Kent:  Joining us today is Maximo Flint-Morgan, MBA, who serves as Director of Financial Aid at Le Moyne College, a private Jesuit institution in Syracuse, New York, where he has led the financial aid office within the Division of Enrollment Management since February 2021. A Syracuse-area professional with a broad background spanning higher education, nonprofit work, and business, Maximo previously served as Associate Director of Financial Aid at Syracuse University, where he developed and managed comprehensive communications strategies for financial aid services.

Deeply committed to the profession, he is an active contributor to the New York State Financial Aid Administrators Association, supporting training and professional development for aid officers across the state. He is also a frequent speaker to students and families, offering practical guidance on FAFSA completion, scholarships, and financial planning. 

Outside the office, Maximo is a devoted dad with a passion for soccer and world music. Welcome to the show, Maximo.

Question 1: Finding the Path — Career Journey & Role Today

Dean: Maximo, your path to financial aid wasn't exactly a straight line — how did you first find your way into this work? And give us a sense of what your role looks like today at Le Moyne.

Question 2: Beyond the Paperwork — What Financial Aid Really Is

Kent: When families think of 'financial aid,' they often think of paperwork. What are they missing about the actual work your office does?

Question 3: Mission vs. Market — Aid Strategy at a Jesuit College

Dean: Le Moyne is a private Jesuit institution with a commitment to access, but financial aid today is also deeply strategic. How much of what your office does is formula versus strategy?

Question 4: FAFSA, Federal Policy & the Turbulence of Change

Kent: FAFSA has been through significant turbulence in recent years. From your seat at a small private college, what's working, and what's not?

Question 5: Student Mindset & Practical Advice for Families

Dean: Are today's students and families approaching college financing differently than even five years ago, and if you were sitting across from a family with a high school junior right now, what are the two or three things you'd tell them to do today?

Possible Follow-up: How should families think about borrowing responsibly? Is there a way to reframe student loans that you find resonates with families?

Question 6: Closing — The Future Question

Kent: Looking out five to ten years, with demographic shifts, the FAFSA's evolution, growing skepticism about the value of a college degree, and the financial pressures facing private institutions, how do you see the future of financial aid unfolding? And what role do small private colleges like Le Moyne play in that future?

Closing

Dean: Maximo, this conversation is a reminder that behind every financial aid office is someone who genuinely cares whether students get to the starting line. Thank you for your candor, your expertise, and for the work you do at Le Moyne every day."

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover. Also, I encourage you to subscribe to our series on your favorite podcast network,

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.And if your college or university is involved in podcasting, be sure to check out HigherEd PodCon, coming to Cleveland, Ohio, on July 16th and 17th. It's a wonderful opportunity for professional development and networking with others doing this work in higher education. Visit www.higheredpodcon.com for details.

On behalf of our guest, Maximo Flint-Morgan, my co-host Kent Barnds, and I, thank you for joining us.

Dean: Joining us today is Irving “Irv” Bruckstein, a transformational technology executive with more than three decades of experience across higher education, enterprise IT, and cybersecurity. He most recently served as Chief Information Officer at Washington College, where he rebuilt IT operations following a ransomware incident, modernized infrastructure, and led major initiatives in cybersecurity, digital transformation, and online learning.

Irv is now the incoming CEO of CyberAI Group, where he is focused on advancing AI-driven cybersecurity solutions and helping organizations strengthen resilience in an evolving threat landscape. Known for building high-performing teams and aligning technology with strategic outcomes, he brings a pragmatic, results-oriented approach to leadership. He holds a B.S. in Computer Science and Mathematics and an M.S. in Cybersecurity from Hofstra University’s DeMatteis School of Engineering. Irv, welcome to Small College America.

 Question 1: From Big Campuses to Small Colleges

Kent: Irv, your career includes some of the largest institutions in the country — Columbia University, NYU, where you helped build an entire campus from the ground up in Abu Dhabi. At some point you made a deliberate move toward smaller colleges. What drew you in that direction, and what surprised you most when you got there?

Follow-ups:

•      What can a small college CIO do that a large university CIO simply can’t?

Question 2: Walking Into the Aftermath

Dean: Irv, when you arrived at Washington College in January 2024, the institution was still dealing with the fallout of a serious ransomware attack that had occurred about a year earlier. You were essentially brought in to rebuild. Walk us through what you found when you got there, and how you approached turning things around.

Follow-ups:

•      What was the hardest conversation you had with college leadership in those early weeks?

Question 3: The Small College Cybersecurity Gap

Kent: Small colleges are often described as "target-rich, resource-poor" when it comes to cybersecurity; they hold enormous amounts of sensitive student data but rarely have the staffing or budget of a large research university. In your experience, do most small college presidents truly understand the cyber risk their institution faces, and should the CIO have a genuine seat at the leadership table?

Question 4: AI on Campus — Promise and Peril

Dean: You’ve been thinking about AI in higher education since at least 2019, when you co-hosted a symposium at Salve Regina about adaptive learning and AI-driven student outcomes. Now AI is everywhere. What should a small college realistically be doing with AI today — and where do you see institutions getting into trouble?

Question 5: Crossing to the Other Side of the Table

Kent: You’ve recently made a significant shift, from being a buyer and implementer of technology inside higher education to now building cybersecurity products at CyberAI Group. What does the view look like from that side? And what do you wish technology vendors understood better about what small colleges actually need?

Question 6: Closing — The Road Ahead

Dean: Last question, Irv — and we ask this of everyone on the program. Looking five to ten years out, what does the small college that’s getting technology right actually look like? And what’s at stake for the institutions that don’t get there?

Closing
Kent: Irv, thank you for a conversation that I think will stay with our listeners. The work of protecting a campus — its people, its data, its future, often happens invisibly, and you’ve helped make it visible today. We’re grateful for your time and your candor.

For those listening or viewing, if you’d like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover. Also, I encourage you to subscribe to our series on your favorite podcast network.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group, a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Irving Bruckstein, my co-host Dean Hoke, and I, thank you for joining us.

Our guest today is Dr. Rebecca J, Stoltzfus, the 13th president of Goshen College in Goshen, Indiana. Rebecca became president in 2017 after serving as Vice Provost for Undergraduate Education and Professor of Human Nutrition at Cornell University. Earlier in her career, she taught at the Johns Hopkins Bloomberg School of Public Health, and her research has focused on the causes and consequences of malnutrition among women and children in low-income countries.
 
Rebecca’s connection to Goshen runs especially deep. She is a 1983 graduate of the college, as is her husband Kevin, and her father, Victor, also served as president of Goshen College from 1984 to 1996. 

After a career that included global research and leadership at major research universities, she returned to lead her alma mater, bringing both an international perspective and a personal commitment to the college’s mission.
 
Rebecca, welcome to Small College America. We’re delighted to have you with us today.

Q1: Goshen College Today - Rebecca, tell us about Goshen College. How would you describe the student body and mission of Goshen College today, and how have the changing demographics of the region influenced the college’s identity and recruitment strategy?

Q2: Liberal Arts in a Manufacturing Economy - Northern Indiana is one of the country’s most dynamic manufacturing regions, particularly around the RV industry in Elkhart County.
 
Q3: Faith, Mission, and Inclusion - Goshen College is rooted in the Mennonite tradition, which emphasizes peacebuilding, service, and community. At the same time, the student body today is quite diverse and includes many students who are not Mennonite. How does the college maintain that faith-based mission while welcoming students from many backgrounds, and how does that identity show up in the student experience?

Q4: Global Learning and Experiential Education - One of Goshen’s most distinctive programs is the Study-Service Term, which I believe has existed since the mid to late 1960”. Goshen sends students around the world for immersive cross-cultural experiences. In a time when many colleges are emphasizing internships and workforce readiness, why has Goshen remained committed to global service learning, and what impact do you see it having on students?

Q5: Town and Gown - Goshen is both a manufacturing center in northern Indiana and a vibrant small city with strong civic engagement and a growing multicultural population. How would you describe the relationship between Goshen College and the city, and how does the college contribute to the community and regional economy?

Q6: Looking Ahead - Rebecca, looking into the future, what capabilities do you believe small colleges like Goshen must strengthen now to remain resilient and relevant? - and as you think about Goshen specifically, what gives you the greatest confidence about the college’s future?

Closing - Rebecca, thank you for joining us today and for sharing your insights about leading Goshen College — a place with deep roots, a distinctive mission, and a meaningful role in its community.
 
 For those listening or viewing, if you'd like to learn more about Small College America, visit our website at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.
 
 This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.
 
 On behalf of our guest, President Rebecca Stoltzfus, my co-host Dean Hoke, and I, thank you for joining us.

Dean Hoke: Our guest today is Michael Sorrell, President of Paul Quinn College in Dallas, Texas, which has an enrollment of about 650 students. Michael is the longest-serving leader in the institution’s history. Since taking office in 2007, he has led one of higher education’s most remarkable turnarounds—transforming Paul Quinn into a nationally recognized model for innovation, community engagement, and student success. His leadership includes launching the New Urban College Model and converting the campus football field into a thriving urban farm.

Michael is a graduate of Oberlin College and Duke University, and his Ed.D. from the University of Pennsylvania, though he often says his most important education has come from listening closely to students and the surrounding Dallas community. He has served as the co-chair for the Aspen Prize and a former trustee for the American Council of Education

Michael is married and has two children.  Michael is known for being remarkably accessible on campus, frequently walking the grounds, checking in with students, and personally mentoring emerging leaders.

Michael, a pleasure to have you on Small College America.

Kent – Q1: The Turnaround

When you became president of Paul Quinn College in 2007, the institution was facing serious challenges. Looking back, what were the first decisions you made that truly changed the trajectory of the college?

• Was there a moment early on when you realized just how difficult the situation really was?

Dean – Q2: Rethinking the Small College Model

Paul Quinn has become nationally known for what you call the “New Urban College Model.” What does that model mean, and why did you believe the traditional approach needed to change?

Kent – Q3: The Football Field Decision

One of your most talked-about decisions was ending the football program and turning the field into the WE Over Me Farm. What message were you trying to send with that decision?

Dean – Q4 Leadership and Culture

You’ve led Paul Quinn longer than any president in its history. Over that time, how have you worked to build a culture that supports innovation and accountability?

• What leadership lesson has been most important during your time as president?

Kent – Q5: The Role of HBCUs and Small Colleges

Paul Quinn is both a historically Black college and a small private institution. In today’s higher education landscape, what unique role do HBCUs and small colleges play in expanding opportunity and social mobility?

• What do policymakers and foundations need to understand better?

Dean – Q6 Looking Ahead

As you look ahead to the next decade, what do you see as the biggest opportunities and the biggest risks for small colleges in America?

• Do you think the traditional small college model will look very different ten years from now?

Closing

Kent: Michael, thank you for joining us today and for sharing the remarkable story of Paul Quinn College. Your leadership shows how a small college can reinvent itself, stay true to its mission, and make a meaningful difference for students and the community it serves.

