Our Experts Keep You Up To Date With Our Ever-Changing Industry

Featured

Group Of Students Sitting Outdoors

Trends in Advancement, 2024

2023 continued to be a year of transition out of the COVID-19 pandemic, which for more than two-and-a-half years applied its grip on every part of life for organizations and individuals and laid the foundation for a changing future. The universe of educational institutions and their advancement programs was no exception. This report continues our series of annual updates as higher education advancement organizations evolve their engagement strategies to remain vibrant and relevant at a time of significant change in society and the world. (For a quick review of the past few years, see Trends in Advancement, January 2023).

As advancement organizations transition out of the pandemic years, many have been explicit about the need to think differently. What will their constituencies want and need in the next decade? How should they strategically invest in staff, programs and infrastructure to build toward those outcomes? Along with their institutions adapting to new populations of students and emerging needs of society, engagement and fundraising organizations and activities must also identify and incorporate new ways to broaden their reach to current and future alumni in support of lifelong relevance to them.

In sum, higher education advancement organizations are currently challenged to identify new strategies, expand expertise and talent, work in different environments (e.g., hybrid) necessitating solid collaboration and communication, use the latest tools and obtain sufficient resources to sustain vital, yet dynamic, stakeholder relationships. At a time when confidence in higher education is decreasing and demands for loyalty elsewhere are increasing, this also requires working partnerships with their institutions, as well as with the volunteer leaders who represent their constituencies.

While 2024 likely represents “evolution” not “revolution” in institutional advancement, several realities are clear:

  • Confidence in higher educational institutions is declining, and giving by individual alumni is down.
  • The “greatest wealth transfer in US history” has arrived, and women are set to be the largest beneficiaries.
  • Personalization matters more than ever – and is becoming more sophisticated.
  • Constituencies reflect changing demographic, preferences and voices: for example, generations differ in many respects in terms of what they value and how they want to interact; donors want to be more active in the decisions about their giving; and a fully inclusive community is frequently a core value.
  • These issues drive the need for strategic talent management and training of both staff and volunteers to ensure that advancement organizations aim at high performance and accountability, are equipped to work together as teams and have the capacity to respond to the evolving interests and styles of their audiences.
  • Regional programming facilitates both reach and strategic priority setting, while deepening relationships with alumni volunteers.
  • Along with that, new technologies require new skills and strategies – from optimizing data, applying appropriate segmentation and measuring impact to understanding the far-reaching consequences of artificial intelligence.

As one of our client advancement VPs said recently, “Exploring avenues to further develop [staff] skills and enhance their experiences will be pivotal in sustaining our momentum and fostering a culture of innovation.”

Read more >

At The Starting Line To A Bright Future

Higher Education 2023: Mid-Year Update for 2022-23

NAPA RESEARCH                                                                                              

As the 2022-2023 academic year began, topics of confidence in higher education and workforce relevance, higher education’s costs, university admissions practices and diversity initiatives dominated the headlines. Since then, some other important themes have garnered significant attention, such as Generative Artificial Intelligence and the U.S. Supreme Court’s intention to rule on high-profile issues in higher education, such as race-conscious admissions and student debt forgiveness.

This mid-year update spotlights the more recent headliners and summarizes the other key issues previously described. (For a deeper dive, follow the references or links in the footnotes.)

Here’s the latest:

Enrollments still down generally, but some segments ticking upward: Undergraduate enrollment continued to decline by 1.1% in fall 2022 compared to 2021, but the decline has slowed to pre-pandemic rates, the National Student Clearinghouse Research Center (NSCRC) reported once last fall’s numbers were in.

Total undergraduate and graduate enrollment combined declined 1.1% over last fall, leading to a total two-year decline of 3.2% since 2020. Undergraduate enrollment declines occurred across all sectors especially among four-year institutions, with a drop of 1.6% at public four-years; 0.9% at private nonprofits; and 2.5% at private for-profits. Declines at community colleges have slowed, with only a 0.4% enrollment loss compared to fall 2021, driven by an 11.5% jump in dual-enrolled high school students.

“After two straight years of historically large losses, it is particularly troubling that numbers are still falling, especially among freshmen,” said Doug Shapiro, Executive Director, National Student Clearinghouse Research Center. “Although the decline has slowed and there are some bright spots, a path back to pre-pandemic enrollment levels is growing further out of reach.”

Read more >

Abstract Illustration Of Multi Coloured Human Figures

Trends in Advancement, January 2023

This mid-year update to our whitepaper, Trends in Advancement, Fall 2022, underscores the reality that the “pandemic pivot” in institutional relationship-management has forced alumni, development and marketing offices to be more creative, collaborate more and test new ways of interacting. But while the shift from traditional, in-person activities toward digital and virtual engagement continues, alumni and donors now seek both. They expect virtual and digital for convenience and, still for some, safety, while many are also eager to be together in-person for the energy, efficiency and often more personable connections of face-to-face engagement. The key for alumni and fundraising professionals is to offer the right mix of virtual and in-person interactions, the balance that will serve the range of stakeholders and meet them “where they are.”

At the same time, and perhaps most important, is there is no turning back from the trend of recent years – to personalize, personalize, personalize. Whether it’s outreach, promotion, information-sharing, content and communications about them must compete to grab attention (e.g., video and digital interactivity) yet be transparent and demonstrate benefits and outcomes. Time is a fixed commodity, and to encourage your stakeholders to spend time with your organization rather than the next-best competitor for their attention, advancement organizations must offer a consistently positive, relatable, barrier-free and where possible, unifying experience.

Here’s our deeper dive, picking up from the advancement trends we identified earlier in this academic year…

Read more >

Woman Saveing For Eudcation

How University-Related Foundations are Evolving as Higher Ed Faces a Crossroads

This mid-year update to our Fall 2022 whitepaper, How University-Related Foundations are Evolving, calls attention to a growing issue that may bring increasing challenges to university foundations – the talent and employment trends in higher education overall. AGB’s CEO Update from November noted a “meaningful realignment in higher education as an employer” and, as a result, on university-related foundations’ strategic priorities. The article, linked in full here, pointed to data in a summer 2022 CUPA-HR survey — nearly 60 percent of higher education staff members from 949 institutions were very likely, likely or somewhat likely to look for new employment opportunities in the next year. Why? The need for increased salaries, the opportunity to work remotely and the desire for a more flexible schedule. Faculty as well as faculty and staff from marginalized communities are facing additional challenges. The AGB’s assessment – “this is an alarming trend for higher education” and advised foundations to work with their institutional counterparts to influence systemic change.

