Shared services and consolidation strategies are helping struggling small colleges stabilize operations, reduce costs, and pursue sustainable growth—without compromising institutional identity or student outcomes. In this episode of the Changing Higher Ed® podcast, host Dr. Drumm McNaughton speaks with Jason Duggan, CEO of Thesis Elements, about how these approaches are being used to help small colleges strengthen efficiency and financial sustainability.

Drawing on his experience helping small colleges modernize their operations through cloud-based student information systems, Duggan explores how shared services, academic partnerships, and digital transformation are enabling institutions to manage costs and expand capacity. He also offers insights into how leadership teams and boards are approaching these strategies in the current financial and demographic environment.

This conversation is especially relevant for presidents, trustees, and senior leadership teams evaluating whether shared services or consolidation strategies could support their institution’s long-term mission and sustainability.

Topics Covered:

• The financial and operational pressures driving small colleges to explore shared services and consolidation

• How administrative shared services are helping reduce overhead and improve service quality

• Strategic approaches to institutional consolidation and how they can support enrollment and operational goals

• Academic resource-sharing models and their role in expanding offerings while managing instructional costs

• Innovative financial and academic strategies to strengthen institutional resilience

• The role of cloud-based systems and digital transformation in supporting shared services and operational agility

• How presidents and boards are facilitating leadership conversations about shared services and consolidation

• Key considerations for aligning shared services and consolidation initiatives with institutional mission and values

Three Key Takeaways for Leadership:

1. Clarify institutional mission and target audience to guide strategic planning and resource allocation.

2. Prioritize student success and retention as core drivers of institutional resilience.

3. Evaluate shared services and consolidation strategies as potential options for improving efficiency and long-term sustainability.

This episode offers valuable insights for institutional leaders exploring new operational models to support their mission and navigate today’s higher education landscape.

Recommended For: Presidents, trustees, board members, chief financial officers, provosts, and senior administrative leaders focused on institutional sustainability and operational strategy.

Read the transcript: https://changinghighered.com/shared-services-and-consolidation-strategies-for-small-colleges/

#HigherEdLeadership #SharedServices #ConsolidationStrategies #HigherEducationPodcast

While higher education leaders often cite leadership development as a priority, few institutions treat it as a teachable, measurable skill. In this episode of Changing Higher Ed®, host Dr. Drumm McNaughton speaks with Dr. Scott Cowen about why leadership education should be integrated into the academic curriculum—and how institutions can implement it effectively.

President Emeritus of Tulane University, Cowen shares insights from leading the university through Hurricane Katrina and from his new book, Lead and Succeed, which outlines strategies to develop leadership skills in students and early-career professionals. He dispels the “born leader” myth and offers a framework for embedding leadership development at every level of the institution.

This conversation is especially relevant for presidents, trustees, and academic leaders seeking to build leadership capacity across campus.

Topics Covered:

• Why higher education often fails to treat leadership as a strategic priority

• How to embed leadership development into the academic curriculum

• Emotional intelligence and the behavioral traits of effective leaders

• Leadership lessons from Tulane’s post-Katrina recovery

• Creating institutional systems that reinforce leadership behaviors

• The role of succession planning in long-term institutional health

Real-World Examples Discussed:

• Tulane University’s relocation to Houston and Cowen’s daily crisis communication strategy

• The development of a for-credit leadership course and workbook, Lead and Succeed

• Mentorship from Dr. Norman Francis, president of Xavier University for 50 years

• Cowen’s “thinking out loud” email updates during crises at Tulane and Case Western

• Scaling structured leadership practices across institutions

Three Key Takeaways for Leadership:

1. Formalize leadership education. Establish structured academic courses with measurable outcomes. Integrate mentoring and reflection into the curriculum to build leadership competencies.

2. Develop repeatable crisis leadership practices. Use structured daily meetings and transparent communications to align institutional response during disruption.

3. Implement strategic succession planning. Treat leadership transitions as long-term planning initiatives. Build internal pipelines and normalize leadership exits to support institutional continuity.

This episode offers a practical framework for establishing a leadership-ready culture in higher education academic curricula. 

Recommended For: Presidents, provosts, deans, academic affairs leaders, trustees, and student success strategists.

