Why Schools Increase Tuition: 446 Faculties Clarify Worth Hikes

.tci-catef{font-family:inherit;shade:#141414;border:2px strong #141414;border-radius:8px;overflow:hidden;margin:24px 0;background:#fff}
.tci-catef *{box-sizing:border-box}
.tci-catef .tc-head{background:#141414;shade:#fff;padding:14px 18px;font-weight:700;font-size:1.15em;line-height:1.3}
.tci-catef .tc-head span{shade:#f6c061}
.tci-catef .tc-sub{background:#f9f7f5;padding:10px 18px;font-size:.9em;shade:#55504a;border-bottom:1px strong #e5e0d8}
.tci-catef .tc-controls{show:grid;grid-template-columns:2fr 1fr 1fr 1fr 1fr;hole:8px;padding:12px 18px;background:#f9f7f5;border-bottom:1px strong #e5e0d8}
.tci-catef enter,.tci-catef choose{font-family:inherit;font-size:.9em;padding:8px 10px;border:1px strong #e5e0d8;border-radius:6px;background:#fff;shade:#141414;width:100%}
.tci-catef enter:focus,.tci-catef choose:focus{define:2px strong #f6c061;border-color:#141414}
.tci-catef .tc-count{padding:8px 18px;font-size:.85em;shade:#8a8378;border-bottom:1px strong #e5e0d8}
.tci-catef desk{width:100%;border-collapse:collapse;font-size:.92em}
.tci-catef thead th{background:#f9f7f5;text-transform:uppercase;font-size:.75em;letter-spacing:.04em;text-align:left;padding:10px 12px;border-bottom:1px strong #e5e0d8;shade:#55504a}
.tci-catef tbody td{padding:10px 12px;border-bottom:1px strong #e5e0d8;vertical-align:high}
.tci-catef tbody tr.tc-row:nth-of-type(4n+1){background:#fcfbf9}
.tci-catef .tc-name{font-weight:700}
.tci-catef .tc-pill{show:inline-block;font-size:.78em;font-weight:600;padding:2px 8px;border-radius:999px;margin:0 4px 4px 0;white-space:nowrap}
.tci-catef .tc-yes{background:#dff3e4;shade:#14532d}
.tci-catef .tc-no{background:#fde2e2;shade:#7f1d1d}
.tci-catef .tc-mix{background:#f6c061;shade:#141414}
.tci-catef .tc-reason{font-size:.82em;shade:#55504a}
.tci-catef button.tc-btn{font-family:inherit;font-size:.82em;font-weight:600;background:#141414;shade:#fff;border:0;border-radius:6px;padding:6px 10px;cursor:pointer;white-space:nowrap}
.tci-catef button.tc-btn:hover{background:#333}
.tci-catef .tc-detail td{background:#fff;padding:4px 16px 16px}
.tci-catef .tc-detail h4{font-size:.85em;text-transform:uppercase;letter-spacing:.04em;shade:#55504a;margin:12px 0 4px}
.tci-catef .tc-detail .tc-quote{margin:0 0 8px;padding:4px 0 4px 12px;border-left:3px strong #f6c061;font-size:.92em;line-height:1.55;shade:#141414;font-style:italic;background:none}.tci-catef .tc-detail .tc-quote:earlier than,.tci-catef .tc-detail .tc-quote:after{content material:none}.tci-catef .tc-detail .tc-area{font-style:regular}
.tci-catef .tc-detail .tc-area{font-weight:700;font-size:.85em;shade:#55504a}
.tci-catef .tc-more{text-align:heart;padding:14px}
.tci-catef .tc-foot{background:#f9f7f5;padding:10px 18px;font-size:.8em;shade:#8a8378;border-top:1px strong #e5e0d8}
.tci-catef mark{background:#f6c061;shade:#141414;padding:0 1px}
@media (max-width:640px){
.tci-catef .tc-controls{grid-template-columns:1fr 1fr}
.tci-catef .tc-controls enter{grid-column:1/-1}
.tci-catef thead{show:none}
.tci-catef desk,.tci-catef tbody,.tci-catef tr,.tci-catef td{show:block;width:100%}
.tci-catef tr.tc-row{border-bottom:1px strong #e5e0d8;padding:8px 0}
.tci-catef tbody td{border:0;padding:4px 14px}
.tci-catef tbody td[data-l]:earlier than{content material:attr(data-l);show:block;font-size:.72em;text-transform:uppercase;letter-spacing:.04em;shade:#8a8378}
.tci-catef .tc-detail td{padding:4px 14px 14px}
}

(operate(){
var D=[{“n”:”Academy College”,”s”:”MN”,”t”:”Private for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our cost of attendance is solely based on academic tuition and fees. We review our tuition rates on an annual basis to determine whether to keep as-is or adjust. At this time, we have not made the decision to lower our cost of tuition.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Academy of Allied Well being Careers”,”s”:”TN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“This is the first tuition increase we have implemented in over 10 years, and we are still cheaper than most schools with similar programs.”,”We had not increased tuition/fees in over 10 years, and are still cheaper than similar schools. However we will continue to review all budget expenses in order to decrease costs if possible.”],”Replace Since Prior Checklist”:[“Adding accreditation and being new to Title IV has demanded increase in staff and expenses. Adding new staff for the planning and implementation of new programs has also contributed to increase expenses. The implementation of these new programs will provide the opportunity to consider cost reduction strategies.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Decreased enrollment during Covid had a major impact!”]},”c”:[[“Instruction”,”Added new programs and staff”],[“Other expenses & deductions”,”reporting error – expenses recatagorized”]]},{“n”:”Academy of Magnificence Professionals”,”s”:”WI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Net Price Change increase was due primarily to our largest program changing from a shorter, lower cost program to a longer, higher cost program.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Academy of Cosmetology Inc”,”s”:”MT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have not raised our tuition or any fees for the last 3+ years. Meanwhile, the cost of living continues to increase in our area, and our distributors continue to raise their prices on supplies, kit items, etc.”],”Replace Since Prior Checklist”:[“We are located in one of the fastest growing and most expensive cities in Montana. The cost of living, taxes, tariff expenses being imposed on us by our distributors, and the need to pay people more to educate (rather than make more money in the salon) have all increased. We are not the most expensive school out of 6 total in the state.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Academy of Esthetics and Cosmetology”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Wasnt a matter of increased just reproted in a different category”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“na”]},”c”:[[“Instruction”,”Instruction and Instructional support were categorized differently. One appeared to increase while the other decreased because of reporting in different categories”]]},{“n”:”Academy of Hair Design-Grenada”,”s”:”MS”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“It is not that our cost of attendance increased. We had more students and therefore had to hire additional staff so my overall expenses were greater.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Academy of Hair Design-Jackson”,”s”:”MS”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We did not have a major increase in our cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Academy of Hair Design-Pearl”,”s”:”MS”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We did not have a major tuition increase. My overall expenses were more due to increased enrollment and staff.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”We had to hire additional staff due to increased enrollment.”]]},{“n”:”Academy of Salon Professionals”,”s”:”MO”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Salaries, cost of supplies, etc have all increased. It is not possible to decrease the cost of attendance while these costs increase.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”Minimum wage increased and we were forced to raise salaries accordingly. We also added staff as our institution grew in size.”]]},{“n”:”Benefit Profession Institute”,”s”:”NJ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Cost of Attendance at our school is less than industry standard.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Costs included in this section were reallocated for the most recent period, as they reported in Institutional support for the prior period.”]]},{“n”:”Agape Faculty of Enterprise and Science”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The growth of our student enrollment and the expansion of our degree programs in Business, Medical and Social Work have compelled, hiring of additional qualified employees across various departments. This expansion of our workforce is essential to providing adequate support and resources for our growing student body and to ensure the continued smooth operation of the institution. The institution maintains the lowest tuition rate among private colleges in our local area and is comparable to a public institutions. We exclusively utilize financial aid programs and do not accept private student loans.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”this budgetary landscape has been further impacted by necessary adjustments to instructor salaries. Recognizing the dedication and expertise of our faculty, and to ensure we can continue to attract and retain highly qualified educators, we have implemented strategic salary increases. This investment in our personnel is crucial to maintaining the high quality of education our students deserve.”]]},{“n”:”Albany Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The COA is driven by factors outside of our scope and adjusted due to inflation.”],”Replace Since Prior Checklist”:[“The college use the following information that is factored into the COA: Tuition and Fees: set by the college and the institution’s governing board. Books: ATC Bookstore costs Transportation: uses the IRS Local Standards of Transportation Food and Housing: metrics from the IRS Allowable Living Expenses National Standards, HUD Fair Market Rent system, US Energy Information Admin. Miscellaneous: IRS National Standards – clothing and other items. Therefore, the COA is mostly driven by factors outside the institution’s scope and adjusted due to inflation.”],”Outdoors Management Over Costs”:[“The college is a unit of the Technical College System of Georgia (TCSG). Tuition rate increases are determined and approved at the State level for all system colleges by the TCSG State Board of Directors and Georgia Student Finance.”],”Establishment Management Over Costs”:[“Increase fee requests are submitted with a justification to the CFO at TCSG and then approved by the Commissioner.”],”Different Components In Pricing”:[“fill in this section, if applicable”]},”c”:[]},{“n”:”Allied Well being Careers Institute”,”s”:”TN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have decided to drop accreditation, federal financial aid and our most expensive program which is LPN. We have lowered the cost of Medical Assisting, Billing and Coding programs. We are also planning on closing the school by the end of this year.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Dropping what we have, we will lower our cost to the student and our overall overhead costs.”]},”c”:[[“Other expenses & deductions”,”Due to the rising costs of rent, electricity and salaries price increases were necessary. We obtained a larger space to accommodate more students, which costs more to operate. The instructional material the new program required was very expensive. Nursing salaries due to the pandemic went up so high I could not afford them.”]]},{“n”:”Altoona Magnificence College Inc”,”s”:”PA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are looking for new suppliers to reduce the cost of materials.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”American Magnificence Academy”,”s”:”UT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have not raised student tuition since 2022 and we are currently one of the lower tuition rates amongst our competition.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The institution last raised tuition prices in 2022 even though inflation has driven cost higher each year.”]},”c”:[[“Institutional support”,”The new owner came in and realized the wages for many of the staff at the Payson location were much lower than the wages of the staff at the other location. There were pay raises done to equal the discrespency and with inflationionary costs the owner raised all wages accross the board during this time”]]},{“n”:”American Magnificence College”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While we did have to increase the cost of attendance, we are still at or below the cost of attendance for comparable schools in the same area and market. While the tuition increase was necessary, we did the least we could in order to be still operational while affordable.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“All tuition/fee increases must be submitted and approved through the Bureau of Proprietary School Supervision (BPSS).”],”Establishment Management Over Costs”:[“Before we discuss a tuition/fee increase, we review all operating costs and fees. Then we compare like programs in the surrounding areas to see their tuition/fees.”],”Different Components In Pricing”:[“We took ownership over at this school in 2021. Prior to our ownership, the school had not had a major increase or improvements to the programs in many years. We had to do a major update to the facility, programs, and more to bring the curriculum and school up to date.”]},”c”:[]},{“n”:”American Institute of Magnificence”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“American Institute of Beauty has added additional program offerings, added additional educators for the new program offerings, as well as an increase in the cost of living.”],”Replace Since Prior Checklist”:[“American Institute of Beauty has added additional program offerings, added additional educators for the new program offerings, as well as an increase in the cost of living.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”American Institute of Healthcare & Expertise”,”s”:”CT”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As stated in last year’s CATEF, institution has not increased tuition and it is sill inline or lower than other institutes for similar programs.”],”Replace Since Prior Checklist”:[“As stated in last year’s CATEF, institution has not increased tuition and it is sill inline or lower than other institutes for similar programs.