We have argued here and elsewhere that developing institutional consensus on a value proposition is critical to success. This consensus should drive both the assessment of current programming and the development of program growth. Competition in higher education, especially in New England and the Upper Midwest, is becoming intense; and institutions cannot afford to be just another generic (comprehensive) institution. Trying to be everything to everyone will ultimately put the institution in the position of competing based on price and convenience, and that is not a strategy that will allow the institution to thrive in the long run.