Read the transcript: https://changinghighered.com/leadership-development-academic-curriculum-design-in-higher-ed/

#HigherEdLeadership #AcademicCurriculum #StudentDevelopment #LeadershipEducation #HigherEducationPodcast

Higher education’s approach to DEI is under fire—from political pressure, public skepticism, and internal fatigue. But abandoning DEI isn’t the only option.

In this episode of Changing Higher Ed®, Dr. Drumm McNaughton speaks with Columbia Law professor Susan Sturm about how higher ed institutions can continue to drive inclusive institutional change—without relying on traditional DEI frameworks that may no longer be viable.

Sturm, author of What Might Be: Confronting Racism to Transform Our Institutions, reframes DEI as a long-term, systems-level strategy rooted in leadership, trust, and organizational learning. She introduces the concept of “full participation,” where individuals from all backgrounds can thrive and contribute to the institution’s mission—and outlines the leadership mindsets and practices necessary to build that reality.

Through examples from UMBC, Columbia, and court systems, Sturm shows how change begins with local experimentation, paradox navigation, and support for “organizational catalysts” who bridge across roles and perspectives. She also explores how discomfort, conflict, and even failure can become engines for cultural learning—if leaders are willing to embrace vulnerability and complexity.

Topics Covered:

• Why current DEI models fall short in higher education

• The paradox of racial salience and its impact on reform

• How institutions can foster “full participation”

• Why local experimentation drives scalable change

• The role of discomfort and rupture in institutional learning

• How to resource and support internal change agents

• What boards and presidents must do to align DEI with strategy

Three Key Takeaways for Leadership:

1. Train leaders to recognize and hold paradox—not resolve it

2. Invest in internal catalysts who can bridge across silos and groups

3. Reframe DEI as mission-aligned infrastructure, not add-on programming

Recommended For: Presidents, provosts, board members, DEI officers, and change leaders looking to move beyond check-the-box diversity efforts and create meaningful, sustainable institutional change.

Transcript: https://changinghighered.com/dei-is-off-the-table-how-higher-ed-can-still-drive-institutional-change/

#HigherEdLeadership #HigherEdChangeManagement #HigherEducationPodcast #DEI

Higher education is facing a growing disconnect between traditional academic pathways and the needs of today’s learners and employers. In this episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Kathleen deLaski, founder of Education Design Lab and author of Who Needs College Anymore?, about how institutions can realign academic programs to better serve nontraditional students and meet workforce demands.

Drawing from her experience supporting over 1,200 colleges and regional systems, deLaski explores how modular credentials, skills-based learning, and short-term pathways can make higher education more accessible and valuable to adult learners. The conversation highlights how institutions can use design thinking, industry data, and step-ladder credentialing to connect academic outcomes to employment opportunities—without abandoning their core mission.

This episode is especially relevant for presidents, trustees, and academic leaders tasked with redesigning programs and structures to improve learner outcomes, increase enrollment, and strengthen workforce relevance.

Topics Covered:

• The rise of nontraditional students and the failures of a degree-first model

• How institutions can implement skills-based learning and credential transparency

• Examples of how colleges like Western Governors University are aligning learning with job market demands

• The importance of employer engagement in curriculum design

• Why internal silos and legacy structures hinder meaningful innovation

• How to use step-ladder pathways to improve access, confidence, and long-term outcomes

Real-World Examples Discussed:

• Western Governors University’s use of skills profiles tied to labor market data

• How community colleges are building modular micro-pathways in partnership with employers

• The impact of state policy and funding shifts (e.g., Virginia, Colorado, Texas) on institutional priorities

Three Key Takeaways for Higher Ed Leadership:

1. Aligning academic programs with workforce needs requires intentional curriculum design and employer input.

2. Modular, stackable credentials offer nontraditional students realistic entry points and long-term pathways to degrees.

3. Institutional structures must adapt to support new models—program redesign alone is not enough.

This episode offers actionable insight for institutional leaders committed to expanding access, improving workforce outcomes, and strengthening institutional sustainability.

Recommended For: Presidents, provosts, trustees, academic planners, workforce and career pathway leaders, and board members addressing enrollment challenges and labor market alignment.

Read the transcript on our website: https://changinghighered.com/align-academic-programs-with-workforce-needs-serve-nontraditional-students/

#HigherEdLeadership #AcademicRedesign #WorkforceAlignment #NontraditionalStudents #HigherEducationPodcast

Higher education faces increasing external pressures and diminishing public trust—creating an urgent need for institutional adaptation. In this episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Dr. Brian Rosenberg, former president of Macalister College and author of "Whatever It Is, I'm Against It," about why resistance to change has made colleges and universities particularly vulnerable to current attacks.