For those listening or watching, you can learn more about Small College America at www.smallcollegeamerica.net, where you’ll find upcoming episodes, contact information, and ways to suggest future topics. We also encourage you to subscribe on YouTube, Apple Podcasts, Spotify, or your favorite podcast platform.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group, a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Dr. Michael Sorrell, my co-host Dean Hoke, and I, thank you for joining us.

Kent: Our guest today is Rev. Lamont Anthony Wells, Executive Director of the Network of ELCA Colleges and Universities, an association representing 28 institutions connected to the Evangelical Lutheran Church in America. In this role, he works with presidents and campus leaders across the network to strengthen collaboration and support the mission of Lutheran higher education.

Earlier in his career, Rev. Wells served as Program Director for Campus Ministry in the ELCA, helping lead a network of faith and service communities on and near more than 240 college campuses across the country. He also served as a Lutheran campus pastor within the Atlanta University Center, one of the nation’s most prominent historically Black college communities.

He is a graduate of Morehouse College and later completed graduate studies in ministry and leadership at the Interdenominational Theological Center.

Question 1: Understand NECU

Dean: Rev. Wells, you serve as Executive Director of Higher Education, which represents 28 Lutheran-affiliated institutions. For listeners who may not be familiar with the network, could you describe NECU and the role it plays among those colleges and universities?

 Question 2: Maintaining Identity

Kent: Many church-related colleges now enroll students from a wide range of backgrounds, and relatively few may be members of the founding denomination. How do Lutheran colleges maintain their identity and mission in that environment?

Question 3: Closures, Mergers, and Alliances

Dean: In recent years we’ve seen some small colleges close, merge, or explore new partnership models. Do you foresee similar developments among Lutheran colleges—perhaps closures, mergers, or new forms of alliances or coalitions?

Question 4: Relationship Between Church and College

Kent: Historically, many Lutheran colleges were founded by immigrant congregations and church communities. How would you describe the relationship today between the Evangelical Lutheran Church in America and its colleges?

Question 5: Collaboration Among Institutions

Dean: Discussion about the students attending member schools. What does he see? Check transcript

Question 6: Closing — Looking Ahead

Kent: As you look toward the next decade, what gives you the most optimism about the future of Lutheran higher education and the role these institutions can continue to play in American higher education?

Closing 

Dean: Rev. Wells, thank you for joining us and for sharing your perspective on ELCA and the broader future of Lutheran higher education.

For those listening or viewing, if you'd like to learn more about Small College America, visit our website at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover. Also, I encourage you to subscribe to our series on your favorite podcast network,

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Revenue Lamont Wells, my co-host Kent Barnds, and I, thank you for joining us.

Kent:  Joining us today is Dr. L. Jay Lemons, President of Academic Search since 2017, following 25 years as a college president in both public and private higher education. He previously served as President of Susquehanna University and as Chancellor of the University of Virginia’s College at Wise, leading both institutions through significant periods of growth and institutional advancement.

A committed advocate for leadership development, Dr. Lemons works closely with new and aspiring presidents through programs with the American Association of State Colleges and Universities, the Council of Independent Colleges, and the American Academic Leadership Institute. His experience guiding institutions and mentoring senior leaders shapes his work at Academic Search, where he supports colleges and universities in identifying and developing effective leadership.

Jay is also the Podcast host of Leaders on Leadership, which you can find on Apple, Spotify, and many others. 

Interview Questions are projected 27-30 minutes. We expect to ask six questions. About 4-5 minutes per question

Question 1: From Presidency to Search Leadership

Dean: Jay, you spent 25 years as a college president before moving into executive search. What did you learn about the presidency only after you started helping boards hire presidents?
 
• What do presidents misunderstand about boards?

Question 2: The Changing Presidency

Kent: When you became president in the early 2000s, the job looked very different from what it does today. What has changed most dramatically?
 

Question 3: The Small College Reality Check

Dean: Small private colleges face enrollment volatility, tuition discount pressure, and demographic headwinds. When boards begin a search today, how honest are they about their institution’s financial and enrollment realities?
 

Question 4: What Boards Say They Want vs. What They Actually Need

Kent: In search profiles, boards often list many must-have traits. From your experience, what are the three that actually determine success at a small college?

Follow-ups:
• Are boards over-prioritizing charisma?
 

Question 5: The Candidate Pipeline

Dean: Where are tomorrow’s small-college presidents coming from?
 
• Are provosts still the dominant pathway, or are we seeing more CFOs, advancement leaders, or nontraditional candidates?

Question 6: Closing — Advice to Boards and Aspiring Presidents

Kent: If you could give one piece of advice to a small-college board beginning a presidential search tomorrow, what would it be?
 

Closing

Dean: Jay, thank you for helping us better understand not just how presidents are hired, but what it really takes to lead a small college in this moment. Your experience, both as a longtime president and now as a mentor to the next generation, gives our listeners a rare and trusted perspective.

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover. Also, I encourage you to subscribe to our series on your favorite podcast network,

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Dr. Jay Lemons, my co-host Kent Barnds, and I, thank you for joining us.

Kent:  We have joining us today, Dr. Wes Brooks, who serves as Vice President and Dean of Student Life at Augustana College, where he leads a wide portfolio supporting student success, including residential life, athletics, counseling services, public safety, and campus engagement. Known for his energetic, student-centered leadership style, Wes plays a key role in shaping campus culture and advancing holistic student development.

Before joining Augustana, he held leadership roles at Iowa Wesleyan University, Wartburg College, and Grand View University—even spending time early in his career as an assistant men’s basketball coach.

Wes earned his bachelor’s degree from Grand View and both his master’s and Ph.D. in higher education from Iowa State University.  Outside of work, he enjoys family time, coaching youth sports, golf, and theater—bringing that same enthusiasm into everything he does on campus

Question 1: Career Path and Role

Dean: Wes, how did you enter the field of student life, and what drew you to this work? 

Follow-Up: For listeners who may not fully understand the scope of the position, how would you describe what a Vice President for Student Life does at a college like Augustana?

Question 2: Mental Health

Kent: Across higher education, we keep hearing that student mental health needs have grown significantly. From where you sit at a small college like Augustana, what has changed the most — and how has that reshaped the work of Student Life?

Follow-Up: When students arrive at a small college, what’s one challenge that catches both the students and their parents by surprise — something they rarely anticipate going in?

Question 3: Retention Role

Dean: Wes, At many small private colleges, persistence isn’t driven only by academics — it’s closely connected to belonging and engagement. From your perspective, how does your division influence whether students stay and succeed?

Follow-up: Is there a point in that first semester when you can usually sense whether a student is likely to persist — and what signals do you watch for?

Question 4: Misconception About Student Life

Kent: If you had to name the single biggest misconception about Student Life at small colleges, what would it be?

Possible Follow-Up - What’s something your team does every day that most faculty, administrators, or trustees never see?

Question 5: Sector-Wide Challenge 

Dean: What’s one student-life challenge today that you think higher education as a whole still hasn’t figured out how to solve?

Question 6: Future 

Kent: Looking ahead five years, how do you see the role of student life — and your own position — evolving as colleges continue to face enrollment, financial, and student-experience pressures?

Closing

Dean: Wes, thank you for joining us today and for giving our listeners such a clear look at how student life at Augustana supports students’ well-being, belonging, and long-term success.

For those listening or viewing, if you'd like to learn more about Small College America, visit our website at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover. Also, we encourage you to subscribe to the show via YouTube, Apple, Spotify, or your favorite podcast device. 

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Wes Brooks, my co-host Kent Barnds, and I, thank you for joining us.

John Gotanda is President of Hawaii Pacific University, the largest private university in Hawai'i, where he leads efforts to strengthen HPU's global identity, expand international partnerships, and advance student success across its diverse, multicultural community. Born and raised in Hawai'i, John brings both deep local roots and a strong international perspective to his leadership.

Before becoming president, he spent nearly three decades at Villanova University School of Law, serving in roles from Professor to Dean. As a scholar, John is internationally recognized for his work on damages in international law, with research cited by courts worldwide, including the U.S. Supreme Court.

He is a graduate of the University of Hawai'i at Mānoa and the William S. Richardson School of Law. And as a fun fact, John is an accomplished musician and songwriter whose work has been nominated for Hawai'i's  NahHoku HanoHano Awards

• Question 1: Tell our audience about Hawaii Pacific University, the student profile, and what makes it different from other colleges? Are your undergraduate students the traditional 18-24 demographic, and what majors are they seeking?
• Question 2: John, the classic town-and-gown story in American higher education is about a college and its surrounding community becoming so intertwined that it's hard to say where one ends and the other begins. At Hawaii Pacific, it seems like you have a version of that story, but instead of a town, your partner is the U.S. military. Tell our audience about that relationship?
• Question 3: HPU attracts students from Hawaiʻi — both from high schools and military personnel based on the island — as well as the mainland and internationally. How do you think about balancing those different student markets, and has that mix changed in recent years
• Question 4: Many smaller private colleges struggle to differentiate themselves, but HPU has made some clear choices — a strong graduate portfolio, major programs in nursing, business, and professional fields. How deliberately has the university aligned its academic offerings with workforce needs in Hawaiʻi and the Pacific, and what led you to lean into that strategy?
• Question 5: You didn’t come up through the usual academic ladder; your career started in law, moved into legal education, and ultimately brought you back home to lead HPU. What did each of those chapters teach you about leadership that you rely on today as a university president?
• Question 6: Hawaiʻi Pacific operates in a unique space; an urban, globally connected university with strong professional and graduate programs. Looking five years ahead, what gives you the most confidence about HPU's future — and about the evolving role of smaller private universities in today's higher education landscape? Also John HPU’s future also includes new campus outside of Hawaii. Can you tell our audience about HPU and Las Vegas 

Closing

John, thank you for joining us today and for giving our listeners such a clear window into Hawai‘i Pacific University — from its global, military-connected student community to the way the university has aligned its programs with workforce needs across the Pacific.

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, President John Gotanda, my co-host Dean Hoke, and I, thank you for joining us.

Eric Page is Chief Client Officer at Carnegie—Higher Ed Marketing & Enrollment, where he leads strategy and solutions that help colleges and universities navigate complex enrollment, marketing, and institutional challenges. With more than 15 years of experience in higher education communications, enrollment strategy, and marketing, Eric blends data-informed planning with innovative storytelling and digital engagement to drive meaningful outcomes for a diverse range of institutions. Before joining Carnegie, he led admissions recruitment and marketing efforts at the University of Iowa. He holds a BS in Journalism from the University of Wisconsin–River Falls and a master’s degree in organizational leadership from St. Ambrose University, grounding his work in both strategic expertise and collaborative leadership. Eric is a respected voice in higher ed, known for advancing effective, student-centered practices. 

