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Department of Veterans Affairs-operated educationprogram. Similarly for degree-seeking veterans at two-year institutions, the average annual earnings coming from a for-profit institution was less, at $32,800, than the $38,600 in earning coming from a public institution, despite for-profit colleges costing taxpayers more.
David Decker, the President of Franklin University, discuss three strategic moves that helped his institution experience positive growth in the double-digit territory during and after the pandemic. Franklin University, which primarily serves non-traditional, part-time adult learners, offers a unique perspective on highereducation growth.
These three reasons, aside from the fact that there are market dynamics at play there is more supply than demand are driving many of the changes were seeing right now in higher ed. The second strategy is acquisition, which is how the National University System is expanding its doctoral offerings.
This podcast, Higher Ed Mergers and Acquisitions (M&A) Activity with Gerry Czarnecki and Dr. Drumm McNaughton, drills down on higher-than-historical activity and discusses things university presidents should consider before a merger. The highereducation sector has been relatively immune (or perhaps resistant?)
Together, the Department and FTC actions call into question not only the integrity of Grand Canyon’s recruiting and academic operations, but also its effort to be accepted as non-profit. million — perhaps more than the school, structured as a non-profit associated with Purdue University, would be able to pay.
However, the more relevant reason for many of these closures is the lifecycle and current operating environment of highereducation. Over the past few years, 65 for-profits closed and seven merged with other institutions. We continue to see highereducation closures. Transfer Students and Reducing Costs.
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