According to recent ACE presidential survey data, women now constitute 33% of university presidencies, yet a troubling pattern has emerged: these leaders are often appointed during times of institutional crisis, creating what researchers call "the glass cliff" phenomenon.

In this episode of Changing Higher Ed®, Dr. Lori Varlotta, former president of Hiram College and California Lutheran University and current Distinguished Professor of Higher Education Leadership at Cal Lutheran, shares insights from her research on the glass cliff phenomenon in higher education. Drawing from her first research sabbatical in 40 years, she explores how women presidents are often hired during periods of institutional vulnerability and what can be done to ensure their success.

The glass cliff differs significantly from the well-known glass ceiling concept. While the glass ceiling refers to invisible barriers preventing women from reaching top leadership positions, the glass cliff describes a phenomenon where women are specifically recruited for leadership roles during times of institutional crisis or vulnerability. In higher education, this vulnerability typically manifests as enrollment declines, decreasing net tuition revenue, grant funding challenges, or cultural crises.

Dr. Varlotta's research reveals that women presidents face unique obstacles when leading institutional turnarounds, often facing implicit bias, gender-based generalizations about their performance, and disproportionate scrutiny of their appearance and leadership style through gender-charged reporting.

Key Takeaways for Prospective University Presidents and Boards

1. Due Diligence: Carefully assess whether the campus truly wants the bold, transparent leadership they claim to seek during the hiring process. Engage in extensive conversations with the board to ensure alignment between stated goals and actual support.

2. Resource Commitment: Secure essential resources before accepting the position, including PR support, crisis communication expertise, and a dedicated board committee willing to serve as change management partners.

3. Gender-Charged Reporting: Be prepared for heightened scrutiny of appearance, mannerisms, and communication style. As highlighted in the research, women leaders often face disproportionate attention to non-performance factors compared to their male counterparts.

As higher education faces continuing challenges, understanding and addressing the glass cliff phenomenon becomes increasingly essential for institutional success. Dr. Varlotta's research highlights the importance of careful preparation, adequate support systems, and recognition of the unique challenges faced by women leaders in academic turnaround situations.

Read the transcript on our website: https://changinghighered.com/the-glass-cliff-in-higher-education-challenges-faced-by-women-university-presidents/

#GlassCliff #UniversityGovernance #HigherEdLeadership

About Our Podcast Guest

For four decades, Lori Varlotta, Ph.D., has held leadership positions at universities large and small, public and private, faith-based and secular, stand-alone and system-embedded. For 20+ years, she has served at the executive level: Senior VP at Sacramento State and President at Hiram College (OH) and California Lutheran University. In both presidencies, Varlotta was the first woman at the institution to hold the post. At each, she was recruited to lead systemic changes to reposition the institution for the future. Along with the turnaround and repositioning work for which she is known, Varlotta contributes routinely to national conversations and publications on student success, systemic change, integrated planning and budgeting, curricular and co-curricular prioritization, shared governance, and DEIJ. As a first-generation college student, she is grateful for the educational opportunities she has experienced. She credits her blue-collar family and community, however, for teaching her life’s most important lessons.

Connect with Lori Varlotta on LinkedIn →

About the Podcast Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn→

Creating new colleges, new college programs, and growing enrollment is not an easy task in our current academic environment. Building enrollment for a brand-new academic program is one of higher education's toughest challenges. Yet, the University of Oklahoma's Polytechnic Institute (UOPI) successfully recruited its first class by flipping the traditional mindset. Instead of expecting students to be "college ready," they designed their programs to be "student ready."

In this episode of Changing Higher Ed®, Dr. Teri Reed, inaugural director of the University of Oklahoma Polytechnic Institute at OU Tulsa and veteran creator of innovative engineering education programs, shares insights on launching new academic programs and colleges, revealing how strategic partnerships with Google and local community colleges helped launch new degrees that attract students to high-demand fields like cybersecurity and artificial intelligence.

Podcast Overview Industry-Driven Program Design

• Extensive consultation with industry partners identified skills gaps, particularly in applied technical fields.
• Curriculum development focused on producing "industry ready" graduates.
• Programs include cybersecurity, applied artificial intelligence, and software development integration.
• Industry certifications embedded within courses to enhance graduate employability.

Strategic Faculty Recruitment and Structure

• Innovative group interview process to ensure a collaborative mindset.
• Faculty hired across disciplines to prevent silos.
• Over 200 years of combined industry experience among 10 faculty members.
• Integration of industry professionals as university affiliates (including a current Google employee).

Continuous Improvement: Curriculum Agility and Innovation

• Annual curriculum reviews and updates based on industry feedback.
• Willingness to modify programs multiple times per year to stay current.
• Two faculty "owners" per course to encourage collaboration and innovation.
• Focus on cross-disciplinary integration rather than traditional departmental structures.

Strategic Partnerships

• Close collaboration with local community colleges for seamless transfers.
• The "Intentional swirling" approach allows students to progress while completing associate degrees.
• Industry partnerships inform curriculum and provide real-world expertise.
• Marketing and communication strategies to build program awareness.

Creating Programs Focused on Student Success

• "Student ready" philosophy rather than the traditional "college ready" approach.
• Emphasis on meeting students where they are academically.
• Focus on reducing time-to-degree completion.
• Integration of industry certifications within coursework.

Three Takeaways for University Presidents and Boards

1. Listen broadly, especially to stakeholders who don't typically feel heard.
2. Be bold in creating unique programs that differ from traditional approaches.
3. Embrace opportunities in the high-tech world and move quickly to implement changes.

Bonus Takeaway from Dr. McNaughton

• Hire faculty and staff who embrace change and are willing to continuously update curriculum based on industry needs.

 

Wrapping Up

This case study of the OU Polytechnic Institute provides valuable insights for higher education leaders looking to develop new programs that build enrollment and meet industry needs while maintaining academic rigor and ensuring student success.

