Flagship publics

Can more non-resident students (who pay higher tuition) balance budgets of flagship universities? A growing number of institutions think so. Some experts doubt the plans will work; others fear a shift in values.

As veterans try to take advantage of the new GI Bill, Ohio State introduces courses only open to students who've served in the military.

The system for financing public higher education is broken -- and not just because of the recession, according to James C. Garland. Having served 10 years as president of Miami University of Ohio, from which he retired in 2006, and 26 years as a professor and administrator at Ohio State University, Garland spent his career in public higher education. And that left him convinced that the sector is absolutely essential -- and operating under many of the wrong incentives.

Citing First Amendment, Maryland’s public universities defy legislature’s demands for a policy barring the use of public facilities for the display of obscene materials.

U. of California's Yudof, other public presidents turn to the federal government for financial support.

Tuition freezes may be politically popular, and even appropriate in emergencies, but they often lead to dramatic hikes in future years.

Study shows extent of state cuts to higher education and key role of federal stimulus funds in minimizing (but not preventing) absolute drops in support over last two years.

Talking about race, politics or football can be a recipe for conflict. Talking about all three at the same time? That’s an engraved invitation to a duel, especially in South Carolina.

Students who take too long to earn bachelor's degrees are the frustration of parents, college leaders and policy makers alike -- who see the six-year bachelor's degree (or longer) as being more expensive for all involved, and particularly wasteful when many campuses are bulging due to increased enrollments.

No enterprise can be all things to all people, but that doesn’t stop plenty of college presidents from introducing new departments, centers and initiatives aimed at making their institutions the best at everything.

Daniel M. Fogel, who’s been president of the University of Vermont since 2002, isn’t one of them. “There are so many disciplinary and interdisciplinary areas where we have strength and could build up more,” he says. “But you can’t prioritize everything: that’s not what prioritization is. We need to pick and choose areas of focus and emphasis.”