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”American Medical Academy”,”s”:”FL”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has a plan in effect to be able to maximize resources as much as possible to keep the cost of attendance low; therefore, given that the institution is in Miami, the market is very competitive to keep adequate and competent staff on board”],”Replace Since Prior Checklist”:[“Tuition has not increased in the past year, however, the cost of keeping adequate faculty has increased due to the demand and competitive salaries that other colleges in the Miami area are paying.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition has not increased for students, but as explained before, the competition amongst other institutions on the faculty pay, makes it more challenging for a smaller institution like American Medical Academy to keep costs down.”]},”c”:[]},{“n”:”American Samoa Group Faculty”,”s”:”AS”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The college had already reduce the cost of attendance by removing some fees associated with tuition.”,”The college had already reduced the cost of attendance by removing some fees associated with tuition effective Fall 2024.”],”Replace Since Prior Checklist”:[“ASCC continues to negotiate its annual local funding with the American Samoa Government through the budget process. In the FY2025 budget we were able to double our local funding from 1 million to 2 million with a proposed budget of 8 million.”,”The college is working collaboratively with the government to improve its financial status through its local subsidy allotment.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increase in cost of living and shortfall in local funding.”,”Increasing cost of living and shortfall of local subsidy.”]},”c”:[[“Auxiliary enterprises”,”Shipping and handling fees had increased due to restrictions of covid and limited shipping services.”],[“Auxiliary enterprises”,”Bookstore: Due to increase in enrollment, the resources offered through the bookstore increased to provide services to students, faculty and staff.”],[“Student services”,”Salaries and Wages: ASCC implemented staff reclassification during this reporting period. Purchased Supply & Equipment: Additional supplies for covid pandemic requirements and equipment to assist with remote learning and services.”],[“Academic support”,”Renovations: Due to excessive termite infestation on campus, we have to invest more on maintenance and renovation to meet the mission of the college.”],[“Instruction”,”Increase Enrollment: Due to Covid-19 pandemic we were able to increase enrollment mainly because our local borders were closed. Increase Operational Cost: Due to increase enrollment and federal grant funding through HEERF the college was able to upgrade our technological infrastructure to accommodate remote learning. Salary and Wages: Retain qualified instructional personnel to continue providing quality instructional programs.”]]},{“n”:”American Technical Institute”,”s”:”PR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is committed to providing a high-quality education that prepares students for successful careers in their chosen fields. While we understand the importance of affordability, we have made deliberate decisions to maintain our current cost structure for the following reasons: Focus on Quality and Student Support: We have reduced the student-to-instructor ratio to ensure that each student receives more individualized attention and hands-on instruction. This personalized approach enhances the learning experience and student outcomes, especially in technical and vocational education. Cost Comparison with Similar Institutions: We have conducted a thorough comparative analysis of tuition and fees among similar institutions in the region. The results show that our cost of attendance is already significantly lower than that of comparable programs, making our offerings among the most affordable in the market. Resource Allocation: Maintaining our current cost structure allows us to continue investing in qualified faculty, updated equipment, and industry-relevant resources that directly benefit our students’ educational experience. For these reasons, we are not currently considering a reduction in the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While our institution strives to keep education affordable, any minimal increases in net prices over time are primarily the result of rising operational costs such as faculty compensation, equipment upgrades, and compliance with accreditation and regulatory standards. These adjustments are carefully evaluated to ensure that they support the quality of education and services provided to students. Additionally, we continue to seek alternative funding sources, optimize internal efficiencies, and maintain a cost structure that remains highly competitive when compared to similar institutions. Our commitment remains focused on delivering value through high-quality instruction, small class sizes, and strong student support, without compromising access or academic excellence.”]},”c”:[]},{“n”:”Ana G. Mendez College”,”s”:”FL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As part of the strategic plan, the institution conducts an analysis of the cost of attendance, taking into account both internal and external factors. Based on the findings of this analysis, the institution implemented a reduction in the cost per credit for the 2023–2024 academic year.”],”Replace Since Prior Checklist”:[“The institution considers the external factors such as cost of living in the market we served as and the price of the competition. Based on this analysis, the institution implemented a reduction in the cost per credit for the 2023–2024 academic year.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“External and internal factors considered include the cost of living, availability of financial assistance, and pricing strategies of competing institutions. Additionally, increase in enrollment, rising operational costs driven by the acquisition of new assets, technological advancements, curriculum development, and the expansion of professionally accredited academic programs have also been taken into account.”]},”c”:[]},{“n”:”Arizona Academy of Magnificence”,”s”:”AZ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Costs continue to rise in rent, insurance, cost of goods purchased for kits and supplies used in our programs. The tariffs are not helping”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Costs continue to rise in rent, insurance, cost of goods purchased for kits and supplies used in our programs. The tariffs are not helping”]},”c”:[]},{“n”:”Arizona Faculty of Nursing-Fort Lauderdale”,”s”:”FL”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The vast majority of our operating expenses are tied to parties and purchases such as landlords of our campus facilities, suppliers for books, materials, educational subscriptions, technology, etc. The cost of all of these expenditures typically increase each year. We do our best to negotiate bulk purchases which limits the amount of cost increase but does not eliminate it. Faculty compensation is also a large part of our cost to deliver education. To stay competitive and attract quality educators, we must provide cost of living wage adjustments at minimum. Furthermore, the Department of Education requires institutions to maintain financial health as measured by the “Composite Score”. It is not feasible to maintain financial health and reduce the cost of attendance while substantially all of our expenses increase beyond our control.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The vast majority of our operating expenses are tied to parties and purchases such as landlords of our campus facilities, suppliers for books, materials, educational subscriptions, technology, etc. The cost of all of these expenditures typically increase each year. We do our best to negotiate bulk purchases which limits the amount of cost increase but does not eliminate it. Faculty compensation is also a large part of our cost to deliver education. To stay competitive and attract quality educators, we must provide cost of living wage adjustments at minimum. Furthermore, the Department of Education requires institutions to maintain financial health as measured by the “Composite Score”. It is not feasible to maintain financial health and reduce the cost of attendance while substantially all of our expenses increase beyond our control.”]},”c”:[]},{“n”:”Arlington Baptist College”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“ABU’s Cost of Attendance is very competitive relative to Peer Institutions.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Arthur’s Magnificence Faculty”,”s”:”AR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We do not have a plan in place at this time to decrease the cost of attendance at our institution. We would consider this decision if the cost of supplies and operational expenses were decreased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of tuition has not changed much over the last few years. We decide to make changes to cost of tuition and fees based on the cost to operate the institution (operational expenses, supply costs, etc.)”]},”c”:[[“Academic support”,”During the pandemic, we had to make adjustments to accommodate distance learning education for our students and remote work opportunities for our staff.”]]},{“n”:”Ashland County-West Holmes Profession Heart”,”s”:”OH”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our current staffing level is aligned to our students’ needs and has increased our completion, placement, and credential attainment rate. In 21/22 we added a data manager to monitor attendance and grades which has allowed us to offer interventions and strategies for student success. Additionally, we added a placement coordinator to assist students will securing externships.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our staff prior to 21/22 went five years without a pay raise, this made staff retention and attraction very difficult. Tuition is directly related to payroll.”]},”c”:[]},{“n”:”Assabet Valley Regional Technical College”,”s”:”MA”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition is set by Mass Dept of Education. Current request in to freeze fees for incoming class.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Massachusetts Dept of Education sets out of district tuition before we are authorized to set in district tuition and fees”],”Establishment Management Over Costs”:[“School committee sets fees and in district tuition. Fees have not be increased in over 5 years. In district tuition has been increased 3 times in ten years. The committee takes seriously in providing high quality education at the lowest possible cost to tax payers.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Atlantic College”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Context of Tuition Increases The University is committed to maintaining a balance between affordability for students and the quality of education and services provided. To achieve this, the institution explores multiple avenues to reduce costs before considering tuition increases. Reasons for Tuition Increase Despite the University’s efforts to manage expenses, inflationary pressures have necessitated a tuition increase. The key reasons include: Rising Operational Costs: Utilities: Increased costs for electricity, water, and other utilities. Salaries: Competitive salaries for faculty and staff to attract and retain talent. Maintenance: Ongoing maintenance of campus facilities to ensure student safety and comfort. Inflation Impact: General inflation increases prices for goods and services, which affects the University’s budget. For instance, if the price of construction materials rises, the cost of maintaining or improving facilities also increases. Conclusion The decision to increase tuition is not taken lightly. It is a necessary step to ensure that the University can continue providing a safe, high-quality educational environment. The institution remains committed to transparency and seeks continuous improvement in managing costs while prioritizing student needs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Determining tuition and fee increases is the responsibility of the institution.”],”Establishment Management Over Costs”:[“The Office of the President and the Board of Trustees approve tuition increases based on the financial statements provided by the Finance Department.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Aveda Institute-Twin Falls”,”s”:”ID”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to extraordinary inflation over the last few years, we are no longer able to obtain and retain staff without much higher wages.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“We have curriculum and kit costs that are beyond our control.”],”Establishment Management Over Costs”:[“We have no control over the costs of our books and kit supplies, we have to pay market value. As far as tuition, we have stayed under the recent inflation rates.”],”Different Components In Pricing”:[“The Federal Reserve printed way too much money, devaluing the US dollar.”]},”c”:[]},{“n”:”Avenue 5 Institute”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“At Avenue Five Institute, we understand the importance of managing educational expenses. We are pleased to report that tuition, book, and supply prices remained relatively consistent between the 2019-20 and 2021-22 academic years. Because we do not offer on-campus housing, student living costs are independent of the institution. While we will continue to actively seek ways to control direct student costs, the total cost of attendance will inevitably be affected by external factors such as rising inflation and housing costs. As economic conditions evolve, we remain committed to providing accurate and up-to-date information on the cost of living around our campuses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”B M Spurr College of Sensible Nursing”,”s”:”WV”,”t”:”Non-public nonprofit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“There have been no cost increases for the past four years. The entire year’s tuition is now $5360, which is less expensive than comparable institutions.