#HigherEducation #HigherEdEnrollment #HigherEducationPodcast

Read the show transcript on our website: https://changinghighered.com/launching-new-college-programs-that-build-enrollment/

 

 

About Our Podcast Guest

Teri K. Reed, Ph.D., is the inaugural director of the OU Polytechnic Institute at OU-Tulsa.  An OU alumna, internationally recognized leader in the field of engineering education, and advocate for research-informed approaches to engineering education and administration, Reed has made significant contributions to higher education nationally. She helped establish the scholarly foundation for engineering education as an academic discipline through co-authorship of several landmark 2006 Journal of Engineering Education’s special reports. She serves as an executive board member and fellow of the American Society for Engineering Education, and she is a former president of the Women in Engineering ProActive Network. She is the recipient of many accolades that recognize her teaching and leadership abilities, including two awards from the University of Oklahoma: the Distinguished Service Award from the Mewbourne College of Earth and Energy, and selection as one of the inaugural recipients of the OU Regents’ Alumni Award.

Connect with Teri Reed on LinkedIn →

 

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn→

According to the Consortium for Analysis of Student Success through International Education (CASSIE), students who participate in study abroad programs are 6.2 percentage points more likely to graduate within four years and 3.8 percentage points more likely to graduate within six years compared to their non-study abroad peers. Additionally, these students tend to earn higher GPAs and accumulate more credit hours upon graduation. This University System of Georgia infographic shows these outcomes directly enhance institutional key performance indicators such as retention and persistence.

In this episode of Changing Higher Ed® podcast, Dr. Drumm McNaughton interviews Dr. Scott Marshall, President and CEO of the Institute for Shipboard Education, about how Semester at Sea transforms students’ lives and enhances institutional outcomes through innovative study abroad programming.

Why Semester at Sea is a Game-Changer

Semester at Sea offers students the opportunity to visit up to 10 countries during a single semester while earning 12 to 15 college credits through a partnership with Colorado State University. The program is supported by 180 universities worldwide, attracting a diverse student body of 450 to 550 students per voyage. While onboard the ship, students engage in a robust academic curriculum and participate in a living-learning community. This unique environment fosters strong relationships among peers, faculty, and staff while encouraging deep reflection on cultural experiences gained at each port of call.

The program creates a profound impact on students by integrating global learning, critical thinking, and community-building into a single, cohesive experience. Alumni frequently credit Semester at Sea with shaping their careers and life paths, emphasizing how the iterative process of experiencing different cultures followed by reflection can permanently transform mental models and worldviews.

The Impact of Study Abroad on Institutional Success

The importance of study abroad programs in improving institutional metrics is significant. Research shows that students who study abroad graduate faster, earn higher GPAs, and complete more credit hours than their peers. This results in improved retention rates and better long-term outcomes for universities. Semester at Sea’s unique model of comparative experiential learning sets it apart from traditional study abroad programs, making it an invaluable asset for institutions seeking to enhance student outcomes and global competencies.

Semester at Sea Benefits for Universities

As a “third-party provider” program, Semester at Sea allows universities to partner without the financial burden of running their own study abroad initiatives. While institutions may lose one semester’s worth of tuition from participating students, the long-term benefits—such as higher retention rates, faster graduation times, and increased alumni loyalty—far outweigh the costs. By investing in study abroad programs, institutions can position themselves as leaders in global education and prepare their students for the challenges of an interconnected world.

Innovations for the Future of Study Abroad Programs and Semester at Sea

Looking ahead, the program is exploring new ways to remain at the forefront of global education. Plans include creating an artificial intelligence (AI) floating lab, which would allow students to gain AI literacy while participating in the program’s transformative experiential learning model. Collaborating with corporate partners like Nvidia, this initiative aims to equip students with cutting-edge skills that are increasingly critical in today’s job market.

The Case for Expanding Study Abroad Destinations

While Europe remains a popular destination for study abroad, institutions are encouraged to expand their programs to include Asia, Africa, and other emerging economies. With three of the world’s top five economies located in Asia (Japan, China, and India), exposing students to these regions is essential for preparing them to succeed in a globalized workforce. Semester at Sea’s itineraries reflect this need by offering students a diverse range of cultural and economic contexts to explore.

The Importance of Faculty Engagement

Faculty play a crucial role in the success of Semester at Sea. Participating faculty members enhance the student experience and bring fresh perspectives and global insights back to their home campuses. This ripple effect benefits future cohorts and strengthens the institution’s academic community. Faculty on Semester at Sea voyages are carefully selected for their passion for teaching and ability to contribute to the program’s unique living-learning environment.

What Makes Semester at Sea Unique?

Much of the program’s success is attributed to its living-learning community, which fosters deep connections among students, faculty, and staff. Students live and learn together on a ship for 105 days, participating in high-impact practices such as global learning and common intellectual experiences. The program’s structure ensures that students develop intercultural competencies, adaptability, and critical thinking skills that are vital in today’s interconnected world.

Three Takeaways for University Presidents and Boards

1. Consider Study Abroad Offices as Revenue Supporters Reframe how study abroad offices are viewed—not as cost centers but as revenue enhancers. These programs drive institutional success by improving retention, graduation rates, and overall student outcomes.

2. Invest in Study Abroad Programs Institutions should provide incentives for students to participate in study abroad, such as financial aid scaled to family contributions. These investments yield significant returns through better institutional KPIs and stronger alumni engagement.

3. Encourage Expansion Beyond Europe Study abroad offices should prioritize robust, comparative programs outside Europe, focusing on emerging economies like Asia and Africa. This approach aligns with global trends and equips students for success in diverse cultural and economic contexts.

Bonus Takeaway from Dr. McNaughton: Involve your faculty in study abroad programs. Faculty who participate in programs like Semester at Sea return with enriched perspectives that benefit students and strengthen institutional outcomes.

Final Thoughts

As higher education leaders face mounting challenges in student retention, persistence, and graduation rates, innovative programs like Semester at Sea offer an intriguing solution. The combination of experiential learning, cultural immersion, and academic rigor provides students with a transformative experience that shapes their futures and strengthens institutional performance. By investing in global education and expanding opportunities beyond traditional boundaries, institutions can prepare students to succeed in an interconnected world while achieving vital organizational objectives.

