Our Approach
To ensure their future, colleges and universities need a new approach to financial sustainability. Focusing on enrollment, retention and tuition revenue alone is no longer sufficient.
Institutions must address their over-burdened cost structures and make critical choices to more closely match operating costs to operating revenues and shrink structural deficits. The HelioCampus Blueprint for Financial Sustainability offers institutions a model for building a strong fiscal foundation and making administrative and academic operations more efficient and effective. The blueprint is designed to support three core objectives:
/Objectives/drive-student-success.svg)
/Objectives/maximizing-returns.svg)
/Objectives/managing-costs.svg)
Multiple stakeholders need to be involved in the path to financial sustainability. The questions below illustrate the cross-functional nature of shared objectives.
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
Are we recruiting students who will be most successful at our institution?
Are we leveraging our institutional aid strategically to drive yield and retention?
How can we break down students into sub-populations to better serve them?
What is the probability of hitting our desired enrollment target?
Does our admissions process foster diversity and inclusion?
What kind of student movement occurs across programs, departments, and colleges?
How does the trend of graduating student debt differ across the student body?
Are departmental expenses aligned with demand and revenues?
Do you understand which departments contribute positive contribution margins and which ones do not so you can manage the academic portfolio?
Are the number of course sections offered and fill rates commensurate with course demand?
What are the opportunities to consolidate course sections to reduce faculty and facilities expenses?
What percentage of faculty are meeting or exceeding their teaching requirements?
Is spending aligned with our mission?
How does our administrative spend compare to peer institutions?
How can I measure the effectiveness of our strategic changes over time?
Do operating results indicate the institution is living within available resources?
Does our enrollment mix by tuition type support our net tuition revenue goals?
How does our discounting strategy impact net tuition revenue over time?
What are variances in operating expenses versus prior year and budget?
The current higher education business model is unsustainable. Most universities run a structural budget deficit where operating revenues do not cover operating expenses. A holistic view of the financial dimensions are a critical first step in the path to sustainability and longevity.
The following charts are based on pre-COVID financial data from 2017-2018.
A centralized view of cross-institutional data is critical for strategic analysis. Sample data sources include:
Predefined outcomes will inform the approach needed based on your institution’s unique objectives. Approaches could include:
HelioCampus provides strategic decision support and insights through an enterprise analytics platform, benchmarking and data science services to help institutions drive student success and grow revenue, manage costs and streamline operations, and maximize returns of academic programs.