As we reported at the outset of this academic year, higher education stands at a multi-lane crossroads, and the most consistent trend is the industry must change dramatically to meet the needs of students, the economy and the many stakeholders within its ecosystem. Leaders who are not prepared to adapt will fail. Innovative institutions will survive and thrive, while those that continue to look through the rearview mirror will likely be threatened by obsolescence. Now is the time to be flexible, nimble, expedient, and responsive.[1]

This assessment has significant implications for university-related foundations and advancement organizations in general. “Higher education is changing rapidly as the forces facing today’s colleges and universities become increasingly formidable. Yet within the vortex of those forces, there are many emerging opportunities for constructive and adaptable change. The acronym ‘VUCA’ describes the environment well – it is filled with Volatility, Uncertainty, Complexity, and Ambiguity,” said Barbara Gellman-Danley, President of the Higher Learning Commission. “Change does not come easily, but the past few years have demonstrated the ability to rise to the occasion with innovation, transformation, and a laser focus on the students we serve.”

Institutions must continue to do more with less while consider fiscal reforms and innovative sustainability measures. Among the HLC’s major trends particularly related to institutional costs and support:

  • Equity and Access for All Learners

In 2022, gaps are still far too wide to meet the needs of all learners and whole sectors of society are left out because of cost, location, programs and the marginalization of certain populations.

  • Broken Models, New Opportunities

Institutions need to consider moving from isolation to collaboration. Change must be intentional, based on input of all stakeholders and must embrace new models of learning. Partnerships can be helpful and successful, as long as the right partnerships are formed.

  • Changing Demographics

Declines in traditional students and international student enrollment are here and likely to continue. The shift to more adult learners has been emerging for years; institutions are best positioned for success by diversifying served populations.

  • Teaching and Learning, Looking at Options Through a Kaleidoscope

The pandemic has highlighted the challenges and opportunities of remote learners. Demand for flexibility and access is growing and universities must respond while focusing on quality assurance in education and sufficient coverage in advancement staff. With significant growth of outsourcing of complete academic programs, oversight needs to remain with the university.

  • The New Credential Landscape, Multiple Choices for Learners

Non-degree programs and certificates are on the rise. Many learners are choosing alternative offerings that may or may not lead toward a degree. Expanded credentials open the door for new partnerships.

  • Financial Pressures and Enrollment

Enrollment decreases and declines in state and local funding are increasing financial stress across higher education. Institutions are building plans and new business models to assure sustainability, and tuition-driven institutions will need to expand revenue sources to strengthen financial health, while addressing public criticism of rising costs.

  • Is it Worth it? Public Perceptions About Higher Education

Public perceptions of the value of higher education are increasing the need for institutions to show successful outcomes with measurable metrics. An equity gap exists between colleges with the resources to support extensive data analytics and those without the resources to compete.

  • Post-Pandemic Mental Health, Imagining the Impact

With the pandemic uptick in reported student and faculty mental health issues, institutions have increased mental health services, but cost can be prohibitive to many colleges and universities.

  • Human Resources and the Work “Place”

Retention and attraction of employees has been greatly impacted by the pandemic; they expect flexible hours and the ability to work remotely. This has created staff and hiring shortages, like other industries, which can decrease human resources for fundraising, alumni relations and other advancement programs.

Here’s our deeper dive, picking up from the Foundation trends we identified earlier in this academic year…

Read more >

Business Gears And Success Plan

University and Independent Schools’ Strategic Plans in the News

Over the past three years, we’ve seen several universities, schools and foundations make the mistake of pausing their multi-year planning projects because of the pandemic – yet a time that multi-year thinking, and preparing for the “next future” was needed most. Yet leaders of other organizations understood that discipline around strategic planning was more vital than ever, and through virtual and in-person planning activities – which clearly required substantial extra effort for administrators, faculty and staff and stakeholders – they stayed the course with momentum to ensure focus and create clear outcomes.

Their approach was in sync with business analysts, who, during the pandemic, produced data showing that companies that use a long-term planning approach consistently outperform their industry peers. Common characteristics included linking current moves to future outcomes, retooling strategies and futures readiness through scenario planning.

Our clients – leaders of universities, independent schools, institutionally-related foundations and advancement organizations – recognize that adapting smart business thinking to their educational mission is ever more vital. We’re pleased to share several of these projects – along with their strategic plans and websites that describe their goals, objectives, process and progress. While features of their projects are custom to their own needs, what they share is a commitment to a multi-year implementation strategy with dashboards, KPIs and other measures that both track progress and enable their teams to reforecast their plans as conditions change:

University of New Mexico – UNM 2040: Opportunity Defined 

Memphis University School – Legacy Forward 2026

St. John’s School of Houston

And, as the University of Tennessee, Martin (UTM) illustrates – continuing to refresh the plan and adjust to new circumstances is essential to long-term success and viability:

UTM, which created its first five-year strategic plan, Prepare for Takeoff, in 2018, was well-positioned to build on this momentum, take into account the pandemic impacts and refresh this plan in spring 2022. Prepare for Takeoff 2.0 continues that focus for the next five years to ensure the university fulfills its mission, keeps its promise and remains viable, As the refreshed plan explains in the introduction: “Since the creation of the ‘Prepare for Takeoff’ in 2018, we have developed and implemented a strategic enrollment plan and experienced the disruptions from more than two years of Covid-19. Through the refresh process, the UT Martin community celebrated what we’ve accomplished since 2018 and explored new opportunities to pursue over the next three years.”

Innovative Education And Learning Trends

Trends in Advancement, Fall 2022    

Shifts in consumer behaviors and expectations accelerated by COVID-19 have forced organizations to change how they connect with customers. In business, those that do not adjust will be left behind. Why? Because “platform organizations” that connect with customers online via multiple touchpoints informed by sophisticated analytics accelerated improvements in relationship management during the virtual activities forced by the pandemic. In many cases, nonprofit organizations, including those in university advancement, were not prepared to make the shift from in-person activities. Yet others did use the time to make improvements in the digital “customer experience” for students, alumni and donors – and not lose traction.

Because of these developments, traditional major donors comfortable with face-to-face solicitations in a linear series of in-person cultivation activities are increasingly responsive to “digital” and “instant” interactions – just as they are day-to-day with Amazon, Uber, banks and online retail. In fact, what’s in your “in-basket” will more likely grab your attention if it is personalized, timely and focused. What McKinsey & Company describes as a “proven formula for executing customer-experience transformations” is also applicable to nonprofit organizations, such as universities and their advancement divisions. This model comprises specific steps across three core building blocks – a clearly defined aspiration, an agile transformation approach and a thoughtful deployment of new capabilities, particularly advanced analytics.[1]

The past 20 years have seen substantial changes in how fundraising organizations use technology; those on the leading edge (and their partner alumni associations) use customer relationship management software that pulls together multiple pieces of data to create useful donor profiles. Advancement data science teams are partnering with firms like Salesforce and Fundmetric, among many others, to leverage another new partner – artificial intelligence (AI). With data-gathering and predictive analytics tools, AI – once feared as a threatening replacement for people – is potentially one of advancement professionals’ best partners.

