Demonstrating Value While Higher Ed is Under Attack

Colleges and universities are facing an existential crisis – one which has been slowly building up over the last decade and has now reached a crescendo.

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Federal funding threats posed by the new administration have ushered in an entirely new normal impacting how universities examine their policies, research programs and potentially hiring and curriculum procedures. Meanwhile, many international students and scholars are living in fear or are simply unable to travel to campuses due to new government policies leading to student visa revocations, the sudden termination of Student Exchange Visitor Information System (SEVIS) records and all-out travel bans.

In addition to the enrollment impacts of international students, university leaders are also coming to terms with an enrollment cliff at home so precipitous that they will lose half a million potential students a year from the pool of high school graduates by 2041. Combine this with the fact that almost one-third of Americans think a college education is not worth it, and it’s easy to see why there’s never been a more challenging time to run an institution of higher learning.

Given the tenuous circumstances, higher ed leaders need a new approach – one in which they treat their schools more like business brands (think Nike, Apple, Airbnb) than academic institutions. They need to proactively build their brand while simultaneously protecting their reputations against unforeseen crises, thereby illustrating their long-term value to students, faculty and their broader communities.

College is not a transaction – it’s where you find yourself.

Amid the continued economic uncertainty in the U.S., college tuition has been increasing exponentially, with many schools eclipsing the $90K/year mark. This is one of the reasons why some high school graduates are rethinking whether going to college is right for them, and many are instead considering trade schools as a quicker and more cost-effective option. The colleges and universities that are courting these students need to go beyond the numbers and do a more impactful job of communicating their unique value proposition in a way that will draw the interest of the next generation.

A great way to start is to move away from the traditional notion of the transactional college experience – you get into school, you pay tuition, and you get a diploma that lands you a job. Focus instead on your school’s broader impact on society and its role in helping students discover who they are, make meaningful connections and become independent thinkers who can go out into the world and make a difference. You can do this by drawing upon your institution’s fundamental strengths – for example, how it stress-tests students with challenging research and writing assignments to see how they would fare in real-life scenarios.

Bear in mind that so many of the challenges facing the world today – wars, political tensions, etc. – serve as sober reminders that our society is inherently unpredictable and temporary. However, a college education is timeless. It’s where you can develop a keener curiosity and cultivate a view of the world through other people’s eyes. It’s also where you can challenge your own perspectives and prepare for this unpredictability. Nowhere else can you engage in sustained debate with peers that can grant you greater self-efficacy and the skills to publicly express your opinions on controversial topics – even in contentious settings.

Now is the time to invest in your school’s reputation

As higher ed administrators run through their budget planning for the next acadmic year – much of which is still in flux – there is a natural concern about whether to pull back on spending. However, they should be doing quite the opposite. Now is the time university leadership needs to double down on investing in their schools’ brands. And since federal funding is unclear, schools need to think broadly about where to source capital to keep their essential programs afloat.

What’s at stake is the long-term reputation at these institutions, and how they prioritize services for students. At a time like this, few things could hurt recruitment and retention efforts more than cutting programs. For example, if you’re considering cancelling or even scaling back a department’s annual reception dinner for grant recipients, think about the optics of doing so, and how this will impact the morale of current students and the prospects of attracting future participants. These are things that may seem minor at the time, but could have larger ramifications down the line – especially when you need this positive brand equity in the face of an unexpected crisis scenario.

In addition, your school’s presence goes beyond campus and is inextricably tied to its adjacent communities. In some places, the college or university is the economic engine that powers the region. Any financial impacts at the school are felt by local residents, many of whom depend on the institution for employment and business patronage. As you are making your budget decisions, make sure you account for the ripple effects and how budget cuts that affect school employees could taint your image locally.

Higher ed leaders need to be aware that their communications team is constantly playing “Whack-A-Mole,” putting out one fire after another while trying to do the job of an always-on proactive communications program. Faced with these unprecedented challenges, they need the time, resources and support to ensure they are consistently playing offense and defense to build, enhance and protect the institution’s reputation.

Be unwavering in what you stand for

Many U.S. colleges and universities have implemented institutional neutrality and declared they will not take a side on societal issues. However, many have also felt compelled to figure out ways to take a stand about defending their values and even their existence.

The AAC&U’s recent letter, “A Call for Constructive Engagement” has been signed by over 600 colleges presidents. For many, this was an important step in their efforts to resist government overreach. However, whether you signed is not as important as the actions you are taking to advocate for constructive reform while demonstrating the values you hold true as an institution, and which are at the core of the brand you are trying to build.

One value that is being put to the test across the country is how important diversity, equity and inclusion programs are to colleges and universities. DEI may be a core tenet for some institutions, but they are no longer able to publicly communicate about these efforts on their websites or use related terms for their degrees or research initiaitives. In lieu of this, higher ed leaders should discuss ways to clearly and consistently communicate their commitments to these programs – and serving the best interests of underrepresented groups – without becoming a target. This enables the school to remain compliant with federal policies while also being bold about who they are and what they stand for.

A subset of the DEI conversation is how schools are supporting their international students. This group is facing an even higher degree of uncertainty since many are unsure if they will be allowed into the U.S. to attend school or back into the country if they leave. How are you proactively communicating with your international students? Are you pointing them to resources and being as transparent as possible about what next steps they should take? In addition to these actions, it is crucial to demonstrate your commitment and support for international students, faculty and staff, underscoring their essential role in the campus community. Make sure to leverage all your communications channels so your entire campus is aware of your proactive support of your international community – and so there is no doubt about your values.

The road ahead is uncertain and treacherous for higher education leaders in the U.S. However, by focusing on building your institution’s reputation and highlighting the value of the college experience, you will be best equipped to navigate the financial headwinds, keep essential programs and ultimately, achieve your academic mission. This is the most effective path towards demonstrating your value not just for today, but for the lifespan of your students.

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