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The administration of the governing organization (Reynolds Memorial Hospital, Inc.) has the ability to mandate rate increases if they feel the need to do so.”],”Establishment Management Over Costs”:[“The institution (B. M. Spurr School of Practical Nursing) does periodically assess other regional schools with similar programs to determine fair and appropriate costs. The institution’s director, in consultation with faculty, may then make small-moderate increases based on needs.”],”Different Components In Pricing”:[“We feel that $5360 per year-the entire length of the program is a fair and reasonable price for practical nursing education from a nationally accredited school.”]},”c”:[[“Other expenses & deductions”,”The school has not increased tuition since 2021, despite increases in staff salaries, operational costs, and supplies purchased for students to practice with. In 2020, the tuition was doubled by administration of the governing organization from $2600 to $5200 for the full year of training. This put the school’s tuition more in line with other similar institutions. In 2021, there was a small increase of $160 per year to finance a licensure prep course for each student.”]]},{“n”:”Baptist Missionary Affiliation Theological Seminary”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution’s administration has begun a campaign to increase endowment funds that will potentially allow for reduced tuition.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While there has been an increase of certain expenditures within the three years identified on this form, significant decreases also occurred. When compared to similar institutions, as identified in reports such as the IPEDS Data Feedback Report, our institution remains more economical for students than many of our peers. Should student charges be increased, they will be due to increased operational costs in general.”]},”c”:[]},{“n”:”Barber & Magnificence Institute of New York”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution must maintain current cost of attendance to ensure the retention of qualified instructional staff and support strong educational outcomes.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Barclay Faculty”,”s”:”KS”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The reporting error was caused by the institution’s data not being entered. This gives an artificial result when comparing the data years. Changes are in place at Barclay College so that reporting will be done in a timely manner in the future, providing accurate comparisons of year over year data.”],”Replace Since Prior Checklist”:[“The reporting error was caused by the institution’s data not being entered. This gives an artificial result when comparing the data years. Changes are in place at Barclay College so that reporting will be done in a timely manner in the future, providing accurate comparisons of year over year data.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”Data was not entered for the 2022-2023 reporting period. Data can be entered if institution has access to the 2022-2023 reporting period.”]]},{“n”:”Bayamon Group Faculty”,”s”:”PR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“There has not been a decision to decrease the cost of attendance. Daily living and salaries have become higher and the institution spends more in the salaries of teachers and staff.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Bayshire Academy of Magnificence Craft Inc”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are currently the lowest cost of attendance in our area. Due to the rise in pricing for supplies, books, utilities and such we can not afford to decrease our pricing.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”The cost of everything has gone up from supplies, to utilities, to taxes, and third party services (accountant, auditor, ect.)”]]},{“n”:”Be’er Yaakov Talmudic Seminary”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Be’er Yaakov has renegotiated locations and leases of additional educational sites in order to reduce costs. In addition, Be’er Yaakov has recently implemented additional fundraising endeavors to increase revenue.”,”New fundraising initiatives have been implemented to contribute towards additional Institutional scholarships. Comparing all 1,310 schools in Be’er Yaakov’s sector, Be’er Yaakov has the 17th to lowest average net price.”],”Replace Since Prior Checklist”:[“As indicated last year, costs related to the COVID pandamic have more or less resolved themselves, enrollment has increased and tuition revenue has increased. As a result Be’er Yaakov’s cost of tuition from 22-23 to 23-24 has remained basically static with a slight increase of $100, less than 1% increase, and tuition increase from 23-24 to 24-25 has remained static. Student charges have had only reasonable increases, and are comparable to similar institutions. Be’er Yaakov is in the lowest 2.5% category for net price indicator.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”Due to COVID, Be’er Yaakov provided its student body with more scholarships than usual in 19-20 thus reducing the net price of attendance during that year.”],[“Student services”,”Be’er Yaakov added on educational sites during 21-22 and 22-23 academic year. Costs in the form of additional rent, utilities, transportation of students, meals, and faculty have increased.”],[“Student services”,”Due to COVID during 19-20, Be’er Yaakov provided its students with additional scholarship awards, thus reducing the Net Price of attendance for the 19-20 year.”],[“Institutional support”,”Be’er Yaakov added on educational sites during 21-22 and 22-23 academic year. Costs in the form of additional rent, utilities, transportation of students, meals, and faculty have increased. In addition, student scholarships have increased significantly in 22-23.”]]},{“n”:”Beal College”,”s”:”ME”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase of cost is directly related to the addition of new programs that required additional staff and institutional expenses to support the new programs. Therefore, it was necessary to increase tuition to cover the increased expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The increase in the net prices charged to students is directly related to the academic and institutional support costs to run the programs.”]},”c”:[]},{“n”:”Beau Monde Academy of Barbering and Cosmetology”,”s”:”OR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our school’s cost of tuition is on average, is lower than the other cosmetology colleges within a 50-mile radius.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Our college did not report any increases in any of these areas.”]]},{“n”:”Beis Medrash Heichal Dovid”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Overall, the operating expenses have been consistent year over year. The increase in student aid is due to the increase in graduate students eligible for the grants.”],”Replace Since Prior Checklist”:[“Prior year we reported that the grants were awarded to an affiliated supporting entity and there seems to be no reason to decrease the cost that are an added value to the Institution.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Net grant aid to students”,”Increase in Net grant aid to students is due to an increase in matriculated students eligible for the grants.”]]},{“n”:”Bellevue College”,”s”:”NE”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution recognizes the expense challenges posed by shifting student demographics, including lower levels of academic preparedness and the increasing prevalence of part-time enrollment. To address these dynamics, we continuously adapt our investment and expense strategies in the following ways: EXPENSE DRIVERS Targeted Academic Support: We have expanded student services to support students with lower academic preparedness. These initiatives help students build foundational skills and succeed in their coursework. EXPENSE MANAGEMENT Cost Management Strategies: While some cost factors (e.g., inflation and technology expenses) are beyond our control, we focus on refining internal processes, working with vendors on pricing, leveraging technology efficiently, and optimizing resource allocation to keep tuition and fees manageable. Continuous Improvement: By analyzing student success metrics and completion rates, we refine our investments in people, processes, technology, and strategies to align with evolving student needs while maintaining affordability and quality outcomes.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our institution is acutely aware of the factors contributing to increases in net prices charged to students and is committed to transparency and ongoing communication with our community. Several key drivers—many of which are outside the direct control of the university—have contributed to recent changes in net price: Rising Operational and Instructional Costs: Like many institutions, we face increasing expenses related to highly educated personnel, technology infrastructure, student support services, and compliance requirements. These costs tend to rise faster than general inflation, where productivity gains are limited, but expectations for quality and support continue to grow. Decreased Public Subsidies: Over the past decade, state and federal funding for higher education has not kept pace with rising costs. As a result, a more significant share of the cost of education is borne by students and families, which directly impacts the net price. Expanding Student Services and Support: In response to changing student demographics—including more part-time, working, and academically underprepared students—we have invested in expanded academic support, student services, and flexible learning options. While these investments are essential for student success, they do contribute to overall cost increases. Income and Financial Aid Dynamics: National trends in student income levels have led to increased institutional aid and tuition discounting to support students. However, as the cost of “producing” a year of college rises, we must balance aid with financial sustainability, sometimes resulting in higher net prices for some student groups. External Economic Pressures: Broader economic trends, such as inflation, rising healthcare costs, and technology investments, have a direct impact on our operating budget and, consequently, on the net price charged to students. We are committed to mitigating these pressures wherever possible. Our strategies include expanding aid, increasing operational efficiencies, adopting lower cost educational resources, and providing clear, accessible information about the cost of attendance. We also strive to communicate transparently with students about pricing. Ultimately, our goal is to ensure that access, affordability, and student success remain central to our mission, even as we navigate the complex economic realities facing higher education today.”]},”c”:[]},{“n”:”Benedict Faculty”,”s”:”SC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Any full-time undergraduate student taking between 12 and 19 credits will pay the same amount for tuition, thereby reducing their total cost of attendance over the course of their academic career.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Beth Hamedrash Shaarei Yosher Institute”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Overall, the Institution expenses have increased due to inflation. The Institution monitors their budget carefully to maintain healthy cash flows.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Blackburn Faculty”,”s”:”IL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of enrollment has increased to support operating costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“US Dept. of Education”],”Establishment Management Over Costs”:[“A minimal extent is determined by factors outside of the institutions control”],”Different Components In Pricing”:[“N/a”]},”c”:[]},{“n”:”Blue Mountain Christian College”,”s”:”MS”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Increased institutional discounts and increased scholarship amounts and opportunities.”],”Replace Since Prior Checklist”:[“Increased institutional discounts and increased scholarship amounts and opportunities.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Bluefield State College”,”s”:”WV”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution continues to review all expense areas for opportunities to reduce operational expenses, including the cost of attendance.”],”Replace Since Prior Checklist”:[“The institution makes recommendations to WVHEPC for adjustments to tuition and fees; however, for the upcoming fiscal year, the institution has decided to hold tuition rates and fees at the same level as last year.”],”Outdoors Management Over Costs”:[“The West Virginia Higher Education Policy (WVHEPC) Commission oversees tuition and fees for state institutions.”],”Establishment Management Over Costs”:[“The institution’s Board of Governors approves and submits recommendations for the cost of attendance to the West Virginia Higher Education Policy Commission (WVHEPC). This recommendation is then voted on during the next Commission meeting, where it is either approved or denied.”],”Different Components In Pricing”:[“The institution’s Board of Governors approved to maintain the cost of attendance at the same level as the prior fiscal year.”]},”c”:[[“Other expenses & deductions”,”Increased salaries and benefits, coupled with auxiliary losses.”]]},{“n”:”Bolivar Technical Faculty”,”s”:”MO”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“converting to e-books will lower student cost.