The higher education landscape has been marked by evolving policy priorities and mounting financial pressures lately. From February 25–27, enrollment and admissions professionals, senior higher education leaders, researchers, legal experts and campus innovators gathered for the 2026 USC Conference on Enrollment Research, Policy and Practice (CERPP) in downtown Los Angeles to explore how institutions could navigate this new normal.
“Much of what we do in higher education is about cultivating and expanding human capabilities,” said Julie Posselt, co-director of the USC Pullias Center for Higher Education, the host for the Conference. “That is the essence of resilience.” Posselt added that in higher education there are demographic shifts altering some of the tools used by enrolment managers. Using Southern California's wildfire recovery as an example, higher education too will rebuild and rally. “That's the kind of resilience I hope we can explore together.”
Resilience is a guiding principle for enrollment leaders working to sustain access, equity and institutional stability. From K–12 to higher education and graduate to professional programs, there were over 90 attendees at this year’s Conference engaged in discussions about how institutions can adapt to new realities and lead with integrity.
“Many Americans are questioning the value of higher education and doubtful about the investment our nation has made in our institutions,” noted USC Rossier Dean Pedro Noguera during his welcome remarks. “The evidence is clear that a college education is still valuable. However, for too many people it is too expensive. We have got to figure out how to keep college accessible and affordable if these institutions are going to survive in the years ahead.” Noguera added that that part of being resilient is communicating to the public. “Part of what I think is important about attending a conference like [CERPP] is that you have a chance to be with colleagues, who do the kind of work you do. You have the chance to strategize, share, and learn from each other.”
The Conference was headlined by a keynote address from Kedra Ishop, senior vice president at the College Board and one of the nation’s most respected leaders in enrollment management. Drawing on her experience leading enrollment efforts at the University of Texas, the University of Michigan and the University of Southern California, Ishop reflected on how institutions can meet moments of crisis with clarity and purpose. Speaking to her enrollment peers, Ishop said, “The last 25 years of what we've accomplished has been really transformative. Others of you have entered the profession in a very different moment, one shaped by more of what's going wrong than what you feel has gone right.” Ishop added that it is not just about policy, but about “institutions under pressure, and those who lead them through those moments.” Institutions and enrollment managers are not rebuilding from scratch, but are recalibrating and carrying forward with purpose with the same mission.
Sessions examined resilience from multiple perspectives, including financial sustainability, legal frameworks and cultural change within institutions. Presenters shared research findings, practical strategies and case studies that highlighted both historical lessons and innovative approaches shaping enrollment management today. Throughout the conference, participants emphasized collaboration and evidence-based decision-making as essential tools for navigating uncertainty.
“I think it depends on where you sit and who you are,” said Carol Kim, recently appointed USC vice president for enrollment management. She challenged leaders to consider how they are navigating a moment of intense uncertainty while responding to evolving expectations from boards, presidents and provosts. Kim noted that many enrollment teams still lack clear institutional guidance, even as terms like “inclusivity” have suddenly become contested, forcing institutions to rethink initiatives that only a few years ago were widely embraced. She added that the shift is especially striking for newer professionals, many hired during the COVID pandemic, who entered the field when diversity, equity and access were central institutional priorities and are now experiencing a change in expectations and practice.
In a fireside chat, Angel Pérez, CEO of the National Association for College Admission Counseling, and G. Gabrielle Starr, president of Pomona College, discussed how higher education leaders can navigate politics, crises and enrollment pressures. Starr emphasized that while higher education alone cannot eliminate inequity, it remains a powerful force in expanding opportunity. “So you think four years of higher education, or two years of higher education, or six years of higher education, spread across about 20% of the American populace is really going to be the thing that destroys inequity?” she asked. “But it’s going to do a lot to fight it.” Starr noted that inequity is persistent and complex and argued that colleges and universities still play a critical role in advancing social mobility and expanding access to opportunity.
A critical topic covered during the conference was a panel on AI in enrollment management, moderated by Emily Pacheco MAT-TESOL ’08, from the Imperial College London. Jimmy Aguilar, USC Rossier PhD candidate and research associate emphasized that institutions must be intentional about how artificial intelligence is used within admissions offices. He noted that AI can play multiple roles, from helping prospective students ask questions they might feel uncomfortable raising with staff to supporting admissions readers who are reviewing thousands of applications under tight timelines. But he cautioned that many enrollment offices still lack clear internal policies. “A lot of offices don’t even have an AI policy outside of their institutional one,” Aguilar said. “These guidelines should [be developed to] reflect your institution’s mission and how you want AI used in the admissions process.” Applicants will expect transparency about how the technology is used in admissions. Aguilar also encouraged institutions not to wait years for long-term data before acting. “We’re not going to have definitive data for 10 years,” he said. “I’d rather have these conversations now and learn from the people doing the work on the ground than look back later and say we missed something.”
The Conference on Enrollment Research, Policy and Practice 2026 reinforced the importance of research-informed policy and practice in shaping the future of enrollment management. As the conference concluded, one message resonated throughout the gathering: resilience in enrollment leadership requires not only adaptation, but also a shared commitment to possibility, purpose and progress.
