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Hans India
22-05-2025
- Business
- Hans India
US Undergraduate Admissions in 2025-26: Challenges & Opportunities
The landscape of US undergraduate admissions in 2025 is more competitive, complex, and stressful than ever before. Students, parents, and educators are navigating a system marked by record application volumes, evolving admissions criteria, and mounting financial pressures-all of which are shaping the outlook for 2026 and beyond. Rising Application Volumes and Intensified Competition This year, the number of college applications has surged yet again. The Class of 2025 submitted over 8 million applications through the Common App, a 6% increase from last year, with schools like NYU experiencing a staggering 53% rise in applications over five years. Public universities, especially in the South and Southwest, are seeing the sharpest growth, making even these options increasingly competitive. For example, Columbia University received nearly 60,000 applications for fewer than 2,500 spots. This phenomenon, known as "application inflation," is creating unpredictable outcomes, even for high-achieving students. The Early Decision Advantage Applying early has become a strategic necessity. Many top universities now fill over half their incoming class through Early Decision or Early Action rounds. The advantage is clear: Emory admitted 28% of Early Decision applicants in 2025, compared to just 8% in Regular Decision. This trend pressures students to make binding choices earlier and can disadvantage those needing to compare financial aid offers. Holistic Admissions and the Decline of Standardized Testing US universities are increasingly adopting holistic admissions, placing greater emphasis on essays, extracurriculars, and personal stories rather than just grades and test scores. The test-optional movement, accelerated by the pandemic, remains strong in 2025, with many schools no longer requiring SAT or ACT scores. As Caroline Linger, Lead Counselor at , explains, 'A holistic approach that considers an applicant's character, personal experiences, and unique perspectives is gaining prominence. Technology, especially Artificial Intelligence, is playing a significant role, making the admissions process more accessible and efficient. Aspiring students must adapt to these changes, emphasizing authenticity, personal growth, and community contribution for a successful application'. Financial Pressures and Parental Concerns The cost of college remains a top concern. According to a 2025 Princeton Review survey, 98% of those surveyed report needing financial aid, and the leading worry for applicants is the 'level of debt to pay for the degree'. This financial anxiety is compounded by the unpredictability of admissions outcomes and the fear of not gaining entry to a Top Tier University or College. Stress and Uncertainty for All Stakeholders The emotional toll is significant: 73% of students and parents report high stress about applications. The unpredictability of results, the pressure to stand out in a crowded field, and the need for strategic planning are pushing families to seek expert guidance and comprehensive support. Looking Ahead to 2026 As the number of high school graduates is projected to decline after 2025, competition for spots at selective institutions is expected to remain fierce, but some less-selective schools may struggle with enrollment. The continued evolution of holistic admissions and the use of technology will further change how applicants are evaluated. For students and families, the key will be adaptability, authenticity, and a well-researched, balanced college list.
Forbes
21-05-2025
- Business
- Forbes
How To Build A Winning College Admissions Strategy In 2025
Increased competition, enrollment management tactics and AI have changed the college admissions ... More landscape College admissions used to be about predictable milestones: a strong grade point average, competitive standardized test scores and a heartfelt personal statement. But today's applicants face a radically different landscape – one shaped by increased competition, testing policy changes, enrollment management tactics and AI experimentation. The result is a new age of where college admissions strategy is just as important as academic performance. The college admissions landscape has become increasingly complex and competitive as the number of college applicants has grown, and they are applying to a greater number of colleges. U.S. federal National Center for Education Statistics data show that over 3.4 million high school graduates are expected in 2025, an increase of almost 900,000 from 2000. More high school graduates are going to college: there were 16 million enrolled college students in 2024 compared with 13.2 million in 2000 (although down from a peak of 18.1 million in 2010). Many students utilize the Common App, which has simplified the process of applying to multiple schools. Colleges' positions on standardized testing are evolving. Many colleges are returning to their pre-pandemic practice of requiring standardized test scores as a national benchmark amid grading systems that are inconsistent from one high school to the next. Lee Norwood, founder of Annapolis College Consulting and College Sharks Another pressure point is the early decision option, which becomes a binding commitment if the student is accepted. Colleges are leveraging early decision admissions to secure yield and maximize revenue. Lee Norwood is the founder of Annapolis College Consulting and College Sharks, a 'do it yourself' college advising platform. 