Eric, welcome to the show! Before Dean leads us off with the first question, I believe you also worked at a couple of newspapers early in your career—the Quad City Times and Eau Claire Leader-Telegram? Were you a reporter? What was that experience like?"

Q1: About Eric’s Background

Q2: What Small Colleges are Facing Now
Q3: Enrollment as Infrastructure, Not Just Marketing
Q4: Storytelling

Q5: Leadership and Realistic Expectations
Q6: Looking Ahead

Kent Barnds: Our guest today is Elizabeth A. Rider, President of Elizabethtown College. Elizabeth brings more than 30 years of dedicated service to Elizabethtown, having served as faculty member, Provost, and Senior Vice President for Academic Affairs before becoming president in 2022.

Since becoming President, she has championed enrollment growth, and under her leadership, the College has surpassed fundraising goals and reached a historic endowment milestone of over $100 million.

She also serves as a member of the Board of Directors for the Association of Independent Colleges & Universities of Pennsylvania (AICUP), contributing to statewide efforts that advocate for independent higher education. Dr. Rider and I also share a personal connection — we’re both graduates of Gettysburg College — and I had the privilege earlier in my career of working at Elizabethtown College as well, so it’s especially meaningful for me to welcome her today. Betty, welcome to Small College America. We’re delighted to have you with us.

Dean - Betty, you’ve spent much of your career at Elizabethtown — from faculty to provost to president. How has that long institutional perspective shaped your leadership, especially during such a disruptive period for higher education?

Kent – Since becoming president, Etown has welcomed its largest incoming class in more than a decade and reached record applications. What changed — strategically or culturally — to drive that momentum, and how are you thinking about sustaining it in a competitive regional market?

Dean – Elizabethtown recently launched a dual-enrollment partnership with Lancaster Catholic High School, creating earlier pathways for students to earn college credit. How do initiatives like this fit into your broader enrollment and access strategy — and what role do K–12 and community partnerships play in Etown’s long-term sustainability? 

Kent – Your draft Strategic Plan 2030 emphasizes integrating career-readiness across academic programs — including digital credentials and clearer pathways from classroom to career. How are you reimagining the student experience so graduates leave not only well-educated, but workforce-ready? Also, how do you communicate that value to prospective families?

Dean – Under your leadership, Elizabethtown has surpassed fundraising goals and reached a historic endowment milestone. What practical lessons can other small colleges take from Etown’s approach to its fundraising success and building confidence among donors and trustees? 

Kent – Betty, looking three to five years out, what capabilities do you believe small colleges must strengthen now to remain resilient and relevant? And what encouragement would you offer presidents who may feel overwhelmed by the pace of change?
 Also Betty, If you had to name one leadership priority for the year ahead, what would it be?

Dean: Betty, thank you for joining us today and for sharing such thoughtful insight into leading Elizabethtown College through a period of real momentum and change. We’re grateful for your perspective today. 
For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, President Elizabeth Rider, my co-host Kent Barnds, and I, thank you for joining us.

Kent Barnds: Robert Kelchen is a professor of higher education and head of the Department of Educational Leadership and Policy Studies at the University of Tennessee, Knoxville. His research interests include higher education finance, accountability policies, and student financial aid. Kelchen is the author of Higher Education Accountability and regularly publishes in top education journals. He has received the Robert P. Huff Golden Quill Award for excellence in financial aid research from the National Association of Student Financial Aid Administrators and has been recognized as one of the most influential faculty members in education by Education Week.

He is also the data editor for Washington Monthly magazine’s annual college guide and rankings. Kelchen holds a bachelor’s degree in economics and finance from Truman State University, a master’s degree in economics from the University of Wisconsin-Madison, and a PhD in educational policy studies from the University of Wisconsin-Madison.

Interview Questions (Estimated length: 27–30 minutes; six questions)

Q1: About Robert’s Background

Robert, before we dive into the data, could you briefly describe your work at the University of Tennessee—what you teach and research—and how that role shapes the way you think about institutional finance and risk—particularly for small, tuition-dependent colleges. 

Q2: Recent IPEDS Research
Robert, you recently evaluated the newest IPEDS finance data (FY 2024) and dug into how often colleges lose money across sectors. You pointed out that the frequency of institutional financial losses is rising, especially among private nonprofit colleges. What does this trend tell you about the resilience of small colleges, and how should leaders interpret episodic versus persistent operating losses?

Q3: Early Warning Signs
In your work on financial stress indicators like operating losses, enrollment declines, and changes in endowment or state support, which combinations of metrics should small college leaders watch most closely as early warning signs?
Q4 Washington Monthly & Public Accountability

In addition to your academic work, you serve as the data editor for Washington Monthly’s college rankings, which emphasize outcomes and public value. How does that lens change the way you think about financial health and accountability—especially for small private colleges under pressure?
Q5: Board – Finances – Professional Development
What do you wish more boards of small private colleges understood about institutional finance—and where do boards most often misread or over-interpret the data in front of them?

Follow-up - Robert, what responsibility does college leadership have to ensure that boards—and especially executive committees—have the financial literacy and ongoing professional development needed to govern effectively in this environment?  

Q6 The Next Five Years

Looking ahead five years, do you expect the number of financially distressed small colleges to stabilize, increase, or accelerate, and why?

Closing

Dean: Robert, thank you for joining us today and giving your thoughtful perspective on the challenges and opportunities facing small colleges at this pivotal moment in higher education. Your work helps bring clarity to conversations that can otherwise feel overwhelming for campus leaders.

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Robert Kelchen, my co-host Kent Barnds, and I, thank you for joining us.

Kent Barnds: Joining us today is Jeff Selingo who has written about colleges and universities for more than 25 years and is a New York Times bestselling author of four books. His latest, New York Tines Best Seller Dream School: Finding the College That’s Right for You, draws on more than two years of research and a survey of some 3,000 parents to give families permission to think more broadly about what signals a “good” college and then the tools to discover their dream school. 

I’ll just note that my alma mater, Gettysburg College, my employer, Augustana College, and, my daughter’s college, Butler University are among those the 75 New Dream Schools, each identified as “hidden values.” 

He is also the author of Who Gets In & Why: A Year Inside College Admissions, named one of the New York Times’s 100 Notable Books of the Year in 2020.

A regular contributor to The Atlantic, The New York Times, and The Wall Street Journal, Jeff is a special advisor to the president and professor of practice at Arizona State University. He writes the biweekly newsletter Next and co-hosts the podcast Future U. He lives near Washington, D.C., with his family.

Jeff, as a father of two teenage daughters who will soon be navigating their own college search, you’re about to experience firsthand the very system you’ve spent decades analyzing! 

Q1: Jeff, you’ve spent more than 25 years examining how higher education, the workforce, and student expectations are evolving. What trends have surprised you most recently, and how have they shaped your thinking in Dream School and your other current work?

Q2: Your new book draws on a survey of 3,000 parents about what signals a ‘good’ college. How do parents today perceive small colleges differently from large publics or well-known brands, and what misperceptions should presidents address head-on? 

Q3: You’ve written extensively about admissions in Who Gets In & Why. Since that book came out in 2020, what changes have you seen, particularly in how small colleges can position themselves?

Q4: Jeff, Gen Z, Gen Alpha, and their parents seem to be very focused on ROI. How can small colleges demonstrate lifetime value without over-promising?

Q5: You’ve advised boards and presidents across the country. What blind spots do you see repeated most often at colleges, large or small? And what innovation patterns differentiate financially healthy institutions from those that are struggling? 

Q6:  If you were advising a board tomorrow, what’s the first move you’d tell them to make? And looking ahead, is there one innovation or shift that could dramatically improve the prospects of small colleges if widely adopted?

Closing Jeff, thank you for being with us today and for offering such thoughtful perspective on the challenges and opportunities facing small colleges at this pivotal moment in higher education

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Jeff Selingo, my co-host Kent Barnds, and myself, thank you for joining us.

• Dr. Chet Haskell is an experienced higher education consultant focusing on existential challenges to smaller non-profit institutions and opportunities for collaboration. He is a former 2-time president and most recently a provost directly involved in three significant merger/acquisition or partnership agreements, including the Coalition for the Common Good partnership of Antioch and Otterbein Universities.

• Dr. Barry Ryan is an experienced leader, and attorney who has served as president, and provost, for multiple universities. He helped guide several institutions through merger/acquisition, and accreditation. Most recently he led Woodbury University through its merger with the University of Redlands. He has served on university boards and as a Commissioner for WSCUC

• A.J. Prager, Managing Director at Hilltop Securities Inc., investment banker focusing on higher education M&A, helping institutions manage the partnership process, such as finding a partner, financial analysis, due diligence and board management. Most recently, AJ served as engagement lead to Seattle University on its partnership with Cornish College of the Arts.

• Stephanie Gold, is a Partner and Head of the Higher Education Practice at Hogan Lovells LLP, who has spent nearly three decades guiding colleges and universities through transformative transactions.  She helps institutions to navigate the regulatory requirements and procedures related to such transactions, including accreditation approvals, state agency review, and the U.S. Department of Education process.

Before her time in Tulsa, Karen spent 16 years at her undergraduate alma mater, Middle Tennessee State University, rising through progressively senior leadership roles and ultimately serving as Dean of the College of Liberal Arts, the university’s largest academic unit. She earned both her master’s degree and Ph.D. in political science from Vanderbilt University.

She and her husband, Joey Keasler, a northeast Arkansas native, are the parents of two children.

Before arriving in Granville, Raj served as Dean of Experiential Learning and Career Planning at DePauw University’s Hubbard Center for Student Engagement, overseeing career services, service-learning programs, national fellowships, and alumni initiatives.

Earlier in his career, he held senior leadership positions at the Rhode Island School of Design—including International Recruitment Director, Associate Provost, and Dean of Students—and served in a variety of administrative roles at Colgate University.

Beyond campus, Raj contributes his expertise to several boards in the Columbus area, including the Greater Columbus Arts Council.
He earned degrees from SUNY Geneseo, Western Illinois University, and the University of Pennsylvania.

Dean Hoke: Kristen Soares is the fourth president of the Association of Independent California Colleges and Universities (AICCU), representing more than 85 nonprofit institutions dedicated to the public good. As president, she works with leaders across the state to shape higher education policy and serves as the sector’s chief spokesperson. Under her leadership, AICCU partnered with the California Community Colleges Chancellor’s Office to implement the Associate Degree for Transfer pathway, expanding opportunities and improving access for transfer students.

Soares plays a prominent role in statewide and national higher education leadership, serving as a member of the California Education Round Table, the Governor’s Council for Career Education, and the NAICU State Executives Council. She previously spent nearly 25 years at the University of Southern California (USC), where her career in higher education began with a federal Work-Study job, one she credits with landing her in the university’s senior administration and setting her on a lifelong path in higher-ed leadership. During her tenure, she led government and civic engagement efforts across California and Washington, D.C. 

