Below you’ll find some of the articles we’re reading that influence our work, and news about our firm.
Last week the chancellor of the Vermont State Colleges System announced plans to close three campuses. Not one, three. This follows the closure or acquisition of four private colleges in our small state over the last two years. One additional institution closed in 2016, and two state campuses merged in 2018. Twenty three institutions less than five years ago, potentially brought down to 14. Here’s what’s bothering me about those numbers. I’m not convinced all of those
I’m a planner by nature. In both my personal and professional lives, I look outward to see what the future might have in store. Then I use information, coupled with gut instinct, to create plans with wiggle room for last minute changes. Since you’re a leader too, I suspect that you share that mindset. Your success has, in part, depended on your ability to synthesize information down to the most critical elements and rely on sound
Your campus has never faced a situation like this. The pandemic is creating previously unimaginable stress on institutions that were already stretched to the limit. If you have a vacancy on your executive team, come to us for temporary support. Our interims can fill the critical roles of president, provost, chief financial officer, vice president for enrollment, and vice provost for online programs. We each have over 30 years of experience sitting in leadership positions
The corona virus pandemic poses a genuinely existential threat to many colleges and universities. Even those institutions not already stressed by declining numbers of applicants and out-of-control discount rates may struggle to keep their footing in a world where prospective students cannot visit campus and where family financial aid needs may spike beyond all reasonable projections. And who knows what the long-term effects of a temporarily closed academy may be? Will COVID-19 catalyze the idea