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”faculty higher wages to remain competitive”]]},{“n”:”Bowling Inexperienced State College-Firelands”,”s”:”OH”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The University implemented the tuition guarantee program in accordance with Ohio Revised Code Section 3345.48 – Undergraduate Tuition Guarantee Program (TGP). The state of Ohio caps the amount of tuition that Ohio public universities can charge at the 36-month average change in CPI, and the University is within those limits. For the Firelands Campus, the first cohort under the TGP was Fall 2019 (FY20). As noted in last year’s response for the University’s Main Campus, the reason for the significant increase in tuition was related to FY20 and FY21 not reflecting the tuition guarantee rates, whereas as FY22 and after properly reflect the guarantee rates. With the tuition guarantee program, the increase in tuition was 7.6% from FY20 to FY22 and 8.1% from FY21 to FY23, both are reasonable and within the requirements of the State. The tuition guarantee program represents significant savings to the student who doesn’t have any increases in tuition during their tenure at the University. The University is continuously looking at keeping student charges affordable.”],”Replace Since Prior Checklist”:[“The University is continuing to diligently monitor and restrain costs in accordance with Ohio Revised Code 3345.48 – Undergraduate Tuition Guarantee Program. It should be noted that in last years response, the increase in Tuition & Fees was due to the University not reflecting the tuition guarantee rates in FY20 and FY21 even though the TGP began in FY20 for the Firelands Campus. The University began properly reporting the guarantee rates in IPEDS for FY22 and thereafter. The percentage change in tuition and fees under our TGP for the first time students was 8.1% from FY21 to FY23.”],”Outdoors Management Over Costs”:[“The University implements the tuition guarantee program in accordance with Ohio Revised Code Section 3345.48 – Undergraduate Tuition Guarantee Program. The state of Ohio caps the amount of tuition that Ohio public universities can charge, and the University is within those limits. The Ohio Department of Higher Education monitors each tuition increase to ensure the University is in compliance with State law.”],”Establishment Management Over Costs”:[“As noted above, the state of Ohio provides a cap to which public universities can increase tuition. The University can determine the increase in tuition and fees up to the capped percentage increase provided from the State.”],”Different Components In Pricing”:[“As noted throughout the survey, the University does not have an increase in full-time, first-time undergraduate tuition and fees of 17.0%, but 8.1%. The data entered into IPEDs for FY20 and FY21 did not reflect the tuition guarantee program rates for first time students, whereas FY22 properly does. IPEDs did not allow us to go back and correct misstated tuition rates. The tuition guarantee program rate from FY22 and on, is properly being reported in IPEDS.”]},”c”:[[“Other expenses & deductions”,”The increase in expenses over this three-year period is primarily driven by the impacts of the GASB 68 & 75 adjustments, as required for financial reporting in accordance with GAAP. In FY21, the required adjustment resulted in a reduction of expenses and was the significant driver of the negative other expenses and deductions of ($1,042K) reported for FY21 as compared to $158K for FY23. Additionally, in FY21, IPEDS Part C-1 expense reporting was based on the full parent institution, with 95% of total expenses allocated to the University’s Main Campus in Bowling Green and the remaining 5% to the regional Firelands Campus. Beginning in FY23, the University transitioned to reporting under a partial child relationship in IPEDS, using actual expenditures. This change led to notable shifts in certain line items. For example, auxiliary enterprises expenses for FY21 reflected $3.5 million for Firelands based on the 5% allocation, while in FY23, actual expenditures attributed to Firelands totaled only $206,000—approximately 0.1% of total auxiliary expenses across all campuses. The reduction in scholarships and fellowships over this period is primarily due to the CARES/HEERF aid expended in FY21, which was not recur in FY23.”]]},{“n”:”Bowling Inexperienced State College-Essential Campus”,”s”:”OH”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The University implemented the tuition guarantee program in accordance with Ohio Revised Code Section 3345.48 – Undergraduate Tuition Guarantee Program. The state of Ohio caps the amount of tuition that Ohio public universities can charge at the 36-month average change in CPI, and the University is within those limits. As noted in last year’s response, the reason for the significant increase in tuition was related to FY20 and FY21 not reflecting the tuition guarantee rates, whereas FY22 and after properly reflect the guarantee rates. With the tuition guarantee program, the increase in tuition is 8.7% from FY20 to FY22 and 8.2% from FY21 to FY23, both are reasonable and within the requirements of the State. The tuition guarantee program represents significant savings to the student who doesn’t have any increases in tuition during their tenure at the University. The University is continuously looking at keeping student charges affordable.”],”Replace Since Prior Checklist”:[“The University is continuing to diligently monitor and restrain costs in accordance with Ohio Revised Code 3345.48 – Undergraduate Tuition Guarantee Program. It should be noted that in last years response, the increase in Tuition & Fees was due to the University not reflecting the tuition guarantee rates in FY20 and FY21 even though the TGP was in place in FY20. The University began properly reporting the guarantee rates in IPEDS for FY22 and thereafter. As noted last year in recalculating the change in tuition and fees from FY20 to FY22 as reflected in the 2023 College and Affordability Data file, the percentage change in tuition and fees under our TGP for the first time students was 8.7%.”],”Outdoors Management Over Costs”:[“The University implements the tuition guarantee program in accordance with Ohio Revised Code Section 3345.48 – Undergraduate Tuition Guarantee Program. The state of Ohio caps the amount of tuition that Ohio public universities can charge, and the University is within those limits. The Ohio Department of Higher Education monitors each tuition increase to ensure the University is in compliance with State law.”],”Establishment Management Over Costs”:[“As noted above, the state of Ohio provides a cap to which public universities can increase tuition. The University can determine the increase in tuition and fees up to the capped percentage increase provided from the State.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”The increase in expenses over this three-year period is primarily driven by the impacts of the GASB 68 & 75 adjustments, as required for financial reporting in accordance with GAAP. In FY21, the required adjustment resulted in a reduction of $45.5 million in reported expenses under GAAP, while in FY23, this adjustment was a significantly smaller reduction of just $12,000. Of the $45.5 million impact from GASB 68 & 75, $19.8 million is reflected in other expenses and deductions, while the remaining $25 million is distributed across various functional areas. Overall operating costs have increased due to inflation, with CPI rising by nearly 16% over the three-year period. The University has faced significant increases in employee compensation, healthcare, technology, and utilities costs. Also, FY21 IPEDS Part C-1 expense reporting was based on a full parent institution with 95% of total expenses allocated to University’s Main Campus and the remaining 5% allocated to the University’s Firelands Campus. Beginning in FY23, the University transitioned to reporting on a partial child relationship in IPEDS based on actual costs, which disproportionately impacted certain line items. For example, Auxiliaries in FY21 reflects $66.7M based on 95% allocation, but based on actual, 99.9% of auxiliary expenses are attributable to the University’s Main campus. The reduction in scholarships and fellowships related to CARES/HEERF aid expended in FY21 that did not recur in FY23.”],[“Auxiliary enterprises”,”Of the $27.8 million increase noted for auxiliaries, approximately $20 million is attributable to operating increases from FY21 to FY23 as noted above with significant increases in employee compensation, healthcare, technology, and utilities costs. In Fall 2020 (FY21), the University housed 3,704 students and had an occupancy rate of 61.4%, due to intentional de-densification of residence halls and dining facilities in response to the COVID-19 pandemic. By Fall 2022, occupancy had risen to 5,163 students and 96.6% occupancy rate. This 39% increase in students living on campus led to additional operating costs. Furthermore, athletic schedules that were canceled or delayed in FY21 due to the pandemic returned to pre-COVID levels by FY23. Another contributing factors to the increase here is related to reporting method changes. The first reporting method change is related to expense reporting as described above. Auxiliaries in FY21 reflects $66.7M based on 95% allocation for the University’s Main Campus, but based on actual, 99.9% of auxiliary expenses are attributable to the University’s Main Campus. Additionally, after a space study was completed in FY22, the allocation of operations and maintenance (O&M) began being allocated based on square footage rather than based on a percentage of expenses, as a result auxiliary’s allocation of approximately 7% of O&M in FY21 to increased to 42% of O&M in FY23 and impacted was compounded by an overall increase in O&M.”],[“Instruction”,”The University has experienced significant increases in employee compensation, healthcare, technology, and utilities costs. The University has also made significant progress in recovering undergraduate enrollment lost during the COVID-19 pandemic, which began in Fall 2020 (FY21). Efforts to drive enrollment growth continue, with notable initiatives such as the opening of a new flight center in Spring 2022 to support the expansion of the Aviation Studies program. Furthermore, in response to the critical nursing shortage, the University launched a School of Nursing in June 2020 and completed a large nursing skills lab and simulation center. Recognizing the growing national demand for healthcare professionals, the inaugural cohort of 100 students began their Doctor of Physical Therapy Program in Fall 2022. The University has also expanded student initiatives focused on life design, empowering students to lead meaningful lives, and enhancing the overall welfare of the campus community. These new programs and initiatives have contributed to increased overall operating costs, as see above in instruction, academic support, and student services.”]]},{“n”:”Brewton-Parker Faculty”,”s”:”GA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Costs for instruction, student supports, and academic supports will continue to rise as enrollment increases. When enrollment increases, instruction costs increase since there are more class sections needed. More staff is also needed to support the increase in enrollment. However, the institution was able to decrease its auxiliary expenses to 2,775,933 for the 2023-2024 fiscal year (-2.5%) by decreasing college store costs and health care services costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“This particular survey focused solely on costs to the institution and did not allow the institution to comment on the reported tuition and fees. Part of the increase in tuition and fees across the 3-year period is due to an error in the creation of the COA by the financial aid office. This was reported to IPEDS via email on March 8, 2024 via the exchange below: IPEDS Keyholder: During post-data collection review of your responses submitted during the IPEDS Winter 2023-24 collection period, we noted some unusual data or potential data inconsistencies that we would like to bring to your attention. We request that you review your submission in regard to the following issue (or issues): – SFA: You revised your costs for in-district fees for 2022-23 (from $3,846 to $1,620); in-state fees for 2022-23 (from $3,846 to $1,620); and out-of-state fees for 2022-23 (from $3,846 to $1,620) in Student Financial Aid (SFA). These are significant revisions and the new values are not reflective of the 2023-24 values reported in IC (in-district fees: $3,296; in-state fees: $3,296; and out-of-state fees: $3,296). Two different people filled out these components, which may help explain the difference. Please correct or confirm the changes you made to the cost of attendance items in SFA. Please note that the values you see in the data collection system for IC are not the original reported values, but instead have already been updated with the corrected values you reported in SFA. –Data were extracted on 2/15/24 Response from institution: Good evening, The VP over financial aid contacted me when he was completing the SFA survey regarding the pre-populated amounts shown on his survey. I showed him the numbers that I received from the financial aid office staff when I completed the institutional characteristics survey. He investigated and learned that the data that was sent to me to complete the IC was incorrect. Therefore, I told him to go ahead and put the correct numbers in the SFA survey, and I made a note for myself to update the IC when the prior year revision system opens next year. If the IC can go ahead and be updated now, that would be great. The values in the SFA survey are the correct ones. Response from IPEDS: Thank you for the thorough review. We have updated our records with the additional context that you have provided. With confirmation that the revised required fees reported within the Student Financial Aid survey are correct, we recommend for your institution to make sure that it is reporting accurately during next year’s collection cycle across all survey components. As a note the Cost of Attendance data within the Institutional Characteristics survey is currently unavailable for editing and will also be unavailable for editing when the survey moves into the 2023-24 Prior Year Data Revision System.”]