Drawing on his 17 years of presidential experience and current perspective as a Harvard visiting professor, Rosenberg analyzes the economic, political, and structural factors undermining public confidence in higher education while offering candid observations about what institutional leaders must do differently to navigate this challenging landscape.

This conversation is especially relevant for presidents, trustees, and institutional leaders seeking to understand both external threats and internal barriers to necessary change.

Topics Covered:

• The multiple factors driving declining public confidence in higher education
• How political polarization and economic concerns about affordability create challenges
• Why traditional governance structures struggle to implement transformational change
• The impact of low completion rates (under 60% nationally) on public perception
• The relationship between boards and presidents during challenging periods
• Why institutions need to collaborate more effectively against external threats

Real-World Examples Discussed:

• Columbia University as a target of coordinated attacks on higher education
• Wellesley College's $100,000 comprehensive fee and its impact on public trust
• The contrast between campus protests today and those of the 1960s
• Institutions with 30% completion rates that would signal catastrophic failure in other industries
• The success of community-connected support structures at Amarillo College

Three Key Takeaways for Leadership:

• Presidents must be honest and transparent with stakeholders about institutional challenges.
• Board members have a responsibility to defend institutional mission—service is a privilege that carries obligations.
• The board-president relationship is the single most important factor in institutional effectiveness.

This episode provides thoughtful analysis for institutional leaders navigating external pressures while managing internal resistance to necessary change.

Recommended For: Presidents, trustees, board members, chief financial officers, and enrollment leaders concerned about institutional sustainability and public perception of higher education.

Read the transcript: https://changinghighered.com/resistance-to-change-attacks-on-higher-education/

#HigherEdLeadership #InstitutionalChange #BoardGovernance #HigherEducationPodcast

Strategic affiliation in higher education offers an alternative path for institutional sustainability—one that maintains mission and autonomy while accessing shared infrastructure and support. In this episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Dr. Matt Nehmer, President of The Colleges of Law, about his institution’s affiliation with The Community Solution Education System (TCS) and what other leaders should know before pursuing similar strategies.

Drawing on his experience as both a college president and former system executive, Nehmer shares how the affiliation was structured, how accreditation and compliance were handled, and what shared services have allowed The Colleges of Law to professionalize operations without sacrificing identity.

This conversation is especially relevant for presidents, trustees, and institutional leaders considering affiliation models to improve long-term viability.

Topics Covered:

• Why The Colleges of Law pursued affiliation before it became a necessity

• The dual-board governance structure that balances autonomy and accountability

• How legal safeguards protected institutional assets during transition

• Shared services provided through The Community Solutions system and how they’re managed

• Accreditation coordination with WASC and the implications of a system model

• Academic collaboration across system institutions without curriculum loss

• Leadership communication and the president’s role in system-level engagement

Real-World Examples Discussed:

• Asset protection using a legacy nonprofit entity

• Cross-listed family law course shared with affiliated institutions

• Accreditation contingency planning in case of system dissolution

• Strategic planning coordination across multiple colleges

Three Key Takeaways for Leadership:

• Presidents must actively educate stakeholders about how system affiliation works.

• Legal and governance structures matter—protect assets and clarify responsibilities.

• Affiliation doesn’t require cultural compromise; it enables operational focus.

This episode provides practical insights for institutions exploring strategic affiliation as a pathway to long-term resilience without sacrificing independence.

Recommended For: Presidents, trustees, board members, general counsel, provosts, and system executives considering affiliation or system alignment models in higher education.

Read the transcript: https://changinghighered.com/strategic-affiliation-in-higher-education/

#HigherEdLeadership #StrategicAffiliation #Governance #HigherEducationPodcast

Strategic planning in higher education isn't just about setting goals—it's about building the kind of stakeholder engagement and leadership alignment that can drive lasting institutional change. In this episode of Changing Higher Ed® podcast, Dr. Drumm McNaughton speaks with Dr. Andrew T. Hsu, President of the College of Charleston, about how a collaborative planning process helped increase enrollment, launch new academic schools, and move the college toward national university status.