Kristen earned her Bachelor of Science in Public Administration from USC. Kristen, we’re delighted to have you with us on Small College America.

Kent - Q1:  Kristen, for those who may not be familiar, could you start by telling us about the role of the Association of Independent California Colleges and Universities (AICCU) and how it supports its member institutions? What is AICCU’s top legislative priority this session?

Dean – Q2: California has one of the most complex and influential higher education ecosystems in the country, with the University of California (UC) system, the California State University (CSU) system, and the independent sector each serving distinct missions. How does AICCU advocate for independent colleges within this landscape, and what opportunities or challenges arise in coordinating with state agencies and legislators?

Kent – Q3: Many small colleges are rethinking their academic portfolios to meet changing student and workforce demands. What innovations or program models are you seeing that balance tradition with transformation—without losing institutional identity?

Dean – Q4:  With rising concerns about college affordability and ROI, how should small private colleges articulate their value proposition to skeptical families? What alternative business models or revenue streams show the most promise for achieving long-term financial sustainability?

Kent – Q5: Higher education has faced increased political scrutiny nationwide. How do you advise independent college leaders to communicate their value and relevance to the public and policymakers in today’s polarized climate?

Dean – Q6: Kristen, after you looked into your crystal ball, before meeting with the leaders of over 85 nonprofit institutions from AICCU, what's the most important piece or pieces of advice you'd offer them about the future?

Closing

Kent: Kristen, thank you for joining us and for sharing your insight into California’s independent higher education community and the issues shaping small colleges nationwide.

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Edu Alliance Group — a higher education consulting firm that champions small colleges and the communities they serve.

On behalf of our guest, Kristen Soares, my co-host Dean Hoke, and myself, thank you for joining us.

Today, we’re joined by Michael H. Scarlett, Professor of Education at Augustana College. Michael supervises student teachers and teaches educational psychology and assessment, social studies methods, and educational technology. Before coming to Augustana, he spent four years on the faculty at Montana State University, Billings. He began his career teaching middle-school social studies—American history, world geography, humanities, and state history—and later taught secondary social studies in St. Paul Public Schools.

Michael earned his B.A. from Macalester College in St. Paul and his M.A. and Ph.D. in Curriculum & Instruction (Social Studies Education) from the University of Minnesota–Twin Cities.

Off campus, he’s a proud husband, dad of two, beagle wrangler, avid runner and kayaker, and former soccer player and youth coach with 15+ years on the pitch. I understand you have served as a history judge many times over the years, including as a National History Day judge at Bettendorf Middle School in Bettendorf, Iowa. :)

Q1: Michael, tell us about the Augustana Education program. What does it offer, how many students are in the program, and what makes it distinct  

Q 2: What drew you into education—and how has your role at Augustana evolved?
Follow-up: As a teacher, was there a moment that confirmed you’d chosen the right path?

Q3: How would you describe today’s job market for new teachers, and where is the greatest teacher shortage?  

Quick follow-up, is there something school districts or private and charter schools can do to address these shortage?  

Q4: What are the biggest challenges education majors face as they prepare for the classroom, and what strategies or supports do you emphasize to help them thrive?

Q5: A recent student wrote in a review that you made them feel they belonged in the program—especially after a rough start—and praised your respectful, nonjudgmental style. What practices do you recommend to support struggling students, whether a college professor or a middle school teacher?

Q6: We like to end with the future. Looking 5–10 years ahead, what gives you the most hope that more high school students will choose teaching, especially through pathways at small colleges like Augustana?

Michael, thank you for sharing your journey and your vision for teacher education at Augustana. Your commitment to making every student feel they belong in the classroom is exactly what education needs right now."

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

“This episode of Small College America is made possible with underwriting support from Edu Alliance Group — A higher education consulting firm that champions small colleges and the communities they serve.” 

On behalf of our guest, Michael Scarlett, my co-host Kent Barnds, and Dean Hoke, thank you for joining us.”

 
Dean: Our guest today is Dr. Teresa Valerio Parrot, APR, the Principal of TVP Communications. She is co-host of the Trusted Voices Podcast and co-editor of Call to Action for Inside Higher Ed, has numerous media bylines, and is a frequent keynote speaker.

She is writing a book on higher-education governance for the Harvard Academic Press and co-editing a book on public scholarship for the Cambridge Press. CASE awarded her the Crystal Apple Award for Teaching Excellence, and she serves as a CASE Laureate. In 2024, PR News honored her as an industry leader and for her strategy work, and in 2025, Diverse listed her among women making a difference in academe.

She is secretary of the board for the Public Relations Society of America, co-chairs the American Marketing Association’s Higher Education Symposium, and also serves on the board of the PRSA Foundation. Teresa enjoys spending time outdoors in Colorado with her husband and dogs and volunteering with arts and community organizations in the Denver, Colorado area. 

Question 1: Tell me about your journey into higher-education communications, what led you into this field, and what experiences have most shaped your perspective on how colleges tell their stories? And then, tell us about your firm, TVP Communications, and the work you and your team do with colleges and universities. 

Question 2: Many small private colleges are mission-driven but resource-limited. What are the most common messaging or positioning missteps you see when they try to stand out? Is there a recent example where a smaller institution got its narrative right?

Question 3: You’ve said higher education doesn’t have a storytelling problem — it has a truth-telling problem. For small colleges that struggle to articulate their value in a crowded marketplace, how does that idea translate into practical communications or marketing strategy? 

Follow-up: For small colleges that struggle to articulate their value in a crowded marketplace, how does ‘truth-telling’ translate into practical communications or marketing strategy?

Question 4: You and Erin Hennessy launched the Trusted Voices podcast, which has become one of the most insightful conversations about leadership and communication in higher education. How has podcasting shaped your own view of authentic communication — and do you see opportunities for smaller colleges to use podcasting as a platform for storytelling or leadership visibility?

Question 5: Your upcoming book with Harvard Academic Press focuses on governance. What governance or communication patterns do you see break down most often at smaller, tuition-dependent institutions?

Question 6: Looking to the future of higher education — and especially the smaller private colleges that form its backbone — what gives you optimism, and what keeps you up at night?

Kent: Teresa, thank you for joining us today. It’s been a pleasure hearing your insights on communication, leadership, and the future of higher education. We’ll be watching for your forthcoming book on higher-education governance and look forward to continuing the conversation when it’s released.

For those listening or viewing, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Teresa Valerio Parrott, my co-host Dean Hoke, and I, thank you for listening.”

Today, we are speaking with Dr. Josh Hibbard, a higher education leader, strategist, and storyteller passionate about helping students and families navigate one of life’s biggest decisions: choosing a college. As Vice President for Enrollment Management at Whitworth University, located in Spokane, Washington, Josh oversees admissions, financial aid, and military and veterans outreach, helping students chart a path toward both education and purpose. 

With more than two decades of experience in enrollment strategy, leadership development, and brand building, Josh brings practical insight and a deep sense of mission to his work. He is a frequent speaker at national conferences, where he shares lessons on leadership, innovation, and student success. Beyond titles and roles, Josh sees himself as a guide—someone who believes curiosity, community, and faith have the power to transform lives. Josh was born and raised in Haines, Alaska. Population 1,700, and when he’s not working with students or cheering on his team at Whitworth, you’ll likely find him outdoors with his family.

Question 1: Josh, what led you to Whitworth University, and what stood out to you?  What do you think makes Whitworth distinctive among small, private liberal arts universities today? 

Question 2: Whitworth made national news with its decision to cut tuition nearly in half to make pricing more transparent. What drove that decision, and what has the impact been so far? How did you build consensus across campus for such a bold change? Have you seen measurable changes in applications or student perceptions of value?

Question 3: You’ve called the traditional high-price, high-discount model “a silly game.” Why do you think this pricing system persisted so long in higher ed, and what will it take for more colleges to follow Whitworth’s lead?
 

Question 4: Whitworth blends a strong Christian ethos with a liberal arts tradition. How do you stay true to that mission while navigating the competitive realities of enrollment and finance?
 

Question 5: You often speak about curiosity, community, and faith as transformative forces. How do those values shape your leadership style and Whitworth’s campus culture? What lessons about leadership have you learned from your own mentors?

Question 6: As you look to the next five years, what do you see as the biggest opportunities or challenges facing small and mid-sized private universities—and how is Whitworth preparing for them?
 
 Close: Josh, thank you for joining us today and getting the opportunity to learn more about you and Whitworth. For those listening, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Josh Hibbard, my co-host Kent Barnds, and myself, thank you for listening.”

Today, we are speaking with Jon Nichols, an author and educator whose work explores the intersection of personal narrative and institutional collapse in American higher education. He is the author of Requiem for a College: The Troubling Trend of College Closures in the United States, a deeply reflective and investigative account of the 2017 closure of Saint Joseph’s College in Indiana, where three generations of his family served as faculty and administrators. Drawing on his background as both an insider and journalist, Nichols illuminates the human cost behind financial and governance failures. He currently teaches English at Waubonsee Community College in Illinois, and his work has made him a frequent commentator on America's college closure crisis. He lives in Illinois with his wife, Debbie, and his dog, Tony.

• Welcome Jon. Your book, Requiem for a College, is described as part memoir, part institutional autopsy, and compelling reading. What drew you to blend personal narrative with investigative reporting, rather than writing a purely objective analysis of Saint Joseph's closure?
• Three generations of your family were connected to Saint Joseph’s College—your father, Dr. John Nichols, who taught and served there for five decades, and your brother Michael, who also taught there and now teaches at Purdue. How did you balance the emotional weight of losing a family institution with the analytical distance needed to understand what happened?
• Saint Joseph’s closed in 2017, relatively early in what’s become an accelerating wave of small-college closures. Looking back, what warning signs should have been taken more seriously—at your institution or across higher education in general?
• Jon, your book captures not just institutional failure but also human loss—the erasure of identity, community, and legacy. What has been the long-term impact on former students, faculty, and the Rensselaer community?
• As someone now teaching at a community college, how has your experience with Saint Joseph’s closure shaped your view of what sustainable higher education looks like in America?
• Looking into the future, what policies or systemic reforms do you believe could reduce the frequency of college closures—and who should take the lead in driving those reforms: federal or state agencies, accreditors, or institutional boards?

Jon, thank you for joining us today and discussing your new book, Requiem for a College: The Troubling Trend of College Closures in the United States. For those listening, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Jon Nichols, my co-host Kent Barnds, and Dean Hoke, thank you for listening.”

Under his leadership, the College launched Imagine Roanoke, a strategic plan that includes creating four transdisciplinary schools and transforming the residential campus into a 21st-century learning laboratory. The plan's signature initiative, Roanoke College–Roanoke Valley (RC-RV), expands access to continuing education and workforce development. The College has launched new programs, begun construction on the McConnon Discovery Center, and revitalized student life. Shushok has over 30 years of experience in higher education, including roles at Virginia Tech and Baylor University. 

