James A. Garfield, who was elected by the smallest margin of victory in the popular vote in American history and served as America’s 20th president for less than seven months before dying from complications of an assassination attempt, may seem an unusual source of inspiration for an essay. Yet I believe Garfield deserves a revival of our attention and interest—particularly by those of us fortunate enough to lead universities and colleges.

While I don’t consider myself profound, I believe my lived experiences are worthy of examination. In fact, I believe it is our lived experiences that truly represent our greatest life lessons. Mine, like yours, have shaped me into the person I am today and have prepared me, to the extent such preparation is possible, to be a university president

“The species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself.” – Charles Darwin

Students, faculty, and staff at our institutions bring with them a variety of experiences; some experiences add to their potential for success, others create potential barriers. It is incumbent upon all higher education leaders to do everything in their power to understand, and when possible, provide solutions that help students overcome those barriers, enhancing the potential for increased educational attainment. While many of the barriers to student retention and graduation are well documented, easily studied, and have implementable solutions, there are others that are subtler and require broad systemic solutions. One such set of barriers, created long before students arrive to our campus, are Adverse Childhood Experiences (ACEs). In the mid-to-late 1990s, Kaiser Permanente and the Centers for Disease Control and Prevention (CDC) conducted a study that demonstrated the likely impact of ACEs through adulthood. East Tennessee State University (ETSU) has taken a community-based, trauma-informed care (TIC) approach to addressing the impact of ACEs not just within our student population, but within the broader community as well.

Throughout the pandemic, all of us frequently invoked a single word to describe our experiences: “unprecedented.” How frequently? In 2020, The New York Times “Dealbook” called it one of the words of the year¹, and this year, a quick Google search I did in writing this piece turned up 117 million hits and counting that paired “unprecedented” with COVID.

A healthy campus is one link in the chain that connects communities and helps build a healthier world. Nova Southeastern University’s (NSU’s) vision for a healthy campus is one that recognizes how we are all connected and seeks to improve those connections by focusing on eight areas of impact. These eight areas represent an all-encompassing approach that supports the health of a community in every aspect.

Moravian University’s 1742 founding places it as the sixth-oldest college in our nation. The Moravian Bishop John Amos Comenius, the Father of Modern Education, more than a century earlier inspired the school’s establishment: “Not the children of the rich or of the powerful only, but of all alike, boys and girls, both noble and ignoble, rich and poor, in all cities and towns, villages and hamlets, should be sent to school.” The Moravians sought a more equitable and just world. They, therefore, believed that one would never have an educated society without first educating women because the women are the first educators of the children. In April of 1742, Countess Benigna von Zinzendorf, with financial support from her stepmother, Anna Nitschmann, led 24 young girls on an educational journey that became the first residential school for women in North America, a journey that now has nearly a 300- year history. The Moravians then established the men’s school six months later. The two institutions existed separately until 1953, when they merged into Moravian College and became the first coeducational college in Lehigh Valley, Pennsylvania. In 2021, Moravian College became Moravian University.

Some people accuse universities of being old fashioned, of resisting change. Others, mostly alumni, expect the institution to stay frozen in time.

Higher education is in crisis with decreasing public opinion on the need for a college education, increased demands for expanded services with immediate and tangible outcomes, and rising costs. Transcendent institutions are those that align academic programs, economic growth and development, and research and outreach with community needs and aspirations. This involves a sea change in the historical higher educational model, with its focus on the institution, to one where the institution adapts to the rapidly changing economic and social environment with accountability to and collaboration with students, prospective employers, and the community (Ambrose and Wankel 2020).

"A liberal education is at the heart of a civil society, and at the heart of a liberal education is the act of teaching." - A. Bartlett Giamatti

For more than 125 years, Southern Connecticut State University’s mission has been defined by access, affordability, and social mobility. As with most regional publics, our student population is drawn from a variety of racial, ethnic, religious, gender, and economic backgrounds and is increasingly diverse.

We live in a time of high inflation, a shrinking middle class, and the widest wealth gap since the great depression. The James Webb telescope has been created to find the first galaxies that formed in the early universe. We have more technology, information, digital media, and data than ever. The pandemic has caused food insecurity rates to rise to more than 323 million people worldwide, according to the U.S. Global Leadership Coalition (USGLC). The world is more connected via technology, and yet people seem to feel more isolated and depressed than ever. What is the role of colleges and universities in educating the next generation of leaders to ensure we have a civil society? Educating for a civil society must include mastering civil discourse and maintaining mutual respect, which will ultimately create a mindset for citizenry. 