As the following trends show, the path toward “Advancement 2040” is hyper-personalized, builds strategically and has customization with multiple touchpoints from admissions to lifelong learning in the longterm relationships of universities and their constituencies (sometimes called the “60-year degree”). These trends focus on five key areas: (1) fundraising, (2) generational shifts, (3) continuously evolving methods for engagement, (4) integration of alumni and career services and (5) sophisticated digital transformation.

Read more >

Open Book With Stair To Graduation Cap, The Door With Graduation Hat On Top Of Staircase, Bubble Talk With Education Icon

Higher Education 2022: Top Trends Update

As the 2022-2023 academic year began, topics of confidence in higher education and workforce relevance, higher education’s costs, university admissions practices and diversity initiatives dominate the headlines. With respect to confidence in higher ed and workforce preparation, The Chronicle of Education’s Special Report, “Building Tomorrow’s Workforce,” zeroes in on a critical theme summing up higher education’s relevance as the economy wobbles between recovery and lift-off: many employers, and not just in technology, are reconsidering longstanding requirements for a four-year degree.

The numbers tell the story:
• 95% of chief academic officers rate their institution as very/somewhat effective at preparing students for the world of work, while 11% of business leaders strongly agree that graduating students have the skills and competencies their businesses need.
• That’s quite a gap. And it’s only reinforced by a third statistic in the same data – 13% of Americans strongly agree that college graduates in this country are well-prepared for success in the workplace.

And to illustrate the challenges facing employers in today’s post-pandemic economy, the State of Maryland announced in March that it would no longer require applicants to have a degree for many state jobs and a number of companies are starting their own bootcamps and training programs while colleges are seeing their enrollments decline, the report documents. With labor shortages, understandably employers need to find smart ways to attract workers in short-term timeframes; yet coupled with the other realities, such as students’ ability to fast-track to jobs and the cost of a postsecondary education, once again higher education’s agility to respond to dynamic forces is in the spotlight.

Nonetheless, for most Americans, a college degree does pay off. According to the Georgetown University Center on Education and the Workforce, those with bachelor’s degrees earn a median of $2.8 million over their careers, 75% more than those with only a high school diploma. “This isn’t the first time Americans have questioned the value of higher education,” said Anthony P. Carnevale, a research professor and director of the Georgetown University Center on Education and the Workforce. “This rhetoric that you don’t need to go to college has been a persistent problem in the United States,” he said, and it tends to resurface during recessions.

The Chronicle report also identified seven growing sectors of opportunity for higher ed – matched to employers’ needs: (1) specialized skills for elementary and secondary education, (2) renewable and other energy fields, (3) analytical skills for the financial services industry, (4) multiple, flexible talents for health care professions, (5) evolving skills for a robust and growing manufacturing industries, (6) the shifting and broadening world of retail and (7) the technology field that is completely “bursting at the seams” with opportunity.

Admissions practices, particularly those with respect to the Ivy League colleges and universities, coupled with their impacts on the diversity of the student body, also lead the trends narratives. The most selective institutions still see strong demand. While a college education is attractive because degree-holders earn more, there is concern that some students have decided if they cannot get into the most prestigious schools that promise the most earning power, college isn’t worth it. This threatens to drive an even wider wedge between the haves and have-nots. At the same time application rates are rising substantially at almost every Ivy League school, acceptance rates are falling to all-time lows each year.
This report summarizes key trends that administrators, boards, staff, faculty and students collectively face in postsecondary institutions today.

Read more >

Female High School Teacher Standing Next To Interactive Whiteboard And Teaching Lesson To Pupils Wearing Uniform

Independent School Trends and Best Practices Update – Fall 2022

Overview

In reporting on the trends in Pre-K–12 independent school education earlier this year, Donna Orem, president of the National Association of Independent Schools (NAIS), cited several outcomes, questions and lessons from the COVID-19 pandemic. With no single typical experience among the schools, she noted several common themes that can provide guidance for the future:

  • Average enrollment nose-dived early in the pandemic, then rose in 2021-22, but the picture is mixed for the years ahead. According to the National Center for Education Statistics, private school enrollments are expected to remain flat for the next decade. While this varies among schools and regions, Orem suggests the need to explore whether the potential for growth is higher if school costs were lower.
  • Student diversity is also on the rise – from 21% representation of students of color in 2010-2011 to 31% average today. Yet, children of color to age 17 represent 53.3% of the US population. “Our focus on belonging must be priorities as our communities become more diverse,” she wrote. (See more on the topic of “belonging” on page 3.)
  • The international student market appears to be falling as a result of the pandemic and the next five years might be worse or much worse according to an NAIS pop-up survey.
  • School leaders also prioritized keeping their communities together during the pandemic, but many were unsure whether they would be able to meet the increased demand for financial aid. At NAIS schools, the percentage of students on financial aid has consistently been around 23-24% since 2010, went up to 27% in 2021, but is coming back down again.
  • Other challenges and opportunities:
    • Schools accepted new ways of doing things (i.e., online school and online events) and flexed their ‘muscle of adaptability,’ while responding to the toll on mental and physical health of students and faculty. The next question is how to continue to be flexible as needs arise without feeling the pressures.
    • A deeper understanding that mental health is as important as physical health. “Schools can take the lead in becoming centers of community well-being and, in the process, improve student outcomes and more successfully recruit and retain a workforce in the future,” she counseled.
    • With widening inequalities between the haves and have-nots, and the U.S. middle class “virtually disappearing,” schools will need to affirm their purpose and their approach to this unequal society and the business model that aligns with it. If not, “the market will dictate it for us.”
    • With the dynamic demographic and social changes, “schools need to begin scenario planning now for the school market of the future, which may be unlike any ever faced.”[1]

Read more >

The Words Welcome Back Are Standing On A Chalkboard, Reopen Post Covid 19 Pandemic, Back To Normal, Community

What Employees Want in the Reimagined Workplace

The evidence is clear that employees today want more work-life balance. A Bain study found that 58% of workers across 10 global economies feel the pandemic has forced them to rethink the balance between their work and their personal lives.[1]

Employees are questioning why they work – what is it for? how can we do it better? The result is a “new era of humanity,” according to Korn Ferry. Among the ways organizations will reinvent themselves in response are to become more fluid with flatter, non-hierarchical structures and formalized hybrid models of working.[2] One report suggests that “human relations” will take the place of “human resources.”[3]