He holds degrees from Baylor University, The Ohio State University, and the University of Maryland, College Park. He and his spouse, Kelly, have three adult children and two dogs. 

Q1: To begin, tell our audience about Roanoke College and what makes it different from other colleges?

Q2: While there are no “non-traditional pathways” to the presidency anymore, your pathway is distinct. You’ve spent much of your career in student life and student success, when did you know you wanted to be a college president?

 Q3: Most of your career has been at large institutions. What are three or four big adjustments you had to make as you moved to work at a small college?

Q4: You’ve made some big bets at Roanoke. You’ve worked with the community to add football and marching band. You’ve also been on what seems like a partnership tour as you’ve signed new agreements with all kinds of partners. What have you been so focused on, new programs??

 Q5: At a small college, a president is usually expected to be everywhere twice. How do you handle the expectations to attend every event with the pressure to find and friend-raise? And what do you do to prevent burnout?

 Q6: Like many private institutions, Roanoke has experienced significant changes and survived and thrived in its 180-year history. If we were to look five years into the future, what gives you the most hope for Roanoke College and, more broadly, for the role of small colleges in American higher education?

Closing: Frank, thank you for joining us today and getting the opportunity to learn more about you and Roanoke. For those listening, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Frank Shushok, my co-host Kent Barnds, and Dean Hoke, thank you for listening.

Today on Small College America, we’re joined by Dr. Gregor Thuswaldner, who serves as Vice President for Academic Affairs and Dean of the Faculty at La Roche University in Pittsburgh. He is the editor of "The Chief Academic Officer's Handbook: A Provost's Guide to Visionary Leadership," just released by Johns Hopkins University Press.  

Gregor previously was Provost and Executive Vice President at Whitworth University in Spokane, Washington, was Acting Provost and Dean at North Park University in Chicago, and was Department Chair and Professor at Gordon College. 

He actively serves on the boards of the American Association of University Administrators (AAUA) and, recently, as the President of the Association of Chief Academic Officers (ACAO). He holds memberships or fellowships in prestigious organizations, including the European Academy of Sciences and Arts and the Royal Historical Society.  He has also served as Podcast host of EdUp Provost.

Gregor, welcome to Small College America.”

Q1: Gregor, to begin, could you tell our audience about La Roche University and what attracted you to the role of Vice President for Academic Affairs and Dean of the Faculty?

 Q2: During your first year at La Roche, what are your top academic priorities? Are there particular initiatives — whether in programs, partnerships, or student success — that you’re especially excited to advance?

Q3: Much of your career has been spent in small college settings. How do the insights in The Chief Academic Officer’s Handbook especially resonate for provosts at smaller, tuition-dependent institutions?

Q4: As well as serving as the book’s editor, you wrote a chapter titled Lifelong Learning for Provosts: Increasing One’s Toolbox. Tell our audience more about that, and discuss one of your takeaways — particularly the idea of ‘embrace being uncomfortable.’

Q5: You’ve served in senior leadership roles at Whitworth, now at La Roche, and with the Association of Chief Academic Officers. What are the most critical skills provosts need today to succeed in such a complex environment?

 Q6: Looking ahead, how do you see the role of the provost evolving over the next decade, especially as institutions face current and future unknown challenges?

“Gregor, thank you for joining us today and sharing your insights on leadership and the future of small colleges. For those listening, if you’d like to learn more about Small College America, go to our webpage at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Dr. Gregor Thuswaldner, my co-host Kent Barnds, and myself, thank you for listening.”

Dean: “Today, we are speaking with Dean McCurdy, president of Colby-Sawyer College in New Hampshire. Dr. McCurdy has been an innovative leader at small private liberal arts colleges and at large public community colleges. 

Prior to joining Colby-Sawyer in June, Dean was provost and senior vice president for academic affairs at Ivy Tech Community College in Indiana, which enrolls more than 200,000 students. In his various roles with the system, Dean spurred record enrollment and boosted student achievement through experiential education. 

At Kalamazoo Valley Community College, as associate vice president for instruction, Dean launched a health-focused campus that catalyzed community revitalization and workforce development through sustainable food education and preparation. 

Dean, an ecologist, was also a tenured biology professor at Albion College and an award-winning researcher of marine systems. Earlier in his career, he was a visiting professor of biology and field manager of the Coastal Studies Center at Bowdoin College. 

Dean holds a bachelor’s degree with honors in biology from Acadia University and a doctorate in biology from Carleton University.  

Q1: Dean, to begin, could you tell our audience about Colby-Sawyer and what makes it distinctive?

Q2: At Ivy Tech you worked within a statewide system serving nearly 200,000 students. Now you’re leading Colby-Sawyer, with a student body of about 1,000. What lessons from managing at such scale do you see applying most directly to a small college like Colby-Sawyer?

Q3: You’ve talked about the evolving role of small colleges in regional workforce development. Where do you see Colby-Sawyer’s strongest opportunities to contribute—whether through partnerships, academic programs, or community engagement?

Q4: Colby-Sawyer is known for traditions like Mountain Day, which bring students, faculty, and staff together in unique ways. How do you balance honoring those traditions with ensuring students gain the skills and experiences needed for a changing workforce?

Q5: In our prep conversation, you emphasized the importance of telling alumni success stories. Can you share an example that captures the impact of a Colby-Sawyer education and how those stories help define the college’s value to future students?

Q6: If we were to look five years into the future, what gives you the most hope for Colby-Sawyer—and more broadly, for the role of small colleges in American higher education?

Kent Barnds: “Dean, thank you for joining us today and sharing your vision for Colby-Sawyer and small colleges more broadly. For those listening, if you'd like to learn more about Small College America, go to our web page at www.smallcollegeamerica.net, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover.

This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Dean McCurdy, my co-host Dean Hoke, and myself, thank you for listening.”

His area of research is experimental plasma physics with a focus on dusty plasmas, and the National Science Foundation, the US Department of Energy, and NASA have funded his work. He has also been active in the intermediate and advanced physics laboratory community.  He has been an active member of the American Physical Society (Division of Physics), the American Association of Physics Teachers (AAPT), and the Advanced Laboratory Physics Association (AAPT), where he has served on a variety of committees and task forces.  He is currently on detail to the National Science Foundation, where he serves as a program director for the Plasma Physics program.

 Q1: Jeremiah, you’ve had an impressive academic journey—from Dickinson to UCLA to Auburn—before joining Wittenberg in 2007. Could you talk about what drew you to a small liberal arts university, and what has kept you there for nearly two decades?

Q2: You’re currently serving as a Program Director for the National Science Foundation’s Plasma Physics program. How does that experience benefit not only you professionally, but also Wittenberg and your students? Could you share one or two examples of how your NSF role has created opportunities or insights that you’ve brought back to campus?

Q3: Wittenberg is known for its liberal arts ethos. In your view, how does that kind of education uniquely prepare physics students—who may go into research, industry, or even careers outside of science?

Q4: One of the themes we return to on this podcast is the transformative power of small colleges. Could you share a story of a Wittenberg student who started in your classroom or lab and went on to do something remarkable?”

Q5: Many small colleges have faced financial pressures — including difficult decisions about budgets, academic programs, and faculty positions. From your vantage point as both a professor and an NSF leader, what do you see as the biggest challenges facing small colleges today, particularly in sustaining strong STEM programs? And where do you see the greatest opportunities for them to thrive?

Q6: As you reflect on your career at Wittenberg and your national work, what excites you most about the future of undergraduate science education? And on a personal level, what has been most rewarding for you in teaching, mentoring, and researching at a small college?”

Closing

Kent Barnds: Dr. Williams, thank you for being with us today. For those listening, if you’d like to learn more about Small College America, go to www.smallcollegeamerica.net  where you can find details on upcoming episodes, connect with us, and suggest topics for future conversations. This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

On behalf of our guest, Dr. Jeremiah Williams, my co-host Dean Hoke, and myself, thank you for listening.

Today, we’re honored to welcome Dr. Gary Daynes, Interim President of Salem Academy and College, located in Winston-Salem, North Carolina. With a career devoted to leadership in small colleges, Gary has guided institutions through transformation and written extensively on higher education.  Gary holds a PhD in American History from the University of Delaware. He is also the author of a new book, How to Be a Small College, a timely guide on how institutions like Salem can thrive by embracing distinctiveness, focus, and community.” 

Question 1:  Salem’s Background and Gary’s Journey
"Let’s start with some background. For those who may not know, can you tell us about Salem Academy and College, its history, and its unique place in the Winston-Salem community?”
Follow-up: “You’ve led and advised several small colleges over your career. What made you decide to step into the interim presidency at Salem at this particular moment?”

Question 2: Tradition and Transformation
"Salem is the nation's oldest women's college and has deep Moravian roots. How do you balance honoring that historic mission—including your identity as a women's college—while also positioning Salem for the future? And how does that women's college identity factor into current enrollment and positioning discussions?"

Question 3: The Book: How to Be a Small College
“You’ve just released a new book, How to Be a Small College. What motivated you to write it, and what central message do you most hope leaders, faculty, and students will take away?”

Question 4: Distinctiveness and the Student Experience
"In the book, you argue that small colleges shouldn't try to mimic large universities but should embrace their distinctiveness. Can you give an example of a college, perhaps Salem or another, that has done this well?"

Question 5: Partnerships and Community Engagement
"Winston-Salem has a rich higher education landscape with Wake Forest, Winston-Salem State, and other institutions. I understand Salem has developed partnerships with some of these colleges. How are these collaborations currently benefiting Salem, and what role do you see partnerships and community engagement playing in Salem's strategic future?"

Question 6: The Small College Challenge
"Looking ahead five years, what gives you the most hope for the future of small colleges in America?"

Closing

Gary, thank you for being with us today. For those listening, if you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.  On behalf of our guest, Gary Daynes, my co-host Dean Hoke, and I, thank you for listening.

Key Topics:

• Enrollment strategies: transfer student recruitment and the "Four R's" framework
• Managing federal policy impacts on international students and financial aid
• AI integration at liberal arts vs. technical institutions
• Evolving student support services and the shift to being "student ready"
• Bold institutional moves: new academic programs and community development partnerships
• Leadership principles for uncertain times: transparency, cultural understanding, and institutional focus

Standout Insights:

• How Presbyterian College increased transfer enrollment by making faculty "transfer friendly"
• Augustana's success achieving 85% of international student goals despite visa restrictions
• Lawrence Tech's creation of a fifth college after 50 years
• The power of conservative budgeting and 11-year financial planning
• Why articulating concrete student outcomes matters for institutional sustainability

Guests:

• Dr. Anita Gustafson, President, Presbyterian College
• Dr. Andrea Talentino, President, Augustana College
• Dr. Tarek Sobh, President, Lawrence Technological University

Hosts: Dean Hoke and Kent Barnds

Originally recorded as a live webinar on August 27, 2025

Episode Title: Radically Responsive Music Schools – A Conversation with Brian Pertel

Guest: Brian Pertel – Ethnomusicologist, author, and Dean of the Lawrence University Conservatory of Music

Hosts: Dean Hoke & Kent Barnds

Episode Summary

In this engaging conversation, Dean Hoke and Kent Barnds talk with Brian Pertel about his remarkable journey from Lawrence University student to Microsoft executive, and then back to Lawrence as Dean of the Conservatory of Music for 17 years. Brian shares how small colleges can foster innovation, collaboration, and cultural change in ways large institutions can’t match. He offers candid reflections on integrating liberal arts and music education, cultivating a culture of possibility, and empowering both students and faculty to take creative risks.