Drawing on his background in both industry and higher education, Dr. Hsu shares insights into balancing urgency with collaboration, the importance of faculty engagement, and the realities of leading strategic change within shared governance environments.

This conversation is especially relevant for presidents, boards, provosts, and leadership teams navigating strategic growth, governance challenges, or long-range institutional transformation.

Topics Covered:

• How strategic planning anchored the College of Charleston’s enrollment growth and academic expansion

• Why broad faculty engagement strengthens institutional resilience and accelerates change

• Lessons from balancing urgency for change with the realities of shared governance

• How industry experience shaped Dr. Hsu’s leadership approach in higher education

• Governance missteps: What happens when leadership bypasses consultation—and how to correct course

• Long-term growth planning and the move toward national university status

Real-World Examples Discussed:

• College of Charleston’s creation of Schools of Health Sciences, Natural and Environmental Sciences, and Engineering, Computing, and Mathematics

• The enrollment surge from 11,000 to 32,000 applications annually under Dr. Hsu’s leadership

• Policy changes at Charleston to formalize academic reorganization processes after early challenges

Three Key Takeaways for Leadership:

1. Build stakeholder ownership early: Strategic planning must involve faculty, staff, students, alumni, and governing boards to ensure success.

2. Respect governance processes: Even well-intentioned leadership actions can falter without proper consultation and transparency.

3. Balance urgency with collaboration: Sustainable change in higher education requires leaders to move decisively while honoring shared governance culture.

This episode offers practical strategies for institutions seeking to strengthen their strategic planning efforts and drive sustainable growth through collaborative leadership.

Recommended For: Presidents, provosts, trustees, board members, strategic planning leaders, and senior administrators focused on institutional transformation and governance alignment.

Read the transcript: https://changinghighered.com/higher-education-strategic-planning-and-growth/

#HigherEdLeadership #StrategicPlanning #SharedGovernance #HigherEducationPodcast

With state capital support on the decline and infrastructure aging out of usefulness, higher education leaders are under pressure to find new ways to fund capital projects—without compromising mission, control, or long-term sustainability. In this episode of Changing Higher Ed®, Dr. Drumm McNaughton explores creative capital funding strategies institutions are using to meet urgent facility and housing demands.

His guest, Brent Miller—Higher Education Market Sector Leader at HED—shares how colleges and universities across the country are structuring public-private partnerships (P3s), securing transformational donor gifts, and leveraging local bond initiatives to move large-scale capital plans forward.

This conversation is especially relevant for presidents, CFOs, trustees, and VPs of facilities navigating deferred maintenance, campus growth, or strategic repositioning. Brent brings 30+ years of architectural and capital planning experience to the conversation, offering insights from some of the most innovative projects in higher ed capital development.

• Why traditional state funding is no longer enough—and what institutions are doing about it

• How public-private partnerships (P3s) work, and which types of projects they’re best suited for

• Case studies from USC, UC Irvine, University of Michigan, UC Merced, and more

• Donor and corporate partnership models that align with institutional missions

• How local bond initiatives are changing the future of community colleges

• What boards and presidents need to know about aligning capital projects with strategy and risk

• USC’s Iovine and Young Academy, funded by a $70M gift from Jimmy Iovine and Dr. Dre

• UC Irvine’s interdisciplinary health sciences building—merging donor intent and design

• University of Michigan’s Ford Robotics Building, a co-developed corporate-academic research hub

• UC Merced 2020, a $1.3B P3 that doubled the university’s physical capacity

• Cal State San Marcos’ early mixed-use P3 development for housing and retail

• A facilities deal struck to replace plant equipment at cost and pay via utility savings

• General Motors University as an early model of industry-aligned higher ed

1. Ensure capital alignment with strategy: Every capital initiative should support the university’s mission, enrollment trajectory, and long-term vision.

2. Build in lifecycle costs: Deferred maintenance and energy savings must be part of the upfront planning—not afterthoughts.

3. Communicate across stakeholders: From boards and donors to students and local communities, transparency is essential to success.

This episode provides both a strategic framework and actionable insight into how today’s institutions can overcome capital constraints through innovation, collaboration, and long-range thinking.

Recommended For: Presidents, provosts, CFOs, trustees, board chairs, and facilities executives leading campus master planning, housing expansion, or long-term capital strategy.

