With a sharp focus on education management, Camille Faivre helps institutions navigate the post-pandemic landscape, specializing in the development of flexible and forward-thinking academic programs. In our conversation, we explore the complex web of challenges and opportunities facing private colleges today, from the urgent need to fund high-demand workforce programs amidst new federal loan restrictions to the strategic thinking behind a recent wave of university mergers. We’ll also touch upon the promise of AI to create new efficiencies and the critical need to support vulnerable students in an uncertain financial climate, revealing how leaders are working to reinvent their institutions for a new era.
Institutions are launching high-demand workforce programs, like aviation, to meet community needs. How can universities fund these expensive programs and ensure student access, especially now that new federal loan caps may exclude students from less wealthy backgrounds? Please share some practical strategies.
This is the central tension we’re all grappling with. On one hand, there is a tremendous opportunity—and I’d say a responsibility—to engage in substantive workforce development for our communities. We see a crisis in aviation, for example, with a desperate need for pilots and air traffic controllers that will only grow over the next decade. Yet, the biggest challenge is funding these initiatives. It costs an incredible amount of money to train a pilot. The real gut punch is that just as we’re trying to solve these workforce shortages, the federal government is restricting the very loans that would allow a student from a modest background to pursue these great jobs. It essentially creates a barrier, preventing talented people who don’t have rich families from accessing these high-paying careers and contributing to society.
New federal regulations are set to cap graduate student loans, and the definition of “professional degree” might exclude critical fields like nursing from higher lending limits. How might this impact the pipeline of essential workers, and what are universities doing to help students bridge this funding gap?
The uncertainty of the regulatory environment is a profound challenge, particularly the phasing out of Grad PLUS loans and the new lending caps. When the Department of Education suggests that graduate nursing degrees or physical therapy doctorates might not be considered “professional programs” eligible for the higher $200,000 lending cap, it directly damages our ability to produce the healthcare professionals our country desperately needs. This is a very real threat to the pipeline of essential workers. It’s a frustrating situation because the federal government seems disconnected from the on-the-ground reality of workforce needs. While I am confident that institutions will work tirelessly to find solutions and make sure our students have access to the funds they need to enroll, this ambiguity from the federal level creates a significant and unnecessary hurdle for both students and the universities trying to train them for these vital jobs.
As more private colleges pursue mergers, like the recent combinations of several Catholic universities, what are the biggest risks to an institution’s core mission and values? What specific steps can leaders take during the acquisition process to preserve institutional identity while achieving financial sustainability?
The greatest risk in any merger or acquisition is losing sight of your mission. The entire point of these strategic combinations is to find a business model that allows you to sustain—not change—your core values and your commitment to students. For institutions with a shared identity, like the Catholic universities coming together, the opportunity is immense. You can hold onto that shared mission, that central focus on the well-being of students, while inventing something entirely new and bold. The key is to frame the conversation correctly from the very beginning. This isn’t about abandoning who you are; it’s about thinking differently about your operational model as a way to protect and propel your mission into the future. It’s a chance for reinvention, and when handled with care, it’s a privilege to be part of that moment.
With potential federal budget cuts threatening Pell Grants and other aid programs, how could this uncertainty impact enrollment and support for first-generation students? What contingency plans are you developing now to mitigate these potential financial shocks for your most vulnerable students?
The lack of clarity around the federal financial aid budget is one of my biggest concerns right now. At many institutions, half of the student body is first-generation. When you hear talk about a potential government shutdown or a House budget that could cut Pell Grants by 25% and eliminate programs like the Federal Supplemental Educational Opportunity Grant, it’s deeply alarming. These aren’t just numbers on a spreadsheet; a cut like that would have a devastating and significant impact on our ability to serve low-income, first-generation students. The challenge is the unknown. We can model different scenarios and prepare our budgets, but the persistent uncertainty makes it incredibly difficult to plan and creates a great deal of anxiety for the students who rely most on that aid.
Some institutions are facing a significant drop in international student enrollment, creating budget challenges. In response, what is the strategic value of expanding into two-year certifications and tech programs? How can four-year universities successfully integrate these offerings to diversify revenue and student populations?
For universities that have historically relied on global enrollment, the recent drop has been a major blow. When about a quarter of your student population has been international, a significant decline hits the budget hard and forces some serious restructuring to adjust for that loss in revenue. This pressure, however, is creating a powerful opportunity. With the changing demographics and the intense scrutiny on the traditional four-year experience, there is a clear opening for these institutions to dive into the world of workforce development, two-year certifications, and tech programs. This is a space that many traditional four-year universities have stayed out of, but it’s now becoming a strategic imperative. By expanding into these areas, we can diversify our student populations, create new revenue streams, and meet the needs of learners looking for more direct pathways to careers.
While higher education has historically been slow to adapt, there’s growing interest in using AI for efficiencies and tutoring. Beyond the hype, what are the most promising and practical AI applications you are exploring? Please describe one initiative and the key metrics you’ll use to measure its success.
It’s true that higher education has often been criticized for being slow to change, like a giant tanker ship that takes forever to turn. But I genuinely believe that’s changing, and the interest in AI is a perfect example. There’s a tremendous willingness now, from campuses all the way to the White House, to explore how we can leverage this technology. Beyond the hype, the most promising applications are in creating efficiencies and enhancing student support. For instance, imagine a personalized AI tutoring initiative. We could deploy it in gateway courses that traditionally have high failure rates. The key metrics for success wouldn’t just be about engagement; we’d measure its impact on student retention, course completion rates, and ultimately, whether we see a tangible improvement in grades for the students who use the tool. It’s about using AI to provide scalable, one-on-one support that was previously impossible to offer to every student.
What is your forecast for private, nonprofit higher education over the next five years?
I believe the next five years will be a period of profound reinvention, driven by necessity but also by opportunity. We will see the continuation of intense financial pressure, forcing many institutions to confront business models that are no longer working. This will lead to more strategic alliances, mergers, and partnerships as leaders think creatively about reducing costs while expanding access. At the same time, there will be an accelerated pivot toward workforce development and more flexible credentials, as institutions work to prove their value in a skeptical marketplace. Technology, particularly AI, will move from a theoretical topic to a practical tool for improving both administrative efficiency and student learning. It will be a challenging time, and not all institutions will thrive, but those that are bold, mission-focused, and willing to build new models will emerge stronger and more relevant than ever.