Read the transcript on our website at https://changinghighered.com/semester-at-sea-improves-student-outcomes-and-boosts-institutional-success/

#HigherEducation #StudyAbroad #SemesterAtSea

About Our Podcast Guest

Scott Marshall is the host of the As Unexpected Podcast and President and CEO of the Institute for Shipboard Education, which directs Semester at Sea, a leading study abroad program. His passion for global education began with a study abroad experience in Japan as an undergraduate. Marshall sailed with his family on Semester at Sea in Spring 2017, later joining the organization as Vice President of Academic Affairs and becoming President in 2020. Previously, he was a Professor of Management and Vice Provost at Portland State University, publishing over 40 works on management, marketing, and entrepreneurship while teaching strategy and international business. He earned a B.A. in Business Economics from Willamette University, an M.A. in International Affairs from George Washington University, and a Ph.D. in International Business from the University of Oregon. His career reflects a lifelong dedication to education, travel, and fostering cross-cultural understanding.

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

 

Higher Education Enrollment Decline 2024-2040: You Can’t Recruit Your Way Out of a Declining Market The enrollment cliff is no longer a distant threat—it’s here, and institutions must act decisively to adapt. In this episode of Changing Higher Ed, Dr. Drumm McNaughton hosts Bill Conley and Bob Massa of Enrollment Intelligence Now to explore the demographic shifts, financial realities, and strategic imperatives reshaping higher education. With over 80 years of combined experience from institutions including Johns Hopkins, Bucknell, Dickinson College, and Columbia University, these enrollment experts provide insights into the demographic and enrollment decline.

The latest Western Interstate Commission on Higher Education (WICHE) report projects significant declines in high school graduates, signaling major challenges for higher education institutions. After peaking at 3.9 million graduates in 2025, numbers will decline to 3.6 million by 2030 and below 3.4 million by 2040—a 13% drop over 15 years. Five states (California, Illinois, Michigan, New York, and Pennsylvania) will account for over 75% of this nationwide decline.

Key Demographic Shifts (2025-2040)

• White student population: 26% decrease (1.6M to 1.2M)
• Hispanic student population: 16% increase (940K to 1.1M)
• Black student population: 22% decrease
• Asian student population: 10% decrease
• Growing gender gap: 2025 projection shows 52% female vs. 42% male degree holders

Market Segmentation Impact

1. Elite/Selective Institutions (Minimal impact)
   • Institutions with

Exploring Academic Censorship and Its Impact on Free Speech in Universities

This episode of Changing Higher Ed® podcast features Dr. Jeremy Young of PEN America, discussing the organization's efforts to combat censorship in higher education. PEN America's "Freedom to Learn" program actively opposes state legislative attempts to restrict academic freedom and free speech on college campuses. The interview highlights concerning trends like "educational gag orders," "jawboning," and DEI bans in various states, emphasizing the threat these actions pose to intellectual discourse and institutional autonomy.

Young advocates for universities to prioritize protecting free expression, even amidst political pressure, suggesting strategic approaches for presidents and boards to navigate these challenges. The discussion also covers PEN America's annual report, "America's Censored Classrooms 2024," which tracks these legislative trends.

Podcast Overview PEN America's Mission and Background

• PEN America is a 100-year-old organization focused on defending the freedoms of writers, including academic freedom and freedom of expression.
• Originally stood for Poets, Essayists, and Novelists but now just "PEN" to be more inclusive of all writers.
• PEN International has over 140 PEN centers worldwide.
• PEN America's activities include awards, literary festivals, global writer protection, advocacy against book bans, free speech advocacy, and higher ed advocacy (Freedom to Learn program).
• PEN America is described as "center-left," maintaining relationships with organizations across the political spectrum.

The Threat to Academic Freedom and Free Speech

• There's a growing movement to constrict the space of ideas available to students on college campuses.
• The argument often made is that universities lean left, and the solution is to limit existing voices, not to add more conservative perspectives.
• This trend manifests in attempts to ban courses, curricula, and harass administrators.
• The "solution to speech is more speech," and increased voices are beneficial.

Book Banning and the Underlying Agenda

• Book banning often involves claims of obscenity but is ultimately an attempt to constrain ideas, not to protect children from inappropriate material.
• Analysis of banned books reveals they disproportionately feature minoritized identities, including LGBTQ, race, and sexual violence.
• Those who want to ban these books view them as encouraging those types of identities.
• PEN believes people need to see themselves reflected in books and that banning them is an attempt to cut off viewpoints for students.

"America's Censored Classrooms 2024" Report

• An annual report tracking legislation that censors colleges and universities.
• Tracks "educational gag orders" that censor topics/ideas and restrictions on university autonomy (DEI offices, curriculum, accreditation standards, tenure, governance).
• Focuses on trends in proposed and passed legislation and predictions for the future.

Jawboning as a Form of Censorship

• Jawboning refers to lawmakers threatening or bullying university presidents into actions they want without passing laws.
• This includes pressuring universities to close DEI offices or eliminate certain programs.
• It is a stealthy approach as there are no democratic elements, no hearings for public comment, and no laws in place to challenge.
• It creates a difficult situation for presidents who have limited leverage and no recourse.
• Congressional hearings on antisemitism have become another form of jawboning intended to intimidate university presidents and make political points.
• The goal often isn't to address the issue at hand but to exploit them for political gain.

Florida as a Case Study in Censorship

• Florida is cited as "Armageddon for higher education."
• The state passed the "Stop Woke Act," which is a direct restriction of faculty speech.
• SB 266 banned DEI and placed significant restrictions on curriculum, causing numerous course eliminations.
• The University of North Florida removed its interfaith center due to thinking it was a DEI program.
• The governor replaced the board of New College of Florida with conservative figures who dramatically altered the curriculum and mission.
• PEN America has opened a permanent office in Florida to respond to these threats.

DEI Bans in Higher Education and Their Impacts

• DEI bans result in the closing of cultural centers, women's centers, and multicultural centers.
• Staff are often reassigned or laid off in states that pass bans.
• Iowa has passed the most draconian ban, including a ban on developing any programming "with reference to race."
• It restricts universities from opining on 16 topics related to race, gender, and identity or any related topics.
• Universities can't even discuss bias, including the term.

Extremist Attacks on Accreditors

• Project 2025 has a plan to weaponize accreditation, forcing accreditors to remove any reference to DEI.
• The government is threatening to censor ideas by forcing this change in standards.
• WASC considered preemptively removing DEI language but backed off after pushback.
• PEN America is not concerned with DEI standards themselves but with government censorship of those standards.