},”c”:[]},{“n”:”Broome Delaware Tioga BOCES-Sensible Nursing Program”,”s”:”NY”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are planning, hoping, to stabalize at this number but as nursing shortage continues and the demand for more nurses in the community continues we will train as many as we safely can.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We have increased the number of fulltime instructors from 2 to 5.”]},”c”:[[“Instruction”,”20-21 was a covid year for instruction where we spent much money on getting students online clinical and instruction as well as NCLEX preparation. That is not an average cost year. In the last two years we have increase our fulltime enrollment from 30 to 60 requiring us to hire more staff to fill the instructional need.”]]},{“n”:”Bryant & Stratton Faculty-Syracuse North”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“From Fall 2019 to Fall 2021, the cost of attendance for non-nursing associates degree only increased 2.6%. Nursing programs typically have a higher cost of attendance than other programs due to the associated costs of operating a nursing program. While the Bachelor of Nursing program was new in the Syracuse Market (the first term was in January 2021) the total cost of attendance for Bachelor of Nursing programs in other markets where it was present in both periods saw only a 2.3% increase.”],”Replace Since Prior Checklist”:[“As described in last year’s survey, the percentage increase in net price is due to an inaccurate reporting of federal, state, and institutional grants for AY2020/2021 and AY2021/2022. Approximately half of the federal, state, and institutional grants awarded for this period were inadvertently omitted from the data submission. Consequently, when compared to the earlier period the net price appears to increase significantly. We have correct data submissions moving forward. We discussed submitting past data to IPEDS but were informed that is not allowed. Due to this, the error may appear for one more year.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”The College received approval to commence a Bachelor of Nursing program. The first cohort started in January 2021. The cost increases pertained above relate to the additional resources needed to support this program.”],[“Institutional support”,”Institutional support declined nominally (i.e., -1%).”],[“Instruction”,”See comment above regarding the addition of the Nursing program to the College.”]]},{“n”:”Butte County Regional Occupational Program”,”s”:”CA”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Salary and benefits, allocate admin costs, costs of materials and supplies, decreased enrollment, increases in operations and maintenance costs (which includes facilities fees) are determined by the Office of Superintendent and not in our control.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We are currently re-evaluating program fees to determine accuracy.”]},”c”:[]},{“n”:”CBD Faculty”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution has not implemented plans to decrease the cost of attendance at this time. This decision reflects our commitment to maintaining the quality of education, academic support services, and compliance infrastructure essential for student success. Additionally, the institution is currently experiencing strategic growth, including the development of new programs, increased student enrollment, and expansion into new geographic areas. These initiatives require continued investment in faculty, technology, and regulatory compliance. While reducing costs is not currently feasible without compromising quality, we remain focused on supporting students through financial aid advising, scholarships, and other forms of assistance to help manage the overall cost of their education.”],”Replace Since Prior Checklist”:[“Our institution remains committed to fiscal responsibility; however, no steps have been taken to reduce tuition and fees at this time. As outlined previously, our focus has been on maintaining the quality of our academic programs, student services, and operational support. Over the past year, the institution has continued to invest in academic growth, including the addition of new programs, increased enrollment, and expansion into new geographic areas. These initiatives are critical to long-term institutional stability and student opportunity but require ongoing investment. As such, there has been no change to the prior reasoning submitted.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”CEM Faculty-Humacao”,”s”:”PR”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is actively working to reduce the overall cost of attendance for students. Efforts include expanding financial aid opportunities, reviewing tuition and fee structures, and identifying cost-saving measures in academic and support services. We remain committed to ensuring that students receive a high-quality education at an affordable price.”],”Replace Since Prior Checklist”:[“The institution has made steady progress on the cost-reduction strategies. We have implemented operational efficiencies. These efforts reflect our ongoing commitment to affordability and student success.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”CEM Faculty-San Juan”,”s”:”PR”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The school is identifying cost cutting measures in its managementthat will not affect its services to students. The school is also workingtowards increasing enrollment.”],”Replace Since Prior Checklist”:[“Decreased enrollment, inflation and increased operating costs are relevant in the rates charged to students at the institution.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”CET-Coachella”,”s”:”CA”,”t”:”Non-public nonprofit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“CET has not taken steps to reduce the cost of attendance due to several key factors. Each year, CET accounts for an average inflation rate of 3–4%, alongside rising operational costs driven by increased enrollment and necessary investments in technology, instructional materials, and equipment. These investments are essential to maintaining high-quality, industry-relevant training. CET prioritizes providing students access to state-of-the-art equipment and updated learning resources, which directly enhance educational outcomes and workforce readiness. For these reasons, CET has determined that reducing tuition costs would compromise the quality and effectiveness of its programs.”],”Replace Since Prior Checklist”:[“As noted, the cost of attendance remains necessary due to increased enrollment. The rise in institutional support aligns with both enrollment growth and the ongoing impact of inflation driven by broader economic conditions. To help mitigate further cost increases, CET chose not to raise tuition during the years under review.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”CET-El Centro”,”s”:”CA”,”t”:”Non-public nonprofit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“CET has not taken steps to reduce the cost of attendance due to several key factors. Each year, CET accounts for an average inflation rate of 3–4%, alongside rising operational costs driven by increased enrollment and necessary investments in technology, instructional materials, and equipment. These investments are essential to maintaining high-quality, industry-relevant training. CET prioritizes providing students access to state-of-the-art equipment and updated learning resources, which directly enhance educational outcomes and workforce readiness. For these reasons, CET has determined that reducing tuition costs would compromise the quality and effectiveness of its programs.”],”Replace Since Prior Checklist”:[“As noted, the cost of attendance remains necessary due to increased enrollment. The rise in institutional support aligns with both enrollment growth and the ongoing impact of inflation driven by broader economic conditions. To help mitigate further cost increases, CET chose not to raise tuition during the years under review.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Caddo Kiowa Expertise Heart”,”s”:”OK”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our cost of attendance has not changed.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Our other scholarships and fellowships expenses had a large increase due HEERF student grants.”],[“Student services”,”Our student services had a large increase due HEERF institutional grants that we used to purchase supplies and equipment.”],[“Other expenses & deductions”,”Our other expenses and deductions had a large increase due HEERF institutional grants.”]]},{“n”:”Cadillac Institute of Cosmetology”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our enrollment continues to increase, thus additional staff members is necessary. This increases the salaries and wages.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”California State College-Los Angeles”,”s”:”CA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Changes in university cost of attendance (COA) for this period are primarily related to upward adjustments to non-tuition costs that are largely outside of the institution’s control. COA amounts are based on actual costs and best available evidence, in accordance with state law.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The California State University (CSU) Board of Trustees sets systemwide mandatory tuition and fees charged annually. The California legislature may enact changes to the budget that affect CSU fee rates. CSU campuses adjust campus-mandatory fees.”],”Establishment Management Over Costs”:[“The campus does not participate in the direct action that determines systemwide fee rates, but institutional leadership is consulted and may provide on these fee policy changes. The campus may adjust campus mandatory fees and is required to engage in appropriate and meaningful consultation with the campus community prior to implementing any increases to such fees.”],”Different Components In Pricing”:[“A primary reason for increases in net price for students over this period was an upward adjustment to the estimated non-tuition expenses, including room and board, used for financial aid packaging, reflecting changes in the actual costs, as required by state law. Despite being in a high cost of living area, California State University, Los Angeles remains one of the lowest net price institutions in California and the nation.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Scholarship and Fellowship from other federal grants increased mainly due to higher disbursement of HEERF grants to students during COVID.”]]},{“n”:”Calvary College”,”s”:”MO”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”,”Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution’s cost of attendance is well below the cost at comparison institutions based on our IPEDS Data Feedback Report. For 2020-2021, our average tuition was $11,576 compared to $16,718 for our comparison group. The 15% increase indicated earlier was a reporting error.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“No other information relevant.”]},”c”:[[“Institutional support”,”In the 2019-2020 report, the $464,000 in miscellaneous as a stand alone element. The miscellaneous amount was combined with Intitutional Support in 2021-2022. The $393,000 should have been separated out.”]]},{“n”:”Cameo Faculty of Important Magnificence”,”s”:”UT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Consumer Price Index (CPI) for all urban consumers increased by 2.4% in March 2025 compared to March 2024. This indicates that the cost of living has risen by 2.4% over the past year. Specifically, the all items index, excluding food and energy, increased by 3.2% in the 12 months ending March 2025. https://jobs.utah.gov/wi/data/library/wages/costofliving.html”],”Replace Since Prior Checklist”:[“Our institution regularly compares all operational costs and comparisons to aid in maintaining or lowering costs as applicable.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Canadian Valley Expertise Heart”,”s”:”OK”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost is due to increases in salaries and benefits, as well as additional equipment and supplies, curriculum, etc., for the added programs”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“If a student is out-of-district, the Oklahoma Department of Career Technology Education sets the tuition pricing for them to attend any of the tech centers in the state.”],”Establishment Management Over Costs”:[“Other than the out-of-district students, the tech center is the determinant of the tuition and fees. When the decisions are made to change the tuition and fees, conversations are had with other tech centers in the area to see what they are charging to ensure we are comparable.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Capri Magnificence Faculty”,”s”:”IL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are currently in the process of downsizing the number of campus buildings due to lower enrollment and increased property taxes.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Property Taxes in Cook County, Illinois are over inflated as well as continued Inflation on books and equipment. Cost of annual FSA Audits are significant. Also there is a teacher shortage in the Cosmetology Industry which has led to a highly competitive market requiring increased wage and benefit packages needed to hire qualified applicants.”]