HISTORY MADE
Became the first Native American graduate from Texas Tech University’s Mass Communication Ph.D. program.
AWARD WINNING
Excelled as a 3x award-winning professor, earning recognition for outstanding teaching, partnerships, and collaboration.
ethical Leader
Committed to advancing the university’s mission and values while upholding academic excellence and financial stability.
Let’s Lead Higher ED’s Transformation Together
Higher education stands at a critical juncture. While universities and colleges pursue diverse business models, their immediate challenges and focus can be characterized by six distinct institutional priorities. However, it is important to note that many institutions may exhibit characteristics of multiple categories.
Which of the following six dominant institutional priorities is defining your institution’s strategic agenda?
Financial Maximizers
Focuses on maximizing donations and increasing auxiliary revenue. These institutions tend to have a strong brand reputation – regionally and nationally. While many may maximize enrollment, others are becoming more selective. These institutions rely less on tuition and fees and more heavily on endowments and other non-tuition revenue streams.
Operational Stabilizers
Concentrates on resolving critical internal issues such as low retention and graduation rates. These institutions struggle with increasing their awareness and reputation. While these institutions are actively working to maximize enrollment and donations, their ability to stabilize finances hinges on these operational flows.
Compliance Strugglers
Needs to address accreditation challenges (e.g. assessment, faculty credentials) and improve student outcomes. Struggles to achieve financial growth due to low brand awareness and an undefined value proposition. Maintaining accreditation by demonstrating quality and compliance is their critical short-term measure of success.
Basic Survivalists
Struggles with financial viability. These institutions typically have low or regional brand awareness and minimal brand reputation. They are fighting to keep operations running where all efforts at maximizing enrollment, donations, and metrics are overshadowed by the immediate need to remain solvent and avoid closure.
Status-Quo Maintainers
Relies heavily on consistent state and/or federal appropriations and public funding to maintain the status quo. Significant transformation is typically limited, as stable state support reduces the pressure to innovate or change core business models. The primary goal is avoiding major changes while meeting enrollment targets and state requirements.
Strategic Innovative Leaders
Proactively seeks to re-invent the core business model and academic experience for the future. Characterized by a culture of innovation and strategic experimentation to leverage technology, create new credentials, and restructure operations. Aims to be a thought leader and market-shaper defining the next generation of higher education.
Visionary for Excellence in Academics and Enrollment
Dr. Theresa Billiot is a highly accomplished higher education leader with extensive leadership in academic administration, strategic planning, enrollment management, and student success initiatives at private and public universities.
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