The Impact of Censorship Laws

• It takes years to reverse censorship laws, even if they are ultimately deemed unconstitutional.
• Once laws are put into place, universities have to comply until they are challenged.
• This can lead to the loss of programs, funding, and staff for years.
• The "Stop Woke Act" was ruled on in four and a half months, which was exceptionally fast.

Institutional Neutrality and University Leadership

• Presidents are scared, and there are laws banning them from commenting on anything.
• Institutional neutrality is a good principle, but the judgment of what concerns the university's mission must be made internally.
• The government is inserting its judgment over the judgment of the people who are running the institution.
• Academic freedom is not possible if the leaders are under the direct ideological thumb of the government.

University Presidents' Responses and Strategies: Managing Laws and Defending Ideological Independence

• Many presidents are doing the wrong thing, unilaterally disarming by preemptively closing DEI programs.
• It is a strategy that is ineffective when they are dealing with a national campaign, not local lawmakers.
• Presidents should be prudent about public statements but strategically defend the university's ideological independence.
• They should embrace cooperation with lawmakers on non-ideological issues (budgets, safety, etc.), but not on controlling ideas.
• Presidents need to use their limited leverage to protect the independence of the university.

Faculty's Role in Protecting Free Speech

• Universities sometimes fail to share their strategies with faculty and restrict the faculty from expressing viewpoints that could help the institution.
• Faculty can be more outspoken than institutions, and using the "I'm not speaking for the university" disclaimer can be helpful.
• Universities should not comment on current events unless they directly affect the institution.
• Universities should not silence alternative viewpoints.
• Leaders should avoid inserting themselves in debates where there is no role for them.

Free Expression and Institutional Mission

• Universities must welcome all viewpoints to allow for robust debate.
• This allows the university to state whether a view aligns with the values of the institution.
• They must defend the right for all to speak, but they must be able to freely express their own views on the matter.
• There is no constitutional exception for hate speech, only incitement to violence.

Champions of Higher Education

• PEN America has created the Champions of Higher Education, which is a group of over 300 former college presidents who speak out against these laws and attacks.
• It is important to protect all kinds of speech on campus, as well as to maintain a safe campus environment.

Four Takeaways for University Presidents and Boards

1. "Don't do the censors work for them."
2. "Don't comply in advance."
3. "Promote the values of free expression, no matter what is happening in the country."
4. Train all members of the university community in how free expression works.

Final Thoughts

Dr. Young's insights highlight the serious and growing threats to academic freedom in the U.S. The interview reveals the complex strategies used by those attempting to censor higher education, the challenges faced by university leaders, and the importance of actively defending free expression. PEN America's work is presented as a crucial effort to protect the fundamental principles of higher education as a place for diverse viewpoints and robust debate.

Read the transcript on our website: https://changinghighered.com/censorship-in-higher-education-a-pen-america-perspective/

#HigherEducation #Censorship #Project2025

 

About Our Guest

Jeremy C. Young is the Freedom to Learn Program Director at PEN America, where he leads efforts to fight government censorship in higher education institutions. He directs PEN America’s work on educational gag orders, the Champions of Higher Education initiative, and an expanding network of coalitions to mobilize support for professors and teachers. A former history professor, Young holds a Ph.D. in U.S. history from Indiana University and is the author of The Age of Charisma: Leaders, Followers, and Emotions in American Society, 1870-1940 (Cambridge University Press, 2017).

 

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

 

In this 7th annual end-of-year episode of the Changing Higher Ed® podcast, Dr. Drumm McNaughton becomes the guest of our podcast as we welcome this year's guest host, Tom Netting, of TEN Government Strategies, to review McNaughton's higher ed predictions for 2024 and explore his higher education 2025 predictions. The discussion reveals how higher education fared over the polarizing election year and what to expect in the coming year. 

Review of 2024 Higher Ed Predictions and Outcomes Political Environment and Higher Education: Grade A

The prediction about increased political involvement in higher education proved remarkably accurate in 2024, particularly given the election year dynamics. The sector experienced unprecedented political scrutiny, culminating in the October 7th congressional hearings that led to the departure of three university presidents. State-level political intervention was particularly evident in Florida, where more than a fifth of University of Florida professors failed post-tenure review under new requirements.

A Foundation for Individual Rights and Expression (FIRE) survey of 6,000 faculty members across 55 colleges revealed that one in seven faculty members reported being disciplined or threatened with discipline due to their teaching, research, academic discussions, or off-campus speech. The election year amplified these tensions, with higher education becoming a focal point in political debates.

2024 Enrollment Challenges and Demographics: Grade A

The prediction regarding enrollment challenges proved accurate, with institutions facing significant pressures:

• FAFSA rollout complications created unexpected enrollment barriers
• Regional institutions and private colleges were particularly affected
• Institutions under 1,000 students faced the greatest vulnerability
• Demographic realities showed concerning trends: from 3.4 million students in 2010 to 3.9 million by 2025, with a projected drop back to 3.4 million over the next 15 years.

Institutional Closures and Market Consolidation: Grade A

The closure rate accelerated dramatically, rising from 50 closures in 2022 to 80 in 2023. In 2024, 16 nonprofits closed, with Christian colleges representing half of these closures. The impact extended beyond campuses - Wells College's closure in Aurora affected the town's elementary school, water treatment plant, and community medical center. Academic realignment became crucial, exemplified by West Virginia University's cuts of 143 faculty positions and 28 programs and PASSHE's consolidation of six universities into two regional entities.

