Issue link: http://digital.corporatepress.com/i/445610
Facilities Manager | january/february 2015 | 11 • Measuring Outcomes is Increas- ingly Important—The increased demand for accountability requires better tracking of outcomes. In- formed institutional decision making should be data-driven, fact-based, and outcomes-based. There remains an increased need to prioritize needs and investments that are in alignment with institutional missions. • Anticipating Demographic Shifts— If colleges and universities are to at- tract sufficient enrollment, they need to anticipate the radical demographic changes that are occurring now, and that will accelerate over the next several decades. For example, high school graduates are already slowing the enrollment of traditional age stu- dents and increasing the adult student population mix. Colleges must make their cultures more welcoming and responsive to prospective students in a wider demographic—and must shift their recruiting efforts accordingly. • Increasing Demands for Value— Quality is number one. We must demonstrate productivity and ef- ficiency of academic, administrative, and student programs and services and couple them with a correspond- ing achievement of student learning outcomes. Students are ultimately demanding value for their money and their perceptions are a powerful driver of change. • Improving Governance and Ac- countability—The need for improve- ment in this area remains a high priority. Institutions (at all levels) must be prudent managers of the assets entrusted to them by donors, the government, and students. Look- ing at the institution's overall risk profile will become an increasingly common practice. There continues to be a push for communication with authenticity to achieve trust through transparency. • Using Assets Strategically—Given today's competitive environment, col- leges and universities need to think about how their financial and physical assets can best be aligned to achieve the institution's strategy. Institutions need to integrate and align their capital investments, debt and endowments, and management of operations to maintain appropriate liquidity levels and mitigate risk. • Staying Abreast of the Changing Regulatory Environment—Legal and regulatory requirements affecting high- er education institutions are constantly in flux. Colleges and universities need to have reliable and consistent process- es in place for identifying and comply- ing with applicable laws and regula- tions. The burden of these unfunded mandates will continue to climb. Although these issues are all too familiar, their convergence is troubling for our industry. Add the rate and pace of change, and we indeed have that "perfect storm". The "law of survivability" will be harsh if institutions have small endow- ments, poorly defined missions, a poor self-image, or low productivity. Will institutions evolve or atrophy? Is higher education the next bubble? The challenges are many and the solutions are vexing. Yet, the time has come for new approaches and new solutions. Collec- tively, we are up to the challenge. Lander Medlin is APPA's executive vice president; she can be reached at lander@appa.org.