense, institutions tend to do so at the expense of existing offerings — including those that built their reputation. Yet legacy programs, when strategically audited and repositioned, can become some of the strongest assets in an institution’s portfolio.

    The challenge is that these programs often don’t receive the same level of attention or investment as new launches. Over time, many become overshadowed — not necessarily because they’ve lost relevance, but because the institution’s focus has shifted. Without consistent evaluation and modernization, the programs may begin to stagnate — enrollments flatten, marketing efforts diminish — while they continue to drain resources and faculty energy.  

    At the same time, legacy programs often hold unique advantages that newer offerings lack: established reputations, loyal alumni networks, and faculty with deep expertise. When they’re reexamined and repositioned through a strategic lens — leveraging internal data, market insight, and refreshed messaging — legacy programs can drive renewed growth in an increasingly competitive marketplace. 

    Auditing Programs for Their Growth Potential 

    A deliberate, data-informed audit of an institution’s programs can be the first step toward revitalizing those that are underperforming. A well-designed audit doesn’t just identify weaknesses — it also can uncover opportunities for renewal and growth. 

    A program life cycle audit assesses the current health of existing programs and tracks their performance over time. Key metrics in an audit might include:

    • Enrollment and retention trends, to gauge the program’s long-term viability
    • Course completion and graduation rates, as indicators of students’ satisfaction and support
    • Employment outcomes, to measure the program’s industry relevance and career alignment
    • Faculty-learner ratio, to ensure efficient use of instructional resources
    • Program search demand trends, to gauge the market’s interest in the program

    This process helps institutions identify whether their legacy programs are declining, stable, or experiencing renewed interest. These insights enable academic leadership teams to direct resources toward the programs that are most likely to drive growth — or sunset programs that no longer advance the institution’s goals.

    Audits shouldn’t rely solely on internal data. Comparing a program’s performance results with market demand data — such as regional job growth projections and competitors’ offerings — can clarify what the program’s challenges are and whether they stem from internal execution or broader shifts in the field. 

    Measuring Program-Market Fit 

    Analyzing a program’s market fit is just as important as evaluating its internal performance. It can help institutions decide which legacy programs need retooling, which ones are suitable for scale, and which ones should be phased out.   

    A program’s market fit analysis doesn’t have to be overly complex. It can begin with three fundamental questions:

    • Is there still demand?
      The analysis should start with a review of labor market data, industry trends, search trends, and alumni outcomes to determine whether a particular field remains robust or if demand is shifting toward other subjects or credentials.
    • How does our program compare?
      The next step is to assess what other institutions are offering in terms of delivery format (such as in-person versus online learning), curriculum, and pricing for similar programs. Understanding the competitive landscape helps identify areas where an institution’s program overlaps with others and where there may be opportunities to differentiate.
    • Does the program align with our institutional strengths?
      Legacy programs often reflect areas where the institution already has deep expertise or established credibility. If those strengths still align with current market demand, they can serve as a solid foundation for a program’s revitalization rather than a reason for its retirement. 

    Evaluating these three dimensions helps determine whether a program needs a full-blown relaunch or a more subtle refresh. The goal isn’t to reinvent for the sake of reinvention. It’s to make sure that each offering continues to serve students while also supporting the institution’s objectives. 

    Relaunching Programs With Purpose: Marketing Strategies 

    When a legacy program still holds value but needs renewed visibility, a structured relaunch can help ensure its continued relevance. Effective relaunches align academic updates, marketing strategy, and admissions communication so that all teams are working toward the same goal: positioning the program for growth. 

    A comprehensive relaunch checklist can help guide this process. Elements to consider include:

    • Program curriculum and delivery updates that reflect today’s learning preferences — such as hybrid or online models to accommodate adult learners — and industry expectations
    • Consistent messaging across marketing and admissions, ensuring that both internal and external audiences understand what’s new
    • Refreshed and tested marketing materials, including program pages and collateral materials that articulate outcomes, flexibility, and value to prospective students

    Refreshing a program’s branding and positioning is a crucial step. Students’ needs evolve, so the program’s story should evolve too. Simple adjustments — such as updating program names for clarity, refining messaging to align with search trends, or highlighting regional workforce connections — can make legacy programs more discoverable and relevant.

    Faculty also play a vital role in rebranding. Leveraging their expertise lends authenticity and authority to program relaunches. Featuring their research and industry partnerships in marketing materials reinforces the program’s real-world impact and signals that it’s grounded in experience, not just theory. 

    Key Takeaways

    • New program launches aren’t the only pathway to growth. Sustainable success also stems from repositioning existing programs.
    • Strategic audits of legacy offerings that assess their long-term performance and market fit enable your institution to relaunch them with intention.
    • Institutions that regularly review and refresh their degree portfolios are better positioned to achieve scalable, market-responsive growth while honoring the programs that built their foundation. 

    Reinvigorate Your Programs — and Your Growth Strategy

    Archer Education partners with dozens of institutions to help them launch new programs and revitalize existing ones to amplify their visibility and drive real growth. In a competitive market, data-driven program strategies enable greater institutional alignment and better market fit. 

    Contact our team today and let us help you rejuvenate your degree portfolio.

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  • Not Just a Legacy but a Mandate: What the Life of Dr. Earl S. Richardson Demands of Us

    Not Just a Legacy but a Mandate: What the Life of Dr. Earl S. Richardson Demands of Us

    The passing of Dr. Earl S. Richardson is not only a moment for reflection. It is a call to responsibility. For scholars of higher education and leaders at historically Black colleges and universities, his legacy must not be confined to warm memories or ceremonial praise. His life’s work demands more than tribute. It demands action. It demands accountability. It demands that we ask ourselves, urgently and honestly, whether we are doing enough to build upon the foundation he laid.

    Dr. Adriel A. HiltonDr. Richardson served as the ninth president of Morgan State University from 1984 to 2010. Under his leadership, Morgan did not simply grow. It transformed. It rose to become a national leader in graduating African American students in science, technology, engineering and mathematics. It expanded its infrastructure, enhanced its academic reputation and centered student success in every strategic decision. Dr. Richardson did not wait for others to validate his vision. He led with clarity, conviction and courage. 

    He was a master builder in every sense of the term. He saw potential where others saw limits. He saw the value of HBCUs not as a second option but as essential to the American higher education ecosystem. His leadership challenged a state system that had long underfunded and undervalued Black institutions. His efforts helped bring national attention to Maryland’s long-standing inequities in higher education funding and set in motion the legal battles and policy changes that continue to shape the landscape today. 

    What made Dr. Richardson different was that he understood the stakes. For him, education was not abstract. It was urgent. It was necessary. It was justice. He never forgot the students who came from under-resourced communities. He never stopped believing in the transformative power of institutions that were built by and for Black people. He knew that when HBCUs thrive, entire communities thrive. And he gave everything he had to make sure that happened.

    Years ago, I was invited by Chancellor James T. Minor to introduce Dr. Richardson at a gathering of HBCU leaders in Atlanta. It was a moment I will never forget. After the formalities, he pulled me aside, embraced me and spoke just three words: “Hilton, continue on.” I have carried those words with me ever since. They were not just encouragement. They were instruction. And now, in the wake of his passing, they are challenge and charge.