As predicted, smaller private institutions became prime targets for acquisition:

• Institutions under 1,000 enrollment faced greatest pressure
• Those without strong endowments particularly vulnerable
• Early movers in seeking partnerships fared better than those waiting until financial crisis
• Market showing clear signs of mature-to-declining industry characteristics

Technology and Artificial Intelligence Adoption: Grade A-

The sector showed a clear divide in AI adoption approaches:

• Miami Dade College and Kogod Business School fully integrated AI across curricula
• Other institutions maintained strict opposition to AI-generated content
• Faculty concerns about AI replacing jobs emerged at institutions like University of Wisconsin
• Progressive institutions recognized AI's potential in enrollment management, student outcomes measurement, and program assessment

Student Needs and Pandemic Recovery: A-

Post-pandemic adaptation revealed mixed results:

• Successful intense tutoring programs demonstrated three to four months of focused support could gain students a year in academic progress
• Faculty resistance to changing traditional teaching methods remained stronger than anticipated
• Growing sense of student and faculty disengagement emerged
• Increased burden on faculty as informal student counselors
• Shift toward more transactional educational relationships

Higher Education 2025 Predictions Legislative and Regulatory Environment

1. Higher Education Act Reform

• Partial reform through budget reconciliation rather than comprehensive overhaul
• Implementation of short-term Pell Grants with bipartisan support
• Department of Education reorganization likely but not dissolution
• Enhanced focus on workforce development while maintaining liberal arts values

1. Regulatory Changes

• Significant modifications to existing regulations under new administration
• Major changes to accreditation oversight through legislation
• Evolution of NACIQI's role and authority
• Enhanced institutional accountability measures
• Challenges to regulatory authority through cases like Loper Bright

Market Evolution and Institutional Viability

1. Enrollment and Demographics

• One-time enrollment increase in early 2025 due to FAFSA resolution
• Subsequent decline as demographic cliff impacts materialize
• Uncertainty in international student enrollment due to immigration policies
• Critical need for innovative recruitment strategies
• Expansion of direct admission programs

1. Institutional Sustainability

• Accelerated pace of closures and mergers
• Increased pressure on institutions under 1,000 enrollment
• Four strategic options: acquire, sell, consolidate, or close
• Enhanced focus on mission-critical programs
• Need for proactive partnership exploration while financially viable

Academic and Administrative Transformation

1. Campus Climate and Governance

• Continued pressure on DEI initiatives with more institutions modifying policies
• Persistent free speech challenges requiring balanced approaches
• Enhanced board engagement beyond traditional meeting schedules
• Evolution of shared governance models
• Balance between oversight and operational support

1. Technology Integration

• Required AI adoption across operations
• Integration of AI into teaching and administrative functions
• Need for systematic faculty development in technology
• Balance between innovation and academic integrity
• Enhanced focus on critical thinking in AI use

1. Financial Sustainability

• Limited progress on broad student debt forgiveness
• Focus on program cost-benefit analysis
• Innovation in financial aid delivery
• Growing emphasis on affordability initiatives
• Enhanced scrutiny of return on investment

Strategic Imperatives for Leadership Proactive Planning and Adaptation

Institutions must:

• Develop comprehensive contingency plans for enrollment fluctuations
• Create distinctive value propositions
• Implement effective academic realignment strategies
• Balance workforce needs with educational mission
• Consider strategic partnerships before financial pressure becomes acute

Governance and Leadership Evolution

Boards must:

• Increase engagement frequency
• Maintain appropriate oversight without micromanagement
• Consider institutional sustainability options proactively
• Support presidents in navigating complex challenges
• Ensure alignment between mission and market realities
• Focus on student success and community impact

Wrapping Up McNaughton's 2025 Higher Ed Predictions

The higher education landscape stands at a critical juncture where decisions made in 2025 will determine institutional trajectories for years to come. Success requires balancing traditional academic values with market realities while maintaining focus on student success and institutional sustainability. The sector must embrace transformation while preserving core educational missions, requiring unprecedented levels of strategic thinking and proactive leadership.

The demographic cliff, political challenges, technological change, and market evolution demand a new approach to higher education leadership. Institutions that survive and thrive will be those that can adapt to changing conditions while preserving their essential character and mission. The time for proactive strategic planning and decisive action is now, before external pressures force reactive responses.

Read the transcript on our website at https://changinghighered.com/higher-education-2025-predictions-2024-year-in-review/

#Highereducation #2025HigherEdPredictions #HigherEducationPodcast

About Our Podcast Guest Host

Tom Netting

Having spent all of his professional career devoted to higher education policy oversight and implementation, Tom Netting has an extensive knowledge of the laws and regulations governing all aspects of higher education. His considerable background and experience have afforded him the opportunity to view the development and implementation of federal higher education and workforce development policy in their entirety – including issues related to higher education and workforce development, health care, veteran affairs policies, and the procurement of federal appropriations.

About the Co-Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Consolidating Higher Education: The Community Solution Model

This episode of the Changing Higher Ed® podcast features Dr. Michael Horowitz, Chancellor of The Community Solution Education System (formerly TCS Education System), who discusses using innovative models for higher education consolidation as an additional category in or alternative to traditional mergers or acquisitions. Horowitz highlights the system's unique approach, a collaborative model prioritizing resource optimization and expertise sharing among member institutions while maintaining individual identities.

The conversation addresses challenges facing higher education, including increasing closure rates and the importance of proactive strategies like mergers, acquisitions, and consolidations. Both McNaughton and Horowitz emphasize the necessity of early planning and shared vision, particularly involving faculty, for successful integration.

They also touch on broader trends and challenges in higher education, such as increasing closures and the challenges boards face in adapting to the uniqueness of the business of higher education.

They conclude with practical advice for institutions considering consolidation, focusing on partnership development, early financial assessment, and resource amplification to strengthen academic missions.

 

Key Discussion Points

 

The Community Solution Model: A Collaborative System

• Alternative to Traditional M&A: The Community Solution operates as a "system" where institutions collaborate rather than compete. This approach aims to optimize resources, share expertise, and improve student success.

Quote: "The consolidation that operates as a system in which its institutions collaborate instead of competing, gain resources, share expertise, and optimize expenditures in the process." – Michael Horowitz

• System Integration: The system model integrates non-student facing operations like finance, technology, and marketing. This allows individual institutions to focus on academic endeavors.

Quote: "All of that can be scaled. To better quality, for the same dollar... The uniqueness has to drive through the academics."– Michael Horowitz

• Maintaining Institutional Identity: Each college within the system retains its own accreditation, president, board, leadership, assets, and liabilities. The system consolidates operations, not the institutions themselves.

Quote: "…each of our colleges keeps its own accreditation, president, board, leadership, their own assets and liabilities." – Michael Horowitz

Trends in Higher Education and the Need for Consolidation

• Increasing Closures: The concerning trend of college closures, which have a significant negative impact on students and communities. Clayton Christensen's prediction of closures is revisited and said to be possibly understated.