Key Topics & Takeaways

• Lawrence University’s Distinctive Model
  • One of the first U.S. coeducational institutions (founded 1847) 
  • Conservatory founded in 1874, celebrating its 150th anniversary 
  • 1,500 undergraduates; 400 are music majors
  • Strong integration of liberal arts and world-class music training
  • Signature five-year dual degree program (music + another field) 
• Brian Pertel, From Trombone to Tech
   
  • Graduated with degrees in trombone performance & English
  • Won the Thomas J. Watson Fellowship – studied Aboriginal didgeridoo in Australia & Tibetan music in Nepal
  • Sixteen-year career at Microsoft, leading media acquisitions and integrating multimedia into digital products
  • Lessons for students: prepare for a world and jobs that don’t yet exist

• Key Points: Building a Culture of Creativity
   
  • Leadership principle: see the full potential in every student
  • Faculty hiring based on whole-person qualities and collaborative mindset
  • Encouraging students to launch new ensembles and cross-disciplinary projects (e.g., heavy metal ensemble, fiddle music in a classical setting)
  • Shift from lecture-based learning to collaborative, creative environments
•  Faculty Recruitment & Engagement
  • Look for faculty who are excited to teach, collaborate, and explore outside their specialties
  • Foster an environment where experimentation and interdisciplinary partnerships thrive
• Three Pieces of Advice for Small College Leaders
  • Bring joy, optimism, and transparency to leadership
  • Share challenges openly to build trust and collaboration
  • Center campus culture on creativity and possibility rather than fear
• Student Success Story
  • Violinist/fiddler “Martha” developed her passion for fiddle music while at Lawrence
  • Built a student following, auditioned for Sting’s The Last Ship, and won the role by adapting in real-time during the audition
  • Now a successful Broadway musician blending classical and fiddle expertise

Why Listen

If you’re a small college leader, faculty member, or advocate for liberal arts education, this episode offers a blueprint for transforming campus culture into one that nurtures creativity, agility, and bold thinking.

Resources & Links

• Guest: Brian Pertel – Author of Radically Responsive Music Schools
• Lawrence University Conservatory of Music: Website
• Small College America Podcast: LinkedIn

Q1: Chad, our audience may not know much about Berea. Can you share the story of its founding in the 1850s, its student demographic today, and how its mission continues to guide the college?

Q2: Berea stopped charging tuition in 1892, but it also has a unique Labor Program where students earn a paycheck for campus work. Berea is one of only ten federally recognized Work Colleges—and the only one where every student is paid. Tell us more about how this program complements the academic experience and how it prepares students for life after college. Does it challenge the perception that liberal arts don’t equip students with practical skills?

Q3: Berea’s endowment—currently between $1.5 and $2 billion—is extraordinary, especially for a small college located in a non-urban region. How did the college build such a significant endowment? What strategies or philosophies have driven its growth, and how do you ensure it continues to sustain Berea’s mission?

Q4: In a time of growing skepticism toward higher education—particularly the liberal arts—what role do small colleges like Berea play in restoring public confidence in the value of a college degree?

Q5: In your role working with alumni, what trends are you seeing in how younger generations connect with their alma maters? Are they engaging differently or expecting new forms of communication and involvement?

Q6: If you could share one powerful story—perhaps about a student or alum—that really illustrates the life-changing impact of Berea’s mission, what would it be?

Matt leads a division of more than 180 staff across admission, academic services, financial aid, athletics, analytics, and marketing. A national voice on enrollment strategy, higher ed marketing, diversity, and Hispanic-Serving Institutions (HSIs), Ward teaches in Cal Lutheran’s Ed.D. program in Higher Education Leadership. He played a key role in Cal Lutheran’s HSI designation and has co-authored multiple successful Title III and V grants. He earned a doctorate in International Studies from the University of Miami and was a visiting scholar at the Center for Economic Research and Teaching in Mexico City.

Matt is widely respected not just for his strategic mind but also for his deep commitment to student equity and success, which shines through in both his administrative work and his teaching.

1. California is home to some of the most well-known public university systems in the country. Cal Lutheran’s public price match initiative is a bold response to that environment. Can you walk us through that strategy and how a small private college like yours competes—and thrives—within such a public-dominated marketplace?
2. Small colleges often wrestle with the tension between financial sustainability and staying true to their mission. How do you navigate that balance at Cal Lutheran, particularly as it relates to enrollment goals and student support?
3. You lead a large and multifaceted division at Cal Lutheran. What does “strategic enrollment management” look like at a small private university today, especially one designated as a Hispanic-Serving Institution (HSI)? What does it mean to truly serve Hispanic students beyond simply meeting the HSI threshold—and how do you guard against a ‘check-the-box’ approach? 
4. There’s ongoing public skepticism about the cost and value of higher education. Do you think small private colleges face a different kind of perception challenge compared to public institutions or larger universities—and how do you approach that in your communications and strategy?
5. From your vantage point, what are some key enrollment or marketing trends that small colleges must be paying attention to in the next 3-5 years to remain competitive and relevant?
6. Reflecting on your career journey, what’s a piece of advice you would offer to early- or mid-career professionals aspiring to lead enrollment or student success efforts at small institutions?

For those listening, if you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions—including the Financial Compass platform.

For Small College America, I’m Kent Barnds. On behalf of our guest, Dr. Matt Ward, my co-host Dean Hoke, and myself—thanks for listening.

Todd has been appointed by both the Obama and Trump administrations to negotiated rulemaking sessions at the U.S. Department of Education, representing the independent sector. He also served on Ohio’s State Board of Education, where he played a key role in developing graduation standards and accountability frameworks. Earlier in his career, he held senior positions in the U.S. Department of Education and worked as a congressional attorney on higher education policy.

• For those who may not be familiar, can you share the mission of the Association of Independent Colleges and Universities of Ohio? How does AICUO support its member institutions, and what are some of your top priorities right now?
• Ohio has seen the closure of several small colleges in recent years. From your vantage point, what are the major forces driving these closures—and what impact do they have on the local communities left behind?
• Like many northern states, Ohio faces demographic pressures—especially population decline in some regions. How are your member institutions adapting, and do you see new models emerging that help sustain enrollment and regional vitality?
• In our earlier conversation, you spoke about the evolving role of partnerships—particularly with community colleges. How are small private institutions rethinking collaboration today, and do you believe this approach can support long-term sustainability?
• Politics and public perception are playing a larger role in shaping higher education’s future. How should small private colleges—and associations like yours—engage more effectively across the political spectrum, especially with conservative leaders and voters?
• As you look to the future, what gives you hope for small private colleges? Are there recent success stories or promising trends that you believe deserve more attention?

Liz is a global leader in international student recruitment! She’s literally put Augustana College on the map for students from across the globe. She’s known worldwide for her commitment to liberal arts and science education and cross-cultural understanding. 

Liz grew up in the Quad Cities and attended St. Ambrose University, where she earned both her bachelor's and master's degrees. But, much of her education occurred across the globe—from Sweden, where she studied as a Rotary Exchange student in high school, to Spain, where she taught English. And, now, as Augustana’s lead global recruiter, she regularly fills all of the pages of her passport within just a couple of years. We are delighted to welcome Liz Nino. 

Questions

1. You are not the typical admissions professional who comes to the profession through serving as a tour guide or student worker. Can you tell us a little bit about your professional journey and how you found your way to working in admissions at Augustana College? Follow up: What attracted you to working in admissions?  
2. Augustana is not necessarily a place that one might think of when it comes to being a destination for international students. The college isn’t in a large city. It’s not on either coast. And, it’s predominantly an undergraduate institution. How in the world have you grown international enrollment to comprise nearly 20% of Augustana’s enrollment? Is there a formula for what you’ve been able to accomplish? 
3. Are small colleges a viable option for international students? And, if so, what are some of the resources that need to be in place in order to meet with success? Do you have any lessons you’ve learned from your work at Augustana? 
4. Many small colleges across the country specialize in the liberal arts, but most of the world doesn’t have much experience with liberal arts education. How have you handled that special challenge, and what advice do you have for others to help provide some clarity around describing what liberal arts colleges do?  
5. The world of international student recruitment has changed considerably over the course of the last decade. There’s greater acceptance of working with agents. There are new ways to connect with international students virtually. There are direct admit programs that are now emerging. There are many more international alumni (and non-international alumni) representing colleges abroad. Which of those changes and others do you view as the most impactful? 
6. The US has more than 1 million international students studying in the US right now. There’s been concern expressed about the current political climate and the need for those trends to continue. I know you just returned from Central America, and your teammate is currently traveling in Asia and Africa. What have you learned and heard during your travels about the perceived value of studying in the US? Has it changed considerably? And, what trends are you watching right now? 

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." This episode of Small College America is made possible with underwriting support from Perspective Data Science, a firm specializing in AI-powered tools and data solutions, including the Financial Compass platform.

For Small College America, I’m Kent Barnds. On behalf of our guest, Liz Nino, my co-host Dean Hoke, and myself—thanks for listening.

QUESTIONS

1. Marco, let’s start with some background on Holy Cross College. Can you give us an overview of the institution and its evolution over the years?" Follow–up: For over twenty years, you served as a High School Principal in Maryland. What led you to Holy Cross?
2. Let’s discuss your strategic plan with Eyes of Faith. Can you walk us through how Holy Cross conducted its strategic planning process and how that shaped your path forward?
3. Holy Cross is experiencing notable growth in enrollment, facilities, and academic offerings. What key elements are driving this momentum, and how do you plan to sustain it? 
4. You’ve made faith formation a central theme of your leadership. How do you see the role of faith-based colleges evolving in today’s higher education landscape? 
5. You’ve said small colleges must “partner or perish.” Can you elaborate on what that means for you and how it has influenced Holy Cross’s strategy and collaborations?
6. What do you believe are the biggest challenges facing small colleges today—and how can institutions like Holy Cross position themselves to meet those head-on?

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

"For Small College America, I’m Dean Hoke, with Edu Alliance and a Senior Fellow with the Sagamore Institute, and on behalf of Kent Barnds, Executive Vice President of Augustana University, Marco Clark, and Dean Hoke. Thanks for joining us!"