'Tulane University accepts 64% of its class through early decision, and applicants have a 26.8 times greater chance of admission through that route,' Norwood said. The strategy is clear: capture commitment early and offer less merit aid. Colleges are increasingly using new admissions models to fill their classes. Some institutions offer direct admission, where an offer of admission is made to qualified students before they apply based on standardized test scores or GPA. Others are extending offers of admission and placing students on waitlists for the spring semester or freshman study abroad programs. These tactics help colleges maximize institutional capacity when fall entrants fail to return in the spring. The role of AI in admissions is also evolving. While admissions offices initially admitted to using AI solely for plagiarism detection and grammar triage, some are now open about using AI to measure applications. The University of North Carolina, for instance, states on its admissions website: 'UNC uses an AI program to measure the writing style and grammar of an applicant's essay from the common application, providing an additional data point for the admissions evaluators.' Yet it also makes clear that 'every evaluated comprehensively by extensively trained human application evaluators. Each applicant's final admissions decision is made by a member of the admissions committee.' Yet the influence of AI on student applications is real. 'What I'm seeing most is students using tools like ChatGPT to help them brainstorm or structure essays, but not always understanding how to use them ethically or effectively,' Norwood said. 'The result can be essays that lack depth, personal voice, or worse – essays that sound exactly like everyone else's.' That's where counselors play an increasingly critical role: auditing for authenticity. 'The innovation isn't that students are using AI – it's that we now need to teach them how to co-author with AI responsibly while still making sure their application reflects their real voice, values, and vision,' Norwood said. So, how should students respond to this new era of admissions? First, they must embrace strategic focus over superficial polish. With colleges increasingly favoring depth over breadth, students should pursue meaningful engagement in a few key areas – academic. extracurricular and personal – that align with their values and long-term goals and demonstrate passion and commitment. Second, students need to build an application narrative that is coherent and authentic. Admissions officers are evaluating for fit as much as they are for credentials. Every element, including essays, recommendation letters and extracurriculars, should reinforce the student's identity and direction and be presented in an authentic, personal voice. Third, families must start earlier. Norwood advises that waiting until senior year is a strategic mistake. She encourages students to begin mapping goals and priorities by sophomore year, including testing timelines, potential majors and college list criteria. Ultimately, it is essential to recognize that the process is becoming increasingly data-driven. Students who align their applications with institutional priorities and avoid one-size-fits-all advice will be better positioned for success in the evolving landscape of college admissions strategy. Full disclosure: the author is a client of Annapolis College Consulting. Did you enjoy this story? Don't miss my next one: use the blue follow button at the top of the article, near my byline, to follow more of my work and check out my other columns here.
Yahoo
07-05-2025
- Politics
- Yahoo
Opinion: Amid Chaos, There's Still Plenty of Good News on the Path to Higher Education
We are living through an existential crisis, and it's hard to limit the daily challenges to a single-digit set of issues. At the college level, National Institute of Health funding for vital research was halted, at least for now. K-12 schools are still making up ground from the COVID-19 disruption, and the elimination of the U.S. Department of Education is looming, threatening a range of services for our most vulnerable children. Executive orders restrict the teaching of slavery and promote funding for private school vouchers. Add to this the number of students who are not attending because of immigration enforcement. People are exhausted and desperate for some good news. Well, we now have some. Despite the virulent and largely inaccurate charges levied against higher education, the American public may hear it but clearly doesn't buy into the raft of misinformation. In a recent Lumina/Gallup poll, seven out of 10 adults without a college degree believe both a bachelor's degree and an associate's degree are either extremely or very valuable. And despite the costs, a majority in the poll believe college will pay off within five years. Get stories like this delivered straight to your inbox. Sign up for The 74 Newsletter In perhaps the best piece of news, a poll of college students about the quality of their college classes found that 72% consider their classes to be either 'excellent' or 'very good,' and half were very confident their college education and degree would result in positive career opportunities. This positive view of higher education also extends to seniors in high school. In 2025, the percentage of seniors who have filled out their FAFSA forms has increased by 13% over 2024, and the percentage of seniors filling out the Common App for college admissions increased by 4%, with the number of first-generation college goers increasing by 13%. According to the National Student Clearinghouse of Research, the largest gains are among students from low-income neighborhoods. This is significant because the decline in birth rates has affected the size of the youth population. Add all of this to the fact that nationwide this past fall college enrollment was up by 3.4%, it is clear that the notion that 'college doesn't matter' has little truth. This news is particularly important because labor market data shows that by 2031, despite the phrase 'college doesn't matter,' more than seven of every 10 jobs will require a post-secondary degree or credential. As we know, those entering the workforce with a college degree earn more than $1 million more over their lifetimes compared to those with only a high school diploma. We see growth in the semiconductor industry due to the CHIPS and Science Act, growth in health careers, green jobs, and a host of labor market areas. This doesn't mean our higher education systems can't improve. They can and they must improve. The growth in micro-credentials is a significant innovation offering students an opportunity to earn industry credentials that are both credit-bearing and stackable toward a degree. In New York State, the Power Authority, a big green jobs employer, is partnering with SUNY to not only double the number of micro-credentials for green jobs but also offer them to high school students in some of the state's P-TECH schools, at no cost. This year Gov. Kathy