What Keeps Presidents and Vice-Chancellors Up at Nights?

Worried man with lot of questionsWhat Keeps Presidents and Vice-Chancellors Up at Night?

I was recently asked to write a paper on the pressing issues facing higher education.

I wrote the following; listing the issues that I think presidents and vice chancellors face in today’s changing higher education landscape:

Critical warning signs, ignored by many higher education administrators, including shifting demographics, changes in student mobility practices and the public’s changing trust in the benefits of higher education

Increasing tuition and student debt and increasing institutional debt and debt service payments

Outmoded and unsustainable business models

Long standing administrative structures that limit innovation and creativity

Lack of recognizing and incorporating technological realities, including MOOCs, online and hybrid courses into curriculum

Lack of clear pricing and competitive advantages

Inability to align organizational structures with new student cohorts

Lack of flexibility and nimbleness in recognizing new and diverse educational opportunities

Lack of new product development

Lack of student progression and graduation

Disconnect between undergraduate degree and employability after graduation

Lack of incorporating career mentorship into the educational experience

Changes in accreditation criteria in the U.S. which will impact international collaborations

I am certain there are more than the 13 critical issues listed in today’s blog. But these would be enough to keep any president or vice chancellor up at night.

This entry was posted in Colleges, International Education, International students, Private Clients, The New College Guide, Universities by Marguerite Dennis. Bookmark the permalink.

About Marguerite Dennis

Marguerite Dennis has been recruiting internationally for over 25 years, first at Georgetown University in Washington, D.C. and then at Suffolk University in Boston, Massachusetts. During that time she was responsible for establishing a branch campus for Suffolk University in Dakar, Senegal and Madrid, Spain. Marguerite increased the international student population at Suffolk University by 193% from 1993 to 2011 and increased the number of study abroad programs by 135%, from 20 to 47. She monitored the recruitment programs for Suffolk University in 20 countries and hired a network of 10 international educational consultants. She signed agreements in Viet Nam, Hong Kong, Kuwait, Germany, Mexico, France and Argentina.

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