Like many college presidents, commencement is my favorite day on campus. This May, after more than a year of primarily virtual events, the opportunity to present diplomas to students in person reinvigorated my passion for supporting their success. As a first-generation college graduate coming from meager means, my life has been transformed by the power of education. Therefore, when each graduate walks across the stage to receive their diploma, whether on their way to a new career, graduate school, or planned service opportunity, I view their educational experience as a successful outcome.

How is higher education emerging from the pandemic better, stronger, and more equitable? What have we learned during this historic moment? As we emerge from the global pandemic and the intersecting public health crises that it helped to expose, our nation needs its community colleges to shape the near and distant future of our country.

I suffer from panic attacks. They typically happen in the middle of the night and are triggered by a lost sense of control. This past year has been a challenge for worriers like me. The COVID-19 pandemic, social unrest in the wake of George Floyd’s murder, and an extraordinary political season that culminated in the January 6, 2021 attack on Capitol Hill caused even the most confident, experienced, and successful among us to wonder if they could effectively lead through the chaos. Everything felt out of control. 

We are in Washington, D.C., in the year 2028. It's the 20th anniversary of the election of Barack Obama. Equality in America has finally been realized some 409 years since enslaved individuals first reached America’s shores. African Americans, Latinos, and Native Americans are nominated and elected to public office at percentages similar to their respective populations.

It’s no secret that the landscape of higher education is changing rapidly. Every day, tuition-dependent private institutions are grappling with issues related to affordability, enrollment, competition, shrinking state and federal funding, student success and retention, and the looming drop in the number of high school graduates. As if this wasn’t enough, a global pandemic swept in, exacerbating existing challenges and creating unforeseen new ones.

The magic of social mobility is that it creates a future that students cannot fathom. That was true in my case growing up in a rural suburb of Manila, Philippines, under the dictatorship of Ferdinand Marcos. I never imagined I could become the president of not one, but two major American universities. Lived experience—both as an immigrant student and an academic administrator—inspires my recommendations on the most meaningful actions we, as university presidents, can take to set our students on an upward class trajectory. This is undeniably higher education’s most transformative outcome. 

There have been few moments as filled with transition and innovation as the spring of 2020. With limited warning, all of American higher education pivoted to respond to the global pandemic brought forth by COVID-19. In the face of a global public health and economic crisis, we found that what we value most in higher education was suddenly pathologized: no longer were we allowed to be in proximity to one another as we learned and lived together.

Having been engaged in K-12 and higher education leadership for over 40 years, I have personally experienced the significant changes in the higher education landscape in the past two decades in particular.

Alarms sound about the future of American colleges and universities as innovations proliferate to address the dynamics of how we educate, whom we educate, for what purpose, and with what value. Near universal agreement can be reached that business as usual will not serve anyone well; yet, no single solution can address the challenges we face. One size never fits all.

Equity, diversity, and inclusive excellence are critical and complex issues facing leaders of colleges and universities.

“College kids” is a phrase beloved by lawmakers working on higher education policy and reporters covering campus life. 

During my lengthy academic career, the higher education sector has witnessed significant disruption and change—from violent protests over what were believed to be unjust wars, to the desegregation of Southern colleges and universities, to affirmative action challenges decided by the U.S. Supreme Court.

Nearly 20 years into the 21st century, university presidents are developing potential solutions to ensure their institutions' sustainability and viability for future decades.

Hillsborough Community College (HCC), a two-year public institution with five campuses in Hillsborough County, Tampa, is one of 28 community colleges in Florida.

It began nearly 20 years ago with one student, a student who went to one of his professors with a remarkable story. As he recounts it, the student told the faculty member that he was in recovery from addiction and that college was a really tough place for someone in recovery to negotiate. The faculty member responded with humility and compassion: "I don't know anything about recovery, but if I can help you succeed in college, we will go on this path together."

It was as if a blanket of snow covered the auditorium floor in the Center for Global Citizenship, where 52 years earlier, Reverend Dr. Martin Luther King, Jr. spoke while visiting Saint Louis University (SLU). Nearly all were dressed in white. Some wore hijabs. They sat quietly in 11 rows of 25 folding chairs, waiting.

A salient influence during my time at Drew University has been the crescendo-reaching national conversation on race and inclusion. Campuses are engaging in conversations about race, ethnicity, discrimination, religious intolerance, LGBTQ acceptance and rights, and sanctuary.

About 80 percent of students entering two-year institutions say they aim to ultimately complete a four-year degree. But only 14 percent of those students attain their goal within six years, according to the National Student Clearinghouse Research Center.