    To those of us who study higher education, we must be more than chroniclers of injustice. We must be architects of equity. It is not enough to publish about access. We must dismantle the structures that deny it. It is not enough to measure disparities. We must eradicate them. Dr. Richardson did not write about transformation. He led it. His career reminds us that research must inform action and that theory must be in service to the students whose lives hang in the balance.

    To leaders of our HBCUs, I say this as a researcher and as someone who deeply respects the weight of your responsibility. Dr. Richardson raised the standard. It is ours to meet and exceed. If we claim to honor his legacy, then we cannot be satisfied with survival. We must pursue excellence with purpose and with boldness. We must ask difficult questions. Are we growing in ways that reflect our mission? Are we advocating with full voice for the resources our institutions deserve? Are we leading with vision or simply managing with caution? 

    Our students do not need caretakers of tradition. They need disruptors of inequality. They need leaders who will challenge broken systems, fight for full funding, and refuse to accept a future that mirrors the past. They need us to be as courageous as Dr. Richardson was and as committed as he remained throughout his life.

    Dr. Richardson believed in leading with love. Love for students. Love for community. Love for institutions that have long stood as beacons of opportunity against overwhelming odds. But love, as he modeled it, was not passive. It was active. It was strategic. It was unapologetic. It was the kind of love that demands more, not less. That refuses to compromise when the stakes are too high. That knows the fight for educational equity is not about charity but about justice. 

    Let us be clear. Dr. Richardson’s story is not one of ease. It is one of struggle, persistence and vision. He faced resistance. He faced doubt. But he pressed on. And in doing so, he created new possibilities for generations of students who might otherwise have been left behind.

    If we are to honor him now, we must take up his mantle with urgency. We must refuse to be complicit in systems that marginalize Black institutions. We must lead in ways that are bold, strategic and student centered. We must act with the same clarity and commitment that defined his presidency.

    Dr. Richardson did not just leave a legacy. He left a blueprint. The question is whether we will follow it. 

    We thank you, Dr. Richardson. We mourn your passing, but more than that, we commit ourselves to your example. We will remember your words. We will continue on.

    And we will do so with purpose.

    ________

    Dr. Adriel A. Hilton (a proud graduate of three Historically Black Colleges and Universities (HBCUs), is a passionate advocate for the power and promise of HBCUs. Now a resident of Chicago, Illinois, he brings his deep commitment to educational excellence to his new role as Vice President of Institutional Strategy and Chief of Staff at Columbia College Chicago.

     

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  • Stanford says no to state student aid, yes to legacy and donor admissions

    Stanford says no to state student aid, yes to legacy and donor admissions

    This audio is auto-generated. Please let us know if you have feedback.

     Dive Brief:

    • Stanford University will continue to consider applicants’ connections to alumni and donors when accepting its incoming fall 2026 undergraduate class, despite a new California law meant to curb the practice.
    • Last year, Gov. Gavin Newsom signed a law banning private nonprofit colleges that receive state-funded student aid from practicing legacy and donor admissions. Those who violate the rule, effective Sept. 1, must provide extensive demographic data on their newly enrolled students and the admissions rates of those with legacy or donor ties compared to those without.
    • Stanford will no longer accept funding from state student aid programs “in order to comply with recent California legislation,” it said last month. Instead, the university will use its own scholarship funding to make up the difference.

    Dive Insight:

    Like many highly selective colleges that offer legacy and donor admissions, Stanford accepts a disproportionate share of its undergraduates from that population. In fall 2023, 13.6% of the university’s admitted undergraduate class had ties to alumni or donors, according to institutional data. Stanford’s overall acceptance rate that year was just under 4%.

    Former California Assemblymember Phil Ting introduced the legislation banning legacy and donor admissions in response to the U.S. Supreme Court’s 2023 ruling striking down race-conscious admissions.

    But several amendments to the bill significantly defanged it. Ting’s initial language would have cut colleges that violated the ban off from access to the Cal Grant, a program providing financial aid to students from low- and middle-income families. 

    Instead, the version that passed the state house lacked monetary penalties for such institutions, opting for a name-and-shame approach. To that end, the California Department of Justice would publicly list such colleges on its website.

    While lawmakers framed the legislation as a ban, Stanford’s decision to continue using legacy and donor admissions demonstrates the limits of the law’s influence. By turning down state funding, the university can avoid the data reporting penalty and being listed on the state justice department’s website.

    Stanford students who previously received state aid won’t see a difference in the amount of financial aid they receive, and no action by them is required, the university said in a July 29 press release

    Admitted students whose family income is below $100,000 don’t pay tuition, room or board at Stanford. For households making less than $150,000 annually, students do not pay tuition. 

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  • What Legacy Vendors Won’t Tell You About Accreditation Readiness

    What Legacy Vendors Won’t Tell You About Accreditation Readiness

    30% of Institutions Are Not Accreditation Ready — Is Yours Falling Behind?

    Nearly 1 in 3 higher education institutions struggle to meet accreditation standards — not because of academic shortcomings, but because they lack true accreditation readiness.

    The pressure on QA Directors and Accreditation Heads has never been higher. Regulatory expectations are rising. Documentation demands are expanding. And legacy systems? They’re making it worse — with scattered data, manual tracking, and zero real-time visibility.

    Readiness is no longer optional. It’s a year-round necessity. In this blog, we expose what legacy vendors won’t tell you — and what forward-thinking institutions are doing to stay compliant, connected, and confidently audit-ready.

     

    Key Takeaways

    • Accreditation readiness means real-time, year-round preparedness — not last-minute chaos.
    • Legacy tools create silos, delays, and compliance risks.
    • Modern systems support:
      • Workflow automation
      • Curriculum mapping
      • Faculty credential tracking
    • Institutions that modernize stay audit-ready and aligned with accreditors.

     

    Why Accreditation Readiness Matters More Than Ever

     

     

    What is accreditation readiness, and why is it important?

    Accreditation readiness refers to an institution’s ability to maintain full, ongoing compliance with accreditor standards — not just during evaluation windows, but all year round. It means that your documentation, outcomes, faculty credentials, and curriculum alignment are always audit-ready, accessible, and defensible.

     

    Why this matters now:

    • Accreditors want more reports, greater proof, and clearer learning outcomes on a regular basis.
    • There is more pressure from regulators. Each group, from CHED and PAASCU to ABET and AUN-QA, has its own set of changing standards.
    • The faculty are quite busy. Keeping track of credentials, exams, and program goals by hand makes people more tired.
    • Old systems can’t keep up. Tools and spreadsheets that are kept in separate places don’t have visibility, automation, or built-in support for compliance.

    Institutions that treat accreditation as an “every few years” project are exposed to delays, rejections, and lost funding. But those with modern systems in place for accreditation workflow automation, curriculum mapping, and faculty credential tracking are equipped to respond instantly, with confidence.

    Looking to align outcomes with accreditation standards? Explore our Outcome-Based Education Software.

     

    The Hidden Flaws in Legacy Accreditation Systems

     

     

    What are the limitations of legacy accreditation systems?