Quote: " The closure rate is accelerating. Last year there were 80 closures total, including 16 nonprofits." – Drumm McNaughton

• Mature and Declining Market: The higher education market is described as mature with overcapacity and declining student populations. The need for a new strategy to remain viable is clear.
• Boards Waiting Too Long: Many college boards are hesitant to act proactively and address financial or enrollment trends until it is too late. Relying on 'hope' is not an effective strategy.
• AI Prediction: AI models could accurately predict most college closures based on historical data, showing that many of these closures are foreseeable.

The Benefits of a System Approach

• Resource Amplification: Consolidation of back-end services leads to cost savings that can be reinvested into academic programs. The system aims to "amplify" resources, not just save money.
• Scalability and Efficiency: Shared resources and centralized functions create economies of scale and improve overall efficiency.
• Shared Talent and Ideas: The system fosters collaboration and the sharing of best practices among institutions and staff, resulting in shared knowledge.

Quote: "...we're amplifying our brain power by coming together." –  Michael Horowitz

• Enhanced Faculty and Student Resources: The system provides faculty with resources like teaching and learning support and global engagement programs.

Implementation and Integration Challenges

• Regulatory Process: Post-merger integration involves navigating a complex regulatory process that requires meticulous planning and execution and can take an extended amount of time.
• Project Management: Successful integration requires strong project management skills to coordinate the various tasks and stages.

“The most valuable person that you have on your post-merger integration team is your project manager." – Dr. Drumm McNaughton.

• Faculty Buy-In: Obtaining faculty support and ensuring clear communication are crucial for a successful transition.
• Timeline: The process from initial discussion to full integration can be lengthy and can take up to three years.

Consolidation Governance Structure

• Dual Board Structure: Each college retains its own board, which is deeply involved with the day-to-day operations, while a system board oversees the overall system mission, risk, and financial health.
• System Board Role: The system board provides guidance and support but does not interfere with the day-to-day operations of the colleges. This board looks at how the system works together.
• Shared Governance: Overlap between the two board structures allows for a shared understanding of institutional goals and needs.

Future Plans at The Community Solution (TCS)

• New Facility in Chicago: The Community Solution is consolidating its system office and Chicago school into a new facility to increase collaboration and efficiency. This includes plans for a second medical school.
• Canadian Recruitment: The system is planning to establish a presence in Vancouver, Canada, to recruit more international students without needing to create duplicative offices.
• Global Perspective: The system sees the importance of global education and perspective in higher ed.

Three Takeaways for Institution Presidents and Boards Considering Consolidation

1. Seek Partnerships: Proactively explore potential collaborations with other colleges, universities, or community entities.
2. Act Early & Study Financials: Have these conversations early, don't wait until urgency arises, and be very aware of financial and enrollment trends.
3. Amplify Resources: Focus on amplifying resources through collaboration to strengthen both the academic mission and community impact.

Wrapping Up

This podcast provides valuable insights into an alternative model for higher education consolidation that prioritizes collaboration, resource optimization, and the preservation of institutional identity. The Community Solution's approach serves as an example for other institutions facing challenges in a changing higher education landscape. The conversation highlights the necessity of proactive decision-making and strategic planning.

Read the transcript on our website at https://changinghighered.com/new-models-for-consolidation-in-higher-education/

#HigherEducation #HigherEducationConsolidation #HigherEducationPodcast

  About Our Podcast Guest

Michael Horowitz, Ph.D., is the founder and president of The Community Solution Education System, an integrated, nonprofit system of six colleges and universities that work collaboratively to increase student success and enhance community impact. Prior to founding The Community Solution, he served as president of The Chicago School for nearly a decade. Dr. Horowitz has more than 30 years of experience in higher education roles that include faculty member, program director, and dean. He holds a Ph.D. in Clinical Psychology from Northwestern University and a B.A. in Psychology from Columbia University.

Connect with Michael Horowitz on LinkedIn →

  About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Higher Education Policy in the 119th Congress

Part 2 of this podcast continues with Tom Netting, president of TEN Government Strategies and our Washington Update expert, examining ways in which the outcome of the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise, Netting provides an insider’s perspective on the anticipated changes a Trump administration and the 119th Republican-controlled Congress could bring to higher education.

Netting analyzes shifts in key Congressional committees, focusing on the implications for higher education funding, accreditation, and the reauthorization of the Higher Education Act. He also addresses the impact of potential regulatory changes, executive orders, and court decisions on issues such as student loan repayment and Title IX. Finally, he offers advice to higher education institutions on preparing for these upcoming changes.

Higher Education Policy in the 119th Congress: 2024-2025 Impact Analysis

Tom Netting, president of TEN Government Strategies and Washington Update expert, provides crucial insights into how the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise, Netting offers an insider’s perspective on the anticipated changes under a Trump administration and Republican-controlled 119th Congress, exploring implications for institutions, students, and education policy.

Congressional Leadership Transformation and Committee Impact

Critical Committee Changes Reshaping Education Policy

• Senate HELP Committee leadership transition to Bill Cassidy (R-LA) from Bernie Sanders (D-VT), signaling a potential pivot toward healthcare-focused policy and reformed higher education priorities.
• House Education and Workforce Committee leadership race between Joe Wilson (R-SC), Tim Wahlberg (R-MI), and Burgess Owens (R-UT), following Virginia Foxx’s retirement, with implications for education policy direction.
• Significant Appropriations Committee turnover affecting crucial decisions on:
  • Pell Grant funding allocations
  • Student loan program resources
  • Financial aid program sustainability
  • Institution support mechanisms

Regulatory Transformation

Immediate Regulatory Changes and Their Institutional Impact

• Comprehensive revision of existing regulations:
  • Borrower defense mechanisms and institutional accountability
  • Updated gainful employment metrics affecting program viability
  • Modified 90/10 rule implementation for proprietary institutions
  • Reformed institutional quality standards
• Status of proposed rules and NPRMs:
  • Student borrower relief programs
  • Program Integrity and Institutional Quality guidelines
  • TRIO program modifications
  • Distance education requirements
  • Return to Title IV (R2T4) calculations
• Delayed or abandoned 2025 initiatives:
  • Cash management reforms
  • Accreditation standard updates
  • State authorization requirements

Executive Action Implications

• Immigration policy changes affecting:
  • International student enrollment
  • Institutional revenue streams
  • Campus diversity initiatives
• Title IX implementation challenges:
  • 26 states blocking new regulations
  • 24 states implementing changes
  • Institutional compliance complexities
• Student loan repayment modifications:
  • New repayment structure implementation
  • Institutional reporting requirements
  • Student success metrics