McKinsey has laid out 9 themes important to employees in the future workplace:[4]

Supporting employee perspectives about reimagining the workplace experience, a Gartner survey of 52 HR executives in 2020 found that companies were already moving ahead with changes:

  • 94% of companies made significant investments in their well-being programs
  • 85% increased support for mental health benefits
  • 50% increased support for physical well-being
  • 38% increased support for financial well-being[5]

Read more >

Unemployed Young University Woman Looking For Work Or Job After Graduation At The Post Board

Trends and Best Practices in Career Pathways at U.S. Colleges and Universities

As colleges and universities seek to become more relevant to all their constituencies and engage them in lifelong relationships, the traditional “career center” is undergoing a major redesign. Key drivers of this organizational shift are the evolving needs and expectations of the “student consumer,” the dynamic realities of the job market and the demand by business for “skills-ready” employees. Several institutions have differentiated themselves by adapting their strategies and positioning themselves for leadership in this competitive space. Like most everything else in higher education today, the solutions are being developed one institution at a time. This report is a snapshot of the general trends coupled with specific examples of different approaches.

The Context for Change

In its 2022 “Jobs Landscape” report in 2019, the World Economic Forum (WEF), an international non-profit foundation for public-private cooperation, offered a provocative assessment of the future linked to four significant trends:

  1. Increasing need for lifelong learning in a non-linear world
  2. Evolving needs and expectations of the “student consumer”
    • “Younger generations entering higher education have a completely different point of departure than previous As digital natives, they have always had technology integrated into most aspects of their lives.”
    • “One-size-fits-all education will soon be a thing of the past and individual learning paths will arguably be less defined by traditional educational structures.”
  3. Emerging technologies and business models
    • “Fast-growing innovators in educational technologies and education industry outsiders are already challenging the status quo by structurally undermining the long-established business models of higher These new actors use technology and data to introduce new, alternative approaches that better deliver on the evolving expectations of learners…inexpensive, personalized, AI-driven…”
  4. Toward a “skills over degrees” model – “While the degree still rules, by and large, we are slowly moving towards a reality with more focus on acquiring skills not degrees…Research shows that education level is only weakly correlated with job performance and, in fact, more and more companies [Google, Apple, Ernst & Young UK, IBM] are actively shifting focus away from degrees to new ways of measuring employability as a consequence of the changing nature of work.”1
  5.  

Read more >

Social Connection Backgrounds

Digital Transformation in University Communications & Marketing

DOWNLOAD PDF

Events of the past seven months have leapfrogged consumer behaviors ahead 10 years. The digital laggards – people who were slow to embrace digital engagement, communication and shopping – have become relatively experienced practitioners. They learned quickly to go digital when that became the only way to stay connected and informed during the COVID-19 pandemic – as well as to do business, shop, donate, attend worship services and experience museums and theater in a remote, stay-at-home, socially distanced world.

It’s time for university communications practices to fully leap ahead into digital-first practices because too much is at risk. Institutional leaders and communicators in central and advancement offices must re-engage stakeholders (across the spectrum from enrollment to philanthropy) by redefining the value proposition for higher education for their colleges and universities – how they’ve adapted, how they will be different and how they will sustain quality in agile, hybrid and even virtual environments. While university communications and marketing offices have accelerated digital communications in recent months, for organizations of all shapes and sizes, there is no turning back. The behavior of their customers has changed.

The attached PDF describes The Napa Group’s approach for developing and implementing a digital-first strategy in colleges and universities as part of a comprehensive strategic communications program. It’s scalable to non-profit organizations of all sizes.

Read more >

I Refuse To Face Any More Deadlines

The Remote Workforce: A Quick Guide to Staying Engaged While Avoiding Zoom Fatigue

Worldwide, organizations and employees together underwent a major upheaval of routines, management processes and collaboration methods when remote work became the prevailing business model at the onset of the COVID-19 pandemic. Nearly five months in, new routines have taken root and each day at home is now business as usual. But without the critical touchstones of in-person collaboration and celebratory milestones ubiquitous to the workplace, and a daily routine that lacks important structural components such as commutes and lunch breaks and even post-workday beers, many remote employees are feeling the drudge of Zoom meeting after Zoom meeting (or similar online platforms) without social outlets to offset the mundanity.

We’ve culled through the best resources so you don’t have to – use this quick reference guide as you manage your remote and hybrid workplace.

All this time spent on video calls has its problems. We rely on it to connect with people, yet it can leave us feeling tired and empty. It has given us some semblance of normal life during lockdown, but it can make relationships seem unreal. This feeling has spurred talk of a new psychological affliction: ‘Zoom fatigue.’[1]

Employee engagement and strong leadership are inarguably the most critical elements of productivity in business. But how do you keep employees engaged from afar? How do you create equilibrium in the work/life balance if the two are now enmeshed? Read more >

Top View Of Red Scissors And Cutted Paper Card With Word Racism On The Black Surface.concept Of Stop Racism

Equity and Inclusion: Is This “the Moment” for Sustainable Change?

Nearly six decades have passed since the Civil Rights Movement, a bellwether crusade for equal rights that seemed certain to galvanize the long-overdue eradication of racial bias. And yet, right now in 2020, with continuing Black Lives Matter protests across a country still in the throes of a global pandemic, it is apparent that any progress already made toward black equality is vastly overshadowed by the volume of change still needed.

Despite laws in place to prevent overt racial discrimination, biases remain deeply rooted in American society and individual ideologies. The questions are being asked across our institutions and media – What has worked? What hasn’t? What must we do to finally get it right? Read more >

Covid-19 Impacts on Higher Education – Selected Resources Updated       

(Updated November, 2020)

This resource guide provides informative and thoughtful articles about the current and future state of higher education as a result of the COVID-19 disruption. Here’s what we’re reading. We will continue to keep it updated with selected material. We trust you will find useful data and insights. (Some of these may require a subscription. If you cannot access them, please contact us for assistance.)

Reopening:

Chronicle of Higher Education (numerous articles – here are key ones to date):

Reopening plans – The Chronicle is tracking more than 1,200 colleges serving primarily undergraduates and not including those that were already 100% online; it includes searchable tracking table to find institutions by name – here is the status of July 31. In the last 10 days, the number of “in-person” institutions has declined noticeably while the “hybrid” model and online have increased. https://bit.ly/2DkQoxa

  • Fully in-person (2.5%), primarily in person (21%) on July 31 versus planning for in-person – 53% (July 20)
  • Hybrid (16%) versus proposing a hybrid model (defined as mix of online, in-person, hybrid or blending learning) – 32% (July 20)
  • Primarily online (24%), fully online (3.8%) on July 31 versus planning for online – 10% (July 20)
  • TBD (27%) versus considering a range of scenarios – 3.5% and waiting to decide – 1.2% (July 20)

Read more >

Big Idea

“Best of” Resources for Leading Your Organization through (and beyond) COVID-19

Updated Fall 2020

These unprecedented times call on all of us to bring our best expertise and insights to lead organizations with resilience and agility through COVID-19 and plan smartly for a sustainable post-pandemic future. Even though the first “crisis response” phase is past, every week brings a blizzard of ideas, perspectives and approaches. We’ve collected our picks among the “best of” resources to assist you as you make critical decisions for the next 6, 12 and 18 months, and plan for the longer term.