    Most traditional accreditation systems were built for a different era — one with fewer programs, simpler standards, and slower timelines. Today, those same systems are liabilities. Here’s what QA Directors and Accreditation Heads face when relying on outdated tech:

     

    What legacy systems don’t tell you:

    • No real-time visibility. You chase files instead of monitoring readiness on a dashboard.
    • Faculty data, outcomes, and evidence are scattered in error-prone spreadsheets.
    • No automation—workflows, reminders, audit logs? Your work is manual.
    • Evidence is scattered in inboxes, shared folders, and obsolete systems.
    • Compliance guesswork—No standards mapping or role-based controls implies memory, not process.

    Legacy tools make you work harder to keep up, not ready.

    Modern institutions need more than storage — they need a college accreditation system that actively supports continuous readiness, not just static compliance.

     

    How Accreditation Gets Delayed — And Why 

    Even well-run institutions miss deadlines — not because of lack of quality, but because their systems fail them.

     

    What causes delays or failures in accreditation audits?

    Most accreditation delays don’t happen at the last mile — they happen months before, in the day-to-day workflows that no one’s watching. Here’s how it breaks down:

    Key reasons accreditation gets delayed:

    • Evidence is incomplete or outdated. Faculty credential tracking, course assessments, and program reviews aren’t updated regularly — so you scramble when auditors request proof.
    • Stakeholders aren’t aligned. QA teams, deans, and faculty operate in silos. Without a unified accreditation management system, responsibilities fall through the cracks.
    • Curriculum data doesn’t align with outcomes. When you don’t have built-in curriculum mapping for accreditation, proving outcome achievement becomes a manual and inconsistent task.
    • No audit trail. Legacy systems don’t offer version control, timestamped approvals, or centralized workflows — which leads to missing context during audits.
    • Everything is reactive. Institutions focus on audit prep only when the review date is near — not realizing that accreditation readiness requires year-round activity and automation.
    • Delays aren’t just inconvenient — they damage institutional credibility and burden your QA teams with avoidable stress. An intelligent, automated accreditation software helps you stay one step ahead, not one step behind.
       

    What Modern Vendors Offer That Legacy Vendors Don’t 

    To be honest, most old systems weren’t made to work with today’s accrediting needs.

    They can’t keep up with changing standards, more paperwork, and the stress that QA teams are under from many campuses and accrediting authorities.

    Accreditation management systems today are not the same. They are made to be improved all the time, not just once. They don’t only keep data; they also let you keep track of it in real time.

     

    Here’s what modern accreditation management systems deliver:

     

     

    • Automate accreditation workflow by triggering activities, approvals, and deadline alerts to avoid mistakes.
    • Centralize qualifications, certifications, and teaching assignments to ensure teachers satisfy program standards across cycles.
    • Curriculum mapping for accreditation shows compliance by seamlessly linking learning outcomes to courses, assessments, and standards.
    • Live audit dashboards for program, department, and standard accreditation preparation with fast evidence.
    • Managed access and verifiable updates help QA teams, deans, and faculty collaborate.
    • Built-in standards alignment—CHED, PAASCU, ABET, AUN-QA—mapped and monitored.

    Modern platforms are strategic pieces for compliance, quality assurance, and institutional growth, not just upgrades.

     

     

    Want consistent curriculum, outcomes, and standards? Visit our Curriculum Mapping Tools.

    Simplify faculty evaluations and credential tracking? Explore our Faculty Management System.

     

    How to Future-Proof Your Accreditation Process 

     

    How can institutions upgrade from legacy to modern accreditation systems?

     

     

    • Audit your gaps—Find old systems that delay or require manual work in your accreditation process.
    • Use cloud-native accreditation software Choose a safe, scalable higher education accrediting solution.
    • Built-in OBE/CBE support Align with CHED, ABET, PAASCU outcomes and standards.
    • Integrate SIS/LMS – Make accreditation automation seamless and avoid redundancy.
    • Train QA teams Give staff tools for faculty credential tracking, task management, and real-time insights.

     

    Final Thoughts — Don’t Let Legacy Hold You Back

     

    What’s the risk of continuing with legacy systems for accreditation?

    Using old tools is not only a waste of time, it’s also dangerous. Missed deadlines, failed audits, not following the rules, and QA teams that are too busy are only the beginning.

    Legacy systems were made for reporting that doesn’t change. But to be ready for accreditation today, every program, campus, and accreditor needs to be flexible, visible, and always in sync.

    Modern universities are going forward with integrated, automated, and standards-aligned accreditation management systems because they have to, not because they want to.

    Don’t wait till the next audit to find the holes. Get Creatrix Campus’s AI rich accreditation system before your old one slows you down

    Source link

  • What Legacy Vendors Won’t Tell You

    What Legacy Vendors Won’t Tell You

    30% of Institutions Are Not Accreditation Ready — Is Yours Falling Behind?

    Nearly 1 in 3 higher education institutions struggle to meet accreditation standards — not because of academic shortcomings, but because they lack true accreditation readiness.

    The pressure on QA Directors and Accreditation Heads has never been higher. Regulatory expectations are rising. Documentation demands are expanding. And legacy systems? They’re making it worse — with scattered data, manual tracking, and zero real-time visibility.

    Readiness is no longer optional. It’s a year-round necessity. In this blog, we expose what legacy vendors won’t tell you — and what forward-thinking institutions are doing to stay compliant, connected, and confidently audit-ready.

     

    Key Takeaways

    • Accreditation readiness means real-time, year-round preparedness — not last-minute chaos.
    • Legacy tools create silos, delays, and compliance risks.
    • Modern systems support:
      • Workflow automation
      • Curriculum mapping
      • Faculty credential tracking
    • Institutions that modernize stay audit-ready and aligned with accreditors.

     

    Why Accreditation Readiness Matters More Than Ever

     

     

    What is accreditation readiness, and why is it important?

    Accreditation readiness refers to an institution’s ability to maintain full, ongoing compliance with accreditor standards — not just during evaluation windows, but all year round. It means that your documentation, outcomes, faculty credentials, and curriculum alignment are always audit-ready, accessible, and defensible.

     

    Why this matters now:

    • Accreditors want more reports, greater proof, and clearer learning outcomes on a regular basis.
    • There is more pressure from regulators. Each group, from CHED and PAASCU to ABET and AUN-QA, has its own set of changing standards.
    • The faculty are quite busy. Keeping track of credentials, exams, and program goals by hand makes people more tired.
    • Old systems can’t keep up. Tools and spreadsheets that are kept in separate places don’t have visibility, automation, or built-in support for compliance.

    Institutions that treat accreditation as an “every few years” project are exposed to delays, rejections, and lost funding. But those with modern systems in place for accreditation workflow automation, curriculum mapping, and faculty credential tracking are equipped to respond instantly, with confidence.

    Looking to align outcomes with accreditation standards? Explore our Outcome-Based Education Software.

     

    The Hidden Flaws in Legacy Accreditation Systems

     

     

    What are the limitations of legacy accreditation systems?