},”c”:[]},{“n”:”Caribbean College-Bayamon”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Replace Since Prior Checklist”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Caribbean College-Carolina”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Caribbean College-Ponce”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Replace Since Prior Checklist”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Caribbean College-Vega Baja”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in these items is due to natural events that have occurred, such as Hurricane Maria and the COVID-19 pandemic.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Carolina Christian Faculty”,”s”:”NC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We do not have plans to reduce it, but our plans are to maintain it. The increase was due to athletics and infrastructure and the cost now inline with similar schools in our area.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost has increased but funds were directly related to providing an effective educational experience for the student body.”]},”c”:[]},{“n”:”Carrington Faculty-Albuquerque”,”s”:”NM”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Carrington College – Albuquerque submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC ABQ was not flagged for net price increase over the same time frame.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Carrington College – Albuquerque submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC ABQ was not flagged for net price increase over the same time frame.”]},”c”:[]},{“n”:”Carrington Faculty-Boise”,”s”:”ID”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Carrington College – Boise submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC BOI was not flagged for net price increase over the same time frame.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Carrington College – Boise submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC BOI was not flagged for net price increase over the same time frame.”]},”c”:[]},{“n”:”Carrington Faculty-Phoenix North”,”s”:”AZ”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Carrington College – Phoenix North noted the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC PHX N was not flagged for net price increase over the same time frame.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Carrington College – Phoenix North noted the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC PHX N was not flagged for net price increase over the same time frame.”]},”c”:[]},{“n”:”Carrington Faculty-Spokane”,”s”:”WA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Carrington College – Spokane submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC SPK was not flagged for net price increase over the same time frame.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Carrington College – Spokane submits that the tuition and fee change was largely due to a change in methodology where books and materials (Apple iPad) were moved from a separate line item in total program cost to be included with tuition. Please note that CC SPK was not flagged for net price increase over the same time frame.”]},”c”:[]},{“n”:”Case Western Reserve College”,”s”:”OH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We continue to be committed to meeting 100% of demonstrated need for our students who qualify for need-based aid and we continue to have one of the largest merit scholarship programs among our private university peers. The result of these two commitments is that we continue to have one of the lowest net prices among our private university peers. Our discount rate has increased from 49% to 55% over the past five years and our institutional scholarship has increased from $206M to $295M in the same time frame.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Catawba Valley Group Faculty”,”s”:”NC”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In an effort to decrease cost in the time since the 2021 report, CVCC has discontinued select athletic programs that were high cost and in December of 2022 implemented a reduction in force to reduce the elevated personnel cost. In addition, CVCC had expiring CARES Institutional funding that was used in FY 2022 which resulted in higher expenditures compared to years that the CARES funding was not available.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“North Carolina State Board of Community Colleges, NC Legislature, and CVCC Board of Trustees.”],”Establishment Management Over Costs”:[“The NC State Board of Community Colleges and NC Legislature have the authority to establish general and uniform tuition rates for curriculum students. In addition, the NC State Board of Community Colleges establishes residency requirements for determining if a student is required to pay in-state or out-of-state tuition. Students must pass through a centralized process called the Residency Determination Service (RDS) in order to determine their residency status for a given year. With approval of CVCC’s Board of Trustees, CVCC is able to assess institutional fees as appropriate. Currently, Currently, CVCC assesses the following fees: activity fee, insurance fee, technology fee, and access safety and security fee.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Superstar College of Magnificence”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“no increases in tuition have occurred since 2022, although the expenses have increased”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”no other comments. the reasons have been selected from the list”]]},{“n”:”Heart for Ultrasound Analysis & Training”,”s”:”NY”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As the institution is seeing an increase in enrollment, we have projected that an increase in enrollment will mean an increase in expenses, while we have not fully decided on decreasing the cost of attendance, we are reviewing all of the factors that determine the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The increasing costs of supplies to enable the students to have the best in their medical field training is a relevant factor in the increase of student charges.”]},”c”:[]},{“n”:”Central Alabama Group Faculty”,”s”:”AL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The costs associated with each instructional program will be analyzed for efficiency and profitability, with the goal of identifying potential cost savings.”],”Replace Since Prior Checklist”:[“The College already strives to keep cost of attendance low at the College. The College will continue to monitor the cost of attendance and make every effort to keep the cost as low as possible.”],”Outdoors Management Over Costs”:[“The Alabama Community College System (ACCS) is the College’s governing board. Tuition increases are voted on and approved by the Board of Trustees for all colleges within its system. Generally, the College will see a $2.00 per credit hour increase each fall.”],”Establishment Management Over Costs”:[“The College does not have any control over the increase in tuition and fees. This is decided by the Board of Trustees of the Alabama Community College System (ACCS).”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”CARES/HEERF student relief funding distributed directly to students, increase in Dual Enrollment scholarship grant funds and a decrease in the scholarship allowance calculation all contribute to the increase in Scholarship expense.”],[“Institutional support”,”Increase in covid-related expenditures, a new ACCS Enhancement fee implemented in FY22, and an increase in post-employment insurance/retirement cost allocations, based on GASB 68/75 actuarial valuations all contribute to the increase in Institutional support.”],[“Instruction”,”Costs occurring due to two instructional grants awarded during FY22 and an increase in post-employment insurance/retirement costs allocations, based on GASB 68/75 actuarial valuations all contribute to the increase in Instruction.”]]},{“n”:”Central Coast Faculty”,”s”:”CA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We continually evaluate the cost of attendance and attempt to be more efficient each year.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We look at many factors including demand and market studies.”]},”c”:[]},{“n”:”Centralia Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition and fees for the college are set by the Washington State Board for Community and Technical Colleges.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Tuition and certain fees for the college are set by the Washington State Board for Community and Technical Colleges.”],”Establishment Management Over Costs”:[“The college may determine fees for use of technology or parking.”],”Different Components In Pricing”:[]},”c”:[[“Hospital services”,”The college does have or offer Hospital Services.”],[“Independent operations”,”The college does have or offer Independent Operations.”],[“Public service”,”The college does have or offer Public Service.”]]},{“n”:”Chamberlain College-Indiana”,”s”:”IN”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Control of costs has always been a focus. At this time there is no special plan to reduce the cost for these particular expenses. It had little or no impact on the increase in net price. In 2021-22, tuition & fees were unchanged and room & board costs increased only 9%. Total expenses increased by only 10%.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”In 2021-22 there was an increase in student service items such as Advertising & Marketing and Payroll Expense.”]]},{“n”:”Chamberlain College-Missouri”,”s”:”MO”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Control of costs has always been a focus. At this time there is no special plan to reduce the cost for these particular expenses. It had little or no impact on the increase in net price. In 2021-22, tuition & fees were unchanged and room & board costs increased only 9%. Total expenses increased by only 14%.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”In 2021-22 there was an increase in home office allocation expense items (ex. Transfer Pricing).”]]},{“n”:”Champion Christian Faculty”,”s”:”AR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to the United States economy and the cost of food services, salaries for our employees, cost of general goods for maintenance, we cannot lower costs”],”Replace Since Prior Checklist”:[“Due to the United States economy and the cost of food services, salaries for our employees, cost of general goods for maintenance, we cannot lower costs”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Champion has remodeled our facilities, the cost of Food services, and general maintenance has increased due to COVID-19 and the state of the United States economy.”]]},{“n”:”Charles Stuart College of Diamond Setting”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of living has increased”,”The cost of living has increased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Cos of living increased”,”The cost of living has increased.”]},”c”:[]},{“n”:”Charlotte Christian Faculty and Theological Seminary”,”s”:”NC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The rationale of decreasing the cost of attendance in the undergraduate college is being explored. There is a transition in executive leadership that will need to occur in order to create stability discussions for decrease in cost of attendance to happen.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Every related academic service provider increased cost for their services over the last fiscal year. This increase of cost for services has created additional expenses and with enrollment decreasing revenue is not keeping up with the additional expenses. We are using reserve funds to pay the cost.”]},”c”:[]},{“n”:”Cincinnati State Technical and Group Faculty”,”s”:”OH”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cincinnati State has a new classification as a four-year public institution, previously a two-year public institution. The addition of bachelor degrees occurred in Fall 2020. During academic years 2014 through 2018, Cincinnati State did not raise tuition. All tuition raises are authorized by state legislature. Cincinnati State remains a lower-cost alternative compared to other community colleges, public regional campuses, public campuses, and private options in our region.”],”Replace Since Prior Checklist”:[“An updated and thorough review was done on the fees assessed. It was found to have fees that were increased and fees for new services added over the years. Cincinnati State did not increase tuition the past two years.”],”Outdoors Management Over Costs”:[“All increases to student tuition and fees must receive prior approval from the State of Ohio via the Ohio Department of Higher Education. The College is not allowed to unilaterally increase tuition or fees without such prior state approval, and the state has implemented a review process that examines each proposed fee increase and requires justification for such increase.”],”Establishment Management Over Costs”:[“The College administration may propose tuition and fee increases, and such increases must be approved by the College’s board of trustees prior to submission and request for approval by the State of Ohio.