Steve Bahls is one of the nation’s leading authorities on shared governance. His writings on shared governance have been in publications such as Trusteeship, Inside Higher Ed, and the Chronicle of Higher Education. He is the author of the popular book Shared Governance for Agile Institutions: A Practical Guide for Universities and Colleges. Google Scholar lists him as one of the top three most cited scholars on shared governance, and he has consulted with more than 20 colleges and universities about shared governance. He served nineteen years as president of Augustana College, and earlier as dean of Capital University Law School and associate dean of the University of Montana School of Law. He now teaches the Art of Fundraising for Augustana each January term.

He currently serves as the vice chair of the Capital University Board of Trustees and a member of the University of Montana Foundation Board of Trustees. Bahls holds a bachelor’s degree from the University of Iowa and a law degree from Northwestern University. He is a member of the State Bar of Montana.”

Interview Questions

1. You've extensively written and spoken on shared governance. In today’s higher education environment, how has the role of shared governance evolved, and what do you see as the biggest misconceptions institutions have about it?
2. Reflecting on your nearly two-decade tenure as President of Augustana College, what accomplishment do you feel best demonstrates effective institutional leadership, and why?
3. Given your teaching and leadership experience in fundraising, what strategies do you recommend small colleges adopt to build sustainable financial health in increasingly uncertain economic times?
4. Your 2024 article in Inside Higher Ed emphasizes careful deliberation when college presidents speak publicly about controversial issues. Could you elaborate on the key criteria you believe presidents should consider before making such statements?
5. You serve as Program Director of the Presidential Vocation and Institutional Mission Program, the Council of Independent Colleges. Tell our audience about your role and what leadership qualities you emphasize most, particularly given the challenges facing smaller institutions today.
6. Considering your involvement with various non-profits and educational boards, how do you see the role and impact of small colleges evolving over the next decade, particularly in terms of collaboration, mergers, or other strategic partnerships?

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

Her reporting has appeared on NPR and in The New York Times. She is a research associate at the Center for Studies in Higher Education at the University of California at Berkeley and an international education leadership fellow at the University at Albany. She is a recipient of the East-West Center’s Jefferson Fellowship for reporting in Asia and the International Reporting Project fellowship. She is a graduate of Smith College, where she studied government and political philosophy.

Interview Questions 

1. Your article, "When Gown Leaves Town," captures the deep impact of college closures on small communities. What inspired you to investigate this topic, and what did you find most striking or unexpected in your reporting?
2. You emphasize both the economic and cultural impacts of college closures. In small towns, which of these effects seems to have the most lasting impact, and why?
3. Based on your observations, could you discuss some innovative or successful examples of repurposing campuses after a college closure? How might other communities apply these lessons?
4. In your article, transparency emerged as a significant issue. What advice would you offer colleges to better communicate with their communities, especially when financial viability is uncertain or closure seems possible?
5. What advice or practical steps would you recommend to small colleges and local leaders who are concerned about the future stability of their institutions and communities?
6. You’re reporting frequently explores how American higher education engages globally—covering areas such as international student enrollment, study abroad programs, comparative education systems, and, increasingly, how geopolitics affect colleges. In your view, how do these global trends and geopolitical factors uniquely impact small colleges?

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

" Scott is a former Bellarmine University All-American and professional baseball player and was hired as the university's director of athletics in 2005. He played a lead role in moving from Division II to Division I in the 2020-21 academic year. In July 2024, Wiegandt was named to the 2024-25 executive committee of the Division I-AAA Athletics Directors Association.
 
In Bellarmine’s first two years at the Division I level, the Knights captured a pair of ASUN Conference championships, winning the league’s academic championship in 2021 and the 2022 men’s basketball title in front of more than 6,000 fans at Freedom Hall—the second-largest crowd to witness an ASUN Championship.
 
Scott is a native of Louisville and a graduate of Bellarmine University, where he earned an undergraduate biology degree.”

Questions

1. Scott, let’s start with some background on Bellarmine University. What attracted you to attend Bellarmine and later brought you back to your alma mater?
2. You’ve had a long tenure as Bellarmine’s Athletic Director. You saw success at the Division II level, including a national championship in men’s basketball. Why did Bellarmine decide to move from Division II to Division I? What were the biggest challenges you faced in making that leap, and what lessons did you learn along the way?
3. Moving to Division I requires more than just strong teams—it involves compliance, financial considerations, and student-athlete support. How did you and your team navigate those changes to ensure Bellarmine remained competitive and sustainable at this level?
4. I believe Bellarmine currently plays 23 varsity sports in NCAA Division I, along with a variety of intramural sports, and nearly a quarter of first-time, full-time students are student-athletes." One of the unique aspects of your leadership has been adding new sports teams. How do you decide when and which programs to introduce, and what factors influence those decisions?
5. Small colleges often face financial and resource constraints in athletics. How has Bellarmine balanced the demands of competing at the Division I level while maintaining the institution’s core academic and financial priorities?
6. Looking ahead, what’s your vision for the future of Division I athletics with the evolution of NIL, and how do you see the role of small colleges evolving in the broader Division I landscape? 

If you'd like to learn more about Small College America, go to our LinkedIn site, where you can find details on upcoming episodes, contact us, and suggest topics you’d like us to cover." Small College America receives underwriting support from Perspective Data Science, which develops cutting-edge AI tools and data solutions, including the Financial Compass 

Charles Kim is a retired strategic and financial advisor who, for more than 30 years, advised leading healthcare systems, academic medical centers, and institutions of higher education nationwide throughout his career. Prior to his retirement, he was a Managing Director at Kaufman Hall, where he launched and led the firm’s Higher Education division. Mr. Kim has presented at various higher education conferences and authored over thirty articles on the higher education industry, topics ranging from strategic planning to financial management and partnerships. He continues to be active in the higher education industry, serving on the boards of Augustana College and Westminster College. Mr. Kim has an M.B.A. in Finance and Accounting and a B.A. in Economics, both from the University of Chicago.

Questions:

1. You’ve spoken passionately about your preference for liberal arts education, mentioning your experiences at the University of Chicago and your children’s experiences at Middlebury and Colby. What specific aspects of a liberal arts education do you believe are most valuable in today’s world, and how have you seen these benefits play out personally and professionally?
2. "You transitioned into the small college space with a strong desire to preserve history and support struggling institutions. What motivated you to take on the role of a trustee, and what advice would you give to others considering this path? What do you believe are the most important qualities and preparations needed for an effective trustee?"
3. "In our earlier conversation, you emphasized the importance of transparent communication and data sharing between senior administration and trustees, especially during times of financial stress. What strategies have you found most effective for fostering this transparency and encouraging difficult but necessary conversations?"
4. "Can you discuss the importance of involving stakeholders in decisions about schools in financial distress who might have to close? What role do you believe private investors and state institutions can play in supporting small colleges and their communities?” 
5. "You mentioned your experience with a strategic initiative at Augustana that involved collaboration among faculty, administrators, and trustees. What were some of the key strategies you used to build trust and foster effective communication between these groups? How can other institutions replicate this approach?"
6. "You’ve been involved over your career as a consultant for a number of schools that faced financial challenges. Can you share some key lessons learned from these experiences? What do you see as the biggest challenges and opportunities in using mergers as a strategy for struggling institutions? Looking ahead, how do you foresee mergers shaping the future landscape of small colleges?" 
   
   

Closing
" If you’d like to learn more about the series, visit our website at www.smallcollegeamerica.transistor.fm/, where you can find details on upcoming episodes, contact us, and even suggest topics you’d like us to cover. Be sure to subscribe and leave a review. For Small College America, thank you for joining us.

"An experienced higher education administrator and communication scholar, Dr. Turner has an extensive background in gender in the workplace, strategic planning, mentoring, change management, budgeting, education technology, and international education. She holds a Bachelor’s degree from the University of Oregon and a Doctorate in Communication from Purdue University.

Key Topics of Discussion

• Question 1. Paaige, let’s start with some background on Aurora University. Can you give us an overview of the institution and how it has evolved over the years?
• Question  2. Small colleges often struggle with undergraduate enrollment and brand differentiation in a competitive market. Yet, Aurora University has maintained stable undergraduate enrollment over the past five years. What strategies have been particularly effective in attracting and retaining students? Talk about your strong Latino student population.
• Question 3. Aurora University has a significant presence in online education alongside its traditional on-campus programs. Can you share insights into how Aurora developed its online offerings? When did the university enter the online space, and how has enrollment in these programs evolved? What are some of the most popular online programs?
• Question 4. Small colleges thrive on strong community and alumni connections. How does Aurora University foster relationships with its alumni and the local community? Are there particular initiatives that have been especially impactful?
• Question 5. You came to Aurora University after serving as a Dean at Ball State, a much larger institution. What attracted you to Aurora, and how has your first year as Provost compared to your expectations? What have been the biggest surprises or challenges in transitioning to a leadership role at a smaller university?
• Question 6. Looking ahead, what do you see as the biggest opportunities and challenges facing small private colleges like Aurora University in the next decade? How should institutions be preparing for these changes?

Introduction - Our guest is Eric Lindberg Chief Investment Officer and Trustee of the Austin E. Knowlton Foundation in Cincinnati, Ohio. Eric brings over 25 years of leadership experience in global private equity, including roles at The Blackstone Group, Hicks, Muse, Tate & Furst, and Lion Capital. He also serves on the Board of Trustees at Denison University and Augustana College and has contributed his expertise to numerous philanthropic boards. Eric holds a BA from Denison University and an MBA from Harvard Business School.

Questions:

1.  As a graduate and trustee of Denison University, what led you to choose Denison, and how did your experience there influence your career path?"
2. The Foundation appears to have a strategic focus on supporting private, small colleges, particularly in Ohio. Could you share more about the foundation’s mission and its impact on higher education?
3.  How do you measure the effectiveness of philanthropy in higher education? In your view, what does 'effective' philanthropy look like?
4.  Many institutions rely on traditional reactive giving without performance metrics. Do you think this model is still viable, or should philanthropy evolve to include more accountability and performance-based outcomes?
5.  With many small colleges facing financial challenges, what do you believe is the most ethical and responsible approach to philanthropy? Do you see mergers as a feasible solution for struggling institutions?
6.  The regulatory environment and societal values are constantly evolving, especially in Washington. How should education philanthropists adapt to these changes while staying true to their mission?

Close

If you’d like to learn more about the series, visit our website at www.smallcollegeamerica.transistor.fm/, where you can find details on upcoming episodes, contact us, and even suggest topics you’d like us to cover. Be sure to subscribe and leave a review. For Small College America, this is Kent Barnds, Executive Vice President for Augustana College and Dean Hoke Senior Fellow at the Sagamore Institute, thank you for joining us.

Wendy Sherman Heckler, Provost and Senior Vice President for Academic Affairs at Otterbein University, and Chet Haskell, Vice Chancellor for Academic Affairs and University Provost at Antioch University. The hosts and guests briefly discuss the Coalition for Common Good, an innovative national higher education system founded in 2023 by their institutions.