    Most traditional accreditation systems were built for a different era — one with fewer programs, simpler standards, and slower timelines. Today, those same systems are liabilities. Here’s what QA Directors and Accreditation Heads face when relying on outdated tech:

     

    What legacy systems don’t tell you:

    • No real-time visibility. You chase files instead of monitoring readiness on a dashboard.
    • Faculty data, outcomes, and evidence are scattered in error-prone spreadsheets.
    • No automation—workflows, reminders, audit logs? Your work is manual.
    • Evidence is scattered in inboxes, shared folders, and obsolete systems.
    • Compliance guesswork—No standards mapping or role-based controls implies memory, not process.

    Legacy tools make you work harder to keep up, not ready.

    Modern institutions need more than storage — they need a college accreditation system that actively supports continuous readiness, not just static compliance.

     

    How Accreditation Gets Delayed — And Why 

    Even well-run institutions miss deadlines — not because of lack of quality, but because their systems fail them.

     

    What causes delays or failures in accreditation audits?

    Most accreditation delays don’t happen at the last mile — they happen months before, in the day-to-day workflows that no one’s watching. Here’s how it breaks down:

    Key reasons accreditation gets delayed:

    • Evidence is incomplete or outdated. Faculty credential tracking, course assessments, and program reviews aren’t updated regularly — so you scramble when auditors request proof.
    • Stakeholders aren’t aligned. QA teams, deans, and faculty operate in silos. Without a unified accreditation management system, responsibilities fall through the cracks.
    • Curriculum data doesn’t align with outcomes. When you don’t have built-in curriculum mapping for accreditation, proving outcome achievement becomes a manual and inconsistent task.
    • No audit trail. Legacy systems don’t offer version control, timestamped approvals, or centralized workflows — which leads to missing context during audits.
    • Everything is reactive. Institutions focus on audit prep only when the review date is near — not realizing that accreditation readiness requires year-round activity and automation.
    • Delays aren’t just inconvenient — they damage institutional credibility and burden your QA teams with avoidable stress. An intelligent, automated accreditation software helps you stay one step ahead, not one step behind.
       

    What Modern Vendors Offer That Legacy Vendors Don’t 

    To be honest, most old systems weren’t made to work with today’s accrediting needs.

    They can’t keep up with changing standards, more paperwork, and the stress that QA teams are under from many campuses and accrediting authorities.

    Accreditation management systems today are not the same. They are made to be improved all the time, not just once. They don’t only keep data; they also let you keep track of it in real time.

     

    Here’s what modern accreditation management systems deliver:

     

    • Automate accreditation workflow by triggering activities, approvals, and deadline alerts to avoid mistakes.
    • Centralize qualifications, certifications, and teaching assignments to ensure teachers satisfy program standards across cycles.
    • Curriculum mapping for accreditation shows compliance by seamlessly linking learning outcomes to courses, assessments, and standards.
    • Live audit dashboards for program, department, and standard accreditation preparation with fast evidence.
    • Managed access and verifiable updates help QA teams, deans, and faculty collaborate.
    • Built-in standards alignment—CHED, PAASCU, ABET, AUN-QA—mapped and monitored.

    Modern platforms are strategic pieces for compliance, quality assurance, and institutional growth, not just upgrades.

     

    Accreditation Readiness strategic

     

    Want consistent curriculum, outcomes, and standards? Visit our Curriculum Mapping Tools.

    Simplify faculty evaluations and credential tracking? Explore our Faculty Management System.

     

    How to Future-Proof Your Accreditation Process 

     

    How can institutions upgrade from legacy to modern accreditation systems?

     

    • Audit your gaps—Find old systems that delay or require manual work in your accreditation process.
    • Use cloud-native accreditation software Choose a safe, scalable higher education accrediting solution.
    • Built-in OBE/CBE support Align with CHED, ABET, PAASCU outcomes and standards.
    • Integrate SIS/LMS – Make accreditation automation seamless and avoid redundancy.
    • Train QA teams Give staff tools for faculty credential tracking, task management, and real-time insights.

     

    Final Thoughts — Don’t Let Legacy Hold You Back

     

    What’s the risk of continuing with legacy systems for accreditation?

    Using old tools is not only a waste of time, it’s also dangerous. Missed deadlines, failed audits, not following the rules, and QA teams that are too busy are only the beginning.

    Legacy systems were made for reporting that doesn’t change. But to be ready for accreditation today, every program, campus, and accreditor needs to be flexible, visible, and always in sync.

    Modern universities are going forward with integrated, automated, and standards-aligned accreditation management systems because they have to, not because they want to.

    Don’t wait till the next audit to find the holes. Get Creatrix Campus’s AI rich accreditation system before your old one slows you down

    Source link

  • Legacy and Purpose: Congresswoman Jasmine Crockett Calls Tougaloo Graduates to Action

    Legacy and Purpose: Congresswoman Jasmine Crockett Calls Tougaloo Graduates to Action

    –JACKSON, Mississippi

    Texas Congresswoman Jasmine CrockettIn a powerful address that wove together civil rights history with present-day challenges, U.S. Representative Jasmine Crockett (D-Texas) delivered an impassioned commencement speech at Tougaloo College’s graduation ceremony on Sunday, urging graduates to embrace their purpose in continuing the fight for progress.

    Standing on the historic grounds of the private Mississippi HBCU—once a sanctuary and launch pad for the Civil Rights Movement—the Congresswoman reflected on the paradoxical nature of the moment: that in 2025, her very presence as a speaker remained controversial.

    “As I stand here in this safe space, still only one of the few places that an institution can invite me to speak… to think about the fact that people have to be fearful of having a sitting member of Congress come and address their graduates tells us that we still got a lot of work to do,” she told the graduates.

    Drawing parallels between past and present struggles, she reminded the audience that Tougaloo was one of a few places in Mississippi where Dr. Martin Luther King Jr. could speak during the Civil Rights Movement. Now, decades later, she noted the irony of similar limitations placed on Black voices in positions of power.

    “The president of the United States having a temper tantrum that strips funding because I’m Black and I’m proud should not be something that we are dealing with in 2025,” she stated, her voice rising with conviction.

    The Congresswoman, who acknowledged working multiple jobs during her own college years, spoke candidly about personal struggles and the fatigue that comes with fighting systemic barriers. Invoking the refrain from the gospel song “I Don’t Feel No Ways Tired,” she encouraged graduates to persevere despite exhaustion.

    “I just can’t give up now. I’ve come too far from where I started from,” she recited, asking graduates to reflect on their own journeys through college—the multiple jobs, the stepping away and stepping back in—all while excelling despite the challenges.

    Her message anchored in both acknowledgment of weariness and the necessity of continued struggle, themes particularly relevant at an institution with Tougaloo’s civil rights legacy. The college was home to the “Tougaloo Nine,” students who organized sit-ins at segregated libraries, and alumni like Anne Moody and Memphis Norman, who participated in the historic Woolworth’s lunch counter sit-in in 1963.

    “Sitting in these very classrooms is just as much of a protest as Anne and Memphis pulling up to Woolworths in 1963,” she said, emphasizing how education remains an act of resistance.

    The Congresswoman warned graduates about attempts to erase this history, not just from textbooks but through policies targeting diversity initiatives and institutions serving Black communities. “Jim Crow never died,” she declared. “He just lied in wait.”