Accreditation Evolution and Institutional Impact

Fundamental Accreditation Reform

• Reexamination of accreditor core mission and scope
• Controversial DEI standards debate:
  • Five of six former regional accreditors requiring DEI standards
  • SACCOC’s contrasting approach
  • Potential prohibition implications
• Academic freedom considerations:
  • Faculty concerns about restricted discourse
  • Institutional autonomy questions
  • Cultural and political influence on standards
• Higher Education Act reauthorization implications:
  • Potential solutions for accreditation challenges
  • Updated oversight mechanisms
  • Reformed quality assurance frameworks

Liberal Arts Education Transformation

Innovation and Adaptation in Liberal Education

• Strategic evolution of traditional programs:
  • Career pathway integration
  • Skills-based learning incorporation
  • Industry alignment strategies
• Public service value recognition:
  • Loan forgiveness program preservation
  • Community impact assessment
  • Social value metrics
• Educational delivery modernization:
  • Hybrid learning models
  • Virtual education integration
  • Technology-enhanced instruction
• AI integration strategies:
  • Curriculum enhancement
  • Administrative efficiency
  • Student support systems

Three Key Takeaways for Higher Education Leaders

1. Stay tuned for leadership changes. The new leadership will set the tone and tenor for upcoming policy changes, and a lot of the direction will come from the new President-Elect.
2. Be prepared for discussions around accreditation and outcomes. There will be considerable discussion around accreditation and outcomes, as well as how the return on investment for all of education is assessed. Institutions should prepare to discuss outcome measures and how to demonstrate their return on investment, regardless of what type of institution they are.
3. Be aware of the upcoming student loan repayment process. All of Congress is aware that student loan repayments are going to become due, and the process that is undertaken by both Congress and the new incoming administration will be a major topic of discussion in 2025.

#HigherEducation #HigherEdPolicy #WashingtonUpdate

Read the transcript on our website at  https://changinghighered.com/washington-update-implications-of-2024-elections-on-higher-ed-part-2/

About Our Podcast Guest

Tom Netting

Having spent all of his professional career devoted to higher education policy oversight and implementation, Tom Netting has an extensive knowledge of the laws and regulations governing all aspects of higher education. His considerable background and experience have afforded him the opportunity to view the development and implementation of federal higher education and workforce development policy in their entirety – including issues related to higher education and workforce development, health care, veteran affairs policies, and the procurement of federal appropriations.

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Higher Education Expert Analysis of Anticipated Federal Policy Changes Under the Incoming Administration

Part 1 of this two-part podcast welcomes back Tom Netting, president of TEN Government Strategies and our Washington Update expert, to examine how the 2024 US elections will transform higher education. Drawing from over three decades of policy expertise on The Hill, Netting provides an insider's perspective on the anticipated changes a Trump administration and Republican Congress could bring to higher education.

The conversation unpacks major shifts within the Department of Education, from FAFSA modernization and Title IX overhaul to the future of student loan repayment. Netting addresses pressing questions about federal funding streams, potential departmental restructuring, and the impact of new IT security regulations. The discussion culminates in a penetrating analysis of how evolving ROI metrics could fundamentally alter higher education funding decisions.

Overview What Higher Education Leaders Will Gain from Listening to This Podcast

Higher Education Implications of the 2024 Election – Part 1

• The incoming presidential administration is expected to bring significant changes to the Department of Education, moving much faster than it did in the previous administration. Key personnel appointments are being announced quickly and are comprised of a more seasoned team.
• Netting doesn’t believe the Department of Education will be abolished but expects significant changes in how it is run, particularly with Linda McMahon as the nominee for Secretary of Education. Her background suggests the Department will be run more like a business with an emphasis on fiscal responsibility.
• Higher education leaders should be prepared to embrace potential changes, some of which might be positive. For example, the administration is expected to address the challenges with the FAFSA form and the administration of student financial aid, issues that have led to a decline in applications.

Federal Higher Education Reform: Key Policy Changes for 2025

Key areas of change within the Department of Education likely include:

• Title IX: The current Title IX regulations are facing legal challenges, with 26 states blockading the regulations as put forward and 24 states trying to implement them in the new iteration, which is causing chaos for institutions. The new administration may revisit these regulations.
• Gainful Employment and Financial Value Transparency Regulations: All institutions, not just proprietary or those subject to loss of eligibility, are supposed to submit information on all of their student cohorts to the Department of Education by January 15th. These regulations, requiring institutions to submit data on student cohorts and completers lists, are facing scrutiny and potential revision under the new administration.
• Income-Contingent Based Repayment Plans: The administration will need to address the upcoming deadline for student loan repayments and may revise existing income-driven repayment plans. Netting succinctly explains the difference in opinion between Republicans and Democrats on student loan repayment. 
• Return on Investment (ROI) in Higher Education: The new administration is likely to focus on the ROI of higher education, potentially using a calculation similar to the one used for “exemplary institutions” under the previous administration. This could lead to an assessment of ROI across all sectors of higher education and influence funding decisions. The major difference, however, is that this new equation methodology recognizes a 10-year window, not a 3-year window of earnings potential. 

Three Key Takeaways for Higher Education Leaders

1. Engage with Policymakers: Actively engaging with policymakers at both the state and federal levels. This involves understanding their priorities, building relationships, and advocating for policies that support higher education.
2. Prioritize Cybersecurity: The increasing focus on cybersecurity, particularly the NIST 800-171 regulations, makes cybersecurity a top priority. This includes investing in necessary infrastructure and personnel to ensure compliance and protect sensitive data.
3. Focus on Workforce Development: Place a high priority on workforce development and the need for higher education institutions to align their programs with the needs of the economy. This includes forging partnerships with businesses and industries to provide relevant training and ensure graduates are well-prepared for the workforce.

Higher Education Policy Outlook 2025

Overall, it is recommended higher education anticipate a period of significant change under the new administration. Leaders should stay informed about policy developments, particularly those related to the issues listed above, and be prepared to adapt to a new regulatory environment.

Join us next week for Part 2 of this Washington Update with Tom Netting on anticipated changes coming in 2025 with the new administration. 

