In this episode of Changing Higher Ed podcast, Dr. Drumm McNaughton and Rick Beyer discuss innovative approaches and success strategies for struggling small to medium-sized colleges and universities.
Rick shares his perspective on the use of shared services in Higher Education, and how it can drive innovation and efficiency, both strategically and tactically to strengthen smaller schools while enabling them to remain independent.
In this episode of the Changing Higher Ed podcast, Drumm McNaughton engages in conversation with the president of the Thomas B. Fordham Institute, Mike Petrilli, whose recent article presents a strong argument for optimism despite fewer students enrolling in traditional colleges and universities.
The downward enrollment trend has induced panic among many in the higher education industry, but Petrilli offers data-based evidence suggesting the trend is neither surprising nor a cause for despair. The Upside of the Downward Trend in College Enrollment is a thorough and encouraging analysis of the factors behind this decline, the implications for students and institutions, and the necessary changes higher education institutions must make to improve students’ odds of success.
The American Association of Colleges and Universities (AAC&U) has issued its new report that will have an impact on shaping college curriculum for student workforce success. The report, “On the Same Page? Administrator and Faculty Views on What Shapes College Learning and Student Success”, focuses on the needed outcomes that shape undergraduate education and the practices guiding faculty and other stakeholders in the work they’re doing on campuses to support student learning and success.
Some of the questions we’ll answer are:
How do colleges and universities define and articulate learning outcomes, provide access to engaging learning experiences, and assess student success?
What defines a credential’s value for students to achieve professional and personal success?
What practices of accountability for assessment, improvement, and equity are campuses undertaking to ensure all students graduate with similar levels of value?
In this episode of Changing Higher Ed Podcast, Dr. Drumm McNaughton shares a conversation with Dr. Stephen Standifird, the President of Bradley University, where they discuss successful turnaround strategies and innovative changes that have created a path for longevity, success, and sustainability for Bradley.
Maryville University’s commitment to innovation is paying dividends for the institution. Maryville has grown to over 10,000 students and is on track to have multi-million-dollar surpluses for more than 12 consecutive years.
The institution is completing its second strategic planning process, which has set in place initiatives that have laid the path for this positive trajectory, even during the pandemic. In Fall 2021, Maryville was named the fourth-fastest growing private university in the United States by the Chronicle of Higher Education.
We have seen some impressive higher ed innovation brought on by the pandemic that otherwise may have never happened. Brown University is a case study in innovation, transformation, and risk planning in the way they involved the board and stakeholders in navigating the crisis.
Strategic management and planning are critical parts of a Higher Ed leader’s tool kit to deal with disruptions — and 5 reasons to throw yours out.
Colleges and universities are scrambling to prevent higher education cyber attacks as online education becomes a target for criminals. Disruptions to higher education institutions due to cyber crimes and hacking are becoming more common as colleges and universities increasingly see their risk management programs being challenged by hackers.
The need for enterprise risk management (ERM) in higher ed was underscored by the chaotic nature of 2020. However, as noted in two previous blogs, many higher education institutions are unsure of why and how to develop this type of plan and then administrators’ roles in operationalizing this effort. This post addresses the other major component that needs to be addressed in creating an ERM plan—the important part that the institution’s board plays in the ERM.