Interview Key Topics of Discussion

Antioch and Otterbein's Unique Partnership Coalition for the Common Good
Wendy and Chet discussed the unique partnership between Antioch and Otterbein, which they referred to as the "coalition for the common good." They clarified that this model is not a traditional merger but rather a collaborative relationship where both institutions maintain their separate identities and statuses. The goal is to grow this relationship into a multilateral one, with each institution maintaining its independence. They also discussed how this partnership allows them to specialize in their respective areas, with Antioch focusing on adult learners and Otterbein on undergraduates. The shared mission of higher education is central to their collaboration.

Scaling Shared Services and Challenges
Chet discussed the growth model of their shared services operation, emphasizing the importance of scaling their operations. He highlighted their successful use of Zoom during the Covid-19 pandemic, which allowed them to transition from 75% on-campus instruction to 25% post-pandemic. Dean expressed interest in the unique model, asking about the main challenges in creating the coalition and the stakeholder buy-in. Wendy responded, noting the challenges of communicating a positive change in a highly competitive environment like higher education, and the importance of trust and clear communication in building the coalition.

Antioch's Financial Model Transition
Chet discussed Antioch's transition from being a financially constrained institution to adopting a new model. This involved setting up a committee, signing NDAs, and conducting extensive internal and external communication about their plans. The goal was to sustain and grow their programs, despite limited financial resources. Dean then inquired about the start of this process, to which Chet and Wendy provided details, indicating that preliminary discussions began in spring/summer of 2021, followed by public announcements in July 2022 and the completion of the transaction in June 2023.

Expanding Board and Stakeholders
Wendy and Chet discussed the process of expanding their institution's board of trustees to include faculty and student trustees, and the importance of involving wider circles of people in the decision-making process. They also touched on the complexities of working with accreditors and the need to build relationships with lawyers, creditors, and other key stakeholders. Wendy emphasized the importance of understanding the fragility of private nonprofit institutions in the current environment. The conversation concluded with Kent. expressing interest in the financial implications and sustainability of the partnership between the two institutions.

Expanding Graduate Programs and Pathways
Wendy discussed pathways for students, specifically mentioning a program where Otterbein students can take 9 credit hours of graduate coursework as undergrads that can double count towards both degrees. She shared that this initiative has led to growing enrollments, and students are showing interest in these pathways to graduate programs. The program is expanding, with 15 pathways now available. Chet agreed with the model, stating it's beneficial for both institutions and expands their reach. He also mentioned the creation of a graduate school of nursing and health professions, which is up and running. Dean was about to discuss the investment aspect of the program.

Strategic Partnerships and Financial Sustainability
Wendy and Chet discussed the growth and financial sustainability model of their institution, Otterbein, which has led to strategic partnerships with various organizations. They highlighted the importance of these partnerships in community development and workforce development, generating revenue streams. Dean asked about the progress and expectations of the partnership, to which Wendy and Chet responded positively, noting the innovation and creativity of the model. They also mentioned some surprises, such as the unexpected interest of Otterbein faculty in working at Antioch, and the positive impact of the partnership on faculty collaboration.

Expanding Higher Education Partners Coalition
The discussion focuses on the expansion of the Higher Education Partners Coalition. Chet and Wendy confirm that they are in active discussions with one institution and exploring opportunities with a couple of others, aiming to include high-quality undergraduate institutions from different locations. They emphasize that while there is interest, the coalition is not suitable for all institutions, particularly those in extreme financial distress. Both express excitement about introducing new members to the coalition but indicate that they are not as close to announcing new members as they would like. They welcome inquiries from interested institutions and mention that their leadership often discusses the coalition at conferences, generating further interest.

Introduction of Co-Hosts

Kent Barnds and Dean Hoke provide background on where each works, what each does, their passion for small colleges, and why this podcast matters.

What Listeners Can Expect

We speak about small colleges—both the strengths and the hurdles they face.  We discuss financial challenges, enrollment trends, innovation, student success, leadership, etc. We will Interview not only college presidents but also faculty, enrollment officers, trustees, athletic directors, news columnists, etc.

The series will begin airing on Tuesday, March 4th, and will be weekly for the next 13 weeks.

A first-generation college student, Dr. Ryan fell in love with higher education.  He has served in virtually every education context, from large state universities to private non-profit and for-profit institutions of all sizes.  

He has lengthy service as a faculty member and as a department chair, founder of a center for teaching and learning, dean, vice president, provost, and president.  

Dr. Ryan is also an attorney. His legal service has included practice, law school teaching, and consulting. He is admitted to the bars of the Supreme Court of the United States, the Supreme Courts of California and Virginia, He worked in the chambers of former Chief Justice William H. Rehnquist. 

Dr. Ryan earned his PhD from the University of California, Santa Barbara, a JD from the University of California, Berkeley, an M.Div. from Fuller Seminary, his BA in History from Westmont College, and a post-graduate Diploma in Global Business from the Saïd School of Business, Oxford University.  

Questions

• Let’s start off by talking about Woodbury University. I believe it’s one of the oldest higher education institutions in Southern California. Can you do a brief profile of Woodbury, your students, and programs? What are some of the programs you are most noted for?
• A new study shows 50% of students attending colleges that close their doors do not continue their education. What role can/should small colleges & accreditors play in keeping more of these students continuing their education?
• Small colleges are very different compared to larger institutions and state systems.  Can you discuss some of the challenges and advantages you see?
• How best can Presidents from smaller colleges and universities introduce and implement online classes/program degree programs and certificates?
• Barry, most of your professional life has been in the field of higher education. What attracted you to a university career?  Did you have mentors along the way, and what lessons did you learn from them about being a university leader?
• As you know, enrollment of traditional students has been declining across the United States, and more schools are closing or merging. How do you envision the future of smaller colleges and universities?  

Throughout her career, Dr. Vanasse has elevated the educational experience for Alaska Native students. She believes that scholarship and leadership are enhanced when influenced by our authentic selves.

Dr. Vanasse holds a bachelor’s degree in special education from St. Cloud State University, a master’s degree in educational leadership from the University of Alaska Anchorage, and a doctorate in educational leadership from Gonzaga University. Her most recent academic work includes research about the power of cultural self-identity in college persistence.

Questions

• Janelle, Let’s start by talking about Alaska Pacific University. Can you do a brief profile of APU? I believe you have around 550 students. Tell me about your students and degree programs. What are some of the programs you are most noted for?
• With the school located in a state with a population of less than 750,000, you can’t depend on students coming from a 100-mile radius like schools located in states with millions of people. What attracts students to Alaska Pacific?    
• I believe about 25% of your students are Alaska native students. In your opinion, how do high school native students and families perceive higher education, and what are the reasons they opt into or out of attending higher education?
• When we talked with you as we prepared for the show, you mentioned that the university is working toward becoming a tribal college. Can you tell us what a tribal college is and what its advantages are?
• You, like many other Alaskans I’ve known, seem to be adventurers.  The Bemidji Pioneer, your hometown paper in Minnesota, interviewed you, and you talked about your career as an educator, which led you eventually to Bethel, Alaska.  You first went to Fairbanks for a year and then you said to the paper: “When that didn’t feel like an adventure enough, I moved out to Bethel, Alaska, which is a rural, off-the-road community”. You seemed to have found what you were looking for. Tell us what you saw and how that experience attracted you to become President of APU.   
• The school was established in the late 1950s, just before Alaska became the 49th state to enter the union. During these past 60-plus years, I imagine APU has established several partnerships that have benefited the school and the outside community. Can you tell us about a few of those partnerships?
• Why are small colleges and universities like yours important?

Ryan spent the first 23 years of his career working as a Vice President and partner with Smith financial advisors. In 2007 he was elected to the Gallipolis City School board, and in 2012 he won election to be State Representative for the 93rd District of Ohio.  He served as Finance Chairman and in 2018, Ryan was elected to serve as the 103rd Speaker of the Ohio House until stepping down from his post in October 2019.

He is a graduate of The Ohio State University with a B. S. degree in Finance. His wife, Vicki, graduated from Rio Grande and they are the proud parents of four children.

Questions:

• The University of Rio Grande is a private university founded in 1876, and Rio Grande Community College is a public community college that was founded in 1974. They have separate boards and funding structures. Can you discuss with our audience about this unusual model and its advantages?  
• For a small institution located in a rural region, you have quite an intercollegiate athletic program. Tell us about the program and the students who participate. 
• You do not come from a traditional path to become a university president. However, you have been a public servant first at the local school board and then the state legislature, where you served not only as a legislature but as Speaker of the House. Are they similar in any way and what lessons in leadership you learned in public office are applicable in your current position? 
• The school has been in the community since 1876. Can you tell us about the school’s involvement with the outside community meaning businesses and people in the region? 
• I have read articles and talked with individuals over the past years that question the viability and sustainability of smaller colleges and universities. Tell us why in your opinion the value of small schools such as yours to higher education 

In 2018-19, Dr. Niles served as the president of the National Association for College Admission Counseling. In 2017, Dr. Niles was the recipient of a Fulbright International Education Administrators (IEA) award and participated in a cross-cultural exchange examining the higher education systems in France and Belgium. 

 Dr. Niles holds a bachelor’s degree from the University of Virginia, a Master of Science degree in education from Indiana University, and a doctor of education degree in higher education management from the University of Pennsylvania. WELCOME DR. NILES!

Questions

Dr. Niles, Let’s start by speaking about Cottey College. Can you give our audience a brief history of the origins of your institution, your students, and your programs? 

In 1927, the founder of the school, Virginia Alice Cottey, bequeathed the college to an organization titled the P.E.O. Sisterhood, making it the only nonsectarian college owned and supported by women. Tell us about the P.E.O. and this rather unique relationship in today’s world.  

I believe there are less than 100 private four-year liberal arts colleges with less than 500 students in the United States, and I imagine even fewer that are all women. Some people argue that small colleges are not sustainable and should close. What, in your opinion, is the reason why schools like Cottey are important to society? 

In preparing for our conversation today, I learned that in addition to having international students from over twenty countries, your students at an early stage in their college careers get to travel to another country with classmates and faculty for no tuition fee, and the airfare and hotel are covered. That’s quite a commitment. Why does Cottey believe this is so important to the student? 

 
For a college with less than 500 students, you have quite an intercollegiate athletic program. Tell us about the program and the students who participate. 

Dr. Niles, I have a series of final questions - briefly, what attracted you to a career in higher education? Second, did you have mentors, and how did they help you; finally, what lessons did you learn from them about being a leader of an organization?

 
We want to thank our special guest, Dr. Stephanie Niles, President of Cottey College. That concludes this special episode of Higher Ed Without Borders, Small College America.  If you would like to comment on today’s show and suggest a future guest, please go to www.higherededwithoutborders.com Comments section.