Many of these resources have provided open-access to their articles and research, while a few may still require a subscription or membership. If you’d like to discuss the implications for your organization, we’re happy to share our additional insights about turning “best of” to the “best fit” for you.

We know many of you have made very successful adaptations to the ”transition normal” and are ending the year with new innovations and streamlined effectiveness. We wish you continued success as you embrace the coming months and tame the uncertainties ahead.  Read more >

Customer Experience Drawn On Blue Wall.

Platform Business Models – Considerations for Organizational Redesign

Implementing a platform business model, in contrast to a vertically integrated organization, centers on a dynamic platform directed at the customer experience. This has impacts on the entire organization with respect to key functions (such as sales, marketing, communications, IT and analytics) as well as their alignment and governance.

While “digital” is often the reason that organizations consider a platform model, there is not a one-size-fits-all solution nor is it as simple as creating a single unit focused on digital; rather a comprehensive digital strategy is necessary to support the core strategic drivers of the business – and position the organization to respond to business opportunities and build the teams to respond with digital (and other) tools. Questions include: Will the impact of digital be focused on overall IT integration? On systems and software that provide deeper analytics for product development and sales? On marketing and communications? On social media?

Agile companies have more fluid structures in which day-to-day work is organized in smaller teams that cut across business lines and market segments. The old view of “dotted lines” begins to fade as talent and tools are reallocated according to the business need. Digital technologies facilitate a more customized tactical approach to customers as part of a larger strategy. From both IT and marketing/communications perspectives, it’s vital to understand the “whole customer” (the strategy) and what tools (the tactics) are most important to engage them.

Here’s how to design your organization for the customer experience…

Read more >

Team Work Together To Build Blocks

What Organizations Are Doing Now to Manage Change Effectively: 7 Pillars for Coping with Covid-19

In a crisis, let purpose and strategy be your “go to” pillars.

The Covid-19 pandemic has forced organizations to move quickly to redesign work, home and social interactions in real time, choose priorities and accelerate change at warp-speed. This crisis challenges the very pillars on which we’ve built our universities, Advancement organizations, schools, businesses and nonprofits.

As companies and organizations navigate ambiguity and redesign a range of futures, several foundational practices can provide valuable pathways and platforms for re-engineering. Now more than ever, 7 pillars of organizations managing change effectively are driving their decisions as they plan for the next 12-18 months.

Read more >

Campus Silhouette

Pivoting Into the Future of Higher Education: Leadership Communications in a Prolonged Crisis

Ask most college or university presidents or chancellors who have taken the helm in the last 10 years what their most important job is, and they will tell you it is finding ways to finance the operations of the institution through private and public resources. And though they may not often articulate it, the key to successful fundraising through private sources or advocacy for public funding is using a complex set of communications tools to reach prospective students, donors and public officials. Effective leadership communication, more than ever today, may very well be pivotal to the future of our higher education institutions. Leaders must make hard choices, almost on a daily basis, and the scenarios they face may be even tougher in the future.

Read more >

Plan B Istock 000032760432small

Why “Business Continuity Planning” Has New Urgency for Universities

OVERVIEW

With the advent of increased natural disaster frequency, prevalence of cyber-attacks, and a global pandemic (COVID-19) that has plunged global marketplaces into precarious territory, organizations have more reason than ever to plan for unanticipated threats to their ability to conduct business and keep personnel and assets protected. Colleges and universities are no exception. Not only are enrollment cycles threatened but fundraising – ongoing and major campaigns – immediately began to see their investment portfolios and thus operating cash from endowments slide drastically while anticipated pledge payments started faltering.

Read more >

Laptop Network

Software Programs for Virtual Team Management:  Popular Options

Before the CoronaVirus (COVID-19) outbreak, many companies were already operating with a remote workforce, but the traditional office environment remained the de facto way to conduct business. Now that people in cities and countries across the globe are quarantined for the foreseeable future, companies that previously may not have had much understanding of how to accommodate its workers remotely are scrambling to get up to speed. Fortunately, there are many programs—many of them free—that are quick to implement and enable personnel to stay on top of their tasks from home, even when collaborating as a team. Read more >

Tng Virtual Teams Blogpost Illustration

Strategies to Effectively Manage Virtual Teams and Maintain Productivity

OVERVIEW

Companies with a global presence and offices and remote workers in multiple countries face a variety of challenges in maintaining productivity to ensure outcomes while managing employees and teams in multiple locations. Today, as organizations of all sizes transition rapidly to remote work, lessons from these organizations can help leapfrog them into the new mode of virtual work necessitated practically overnight by the coronavirus (COVID-19).

Primary challenges include ensuring productivity from afar, establishing methods for effective communication, and streamlining project objectives and collaboration with multiple teams in far-flung locations. Broader challenges include differences in time zones, language fluency, navigating regulatory variations, understanding cultural norms, and bridging the gap between corporate and individual office policies. Read more >

Mission Market

Higher Education 2020: Top Trends Overview

As U.S. higher education starts a new decade, several critical issues are driving decision making at most colleges and universities. And, as we wrote four years ago in our white paper, Public Higher Education 2016: Overview of Top Issues, colleges and universities continue to try to solve these issues one institution at a time. A promising outcome is that this pressure is forcing administrative and academic leadership to focus on priorities and differentiation, but the progress and payoffs are mixed and there is no clear path forward in terms of “one size fits all.” The following are the top trends The Napa Group believes will greatly influence higher education in 2020 and beyond.

Six big issues and their impacts on higher ed are described here…

Read more >

Whitepapers

Business People In Meeting

Trends and Best Practices in Career Services at Colleges and Universities, 2025

In the nearly two years since our February 2022 report, career services have been reimagined at more colleges and universities. The initial “context for change” described by the World Economic Forum in its “Jobs Landscape” report of 2019 prompted innovations such as positioning career services within Advancement and employer partnerships with universities, including by alumni employers, to more effectively prepare career-ready graduates for their industries and professions.

As the evolution of career services has continued, additional forces have been influential. They include growing demands for higher education to prove its value, expansion of more non-degree “pathways” into the workforce, the explosion of AI in the workplace and development of career-placement apps that replace or supplement traditional career services.