    She shared personal experiences of being labeled “ghetto” and “unqualified” despite her impressive credentials—modern versions of racial epithets—connecting these attacks to historical patterns of undermining Black achievement and institutions.

    Looking to the future, she issued a direct challenge to the graduates.

    “If you are waiting on somebody to come and save you, they are not coming,” she warned. “You are the person that you’ve been waiting on.”

    Reminding them that every significant social justice movement has been led by young people, she noted that she is now older than Medgar Evers, Dr. Martin Luther King Jr., and Malcolm X were when they were assassinated.

    “Your moment is not in the future. Your moment is now,” she urged. “This country is relying on each and every one of you to walk into your purpose and to walk in greatness with your head held high.”

    The Congresswoman’s speech resonated deeply with the graduates and assembled families at Tougaloo, an institution that has persisted in its educational mission despite historical and ongoing challenges.

    “She was dynamic and passionate,” said Rose Lucas, whose niece was among the more than 120 undergraduates to receive their diploma. “At a time when so many of our politicians are afraid to speak out against the injustices in Washington, I am encouraged by the Congresswoman’s passion and commitment.” 

    As Crockett concluded with a call to action, she left the new alumni with a poignant message about belonging. 

    “There are people that are going to tell you that there is not a table in which there is a seat for you, but I am here to remind you of Montgomery and those folding chairs.”

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  • A Legacy That Will Not Be Erased

    A Legacy That Will Not Be Erased

    Dr. Mary Dana HintonMarch 12th would have been my mother’s 99th birthday. It surprises me every day that she’s not here to celebrate it. For her entire life, she was a vibrant testament to the value and the necessity of education for women.

    My mother believed in the promise that with an education, you could not only help yourself but also have an obligation to help those around you. She believed that all that stood between a woman and anything she wanted to achieve in this world was an education.

    As someone who was forbidden from getting an education, it became her life’s work to learn as much as she could on her own and to remind others – especially women – of the great privilege of an education.

    When I think of those lessons from my mother, I invariably think of her knees. My mother worked as a domestic for much of her life. For my entire childhood, I remember she would come home with her knees swollen to the size of grapefruits. Throughout her life, for her work and for her family, she cleaned floors on her hands and knees because that’s how you did that job with excellence. To my mother, your value was not determined by what job you did, but by the quality with which you completed the job.

    She expected the same level of excellence from me in school and would expect the same from me in my work today.  

    When I’m wearied by the work of being a college president, when I’m exhausted by the demands of this moment, when I’m tired of trying to think of another way to move our mission forward, I think of my mother’s knees. Those knees made sure I could get an education. Those knees that for 94 years held up a woman who had a complicated relationship with the United States given that as much of her life was spent in a segregated Jim Crow society as not. But those knees never dampened her belief in the promise of education, which was also a belief in the promise of democracy.

    As such, my mother would be irate that, among those on a long list, the word “women” is one that federal agencies are now discouraged from using or being asked to eliminate from official language. That, with the reduction of support for education, would have felt like a violation to her. An erasure of our shared humanity. She might have said that these choices are beyond puzzling, and the irony would not have been lost on her that this request arrived during this annual month designated to celebrate women’s history. 

    As I celebrate my mother, I also want to take a moment and honor what is a result of her legacy. Her deep and abiding belief in education has now become my deep and abiding belief in education, and I am so very proud of what my institution is able to offer women, not only on behalf of my institution and myself but on behalf of the work and commitment of my mother.

    While we mark this year’s celebration of Women’s History Month in America, I want to honor my mother, Susie Ann Hinton, and all the women who believe in and deserve an excellent education. They and their legacies will not be erased.

    Dr. Mary Dana Hinton is president of Hollins University, chair of the Council of Independent Colleges of Virginia and chair of the National Association of Independent Colleges and Universities.

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  • The Dark Legacy of Elite University Medical Centers

    The Dark Legacy of Elite University Medical Centers

     

    (Image: Mass General is Harvard University Medical School’s teaching hospital.)  

     

    For decades, America’s elite university medical centers have been the epitome of healthcare research and innovation, providing world-class treatment, education, and cutting-edge medical advancements. Yet, beneath this polished surface lies a troubling legacy of medical exploitation, systemic inequality, and profound injustice—one that disproportionately impacts marginalized communities. While the focus has often been on racial disparities, this issue is not solely about race; it is also deeply entangled with class. In recent years, books like Medical Apartheid by Harriet Washington have illuminated the history of medical abuse, but they also serve as a reminder that inequality in healthcare goes far beyond race and touches upon the economic and social circumstances of individuals.

    The term Medical Apartheid, as coined by Harriet Washington, refers to the systemic and institutionalized exploitation of Black Americans in medical research and healthcare. Washington’s work examines the history of Black Americans as both victims of medical experimentation and subjects of discriminatory practices that have left deep scars within the healthcare system. Yet, the complex interplay between race and class means that many poor or economically disadvantaged individuals, regardless of race, have also faced neglect and exploitation within these prestigious medical institutions. The legacy of inequality within elite university medical centers, therefore, is not limited to race but is also an issue of class disparity, where wealthier individuals are more likely to receive proper care and access to cutting-edge treatments while the poor are relegated to substandard care.

    Historical examples of exploitation and abuse in medical centers are well-documented in Washington’s work, and contemporary lawsuits and investigations reveal that these systemic problems still persist. Poor patients, especially those from marginalized racial backgrounds, are often viewed as expendable research subjects. The lawsuit underscores the intersectionality of race and class, arguing that these patients’ socio-economic status exacerbates their vulnerability to medical exploitation, making it easier for institutions to treat them as less than human, especially when they lack the resources or power to contest medical practices.

    One of the most critical components of this issue is the stark contrast in healthcare access between the wealthy and the poor. While elite university medical centers boast state-of-the-art facilities, cutting-edge treatments, and renowned researchers, these resources are often not equally accessible to all. Wealthier patients are more likely to have the financial means to receive the best care, not just because of their ability to pay but because they are more likely to be referred to these prestigious centers. Conversely, low-income patients, especially those without insurance or with inadequate insurance, are often forced into overcrowded public hospitals or community clinics that are underfunded, understaffed, and unable to provide the level of care available at elite institutions.

    The issue of class inequality within medical care is evident in several key areas. For instance, studies have shown that low-income patients, regardless of race, are less likely to receive timely and appropriate medical care. A 2019 report from the National Academy of Medicine found that low-income patients are often dismissed by healthcare professionals who underestimate the severity of their symptoms or assume they are less knowledgeable about their own health. In addition, patients from lower socio-economic backgrounds are more likely to experience medical debt, which can lead to long-term financial struggles and prevent them from seeking care in the future.

    Moreover, class plays a significant role in the underrepresentation of poor individuals in medical research, which is often conducted at elite university medical centers. Historically, clinical trials have excluded low-income participants, leaving them without access to potentially life-saving treatments or advancements. Wealthier individuals, on the other hand, are more likely to be invited to participate in research studies, ensuring they benefit from the very innovations and breakthroughs that these institutions claim to provide.