Hochul announced free community college tuition for students seeking degrees in areas of labor market growth. Related Career Pathways Programs Have Huge Bipartisan Support. D.C. Should Get on Board Other colleges and universities have begun providing an opportunity for a bachelor's degree in three years, rather than four, reducing the time and cost of a degree. Others, including SUNY, have expanded the use of credit for prior learning, allowing military service, community service, work experience and other backgrounds to qualify students for academic credit, also reducing the cost and time of a degree. The P-TECH approach, which offers a model of education combining high school and college via dual enrollment along with industry engagement, has spread to over 500 schools across 28 countries. It offers a clear pathway from school to college to career for students regardless of income or achievement levels. Many employers — including IBM, Cisco, Northwell Health, Micron, GlobalFoundries, and the NY Power Authority — are seeing strong results from this model. An independent evaluation by MDRC demonstrates its success, especially for low-income students and students of color. While some of the issues involving education appear to inspire more division than unity, this isn't the case on the need for a clear pathway from school to college to career. This is an issue that unites and doesn't divide. It is this unity that will bring together Republican and Democrat governors, education leaders, business and labor leaders, and student representatives at the National Pathways Summit on Thursday to discuss the need for innovative paths from school to college to career. It will take all of us — regardless of political affiliation — to achieve success for our nation. We must examine models of success together and identify ways to make them scalable and sustainable with clear solutions that include more experiential learning, career guidance and exploration, and access to academic and workplace skill development. It is true that these are difficult and challenging times. But the good news story — about the latest poll numbers, the degree to which education leaders are willing and able to innovate and the unity demonstrated at the upcoming summit — give me some hope.
Forbes
02-04-2025
- General
- Forbes
5 Critical Trends Reshaping College Admissions
UCLA Corridor The college admissions landscape is undergoing a seismic shift, with the Princeton Review's 2025 College Hopes & Worries Survey revealing five crucial trends that will define the next application cycle. As applications surge by 6% according to Common App data, understanding these evolving dynamics is essential for strategic positioning in an increasingly competitive environment. As the founder of Ivy Insight and creator of the College Admissions X-Factor® methodology, I've analyzed this comprehensive survey of over 9,300 students and parents to identify the most significant trends reshaping how students approach their college journeys. Here are the five critical developments every applicant and family should understand: The survey reveals a dramatic escalation in application anxiety, with 73% of respondents reporting "High" or "Very high" stress levels—a significant jump from 56% in 2003. This increased pressure reflects the growing competitiveness of the admissions landscape, particularly at selective institutions where application volumes continue to climb while admit rates remain stable or decrease. What's particularly telling is how this stress manifests. When asked about the toughest part of their application experiences, 35% cited "completing admission and aid applications," highlighting the overwhelming nature of the process itself rather than just concerns about outcomes. X-Factor Strategy: Managing admissions stress requires a proactive, structured approach. My X-Factor methodology emphasizes breaking down the process into manageable components with clear timelines. Students should develop a realistic application calendar that accounts for all deadlines while allowing buffer time for unexpected challenges. More importantly, students need perspective on how to best position their candidacy and to prepare for the unexpected. Parents play a vital role in stress management, with survey respondents advising: "Don't forget to enjoy this journey with your child" and "Let your child guide the process. It's their path and you're a guide." The most effective support comes from parents who provide structure and encouragement while respecting their student's autonomy. Despite the test-optional movement gaining momentum during the pandemic, standardized testing is making a decisive return. According to the survey, 92% of respondents plan to take the SAT and/or ACT, with 48% opting for the SAT specifically. More telling is the surge in students taking both tests (33%)—a 4% increase from last year. This trend aligns with recent announcements from institutions like Brown, Dartmouth, and MIT reinstating testing requirements. What's particularly interesting is students' reasoning: the plurality (47%) believe "scores can distinguish my applications and improve their chances of being accepted" rather than simply meeting requirements. The digital transformation of these tests is also noteworthy, with 72% of respondents welcoming the shift to digital formats. This suggests students are embracing technological evolution in the assessment process, mirroring the larger digital transformation in higher education. X-Factor Strategy: Even at test-optional schools, strong scores can still provide a competitive edge—particularly for students seeking merit scholarships, as 33% of survey respondents recognized. My X-Factor approach recommends strategic testing: identify your testing strengths early, prepare thoroughly for your stronger test (SAT or ACT), and submit scores selectively where they enhance your application. For students with weaker testing profiles, test-optional policies still provide valuable opportunities. However, these applicants must compensate with exceptional strength in other areas—particularly in demonstrating intellectual vitality through classroom performance, research projects, or independent intellectual pursuits. The survey reveals a significant shift in how admissions officers evaluate applications, moving away from