This report updates the trends underway in career services and offers details about how universities are continuing to navigate this growing demand.

The World of Work is Changing

JOBS OF THE FUTURE

According to the World Economic Forum’s “Future of Jobs Report 2023” that looks ahead five years, businesses predict the strongest net job creation effect to be driven by investments that facilitate the green transition of businesses, with technological advancement to drive job growth in more than half of surveyed companies (803 total worldwide).[1]

In addition:

  • More than 75% of companies anticipate technology adoption, big data, cloud computing and AI, including an increase in digital platforms and apps, e-commerce and digital trade.
  • Big data analytics, climate change and environmental management technologies, as well as encryption and cybersecurity, are expected to be the biggest drivers of job growth.
  • Overall, the survey anticipates a net decrease of 14 million jobs, or 2% of current employment; in addition, respondents have slowed their expectations for future automation and predict that 42% of business tasks will be automated by 2027.
  • Artificial intelligence is expected to increase job churn, with 50% of organizations expecting it to create job growth and 25% expecting job losses.

Thus, the fastest-growing jobs will be driven by technology, digitalization and sustainability. AI and machine learning specialists top the list of fast-growing jobs, followed by Sustainability Specialists,

Business Intelligence Analysts and Information Security Analysts, Renewable Energy Engineers and Solar Energy Installation and System Engineers.

  • Large-scale growth is also expected in education, agriculture and digital commerce and trade – leading to millions of jobs for vocational education and university teachers as well as digitally enabled roles (e-commerce, digital transformation and digital marketing/strategy specialists).
  • The largest losses are expected in administrative and traditional security, factory and commerce roles.
  • Analytic and creative thinking and other cognitive skills are growing in importance most quickly due to the complex problem-solving required in the workplace. Technology literacy is the third-fastest growing core skill; also important are socio-emotional attitudes of curiosity and lifelong learning; resilience and flexibility; motivation and self-awareness; systems thinking, AI and big data, talent management and customer service also are in the top 10 most important skills for workers.
  • Companies say they cannot provide all the upskilling necessary and are concerned about skills gaps and the inability to attract top talent in the next 5 years, thus opening the doors for specialists in talent management and training.

Supporting this data is another study by the McKinsey Global Institute suggesting that by 2030, automation could require a significant percentage of the workforce to switch careers and acquire new skills.[2]

AI’S UNKNOWN IMPACTS

Despite the explosion of AI in society and the workplace, its full impact on the future of work is not year clear; that said, but most workers believe AI will affect their job, according to a global survey by the ADP Research Institute of 35,000 private sector workers in 18 countries. Those who are more confident that AI will help them every day also say they have the skills to advance their careers, indicating they feel well-prepared as they enter the workforce.[3] 

Another report by LinkedIn says that already 75% of knowledge workers incorporate AI into their daily routines and that AI-related hiring has surged by 323% over the past eight years. Globally the proportion of women in AI roles is growing, though slowly – about 27% of those with AI engineering skills were women in 2023.[4]

For universities and employers, the question is also whether graduates are prepared for the right jobs, given that AI’s impacts will be far-reaching. Or, as another McKinsey report states, there is a tremendous need to reimagine the talent and skill strategies for AI’s ever-increasing expansion.[5] This not only means for new graduates, but it opens doors for more programs in continuous learning and for developing skills that are complementary to AI.[6]

Several of the traditional roles in financial services, transportation and logistics and even medical technologists are most vulnerable to AI automation – and this will have impacts on university curricula. While AI may create risks to certain jobs it also creates new opportunities – e.g., for creative professionals who rely on uniquely human creativity and emotional intelligence, healthcare providers who require empathy and capacity for complexity decision making, teachers/educators who need interpersonal skills that are difficult to automate and business strategists/leaders whose strategic decision necessitate human judgment and adaptability.

Substantial Demand by Students for ROI

Framing the careers innovations is the ongoing debate about “whether college is worth it.” At a time when the public has mixed views on the importance of having a college degree, economic outcomes for young adults without a degree are improving, according to the Pew Research Center. Nearly half of respondents to a Pew survey say it’s less important to have a four-year college degree today to obtain a well-paying job than it was 20 years ago, yet only 22% say the cost of getting a four-year college degree today is worth it even if someone has to take out loans.[7]

Meanwhile, a number of companies are making money by offering alternatives to college, or supplemental academic courses or programs, benefitting from the narrative that higher ed is too slow, too distant from the workplace and too ineffective to offer students what they need to find a good job, according to The Chronicle of Higher Education’s recent analysis.[8]

Such “alternative pathways” are increasingly in vogue among policy leaders eager to oppose the argument that higher education is “elitist” and worthy of support – versus non-college routes to a job. Abundant data demonstrate that people with a bachelor’s degree earn more than people with only a high school degree – 67% more, according to the Bureau of Labor Statistics [9] – and have other social, health and economic mobility benefits. Still, higher ed today remains under extraordinary pressure to “perform” to meet student, family and employer expectations. The value and adequacy of university career services often lie in the middle of that debate.

In addition, within universities, at least one new segment of students – graduate students in the arts and sciences – have increased their demands for career service programs. Traditionally their programs were targeted to university teaching and research, but increasingly their jobs are outside the academy. Science and engineering fields are expected to have robust postgraduation career prospects for Ph.Ds., while humanities and the arts are flattening. Navigating the changing workplace and potentially multiple jobs in an individual career requires such skills as creativity, emotional intelligence, critical thinking, coordinating with others, service orientation and negotiation. What’s more these jobs are often transdisciplinary and require higher-level skills and knowledge (e.g., generative AI, STEM, national infrastructure and healthcare).[10]

As a result, advising and mentoring in graduate education are in the spotlight. “Ensuring graduate students are prepared to be innovative problem-solvers and direct objective, original, and ethically sound research are at the core of good mentorship and supervision,” said Suzanne Ortega, president of the Council of Graduate Schools in a 2022 report. Graduate students are seeking curricular and co-curricular approaches to career development and work readiness, The Napa Group report also found. In interviews and focus groups, both graduate students and alumni who employ them expressed a strong desire for industry and alumni networking for career benefits. Among the most popular programs in many graduate schools are comprehensive services in professional development, such as the GradFUTURES program at Princeton University’s Graduate School.

A variety of research from NACE and other organizations has validated that students and employers both seek the same “professional development” attributes when making hiring decisions – such as leadership skills, teamwork, written and verbal communication skills, organization and entrepreneurial skills, diplomacy and creativity.