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Claremont McKenna Faculty”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Benefits”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Post COVID-19, inflation levels have returned to a more normal pace and the College has been able to decrease spending related to initial COVID-19 protocol items that were needed. For instance, spending on personal protective equipment, quarantine and isolation housing, additional cleaning, social distancing measures have all decreased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”For 2021-2022, this was the first year back in person on campus for COVID-19, the College had increased costs for social distancing measures, COVID-19 testing and quarantine protocols (housing, etc.) and added student programming and support for student mental health, well being, and student success. COVID-19 also required the college to purchase many items that would not have been typical prior to this time – personal protective equipment, higher cleaning supplies and services, etc. In addition to COVID-19 added expenses, from 2019-2020 inflation was at a rate of nearly 9%, which drove the cost of many campus supplies and services to higher levels.”],[“Student services”,”In comparing 2019-2020 to 2021-2022, there are several things to note. In 2019-2020, COVID-19 began and students were sent home from campus in March 2020. In terms of net price, student fees for room and board were refunded at a rate of 50% for the spring semester, but aid was left at the full rate to allow students to support the cost of alternate housing, if needed. This deflated the net price for 2019-2020. For 2021-2022, this was the first year back in person on campus for COVID-19, the College had increased costs for social distancing measures, COVID-19 testing and quarantine protocols (housing, etc.) and added student programming and support for student mental health, well being, and student success.”]]},{“n”:”Clark Atlanta College”,”s”:”GA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Clark Atlanta University is a non-profit institution that reviews and adjusts the cost of attendance in response to economic conditions, ensuring accessibility and affordability for students while maintaining institutional sustainability.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Clear Creek Baptist Bible Faculty”,”s”:”KY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“New Initiatives in development have yielded increased resources for student financial aid through scholarships.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Cleary College”,”s”:”MI”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cleary University several initiatives targeted to control overall costs, including the student cost of attendance at the University. The primary initiative implemented by the University was a zero-based budgeting system for 2024-2025 academic year (and continued into 2025-2026). In this budgeting system, all University departments were required to build their budgets from a base of zero rather than a percentage increase from the prior year. This helped control costs, as all department leaders needed to explain the basis for their budgets and their allocations across the academic year. The University’s Finance team provided assistance to each department in the development and refinement of their budgets.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Between the reporting years 2019-202 to 2021-2022, Cleary University changed the classification of where expenses were placed within the Academic Support and Student Services categories. This is evident when viewing the combined total for both categories, as Cleary University would have a combined $2,860,881 for 2019-2020 and a combined $3,641,777 for 2021-2022, which is an increase of $780,896 or 21%. This increase over the three-year period can be traced to the introduction of eSports and Hockey as supported athletic team sports. To launch these programs at Cleary University, budget increases occurred in Athletics and Capital Projects.”],[“Institutional support”,”Between the reporting years 2019-202 to 2021-2022, Cleary University changed the classification of where expenses were placed within the Institutional Support and Auxiliary Services categories. This is evident when viewing the combined total for both categories, as Cleary University would have a combined $5,636,868 for 2019-2020 and a combined $6,176,712 for 2021-2022, which is an increase of $530,844 or 8.6%. This increase over the three-year period can be traced to the renovations to one of the University’s buildings, COVID-related expenses, along with an increase in student enrollments at Cleary University.”]]},{“n”:”Cloyd’s Barber College 2 Inc”,”s”:”LA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of attendance has gone up with the price of everything else. We are always looking for lower cost products.”],”Replace Since Prior Checklist”:[“We are always looking for ways to reduce student cost, but due to recent rise in inflation this has been extremely hard. We are still one of the lowest tuition school in the state of Louisiana.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Cloyd’s Magnificence College 1 Inc”,”s”:”LA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are watching cost but everything is going up.”],”Replace Since Prior Checklist”:[“We work daily to reduce cost to our students.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Cloyd’s Magnificence College 3 Inc”,”s”:”LA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of adding additional staff has been very expensive, we are trying to give our students a quality education.”],”Replace Since Prior Checklist”:[“Due to rising inflation this has been a very difficult task. We struggle to find qualified employees.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We are trying to keep cost down. We are one of three institution in Louisiana with the lowest cost for the same programs. We cost roughly 1/3 what other schools are charging.”]},”c”:[]},{“n”:”Coachella Valley Magnificence Faculty-Hemet”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Additional staff hired to support increased enrollment.”,”Additional staff members added to support student services.”],”Replace Since Prior Checklist”:[“We feel our cost of attendance is in line with the area that we are in and is comparable to the other cosmetology schools in our immediate area. We haven’t increased our tuition and fees for the last couple of years.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Coastal Pines Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“College costs have stabilized. The College is not slated to receive HEERF funds to award to students as scholarships, are not opening additional campuses, and are not aware of any significant pending salary increases by the State of Georgia that caused the IPEDS-reported cost increases.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Technical College System of Georgia (TCSG) is the agency responsible for determining the tuition and fee increases for Coastal Pines Technical College.”],”Establishment Management Over Costs”:[“The College can request approval once per year to assess fee amounts for specified programs of study.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The significant increase is due to the Higher Education Emergency Relief Fund (HEERF) Federal Grant. A large part of this grant was used to fund scholarships to students.”],[“Academic support”,”The establishment of a new building on the Camden campus in fiscal year 2022 resulted in an increase in operating expenses, which included the acquisition of furniture, fixtures, and equipment. This new facility also prompted the hiring of additional faculty and staff to facilitate its operations. Also, to bolster recruitment and retention initiatives, eligible state employees were granted a salary increase of $5,000 in fiscal year 2022, a decision that received approval from both the Governor and State Legislator.”]]},{“n”:”Colegio Universitario de San Juan”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of attendance is the lowest in the island.”],”Replace Since Prior Checklist”:[“As we are a public higer education institution, our operational costs are higher than other IHE.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We are not planning to increase the cost of attendance.”]},”c”:[]},{“n”:”Faculty of Well being Care Professions”,”s”:”TX”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The tuition increase was due to a merger in June 2020 of Astrodome Career Centers with The College of Health Care Professions and standardization of tuition at this campus to be consistent with the two other Houston metropolitan campuses with the identical programs.”,”The tuition increase was due to a merger in June 2020 of Astrodome Career Centers with The College of Health Care Professions and standardization of tuition at this campus to be consistent with the two other Houston metropolitan area campuses with the identical programs.”],”Replace Since Prior Checklist”:[“The tuition increase over the past two years was due to a merger in June 2020 of Astrodome Career Centers with The College of Health Care Professions and standardization of tuition at this campus to consistent with the two other Houston metropolitan area campuses with the identical programs. Since the merger and standardization of tuition at the Houston campuses we have worked to keep tuition and fee increases low.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The net price change for this campus was entirely due to the merger with The College of Health Care professions in June 2020 and standardization of programs and tuition and fees to match the other two Houston campuses.”,”The the tuition and fee increasee for this campus was entirely due to the merger with The College of Health Care professions in June 2020 and standardization of programs and tuition and fees to match the other two Houston campuses.”]},”c”:[[“Instruction”,”For the 2019-20 IPEDS period, the institution tuition data referenced in this survey was submitted was for Astrodome Career Centers (ACC), OPEID 04152700, IPEDS Unit ID 379746, which was a less than 2-year institution offering non-degree programs including Medical Assisting (MA) and Dental Assisting (DA). In 2020, ACC entered into an agreement to merge with The College of Health Care Professions (CHCP) OPEID 03128100. The merger was completed in June 2020 with CHCP becoming the surviving entity. For the 2020-21 reporting cycle and all subsequent reporting cycles, CHCP reported its data to IPEDS under Unit ID 379746, which had originally been assigned to ACC. Post merger, the legacy educational programs formerly offered by ACC became accredited by the Accrediting Bureau of Health Education Schools (ABHES), CHCP’s institutional accreditor. However, ACC’s DA program did not meet the ABHES programmatic requirements for length and was taught out. ACC’s MA program too was replaced with CHCP’s version. Additional programs were offered and the tuition for all programs was standardized to be consistent with the two other CHCP campuses in the Houston metropolitan area. During the 2021-22 IPEDS reporting period the tuition data is consistent with the three CHCP Houston market campuses. The apparent increase in tuition based on the 2019-20 CATEF data collection is entirely the result of the integration of ACC into CHCP’s operations, which led to the introduction of new programs.”],[“Instruction”,”In June of 2020 The College of Health Care Professions (CHCP) completed a merger with Astrodome Career Centers (ACC), OPEID 04152700, IPEDS Unit ID 379746, which was a less than 2-year institution offering non-degree programs including Medical Assisting (MA) and Dental Assisting (DA). Post merger The College of Health Care Professions (CHCP) OPEID 03128100 became the surviving entity. For the 2020-21 reporting cycle and all subsequent reporting cycles, CHCP reported its data to IPEDS under Unit ID 379746, which had originally been assigned to ACC. Post merger, the legacy educational programs formerly offered by ACC became accredited by the Accrediting Bureau of Health Education Schools (ABHES), CHCP’s institutional accreditor. However, ACC’s short Dental Assistant program and it’s largest program did not meet the ABHES programmatic requirements for length and was taught out. ACC’s MA program too was replaced with CHCP’s ABHES accredited version. Additional programs were offered and the tuition for all programs was standardized to be consistent with the two other CHCP campuses in the Houston metropolitan area. During the 2021-22 IPEDS reporting period and after the tuition data is consistent with the three CHCP Houston market campuses. The apparent increase in tuition and fees based on the 2022-2023 CATEF data collection is entirely the result of the integration of ACC into CHCP’s operations, which led to the introduction of new programs and standardized tuition across the”]]},{“n”:”Faculty of the Marshall Islands”,”s”:”MH”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“due to increasing cost of living, the cost of attendance will remain the same”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“the college does not see the need to increase tuition and fees in the near future unless necessary”]},”c”:[[“Other expenses & deductions”,”Class started late and late reimbursements from Grants. Mostly pandemic related additional sanitation measures & increased digital services.”],[“Other expenses & deductions”,”Operating expense increased primarily due to Pandemic. Related expenditures increased were Personnel hardships, protective equipment and remote work infrastructure.”]]},{“n”:”Faculty of the Ozarks”,”s”:”MO”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The minimal increases to our cost of attendance align with our current strategy plus the addition of market costs and therefore we do not plan for a decrease in the amount for this area.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“After researching the years around the 3-year period in question (19-20 to 21-22) it seems that 19-20 is an outlier due to the lower number of group 3 students. In 19-20 there were 253 students in this group vs an average of 329 in the other 5 years within the 6-year period below. Our net tuition dropped significantly in 19-20 compared to the years prior for this group due to an increase in the average amount of grant or scholarship awarded (IPEDS Section 1: Part F 07). In 20-21 the net tuition returned to a normal baseline creating what must have been flagged as a large increase in tuition. I am unsure where the average amount of grant or scholarship awarded to group 3 students is being calculated from, but it seems our work College’s unique structure is affecting this figure. All other categories from the components list of IPEDS Section 1: Part F have a change of less than 5% from year to year.”]