    Class-based disparities are also reflected in the inequities in medical professions. The road to becoming a physician or researcher in these elite institutions is often paved with significant economic barriers. Medical students from low-income backgrounds face steep financial challenges, which can hinder their ability to gain acceptance into prestigious medical schools or pursue advanced research opportunities. Even when low-income students do manage to enter these programs, they often face biases and discrimination in clinical settings, where their abilities are unfairly questioned, and their economic status may prevent them from fully participating in research or other educational opportunities.

    Yet, the inequities within these institutions don’t stop at the patients. Behind the scenes, workers at elite university medical centers, particularly those from working-class and marginalized backgrounds, face their own form of exploitation. These medical centers are not only spaces of high medical achievement but also sites of labor stratification, where workers in lower-paying roles are largely people of color and often immigrants. Support staff—such as janitors, food service workers, custodians, and administrative assistants—are often invisible but essential to the functioning of these hospitals and research institutions. These workers face long hours, poor working conditions, and low wages, all while contributing to the daily operations of elite medical centers. Many of these workers, employed through third-party contractors, lack benefits, job security, or protections, leaving them vulnerable to exploitation.

    Custodial workers, who are often exposed to hazardous chemicals and physically demanding work, may struggle to make ends meet, despite playing a crucial role in maintaining the hospital environment. Similarly, food service workers—many of whom are Black, Latinx, or immigrant—also work in demanding conditions for low wages. These workers frequently face job insecurity and are not given the same recognition or compensation as the high-ranking physicians, researchers, or administrators in these centers.

    At the same time, the stratification in these institutions extends beyond support staff. Medical researchers, residents, and postdoctoral fellows—often young, early-career individuals, many from working-class backgrounds or communities of color—are similarly subjected to precarious working conditions. These individuals perform much of the vital research that drives innovation at these centers, yet they often face exploitative working hours, low pay, and job insecurity. They are the backbone of the institution’s research output but frequently face barriers to advancement and recognition.

    The higher ranks of these institutions—senior doctors, professors, and researchers—enjoy financial rewards, job security, and prestige, while those at the lower rungs continue to experience instability and exploitation. This division, which mirrors the economic and racial hierarchies of broader society, reinforces the very class-based inequalities these medical centers are meant to address.

    In recent years, some progress has been made in addressing these inequalities. Many elite universities have implemented diversity and inclusion programs aimed at increasing access for underrepresented minority and low-income students in medical schools. Some institutions have also begun to emphasize the importance of cultural competence in training medical professionals, acknowledging the need to recognize and understand both racial and economic disparities in healthcare.

    However, critics argue that these efforts, while important, are often superficial and fail to address the root causes of inequality. The institutional focus on “diversity” and “inclusion” often overlooks the more significant structural issues, such as the affordability of education, the class-based access to healthcare, and the economic barriers that continue to undermine the ability of disadvantaged individuals to receive quality care.

    In addition to acknowledging racial inequality, it is crucial to tackle the broader issue of class within the healthcare system. The disproportionate number of Black and low-income individuals suffering from poor healthcare outcomes is a direct result of a system that privileges wealth and status over human dignity. To begin addressing these issues, we need to move beyond token diversity initiatives and work toward policy reforms that focus on economic access, insurance coverage, and the equitable distribution of medical resources.

    Scholars like Harriet Washington, whose work documents the intersection of race, class, and healthcare inequality, continue to play a pivotal role in bringing attention to these systemic injustices. Washington’s book Medical Apartheid serves as a historical record but also as a call to action for creating a healthcare system that genuinely serves all people, regardless of race or socio-economic status. The fight for healthcare equity must, therefore, be a dual one—against both racial and class-based disparities that have long plagued our medical institutions.

    The story of Henrietta Lacks, as told in The Immortal Life of Henrietta Lacks by Rebecca Skloot, exemplifies the longstanding exploitation of marginalized individuals in elite university medical centers. The case of Lacks, whose cells were taken without consent by researchers at Johns Hopkins University, brings to light both the historical abuse of Black bodies and the profit-driven nature of academic medical research. Johns Hopkins, one of the most prestigious medical centers in the world, has been complicit in the kind of exploitation and neglect that these institutions are often criticized for—issues that disproportionately affect not only Black Americans but also economically disadvantaged individuals.

    The Black Panther Party’s healthcare activism, as chronicled by Alondra Nelson in Body and Soul, also directly challenges elite medical institutions’ failure to provide adequate care for Black and low-income communities. Nelson’s work reflects how, even today, these institutions are often slow to address the systemic issues of health disparities that activists like the Panthers fought against.

    Recent lawsuits against elite medical centers further underscore the importance of holding these institutions accountable for their role in perpetuating medical exploitation and inequality. In An American Sickness by Elisabeth Rosenthal, the commercialization of healthcare is explored, highlighting how university hospitals and medical centers often prioritize profits over patient care, leaving low-income and marginalized groups with limited access to treatment. Rosenthal’s work highlights the role these institutions play in a larger system that disproportionately benefits wealthier patients while neglecting the most vulnerable.

    A Global Comparison: Countries with Better Health Outcomes

    While the United States struggles with systemic healthcare disparities, other nations have shown that equitable healthcare outcomes are possible when class and race are not barriers to care. Nations with universal healthcare systems, such as those in Canada, the United Kingdom, and many Scandinavian countries, consistently rank higher in overall health outcomes compared to the U.S.

    For instance, Canada’s single-payer system ensures that all citizens have access to healthcare, regardless of their income. This system reduces the financial burdens that often lead to delays in care or avoidance of treatment due to costs. According to the World Health Organization, Canada has better health outcomes on a variety of metrics, including life expectancy and infant mortality, compared to the U.S., where medical costs often lead to unequal access to care.

    Similarly, the United Kingdom’s National Health Service (NHS) provides healthcare free at the point of use for all citizens. Despite challenges such as funding constraints and wait times, the NHS has been successful in ensuring that healthcare is a right, not a privilege. The U.K. consistently ranks higher than the U.S. in terms of access to care, health outcomes, and overall public health.

    Nordic countries, such as Norway and Sweden, also exemplify how universal healthcare can lead to better outcomes. These countries invest heavily in public health and preventative care, ensuring that even their most marginalized citizens receive the necessary medical services. The result is a population with some of the highest life expectancies and lowest rates of chronic diseases in the world.

    These nations show that, while access to healthcare is a critical issue in the U.S., the challenge is not a lack of innovation or capability. Instead, it is the systemic barriers—both racial and economic—that persist in elite medical centers, undermining the potential for universal health equity. The U.S. could learn from these nations by adopting policies that reduce economic inequality in healthcare access and focusing on preventative care and public health strategies that serve all people equally.

    Ultimately, the dark legacy of elite university medical centers is not something that can be erased, but it is something that must be acknowledged. Only by confronting this painful history, alongside addressing class-based disparities, can we begin to build a more just and equitable healthcare system—one that serves everyone, regardless of race, background, or socio-economic status. Until this happens, the distrust and skepticism that many marginalized communities feel toward these institutions will continue to shape the landscape of American healthcare. The path forward requires a concerted effort to address both racial and class-based inequities that have defined these institutions for far too long. The U.S. can, and must, strive for healthcare outcomes akin to those seen in nations that have built systems prioritizing equity and fairness—systems that put human dignity over profit.

