You are here


From UB

Rebutting the college rankings

October, 2016
Thomas J. Botzman is president of Misericordia University.

My institution, Misericordia University in Pennsylvania, received a solid, but uninspiring B- on Forbes "America’s Top Colleges 2016." After reviewing the criteria, though, it appears our letter grade represents who we aspire to be as it fits our long-held mission of serving first-generation students and others in need.

Smaller colleges fuel social mobility

August, 2016
Jeffrey R. Docking is the president of Adrian College in Michigan and the author of "Crisis in Higher Education: A Plan To Save Small Liberal Arts Colleges in America."

Sometimes, well-known propositions lead to predictable conclusions. But not always. Occasionally, they lead to surprises—and even busted myths. Here’s one: Wealthy, private institutions willing to invest large endowments in financial aid for poorer students do the best job of expanding access to higher education.

Small college aims for high-impact investments

May, 2016
Intentional Endowments Network supports investment practices that produce financial returns while addressing environmental, social, governance and sustainability factors.

With college students increasingly calling on schools to divest endowments from fossil fuels, Becker College in Massachusetts became the first institution to mandate that all of its investments generate a positive impact on society—and a targeted financial return.

Endowment endurance in higher ed

April, 2016
Being able to draw from the endowment is important for an institution like Berea College because of its no-tuition promise. Students are required to work as they attend school, with assignments such as greeting guests at the Historic Boone Tavern Hotel.

On average, academic institutions spend between 4.5 and 5 percent of their endowments annually. But when endowment returns are way down, it’s not exactly prudent to spend the same percentage of the endowment with the assumption that target investment payoff percentages will return.

No crystal ball on FY2016 results

April, 2016

It’s certainly not black or white for investors.

“The discussion around the table in investment committees is: How do you allocate risk across various investment options available to optimize returns for five to seven years? There isn’t a neat, pat answer,” says Bill Jarvis of the Commonfund Institute.

Sponsored Content


Institutions of all sizes are facing increased scrutiny of their student ID systems in light of recent security concerns. At the same time, budgets are tight for many colleges and universities, creating a number of common challenges when it comes to the business processes involved with issuing student IDs and maintaining an ID system.


Over the next decade, higher education will experience a significant shift, as the millennial generation gives way to “Generation Z.” As a result of this multi-generational shift in student expectations, institutions will have to adapt how they do business across departments, from financial aid to the business office to student services. This will include using social media effectively to communicate with students and their families—particularly in the financial aid and business offices.


For institutions to remain competitive, they must support a growing student population while providing responsive and top-quality student services. Linn-Benton Community College, which serves over 20,000 full-, part-time and non-credit students in Oregon, automated admissions processes to ensure that exceptional student experience begins from the first point of contact with the college, while improving efficiency and reducing costs.


Given the current environment in higher ed, the pressure to contain costs and the need to justify expenses, it is more critical than ever that any technology investment not only meet the needs of staff, students and the institution, but also provide a clear return on investment. When it comes to the significant investment involved with implementing an ERP, there are strategies and approaches that any institution can take to reduce total cost of ownership, as well as realize ROI in the least amount of time possible.

The Institute for Cross Cultural Management at the Florida Institute of Technology trains individuals and organizations to prepare for success in a global environment. Face-to-face communication is a vital part of that work.