Read the transcript: https://changinghighered.com/capital-funding-strategies-higher-education/

#HigherEdLeadership #PublicPrivatePartnerships #HigherEducation #HigherEducationPodcast

Public confidence in colleges and universities has dropped dramatically—only a third of Americans say they trust higher education. In this episode, Dr. Drumm McNaughton talks with Dr. Courtney Brown, Vice President of Strategic Impact and Planning at Lumina Foundation, about Gallup–Lumina’s latest findings and what institutional leaders must do to address the affordability and workforce relevance concerns behind this erosion of trust.

They also explore Lumina’s new 2040 goal: 75% credential attainment—with a focus on value, not just completion.

What we cover in this episode:

• Gallup data on declining public trust in higher education

• The ROI paradox: affordability vs. long-term economic benefit

• Why public perception is shifting—even as current students see value

• What Lumina’s 75x2040 goal means for institutional strategy

• How colleges can realign offerings to workforce expectations

• Supporting adult learners and restoring trust through transparency

Read the full show summary and access the transcript here: https://changinghighered.com/public-trust-in-higher-education-lumina/

#HigherEducation #CollegeAffordability #CollegeROI

About Our Guest Dr. Courtney Brown is Vice President of Strategic Impact and Planning at Lumina Foundation. She leads research, learning, and strategic initiatives aimed at increasing access to quality credentials for all Americans.

About the Host Dr. Drumm McNaughton is CEO of The Change Leader and host of the Changing Higher Ed podcast. He works with higher education boards and leadership teams to improve governance, lead strategic transformation, and navigate accreditation and institutional effectiveness.

Most institutions survey their faculty, but few turn that data into meaningful action. This episode explores how higher education leaders can use faculty satisfaction data to inform strategic planning, strengthen shared governance, retain talent, and lead institutional change.

Dr. Drumm McNaughton is joined by Dr. R. Todd Benson, Executive Director of COACHE (Collaborative on Academic Careers in Higher Education), to examine how institutions are applying faculty data in more intentional ways. The conversation focuses on how leadership can move from reporting results to building trust, aligning leadership decisions with faculty needs, and implementing sustained improvements.

Benson outlines COACHE’s three-year cycle, where survey data serves not as a static report card, but as the starting point for structured, campus-wide conversations. Institutions are encouraged to engage faculty in interpreting the data, identifying top priorities, and co-owning the solutions. This approach helps shift the focus from compliance and benchmarking to long-term capacity building.

Shared governance is a recurring theme throughout the episode. Benson explains how survey questions are designed to test whether faculty and administration are operating in a framework of mutual trust and responsibility. He shares examples where even well-documented governance structures break down due to weak relationships or inconsistent communication—issues that leadership can’t fix with policy alone.

The episode also breaks down COACHE’s findings from the national Faculty Retention and Exit Study. Three factors consistently predict faculty satisfaction and attrition: how time is allocated, how resources align with expectations, and whether leadership is seen as trustworthy and transparent. These drivers connect directly to institutional risk, culture, and long-term sustainability.

Examples from Georgia State University and the University of Texas at Arlington show how institutions can take action. Georgia State created a public-facing COACHE dashboard that connects findings to actual decisions. UT Arlington’s faculty senate led the charge, collaborating with administration to develop a shared scorecard and secure resources to address salary equity and improve doctoral student recruitment.

For presidents, provosts, and boards, the message is clear: collecting faculty data isn’t enough. The real work happens in what you do next.

What higher ed leaders will learn in this episode:

• How to engage faculty in prioritizing and interpreting satisfaction data

• What shared governance metrics reveal about institutional health

• How time, trust, and support shape retention

• Why transparency and follow-through matter more than data volume

• What successful institutions are doing to move from insight to action

Three takeaways for higher ed leadership:

• Communicate clearly and consistently—before, during, and after surveys

• Share the human impact of faculty work, not just metrics

• Recognize and reflect value back to your faculty in ways that build trust

Bonus insight: “The absolute worst feeling of a leader is to turn around and find no one’s following.” As Dr. Drumm McNaughton explains, leadership isn’t just about making decisions—it’s about building the trust and relationships that make people want to follow. Without that, strategy fails before it begins.

Read the transcript of this episode at https://changinghighered.com/faculty-satisfaction-data-for-strategic-change-in-higher-ed/

#HigherEducationPodcast #HigherEducation #FacultySatisfaction