In addition, employers are looking for evidence that college graduates can, or with further development, be able to do the job. “…College graduates from the Class of 2025 entering the job market should highlight on their resumes the attributes and skills they developed in their classwork and through various experiential assignments,” stated NACE’s Job Outlook 2025 survey report. Written communication skills, initiative, strong work ethic and technical skills are important to at least 70% of the employer respondents, while more than two-thirds seek verbal communication skills, flexibility/adaptability and analytical/quantitative skills in the candidates they recruit. By indicating these skills in their resumes, students can further articulate their proficiency during a job interview.[11]

The Refocus on Career Services in Higher Education

Public universities especially are facing increasing pressure to improve student outcomes like wages and job placement. Employment rates and wages are higher for students with degrees, but underemployment remains a significant challenge. A recent report by the Association of Public & Landgrant Universities showed how APLU institutions are “Accelerating Career Readiness” through personalized career guidance, the use of technology, career-aligned student success efforts, hands-on experiential learning and strengthened partnerships with employers[12].

Among these important innovations:

  • Data analytics offering tailored advice and interventions, particularly students at risk of underemployment and unable to find positions that align with their skills and education levels.
  • Technological innovation such as AI-driven career platforms providing students with accessible, on-demand support as they write resumes, practice interviews or search for jobs by recommending exercises or resources to address their gaps.
  • Career success mobile apps giving students real-time job listings, application deadlines and other personalized notifications.
  • Career-aligned student success systems allowing institutions to track student outcomes, adjust programming and forecast job market trends.
  • Internships – including virtual internships often in partnership with global companies – and campus employment offering real-world experience before graduation. Virtual internships eliminate geographic barriers, allow students to work on real-world projects and collaborate with professionals from across the country and gain exposure in digital communication and collaboration tools.

Yet, challenges remain – including funding constraints, institutional inertia and gaps in employer engagements. Looking ahead, the report said, the further integration of AI, employer-driven curricula and digital credentialing have the potential to reshape career services entirely.

Other University Advances

A 2024 study by NACE, the Association of American Colleges and Universities (AAC&U) and SEE (the Society for Experiential Education) found that 80% of faculty participating in the study integrate career readiness and career information in their classes. In addition, NACE research in 2023 found that nearly three-quarters of colleges have implemented career readiness competencies on their campuses.

Other survey highlights:

  • Paid interns outperformed graduates who undertook unpaid internships or had no internship.
  • 84% of the 2024 class took part in some form of experiential learning, a strong jump from 71% in 2021.

The NACE survey in 2023 found 91% of respondents endorsed the value of their education – and that one of the key reasons was their sense of preparedness (“well” or “very well”) for the next step in their career. This message is increasingly heard by college and university leaders who are investing more resources into career services.

William & Mary’s five-year plan to help students “thrive from their first job to their last” was greeted by NACE as a “profound shift regarding the importance of career education at research universities” in a Washington Post article produced by The Hechinger Report[13]. No longer a “stepchild” of programs, career services is in the spotlight because “of what students want,” Ben Wildavsky, author of The Career Arts: Making the Most of College, Credentials, and Connections,” told The Post.

The report cited several other innovations:

  • Brown University Center for Career Exploration is a revamped modern new facility developed after a two-year planning process; it has double the number of advisers.
  • Ohio Wesleyan University’s “career catalysts” are coaches assigned to “career communities” of students with various majors.
  • At other schools – including Washington University in St. Louis and the University of St. Thomas in Minnesota – career advisers are assigned to separate colleges. “You have to design this in a way where students can’t avoid it,” said Kelli Armstrong, president of Salve Regina University in Rhode Island.

The stress associated with graduates getting jobs is pervasive across universities, and often has helped bring along skeptical faculty who do not see career preparation as part of their jobs. At the same time, satisfied alumni are more than twice as likely to support their alma maters financially if they believe their education led to their careers, according to another report by Hanover Research cited in The Post article.

Like W&M, career offices are being repositioned within institutions – directly in presidents’ offices (Grinnell College) or in other high administrative offices (the new Associate Vice Chancellor who heads an expanded career center at Washington University).[14]

Yet, there is more to be done. In an article about designing the future of career services for the NACE Journal in 2023, Hassan Akmal, executive director of Career and Professional Development at the University of San Diego and host of its Career Podcast, recommended several features of “a new playbook” and holistic transformation for career services:[15]

  • More listening the students to engage them career and life-design opportunities
  • Aligned mission between career services and the institution and career services and academic programs
  • Prominent location on campus and cross-functional teams of faculty, staff and students to bridge the gap between the classroom and real-world application
  • A supportive community within the career center for students and alumni, a hub for community-building and alumni mentorship programs
  • Design-thinking workshops, creative problem solving seminars and exposure to the arts to spark students’ capacity for creativity and imagination
  • Skill acquisition and upskilling through collaborations wit industry partners and accessible online learning platforms
  • Emphasis on helping students build confidence and skills that further develop their personal brand, transferable skills and skills of the future, emotional intelligence and preparation for a globalized workforce.

Resources:

[1] The Future of Jobs Report 2023 World Economic Forum, April 30, 2023 – https://www.weforum.org/publications/the-future-of-jobs-report-2023/digest/

[2] “22 Best Future Careers: In-demand Occupations for 2025-2075” – https://brianvanderwaal.com/best-future-careers

[3] “Most workers think AI will affect their jobs. They disagree on how.” By Ben Hanowell and Nela Richardson, PhD, ADP Research, June 10, 2024 – https://www.adpresearch.com/worker-sentiment-ai-impact/

[4] “2023 LinkedIn data on OECD.AI: Definitions for AI occupations are more specific, women in more AI jobs as career transitions to AI grow.” OECD.AI Policy Observatory, Oct. 24, 2024 – https://oecd.ai/en/wonk/2023-linkedin-data

[5] Gen AI’s next inflection point: From employee experimentation to organizational transformation, McKinsey & Co., August 2024 – https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/gen-ais-next-inflection-point-from-employee-experimentation-to-organizational-transformation

[6] What jobs are most at risk by AI? By Kieran Gilmurray, The AI Journal, Aug 22, 2024 – https://aijourn.com/what-jobs-are-most-at-risk-by-ai/

[7] Is College Worth It? Pew Research Center Report, May 23, 2024 – https://www.pewresearch.org/social-trends/2024/05/23/is-college-worth-it-2/

[8] “What’s Really Behind the View That Higher Ed Isn’t Worth it?” Scott Carlson, Chronicle of Higher Ed, Feb. 6, 2024 – https://www.chronicle.com/article/whats-really-behind-the-view-that-higher-ed-isnt-worth-it#:~:text=A%20number%20of%20companies%20are,to%20find%20a%20good%20job.