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  • Georgetown University Honors Xavier University of Louisiana’s Centennial and Black Catholic Studies Legacy

    Georgetown University Honors Xavier University of Louisiana’s Centennial and Black Catholic Studies Legacy

    Georgetown UniversityAs Xavier University of Louisiana enters its centennial year, the nation’s oldest Catholic institution—Georgetown University—celebrated the institution’s 100-year legacy and the 45th anniversary of its Institute for Black Catholic Studies (IBCS).

    Last Thursday’s event, titled “Reflecting on the Significance of the Institute for Black Catholic Studies and the Journey Toward Reconciliation,” included a discussion among leaders from Xavier’s IBCS, the Descendants Truth & Reconciliation Foundation, and Georgetown University. It also showcased an exhibition co-created by the Georgetown University Library, highlighting the impact of the IBCS—a graduate program dedicated to fostering Black Catholic theology, ministry, and leadership.

    Founded in 1925 by Saint Katharine Drexel and the Sisters of the Blessed Sacrament, Xavier University of Louisiana remains the only historically Black Catholic university in the United States. The Georgetown event not only honored Xavier’s continued contributions but also reflected on the role of Black Catholic scholarship in shaping faith and social justice initiatives.

    Dr. Kathleen Dorsey Bellow, director of IBCS, acknowledged the deep collaboration between Xavier and Georgetown.

    Reflecting on her journey, Bellow shared how she initially hesitated to attend the IBCS in 1989 but was transformed by the experience.

    “I immediately appreciated that I was on holy ground,” said Bellow. “After my very first class, I knew I would complete the program and try to come back every summer after that. I needed to be refreshed, challenged, and affirmed in my mission as a Black Catholic woman in church and society,” she said. She said that the Institute was created to form strong Catholics who can express and explain their faith in ways that resonate with their communities.

    IBCS offers two tracks: a graduate theology program for future church leaders and a continuing education track for lay people seeking deeper faith formation. The program takes a well-rounded approach by including challenging coursework, combined with cultural experiences, prayer, and opportunities to build strong communities.

    “We study together, we pray together, we have African dance and drumming in the evenings,” Bellow said. “We are Black and Catholic Sunday through Saturday, and our mission is to share the gift of Blackness in the life of the Church.”

    The legacy of resistance, persistence, and transcendence was also central to the event’s discussion, a theme introduced by Father Joseph Brown, S.J., a leading scholar and former head of IBCS.

    Monique Trusclair Maddox, CEO of the Descendants Truth & Reconciliation Foundation discussed her family’s history of enslavement by the Jesuit order and the impact of learning about Georgetown University’s role in the sale of enslaved persons to save the institution.

    In 1838, Georgetown University, facing financial hardship, approved the sale of 272 enslaved men, women, and children to plantations in Louisiana to secure its financial future. The sale brought in about $115,000, which would be worth millions today, and helped pay off the university’s debts. The decision not only tore apart families but also reinforced the systemic exploitation of Black people for institutional survival.

    For years, the story remained buried until 2004, when Patricia Bayonne-Johnson uncovered it while tracing her family history. Since then, researchers along with the Jesuits, have worked to trace the lineage of those enslaved by the Society of Jesus and the Catholic Church. Their efforts have identified over 10,000 descendants, a number that continues to grow.

    Trusclair Maddox detailed her spiritual journey, including prayers for peace and understanding, and the establishment of the Descendants Truth and Reconciliation Foundation. The foundation, supported by JP Morgan Chase, has issued over $166,000 in scholarships and launched programs for home modifications and racial healing. Maddox emphasized the need for systemic change and called for broader awareness and participation in restorative justice efforts.

    “We knew that reconciliation required more than an acknowledgment, but demanded action,” Trusclair Maddox said.  “Restorative justice isn’t just about the past, it’s about what we do today to shape a more just future,” she added, and called on institutions and individuals to engage in meaningful change toward racial healing.

    As part of an effort to support the Descendants Truth & Reconciliation Foundation, Maddox highlighted a series of grassroots initiatives to raise awareness through media and marketing. He also announced the Jesuit order’s commitment of $100 million over the first five years to fund the foundation’s operations.

    “Now that we have operational dollars and we’re starting to give our grants to not just descendants, but also into transformation programs and truth-telling, we’re going to continue to build our programs,” Trusclair Maddox said.

    Dr. Joseph Ferrara, senior vice president and chief of staff at Georgetown University, said that he is excited about the school’s continued partnership with Xavier University.

    “We’re grateful for this opportunity to celebrate alongside Xavier and to recognize their importance to Catholic higher education,” Ferrara said. “We have an opportunity to reflect on the legacy at Xavier and the process toward reconciliation. Georgetown is very happy to be a part of the process, and that’s a journey we’re still on.”

     

     

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  • We are living through the legacy of unrestrained borrowing

    We are living through the legacy of unrestrained borrowing

    On 1 January 2018 the Office for Students took over the regulation of higher education in England from its predecessor (the Higher Education Funding Council for England (HEFCE)).

    One little discussed impact of this change was an avalanche of university borrowing that has dramatically shifted the priorities and risk profile of English higher education.

    Terms and conditions

    As late as the 2017 memorandum of assurance and accountability between HEFCE and higher education providers, the regulator had the right of veto over university financial commitments over a certain level. If you wanted to borrow money, and you were talking “serious money” in relation to the size of your provider, the regulator needed to sign it off.

    That year written approval was required where total financial commitments exceeded six times the average adjusted net operating cashflow (ANOC) from July – or where the provider was assessed as being “at higher risk”. The year before, it was required when borrowing crept above five times the (six year) average EBITDA. And back in 2006 it was required for borrowing over 4 per cent of income.

    The levels may have shifted over the years but the principles remained the same – to ensure that providers in receipt of public funds offered value for money, and were fully responsible for the use of these funds. These broader requirements were set out in detail:

    HEIs must apply the following principles when entering into any financial commitments:

    a. The risks and affordability of any new on- and off-balance sheet financial commitments must be properly considered.

    b. Financial commitments must be consistent with the HEI’s strategic plan, financial strategy and treasury management policy.

    c. The source of any repayment of a financial commitment must be clearly identified and agreed by the governing body at the point of entering that commitment.

    d. Planned financial commitments must represent value for money.

    e. The risk of triggering immediate default through failure to meet a condition of a financial commitment should be monitored and actively managed

    At some point during the transition from HEFCE to OfS, all this was scrapped.

    The missing consultation

    If “at some point” sounds uncharacteristically vague that’s because the decision was murky even by higher education policy standards. The requirement was in the 2017 memorandum – it wasn’t in the OfS 2018 “terms and conditions” of funding, or any of the registration or information requirements, or the regulatory framework. The shift was never consulted on, it wasn’t in the Green or White paper, it was never discussed in parliament. It just kind of happened.

