In the face of a dramatically changing and highly dynamic environment of American higher education, we are taking difficult but necessary steps to build a new business model reflective of market realities, institutional strengths, and positioning for a small, faith-based liberal arts university. After years of well-intentioned but failing efforts to control its operational deficits and declining enrollments, Cabrini University’s Board of Trustees has approved a bold and three-year comprehensive plan, which combines novel cost reductions with targeted efforts to increase strategic revenues. More broadly, it positions Cabrini first for recovery and then for growth.
We are committed to providing transformative education, a meaningful student experience, and successful career outcomes for students. The changes are happening with the student experience at the forefront. For incoming students, and the vast majority of current students, the experience at Cabrini will feel no different than it did in the months leading up to this decision.
Cabrini joins universities across the country impacted by a declining college-aged population and shrinking enrollment in four-year institutions coupled with lingering pandemic-related challenges. But contrary to industry-wide, continuing trends in university cost management, we are facing up to what experts consider the elephant in the room―academic costs. Plainly, we need to redesign our academic infrastructure to reflect the current realities of our situation and academic offerings. We took a data-driven approach that focuses on strategic investments in people and programs. We will continue over the next few months to pursue opportunities to optimize faculty workload, class size, and major/minor offerings.
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