checklist-based approaches toward more holistic assessment. When asked about the major benefit of earning a college degree, 29% of respondents cited "exposure to new ideas, places and people"—highlighting the growing emphasis on intellectual curiosity and personal growth. This aligns with my observations of admissions committees increasingly asking, "What kind of person is this student becoming?" rather than simply tallying achievements. Colleges are seeking applicants who demonstrate curiosity, vulnerability, and self-awareness—qualities that can't be manufactured or padded on a resume. X-Factor Strategy: Authenticity is the cornerstone of the College Admissions X-Factor® methodology. Students must move beyond formulaic essays and curated activities to reveal genuine intellectual engagement and personal growth. This means embracing the vulnerability of sharing failures alongside successes and articulating how these experiences have shaped their perspectives and values. In practice, this requires breaking away from the "perfect application" mindset. Instead of presenting a flawless narrative, students should highlight moments of genuine curiosity, ethical decision-making, and intellectual risk-taking. Essays should showcase original thinking rather than polished perfection, and activities should reflect deep engagement rather than credential collection. The National Association for College Admissions Counseling, which surveys admissions officers from a variety of institutions, confirms this shift, with 84% of institutions emphasizing "positive character attributes" in their decisions. Students who can authentically demonstrate these qualities will stand out even in highly competitive applicant pools. The Princeton Review survey shows students applying to an average of 5-8 colleges (39%), a strategic portfolio approach that increasingly includes early applications. While not directly measured in the survey, this trend correlates with what we're seeing across the admissions landscape: the growing advantage of Early Decision and Early Action applications. The data is compelling: Brown University saw a higher early decision acceptance rate with a smaller applicant pool after reinstating testing requirements, and Northwestern experienced increased early applications under test-optional policies. These patterns suggest that early application strategies are becoming increasingly consequential in shaping incoming classes and the testing policy plays a key role in application volume. X-Factor Strategy: Strategic application timing is now a critical component of admissions success. My X-Factor approach emphasizes thoughtful planning around early applications, with students identifying their clear first-choice institution for potential Early Decision commitment, while maintaining a balanced portfolio of Early Action options. This requires accelerating the entire application timeline—finalizing college lists by spring of junior year, completing main essays over the summer, and preparing application materials for early deadlines. Students must also build demonstrated interest well before application season through meaningful campus interactions, thoughtful communication with admissions representatives, and strategic networking with current students and faculty. For competitive applicants, an Early Decision application can significantly increase admission chances at their dream school. However, this strategy must be balanced with careful consideration of the binding commitment involved. Perhaps the most encouraging trend from the Princeton Review survey is the emphasis on finding the right institutional match. When asked what best describes the college they're likely to choose, nearly half (47%) selected "college that will be the best overall fit," while only 10% chose "college with the best academic reputation." This represents a maturation in how families approach the college search, with fit considerations outweighing pure prestige. It also explains why, despite the anxiety and competition, an overwhelming 99% of respondents believe college will be "worth it"—they're focusing on institutions where their specific needs and goals will be met. X-Factor Strategy: My X-Factor methodology has always emphasized fit over formulaic rankings. True fit encompasses academic alignment, social environment, geographical context, and opportunities for growth. Students should develop a personalized ranking system based on their unique priorities rather than following generic "best colleges" lists. This approach requires deep self-knowledge and institutional research. Students should articulate their learning preferences, community needs, and career aspirations, then identify institutions where these elements align. Campus visits, conversations with current students, and engagement with academic departments are crucial for assessing fit beyond marketing materials. The geographical context of applications is increasingly important in this fit-based approach. The survey data shows shifting application patterns across regions, with notable increases from the Southwest. Students should thoughtfully consider how their geographical background has shaped their perspectives and how various campus environments might expand or challenge their worldview. These five trends collectively point to a more nuanced, multidimensional admissions process that rewards authentic differentiation and strategic positioning. As applications continue to increase, standing out requires more than impressive statistics. The successful applicant in this environment will be one who can authentically communicate their unique value proposition—their College Admissions X-Factor®—to target institutions. This means developing and articulating intellectual vitality, demonstrating character through meaningful engagement, and strategically positioning oneself within the applicant pool. The goal isn't simply admission to a prestigious institution, but finding an educational environment where your student can genuinely thrive. By understanding these five critical trends and applying strategic X-Factor principles to college admissions, today's applicants can approach the process with confidence—focused not on gaming the system, but on authentically presenting their unique strengths and contributions to their future academic communities.