Read the transcript on our website at https://changinghighered.com/washington-update-implications-of-the-2024-elections-on-higher-ed-part-1/

#HigherEducation #WashingtonUpdate #HigherEdPolicy

About Our Podcast Guest

Tom Netting

Having spent all of his professional career devoted to higher education policy oversight and implementation, Tom Netting has an extensive knowledge of the laws and regulations governing all aspects of higher education. His considerable background and experience have afforded him the opportunity to view the development and implementation of federal higher education and workforce development policy in their entirety – including issues related to higher education and workforce development, health care, veteran affairs policies, and the procurement of federal appropriations.

About the Host

Dr. Drumm McNaughton is the founder, CEO, and Principal Consultant at The Change Leader, Inc. A highly sought-after higher education consultant with 20+ years of experience, Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances. Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Faculty Diversity: A Business Case for Higher Education Success

When the PhD Project launched in 1994, you could count the number of diverse students at major business school recruiting events on one hand. Today, after 30 years of systemic change, the initiative has graduated over 1,700 faculty members of color with an extraordinary 90% completion rate – nearly double the national average for doctoral programs. Even more remarkable, 97% of these graduates stay in academia.

But here’s what makes this story particularly compelling for university leaders: Research has shown that the presence of a diverse faculty is the second highest correlating factor (after state demographics) in attracting diverse students to universities. It’s not just about representation – it’s about institutional success and survival in an increasingly global economy.

This episode of Changing Higher Ed® features Dr. Jeffrey Robinson, Graduate of the PhD Project, Interim Chancellor at Rutgers University, Newark, and Blane Ruschak, President of the PhD Project and Consultant with KPMG. The PhD Project is a 30-year-old initiative focused on increasing diversity in business school faculty.

The podcast highlights the project’s impact on diversifying the talent pipeline by providing mentorship and support to underrepresented students pursuing PhDs in business. Robinson and Ruschak share their personal experiences and explain the project’s systemic approach to change, emphasizing the economic benefits of a diverse workforce alongside recruiting, retaining, and supporting diverse faculty.

Key Discussion Points:

The Origins and Mission of the PhD Project:

• Founded nearly 30 years ago to address the lack of diversity in business schools and the workforce.
• Aims to increase the number of underrepresented minority faculty in business schools, which in turn attracts more diverse students to the field.
• Driven by the recognition of a changing global business environment and the demand for a diverse workforce.

How the PhD Project Works:

• Sponsors an annual conference for underrepresented minority students to learn about business PhD programs.
• Provides financial support, networking opportunities, and mentorship to students throughout their doctoral journey.
• Boasts a 90% completion rate for its participants, with 97% staying in academia.
• Continues to support graduates through developmental programs focused on teaching, research, and leadership.

The Benefits of Faculty Diversity in Academia:

• Diverse faculty serve as role models for students, especially those from underrepresented backgrounds.
• They bring different lived experiences, perspectives, and connections to the classroom, enriching the learning environment for all students.
• Contributes to groundbreaking research and innovative solutions.

The Economic Imperative for Diversity:

• Diverse workforces are better equipped to relate to a wider range of clients and customers.
• Companies benefit from the diverse perspectives and talents of their employees.

The Role of Mentorship and Community:

• The PhD Project creates a strong support network for participants, helping them navigate the challenges of doctoral studies.
• Alumni continue to mentor and collaborate with each other, further strengthening the community.

Challenges and Solutions in Diversity Recruitment:

• Retaining diverse faculty is crucial and requires universities to provide adequate support and protect them from excessive service demands.
• Universities must hold leaders accountable for diversity recruitment goals.

Three Takeaways for University Presidents and Boards

1. Invest in recruiting and retaining diverse faculty, recognizing the long-term benefits of attracting and educating a diverse student body.
2. Provide necessary support and mentorship to diverse faculty, ensuring their success and protecting them from being overburdened with diversity-related tasks.
3. Hold university leaders accountable for achieving diversity goals and creating an inclusive campus environment.

Final Thoughts

The PhD Project is a powerful example of how a focused effort can make a significant impact on diversifying higher education and the workforce. Its success lies in its comprehensive approach, which combines financial support, mentorship, and community building.

Read the transcript on our website at https://changinghighered.com/faculty-diversity-drives-enrollment-the-phd-project/

#HigherEducation #HigherEdPodcast #HigherEdDiversity

 

 

About Our Guests

Dr. Jeffrey Robinson is an award-winning author and the Prudential Chair in Business at Rutgers Business School, currently serving as Interim Chancellor of Rutgers University – Newark following two years as Executive Vice Chancellor and Provost. His research focuses on the intersection of business and society, addressing community and economic development in urban areas in the United States and abroad. Through academic leadership and community-engaged scholarship, he has a direct impact on corporate workplaces, entrepreneurs, and economic development policy in New Jersey and beyond. He has conducted groundbreaking studies on African American women entrepreneurs, social innovation, and minority representation in technology entrepreneurship. His recent book “Black Faces in High Places,” co-authored with Dr. Randal Pinkett, won a Gold Medal Axiom Book Award. An accomplished scholar with five degrees spanning engineering, urban studies, and business, Dr. Robinson has delivered keynote speeches and presentations across six continents during his distinguished 25-year academic career.

Connect with Jeffrey Robinson on LinkedIn →

 

 

Blane Ruschak serves as the President of The PhD Project, where he oversees the strategy and operations of The PhD Project, which is a program designed to create more diverse business leaders by supporting diverse professionals to get their PhD in business and become role models in the classroom, academic administration and academic leadership positions. He lives in Charleston, South Carolina, and works out of Montvale, New Jersey.

Connect with Blane Ruschak on LinkedIn →

 

About the Host

Dr. Drumm McNaughton is Principal Consultant and CEO of The Change Leader, Inc.—a highly sought-after higher education consultant with 20+ years of experience. Dr. McNaughton works with leadership, management, and boards of both U.S. and international institutions. His expertise spans key areas, including accreditation, governance, strategic planning, presidential onboarding, mergers, acquisitions, and strategic alliances.

Dr. McNaughton’s approach combines a holistic methodology with a deep understanding of the contemporary and evolving challenges facing higher education institutions worldwide to ensure his clients succeed in their mission.

Connect with Drumm McNaughton on LinkedIn →