    In Wales, there are still requirements to get borrowing above a threshold signed off based on the 2017 Financial Management Code – however your (individual provider) threshold is built into the formulae of your financial forecast template. Thresholds are never published, but Medr may occasionally drop you a note to tell you what yours is. Which is nice.

    In Scotland things are (slightly) more straightforward: there is a threshold over which SFC’s formal consent is required. It’s not a concrete figure but a calculation to determine whether the total annualised cost of the borrowing exceeds 4 per cent of total income (according to a university’s last audited statements) or would exceed by 4 percent the estimated total income for the year in which the borrowing begins – whichever one is the lower.

    As things currently stand in England the explanatory sections on the D conditions of registration set up definitions of financial viability and sustainability. Viability is the interesting one here – for OfS purposes it means there is no reason to suppose the provider is at a “material risk of insolvency” (being unable to pay debts as they fall due) for the next three years. This clarifies that OfS does expect to know about borrowing (“have regard to” in fact) – and even suggests OfS would expect to be able to speak directly to lenders:

    It will be for the provider to ensure that the OfS is fully informed as to its financial facilities, and it will be expected to consent to the OfS making direct enquiry of the finance provider if requested to do so. The OfS may draw inferences from a failure to provide such consent.

    This approach to university borrowing can also be seen in the transition provisions that existed as OfS effectively carried on as HEFCE while it began to register existing providers – a commentary to the required audited data included the need for universities to include information on:

    Whether the provider is planning to take any loans from a bank, shareholders, directors or anyone else and, if so, information about these plans (how much is it planning to borrow, when will this be taken out, when will it be paid back, what will it be used for) and whether it will affect the provider’s viability or sustainability.

    A very good year

    This shift did not go unnoticed by universities, so 2017-2018 became a bumper year for university borrowing – with banks, private funds, and the bond markets all displaying an appetite for access to (then) underleveraged, secure, and low risk UK higher education.

    The 2017 HEFCE financial health publication noted that:

    At the end of July 2017, the sector reported borrowing of £9.9 billion (equivalent to 33.1 per cent of income). This is £980 million higher than the level reported at the end of 2015-16, which was £8.9 billion (30.7 per cent of income).

    By 2018 OfS as reporting that borrowing would reach £12bn by “year 2” (2017-18).

    At the end of Year 2, the sector reported aggregate borrowing of £12.0 billion (equivalent to 36.8 per cent of income), a 21 per cent rise of £2.1 billion compared to Year 1. Forecasts show that borrowing is projected to continue to rise in absolute terms over the four forecast years, reaching £13.3 billion by the end of Year 6.

    In the last quote, “year 6” is 2021-22 – the projection of aggregate borrowing was (as usual) on the low side. That year’s financial health report pegged it as just over £14bn.

    OfS, of course, could have decided to apply specific conditions of registration if it was concerned about borrowing at a particular provider. It still gets information on what universities are borrowing, and on what they plan to borrow in future, via the annual financial return (and there have already been rumblings about an increase in the amount and frequency of provided data). It could have stepped in to moderate the boom in borrowing since it took regulatory control of the sector – it did not.

    The morning after

    But the time of plenty has clearly passed – affordable finance is simply harder to come by, and the terms of existing borrowing (set during a more confident era) have often been renegotiated. The 2024-25 aggregate external borrowing is projected to be £13.3bn, and this for a much larger sector. And even the sector’s own (generally optimistic) forecasts suggest that it will drop further in years to come.

    This is very much the hangover after the party. The easy money simply isn’t there for the sector to borrow – all that remains is the improvements it paid for (hopefully in useful, tangible, things like estates and infrastructure), the repayments, and the interest.

    You can see that in the data (Based on what I know about what has happened so far I don’t think this includes stuff like bonds, so the figures are illustrative rather than precise) – the big peak in unsecured loans was in 2017-18, the academic year that restrictions came off (the smaller peak in 2020-21 represents the government backed Covid loans).

    [Full screen]

    You can also see a peak in repayments in 2018-19: clearly many providers decided that with the brakes off, the easiest way to proceed was with short-term revolving credit. More worryingly for sector finances, interest repayments remain at 2018-19 levels even though borrowing has declined sharply – an impact of a rise in interest rates following a long period of near zero inflation.

    A legacy of loans

    In essence some of the blame for the current financial crisis faced by the sector can be attributed to this little-scrutinised decision to remove borrowing safeguards. Though estates (especially) benefited from this gold rush, the entry of UK universities into the world of private placements and bonds has left a legacy that will take decades (and hundreds of millions of pounds cut off the top of sector finances, and increasingly arduous restrictions on university activity within covenants) to reckon with.

    And these controls on university activity hit in numerous ways. As Philip Augar’s review noted, way back in 2019:

    Universities’ expansion has been partly funded through debt and financial arrangements known as ‘sale and leaseback’. The former includes bond issues and bank borrowing; the latter involves universities selling student accommodation for cash upfront, sometimes committing to provide specified numbers of rent-paying students to the new owner.

    A failure to meet challenging recruitment targets has a multiplier effect if you factor lender requirements into the equation.

    Was the removal of controls over borrowing the single most important regulatory act of the modern era? For those able to raise money in this way, it supported huge improvements in university estates and infrastructure. It provided the capacity that has underpinned recent growth – though not as much growth as we saw in the 90s and 00s, when a far greater proportion of capital came from the state.

    It’s at least arguable that for many larger and better known providers the amount of indirect control over their actions that has been ceded to investors via covenants linked to borrowing. has driven the dash for growth at all costs. If you’ve worked in a university during this period and feel like things have changed, this could be why.

    And it gets worse if you think about the aggregated risk across the whole sector – not least because the arms race of expansion forced the majority of the sector to seek private finance at roughly the same time. The numbers in the chart above are indicative – but even so show a sizable liability that could have a huge impact on the way providers behave. It’s the roots of the sector-wide dash for growth that the regulators have expressed concern about – but thus far the impression has been given that it is just empire building. It is survival.

    The next few years

    There is no easy fix. Though I think most of us believe that the government would step in in the event of provider failure – to protect the student interest certainly, and possibly to protect the local interest – what would happen to outstanding debts across multiple providers in these circumstances is less clear. It is entirely likely that a loan becoming due for full payment due to a breach in covenant conditions would itself be the cause of provider failure.

    In the bad old days, when the government was a significant source of both capital and recurrent funding for most universities in England, there was a thing called exchequer interest – a complicated and little-discussed aspect of public funding that means that assets purchased with public funds should revert at least in part back to the public. Exchequer interest as a consideration for capital investment has largely been replaced by lender interest – in the event of a provider collapsing large parts of abandoned campuses (which, of course, have been paid for by public funds in the sense that it is income from fees that has funded repayments) would revert to lenders.

    These buildings and this equipment would immediately lose a lot of value, which is one reason why lenders like to renegotiate rather than repossess. If you think about it, a large teaching block in the middle of a thriving campus is a clear asset – without the campus it is a liability that needs to be repurposed and maintained.

    So if you ever see the government stepping in to save an anchor institution, recall that private finance has an interest in seeing campuses continuing to throng with students. It’s a funny way to preserve the future of the sector, but we live in peculiar times.

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