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It outlines seven practical directions for institutions: using technology to rebuild the student-centered model; improving learning through persistence and graduation-focused design; applying predictive analytics and interdisciplinary pathways; pursuing aligned mergers and acquisitions; and managing tuition costs to sustain access. 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With rising tuition costs outpacing living wages, and student debt burdens crippling students, institutions of higher learning were grappling with how to evolve. The COVID-19 pandemic introduced an abundance of obstacles that colleges had to face head on, but they also exacerbated institutional, academic, and operational issues that have been bubbling up for a long time. The economic and social impacts that the pandemic had on higher education highlighted significant weaknesses of the current business model and may have even accelerated changes that were inevitable.  \nSeven Promising Practices for the Future of Higher Education  \nCOVID caused the business model to evolve and change. Here are seven changes that transformed higher ed that are here to stay:  \nTHE USE OF TECHNOLOGY TO RECENTER THE BUSINESS MODEL ON STUDENTS  \nUniversities were forced to go fully remote or in some cases hybrid towards the end of the 2019/2020 school year. This caused enrollment numbers to fall. Students not only attend college or university for the academics, but they also attend to feel a sense of independence and to experience life on campus before having to potentially join the workforce. COVID completely changed that.  \nRemote, hybrid learning, and an overwhelming amount of COVID regulations changed the entire college experience for students, leading many to delay enrollment for the year. An article from CNBC reports that “Postsecondary enrollments dropped 2.5 percent in the fall of 2020, nearly twice the rate of decline from a year earlier, according to the National Student Clearinghouse Research Center’s December 2020 report. The NSCRC said the primary driver of that decline was a 3.6 percent drop in undergraduate enrollment.”1  \nThe pandemic’s direct impacts on college life and student wellbeing forced schools to find new and creative ways to engage with them. Many institutions utilized technology and analytics to recenter the school business model around meeting the needs and the demands of their ever changing (diverse) student population, understanding that because of the pandemic, they had to find new ways to meet students where they were. Schools should continue to focus on providing additional academic and socio-economic supports for students that capitalize on student engagement and are informed by student and faculty input. In turn, students will be more engaged resulting in stable, or even increased, undergraduate retention and graduation rates.  \nA FOCUS ON LEARNING,  \nPERSISTENCE AND GRADUATION  \nThrough predictive modeling and data analytics applied to course creation and review, institutions can have a better sense for the type of classes and schedule that students want to engage with as well as which type of course structure will best prepare them for success in today’s dynamic workforce. For example, an increasing number of schools are offering  \ninterdisciplinary degrees or allowing students increased opportunities to graduate with dual degrees—something that was beginning to evolve even before the pandemic, but likely accelerated because of it.  \nIn a 2017 article in the Chronicle of Philanthropy, Meredith Woo, President of Sweet Briar college, a Women’s college in Virginia stated,“It’s difficult to prepare students for the 21st century when you’re insisting on a curriculum that dates back to the medieval period.”2 In 2015 Sweet Briar College was on the verge of closing due to financial instability, but since Ms. Woo became president in 2017 the school has altered its term structure, redefined its core curriculum, and created three interdisciplinary centers for education which has helped the school to remain open, exceed their 2021 funding goals and increase their enrollment by over 30 percent. For college and university executives, reimagining the higher education business model","cbCaikaT7Y6laqB0","https://ap.wps.com/l/cbCaikaT7Y6laqB0","pdf",1089363,"English","# Seven Promising Practices for the Future of Higher Education\n## The Use of Technology to Recenter the Business Model on Students\n## A Focus on Learning, Persistence and Graduation\n## Mergers and Acquisitions\n## Managing Tuition Costs","[{\"question\":\"Why does the document argue higher education needs to evolve now?\",\"answer\":\"It links the need for change to escalating tuition costs, heavy student debt, and the operational, academic, and institutional issues worsened by COVID-19. The pandemic is described as exposing weaknesses in the existing business model and accelerating inevitable shifts.\"},{\"question\":\"How does the document say technology should be used in higher education?\",\"answer\":\"It recommends using technology and analytics to recenter institutions around students’ changing needs. Schools should continue engagement-focused supports informed by student and faculty input to improve retention and graduation.\"},{\"question\":\"What role do mergers and acquisitions play according to the document?\",\"answer\":\"It states that aligned acquisitions and mergers can provide more resources and flexibility to expand educational mandates. Success depends on mission alignment and mutual benefit for both parties.\"}]","Seven Promising Practices for the Future of Higher Education | PDF",1792048710,15]