Forbes
23-03-2025
- General
- Forbes
COVID-19 And College Admission: A Progress Report
Five years ago today, we were in the throes of COVID-19. Barely a month into the global pandemic, everything we knew had changed. Not only were we wiping down groceries and banging pots and pans to celebrate front-line workers, but we were also locked down from work and school. High school seniors were receiving their admission decisions and had to choose a college often without ever visiting. Meanwhile, 11th graders were conducting their college search remotely. On March 22, 2020, I published a piece, 'Redesigning College Admission: COVID-19, Access and Equity,' exploring what we could learn from the moment. Angel Pérez was at that time the vice president for enrollment and student success at Trinity College. Three months later he was named the CEO of the National Association for College Admission Counseling (NACAC). For that piece, I asked Pérez what the impact the pandemic would have on admission. He said, 'COVID-19 is going to force us to think differently about our work. Every aspect of higher education will be disrupted.' He added, 'I believe we should never let a crisis go to waste. While we are taking care of immediate needs, we should also be asking ourselves--what are the opportunities for the long term?' As we reflect on the last five years, it begs the question, 'How did we do?' Was the opportunity wasted? Have we made meaningful changes? Have we moved the ball on access and equity in admission? How is the redesign going? To check on our progress, I reached out to the individuals whom I interviewed for that original article. Here is what they shared: Pérez says, 'Higher education did not let a crisis go to waste. In fact, we should celebrate the extraordinary efforts of admission officers and counselors who guided hundreds of thousands of students through one of the most challenging times in our history.' He adds, 'Colleges and universities adapted in remarkable ways, making higher education more accessible. Direct admission programs emerged, and test-optional policies expanded, opening doors for countless more students.' Pérez emphasizes that 'while DEI initiatives are now under threat, we must not overlook the significant progress made during the pandemic—progress that transformed admission policies, support services, and opportunities for millions of young people.' He says, 'Organizations rose to the occasion: The Common App set a bold, moonshot goal, and NACAC redefined its mission, vision, and educational offerings to meet the moment. The work we did wasn't just about survival—it was about progress.' NACAC's Center for Reimagining College Access will take this progress forward. He concludes 'Let's honor the dedication and innovation that emerged from that crisis. Our profession stepped up, and students are better for it. That is something to be proud of.' Jenny Rickard, president and CEO of Common App says, 'Five years ago this month, our lives were turned upside down, and as a society, we quickly had to make changes to our everyday lives. In higher education particularly, we had to make changes fairly quickly. At the time, colleges and universities changed their deadlines, moved to test-optional, and turned the admissions experience completely virtual.' She adds, 'We also used our wealth of data to inform our colleges and universities, and our partners of alarming trends during Covid, like the sudden drop in first-generation applicants applying to college in the fall of 2020. Tapping into Common App's rich data allowed us to identify the most at-risk students and sound the alarm on troubling trends we saw early on.' Rickard explains, 'We learned a lot and we innovated a lot over five years. At Common App, we had to understand how to reach students who may not feel like college was the right path for them anymore, and give them space on the application to think more broadly about their experiences and how they might have changed during the pandemic.' She highlights two initiatives that Common App implemented to accomplish those goals: Reflecting on the original article, Rick Clark, executive director of enrollment management at Georgia Tech, says 'I'm pretty impressed that a mere two weeks into the pandemic my colleagues pinpointed some critical issues and opportunities.' He adds, 'We absolutely did not let a crisis go to waste. The innovation and access surrounding campus visits in particular stands out as a place where higher education made important and significant strides. The ability now for a student or family to get high-quality content from colleges about admission, financial aid, and other campus departments is phenomenal. Before COVID-19, we checked the box for providing some information, but five years later the depth and breadth of information students can access remotely is amazing.' Heath Einstein, vice provost for enrollment management at Texas Christian University agrees. He says, 'In the years since the pandemic's peak, colleges have responded to both the needs and preferences of prospective students. Forced to spend seemingly endless time at