At Gray, we follow stories that are important to our higher education community, and when UCLA and USC announced their plan to move to Big Ten Conference, they changed the landscape of college sports in the US. We focused on looking at the impact beyond football; using our new Athletics Evaluation Software, we made a list of strategic decisions that would allow USC & UCLA to assimilate with the Big Ten without compromising sports unique to their current footprint.
Gray Insights for Higher Education
When planning your academic program portfolio, labor data is indeed important, but your market data should not only include labor market demand. A successful academic program evaluation is not based on one dimension of data. The fallacy of that has gotten many a school into trouble.
Analyzing market data informs academic program evaluation and decision-making, leading to a strong program portfolio. Once an institution has analyzed their market data, they can rely on the data to inform which programs to start, stop, and grow. In this blog, we will show how institutions can apply the market analysis that leads to a successful new program proposal.
In an excerpt from Start, Stop, or Grow, Robert Atkins discusses curricular efficiency, which measures, manages, and improves the units of education that can be delivered for a given amount of instructional cost and quality, and the importance of the cost per student credit hour (SCH).
We’ve seen an explosion of AI-related courses and programs across higher education, mainly within engineering and computer science departments, but AI isn’t just for “left-brainers.” Artists, musicians, and other “right-brain” aficionados are using AI to enhance the creative process and even generate new creative works. While creative AI still has a long way to go, it’s clear that AI technology will have to be considered in the workforce and in educating students.
Money remains crucially important to not-for-profits, but in a very different way than for for-profits. For universities, it’s a means for mission attainment, whereas it is the overriding objective in business firms. One barrier to the adoption of academic resourcing models is the concern that doing so will “turn the university into a business.” The case against this proposition is very strong, but its demonstration requires considerable explanation.