[9] Bureau of Labor Statistics, Aug. 29, 2024 – https://www.bls.gov/emp/chart-unemployment-earnings-education.htm

[10] Trends in Graduate Education, The Napa Group Research, March 2024.

[11] “What are employers looking for when reviewing college students’ resumes?” National Association of Colleges and Employers (NACE), Dec. 9, 2024 – https://naceweb.org/talent-acquisition/candidate-selection/what-are-employers-looking-for-when-reviewing-college-students-resumes

[12] “Accelerating Career Readiness: A report on career innovations at APLU institutions.” Association of Public & Landgrant Universities, November 2024 – https://www.aplu.org/wp-content/uploads/APLU_Accelerating-Career-Readiness.pdf

[13] “Colleges refocus on career services as students seek return on degrees,” The Washington Post, Nov. 24, 2023

[14] “College leaders refocus attention on their students’ top priority: Jobs after graduation,” by Jon Marcs, Nov. 24, 2023 – https://hechingerreport.org/college-leaders-refocus-attention-on-their-students-top-priority-jobs-after-graduation/

[15] “Designing the Future of Career Services,” by Hasan Akmal, NACE J:ournal, Fall 2023 – https://naceweb.org/career-development/trends-and-predictions/designing-the-future-of-career-services

 

Group Of Students Sitting Outdoors

Trends in Advancement, 2024

2023 continued to be a year of transition out of the COVID-19 pandemic, which for more than two-and-a-half years applied its grip on every part of life for organizations and individuals and laid the foundation for a changing future. The universe of educational institutions and their advancement programs was no exception. This report continues our series of annual updates as higher education advancement organizations evolve their engagement strategies to remain vibrant and relevant at a time of significant change in society and the world. (For a quick review of the past few years, see Trends in Advancement, January 2023).

As advancement organizations transition out of the pandemic years, many have been explicit about the need to think differently. What will their constituencies want and need in the next decade? How should they strategically invest in staff, programs and infrastructure to build toward those outcomes? Along with their institutions adapting to new populations of students and emerging needs of society, engagement and fundraising organizations and activities must also identify and incorporate new ways to broaden their reach to current and future alumni in support of lifelong relevance to them.

In sum, higher education advancement organizations are currently challenged to identify new strategies, expand expertise and talent, work in different environments (e.g., hybrid) necessitating solid collaboration and communication, use the latest tools and obtain sufficient resources to sustain vital, yet dynamic, stakeholder relationships. At a time when confidence in higher education is decreasing and demands for loyalty elsewhere are increasing, this also requires working partnerships with their institutions, as well as with the volunteer leaders who represent their constituencies.

While 2024 likely represents “evolution” not “revolution” in institutional advancement, several realities are clear:

  • Confidence in higher educational institutions is declining, and giving by individual alumni is down.
  • The “greatest wealth transfer in US history” has arrived, and women are set to be the largest beneficiaries.
  • Personalization matters more than ever – and is becoming more sophisticated.
  • Constituencies reflect changing demographic, preferences and voices: for example, generations differ in many respects in terms of what they value and how they want to interact; donors want to be more active in the decisions about their giving; and a fully inclusive community is frequently a core value.
  • These issues drive the need for strategic talent management and training of both staff and volunteers to ensure that advancement organizations aim at high performance and accountability, are equipped to work together as teams and have the capacity to respond to the evolving interests and styles of their audiences.
  • Regional programming facilitates both reach and strategic priority setting, while deepening relationships with alumni volunteers.
  • Along with that, new technologies require new skills and strategies – from optimizing data, applying appropriate segmentation and measuring impact to understanding the far-reaching consequences of artificial intelligence.

As one of our client advancement VPs said recently, “Exploring avenues to further develop [staff] skills and enhance their experiences will be pivotal in sustaining our momentum and fostering a culture of innovation.”

Read more >

At The Starting Line To A Bright Future

Higher Education 2023: Mid-Year Update for 2022-23

NAPA RESEARCH                                                                                              

As the 2022-2023 academic year began, topics of confidence in higher education and workforce relevance, higher education’s costs, university admissions practices and diversity initiatives dominated the headlines. Since then, some other important themes have garnered significant attention, such as Generative Artificial Intelligence and the U.S. Supreme Court’s intention to rule on high-profile issues in higher education, such as race-conscious admissions and student debt forgiveness.

This mid-year update spotlights the more recent headliners and summarizes the other key issues previously described. (For a deeper dive, follow the references or links in the footnotes.)

Here’s the latest:

Enrollments still down generally, but some segments ticking upward: Undergraduate enrollment continued to decline by 1.1% in fall 2022 compared to 2021, but the decline has slowed to pre-pandemic rates, the National Student Clearinghouse Research Center (NSCRC) reported once last fall’s numbers were in.

Total undergraduate and graduate enrollment combined declined 1.1% over last fall, leading to a total two-year decline of 3.2% since 2020. Undergraduate enrollment declines occurred across all sectors especially among four-year institutions, with a drop of 1.6% at public four-years; 0.9% at private nonprofits; and 2.5% at private for-profits. Declines at community colleges have slowed, with only a 0.4% enrollment loss compared to fall 2021, driven by an 11.5% jump in dual-enrolled high school students.

“After two straight years of historically large losses, it is particularly troubling that numbers are still falling, especially among freshmen,” said Doug Shapiro, Executive Director, National Student Clearinghouse Research Center. “Although the decline has slowed and there are some bright spots, a path back to pre-pandemic enrollment levels is growing further out of reach.”

Read more >

Abstract Illustration Of Multi Coloured Human Figures

Trends in Advancement, January 2023

This mid-year update to our whitepaper, Trends in Advancement, Fall 2022, underscores the reality that the “pandemic pivot” in institutional relationship-management has forced alumni, development and marketing offices to be more creative, collaborate more and test new ways of interacting. But while the shift from traditional, in-person activities toward digital and virtual engagement continues, alumni and donors now seek both. They expect virtual and digital for convenience and, still for some, safety, while many are also eager to be together in-person for the energy, efficiency and often more personable connections of face-to-face engagement. The key for alumni and fundraising professionals is to offer the right mix of virtual and in-person interactions, the balance that will serve the range of stakeholders and meet them “where they are.”

At the same time, and perhaps most important, is there is no turning back from the trend of recent years – to personalize, personalize, personalize. Whether it’s outreach, promotion, information-sharing, content and communications about them must compete to grab attention (e.g., video and digital interactivity) yet be transparent and demonstrate benefits and outcomes. Time is a fixed commodity, and to encourage your stakeholders to spend time with your organization rather than the next-best competitor for their attention, advancement organizations must offer a consistently positive, relatable, barrier-free and where possible, unifying experience.

Here’s our deeper dive, picking up from the advancement trends we identified earlier in this academic year…

Read more >