home, joining classes from their bedrooms or living rooms, many students boomeranged back to preferring in-person activities. And yet, a catalog of resources are stored on websites and a tailored set of virtual programs are still offered to students who either prefer that method or lack the time and resources needed to engage on campus.' Clark explains that 'colleges were generally accommodating when it came to testing policies during the pandemic. In recent years, some schools have gone back to requiring tests, while others have gone test free or permanently test optional.' He adds, 'Ultimately, colleges should create testing policies that help them select students who will do well on their campus based on data. The truth is that's not why most have reinstated testing. Instead, sadly, it has been more about competition for students, net tuition revenue, yield, and the unwillingness to make independent decisions.' He highlights that 'while there is still tremendous inequity when it comes to counselor: student ratios, I am encouraged by recent innovations from College Guidance Network (CGN), Sal Khan, among others. The emergence and proliferation of AI, while not caused by the pandemic, is proving to be a step in the right direction since states have not taken action to remedy these gaps.' Clark concludes, 'In truth, however, five years might as well have been 50. Between the Supreme Court ruling on race-based admission, the fragility of the Department of Education, and the shrinking of the top of the admission funnel both domestically and internationally for a variety of reasons, there has never been a more challenging time to work in higher education or enrollment management. The pandemic was tough and showed us how to adapt, endure, and innovate. I don't have all the answers–in fact very few–but I do know this- we'll need to call on all of those learnings in the years ahead.' Richard Weissbourd is a senior lecturer at the Harvard Graduate School of Education, and the faculty director of Making Caring Common. He says, "The pandemic was damaging, and sometimes traumatic, for huge numbers of college students. But it also generated new ways of thinking about higher education and new pathways to careers at a speed that I would have never dreamed possible.' He adds, 'Perhaps most importantly, I think it has made at least some colleges think far more imaginatively and boldly about how they can organize around students, via online experiences or various combinations of in-person and online experiences, rather than expecting students, especially low-income students who have many demands on their lives, to organize around them.' Weissbourd points out, 'we still have a long way to go,' saying, 'I had also hoped that selective colleges in particular might create innovative pathways that enabled them to educate far more students, rather than touting their selectivity. There's little evidence of that yet." 'Miles To Go Before We Sleep' While the college admission profession responded with thoughtfulness and flexibility to the pandemic, as Weissbourd acknowledges, there is certainly room for improvement and missed opportunities to advance a more equitable process. Five years ago, Jerry Lucido was the executive director of the USC Center for Enrollment Research, Policy, and Practice. He asked at that time, 'What if we found new ways of evaluating talent? What if we leveled the playing field, as does the virus, by eliminating the natural advantages that wealth and privilege have in the admission system?' He suggested that we could 'eliminate Early Decision, Early Action, and other forms of demonstrated interest in the process, as only the privileged really understand how to play these games.' Sadly, the use of Early Decision and Early Action plans has only increased in the subsequent year with some colleges enrolling more than 50% of their class this way. We must also continue to explore innovative ways of evaluating applicants. AI might help this in some ways, but it is not the full answer. We have also failed to increase access to school counselors in many communities. I have talked both with counseling colleagues who report caseloads of well over 500 students and with students who don't have a counselor at their school. In the years since the pandemic, with absenteeism, mental health challenges, and other demands requiring increased attention from counselors, their time and energy for post-secondary planning has been further diminished. We need to invest in human resources to support young people as they plan for the future. Clearly, there are dedicated educators who are resolute in making progress and adapting to the challenges we face in college admission. To Clark's point, no one individual or institution has the answers. We must continue, however, to ask how we can do better and confront the landscape in innovative ways that acknowledge the reality of higher education as a business and also a common good. The redesign of this process requires constant iteration and ideation, as well as a repudiation of the status quo. Hopefully, it will not take another crisis to spark action.