},”c”:[[“Other expenses & deductions”,”Due to changes in reporting methodology or category splits the other expenses and deductions section increased. This increase would have included expenses previously included in instruction or institutional support but were deemed to be more representative of the other category instead.”]]},{“n”:”Columbia Gorge Group Faculty”,”s”:”OR”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The College reviewed tuition and took Board action to hold tuition rates stable by not increasing rates for the 2025-26 fiscal year.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Columbus Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Reporting Error”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Columbus Technical College is unit of the Technical College System of Georgia. While the College’s tuition is set by the state, CTC has made efforts to decrease the cost of books and supplies. Indirect costs such as food, housing, and transportation are out of the College’s control.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Technical College System of Georgia”],”Establishment Management Over Costs”:[“Tuition and fees are determined by the system level.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The college made a reporting error and included Federal Cares grant awards made to students under the scholarships and fellowships expenses, excluding discounts and allowances. These awards should have been recorded under other Federal grants. These funds were awarded to students and the college retained minimum funds from these awards. The indirect cost of attendance increased as a result of increased living expenses in the Columbus Metropolitan Statistical Area.”]]},{“n”:”Group Christian Faculty”,”s”:”AZ”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The actual cost for education was increased to deal with inflation, because costs have increased. However, there is no intention of increasing costs this coming academic year.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Rather than face deficits, post pandemic trauma, the College Board of Trustees analyzed costs, probable prices, and the most affordable way to re-structure fees and tuition costs.”]},”c”:[]},{“n”:”Cosmetology Academy of Texarkana”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“we are unable to decrease the cost of attendance at this time due to the requirements in that are required by DOR,TDLR, NACAS and other laws that are required, as well as the cost of supplies, books, and kits are increasing,”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“NACAS, requirements cost alot of money to maintain the school and the staff”]},”c”:[[“Other expenses & deductions”,”openned a new school, Did a remodel on the main campus, upgragred the curriculum and kits.”]]},{“n”:”Cosmetology Ideas Niles”,”s”:”IL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“At the present time, there are no changes as we are working towards increasing enrollment”],”Replace Since Prior Checklist”:[“Price hasn’t changed by much and been consistent at the current cost of attendance.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Artistic Hair College of Cosmetology”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution has made plans to reduce the amount of registration fee. We have outsourced and looked for different vendors for student supplies that can bring the cost down. We have had discussions with other schools to partner to purchase student materials to bring the cost down. We are currently in the process offering Scholarships and Grants to reduce students cost.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“What has increased the previous net prices at the institution is instructional salary, facility and equipment upkeep as well as technology. With the inflation of the economy and providing a quality education through instruction, facility, and technology , some of these cost increased would be what effects the net price charged to students.”]},”c”:[]},{“n”:”Crowder Faculty”,”s”:”MO”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are still in the process of developing a good program review system to identify areas where high cost programs may not have high enrollment and/or completer and shift resources to higher enrollment, lower cost programs to increase student credit hours.”],”Replace Since Prior Checklist”:[“We are better about cancelling low enrollment courses and combining classes to minimize costs. We have also added new programs which require initial start up funding and once enrollment is consistent, those start up costs will go away and those programs will be self sustaining through full enrollment.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We did increase tuition and fees by 2% for the upcoming 2025-2026 academic year. It is not our intent to push the increase in operational costs to the students. We will continue to look at costs of programs and make changes to lower our operational costs.”]},”c”:[[“Other expenses & deductions”,”Increase in self insured medical claims and other increased operational costs”]]},{“n”:”D A Dorsey Technical Faculty”,”s”:”FL”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“No, our institution has not implemented any formal plans to decrease the cost of attendance. The fees are determined by our school district, and while we have not taken steps to lower them, it’s important to note that our current cost of attendance is already lower than that of most comparable schools in our area. We continuously strive to maintain affordability while providing quality education and resources to our students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Miami Dade County Public Schools”],”Establishment Management Over Costs”:[“Our institution has limited control over tuition and fee increases, as these decisions are primarily made at the district level. While we may provide input or feedback based on student needs and operational costs, the final determination regarding tuition and fees is made by the school district administration or governing board.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”D&S College of Cosmetology”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Make more Revenue to offset costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Newly accredited and new to Title IV. Increased enrollment and overall expenses.”]]},{“n”:”Dallas Barber & Stylist Faculty”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“some things did increase but we also had some things decrease in cost. This balanced out the overall cost of attendance to only go up by 4%.”],”Replace Since Prior Checklist”:[“We have not tried to decrease cost but we have remained the same for the last 3 years.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”We have a new auditor and he recatergorized some things on the most recent audit which increased some areas of reporting.”]]},{“n”:”Diamonds Faculty”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Section 4 – Steps Toward Cost Reduction As part of our recovery from the effects of the COVID-19 pandemic, and our commitment to affordability, access, and student success. Diamonds College implemented a strategic plan to reduce the cost of attendance for our students. Our initiatives are designed to lower both the direct and indirect costs of college, ensuring that education remains attainable. • Implemented a freeze on tuition and mandatory fees to prevent further financial burdens on students during recovery years. • Discontinued overage fees. • Transitioning to new book and lab kit providers to ensure students receive access to essential course materials. • Re-structured curriculum to provide part-time and hybrid programs and allow for reduced commuting costs. By combining innovation, institutional investment, and student-centered policy, Diamonds College is taking steps to make college more affordable and reduce the overall student debt burden. We understand that affordability is critical to student access and completion. As such, we will continue aligning our efforts with federal and state initiatives.”],”Replace Since Prior Checklist”:[“The college was unable to fully implement the prior year’s plan to reduce the overall cost of attendance for students because as with many institutions of education across the country, Diamonds College faced extraordinary and unforeseeable financial and operational challenges due to the global COVID-19 pandemic during the period of 2020 to 2023. While our strategic goals remained focused on affordability, the pandemic necessitated urgent reallocation of institutional resources to ensure the safety, continuity, and viability of our campus operations. To adapt to the rapidly evolving public health and economic crisis, Diamonds College was required to take several cost-intensive emergency actions, including: • Avoiding Layoffs and Supporting Staff Stability • Essential on-site personnel were provided with hazard pay and overtime compensation during peak emergency periods to maintain operations and student support services. • In alignment with public health mandates, the college reconfigured classrooms to allow for social distancing. These efforts required significant capital investments in signage, barriers, ventilation systems, and sanitation stations. • The college absorbed steep increases in utility costs, personal protective equipment (PPE), and cleaning supplies As a result of these unavoidable financial burdens, Diamonds College had to temporarily delay or scale back several planned affordability measures.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While tuition and fee rates are controlled by the institution, extrinsic influences such as inflation are direct contributors to the net prices determined by the institution.”]},”c”:[[“Instruction”,”During the period of 2020 to 2023, Diamonds College experienced a significant and unavoidable increase in operational expenses due to the global COVID-19 pandemic. This unprecedented public health crisis affected institutions worldwide. To maintain academic continuity, we rapidly transitioned to online learning in 2020, and then to hybrid formats in 2021, 2022, and 2023. This required: • Investments in digital infrastructure and platforms (e.g., Zoom) • Laptops and hotspot lending programs for students in need • Faculty training programs for online teaching • Increased IT staffing and 24/7 tech support While this helped ensure uninterrupted learning, it also required substantial resource reallocation and new spending. Like many institutions, we experienced: • Lower student enrollment due to travel restrictions • Deferred enrollments from new and returning students • Increased refund requests and tuition discounts These challenges further compounded the strain on our financial position.”],[“Institutional support”,”We believe COVID-19 was the primary factor contributing to the increased costs during this period. To protect the well-being of our campus community, we implemented rigorous health protocols in line with CDC and local health authority guidelines. These included: • Installation of sanitation stations, plexiglass barriers, and signage • Regular deep cleaning and disinfection services • Procurement of personal protective equipment (PPE) for students, staff, and faculty • COVID-19 testing kits and vaccination support infrastructure • Upgrades to HVAC systems for improved air quality These efforts were essential but resulted in significant unplanned expenditures.”]]},{“n”:”Dixie Technical Faculty”,”s”:”UT”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are always looking at ways to keep costs down for our students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Utah System of Higher Education and the Utah State Legislature”],”Establishment Management Over Costs”:[“We provide a proposal to the above named boards and they make the final decisions.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Dominican College of California”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Inflationary pressures, encompassing housing, utilities, and food costs, have necessitated an increase in salaries at Dominican, enabling our employees to sustain their standard of living. The same inflationary influences impacting our employees concurrently affect Dominican, particularly through the substantial escalation in costs associated with utilities, insurance, and food. Should the economy enter a recession resulting in decreased costs, Dominican would have the potential to reduce tuition fees. Currently, we are not adjusting tuition rates as rapidly as our expenditures are increasing. Our aim is to ensure that tuition remains affordable for students requiring assistance from Dominican, allowing us to bridge that financial gap through scholarships and discounts.”],”Replace Since Prior Checklist”:[“Rising operational expenses, salaries, and wages have made it difficult to reduce student costs. Despite these challenges, we remain committed to keeping the cost of attendance as stable as possible. Last year, we submitted the College Affordability and Transparency Explanation Form (CATEF) to correct inaccuracies in the IPEDS Student Financial Aid (SFA) Surveys. These errors had initially placed our institution among the top 5% of four-year, private not-for-profit institutions with the highest increases in tuition and required fees. In our process, we corrected the 2020–21 IPEDS SFA data. The average net price for full-time, first-time students receiving grant aid was revised from $45,001 to $38,230—a 10% change from 2018–19 to 2020–21. This correction removed our institution from the top 5% in the 2021 College Affordability and Transparency Center Report. For 2021–22, a reporting error in the IPEDS SFA Part D Group 3 submission inflated the average net price to $49,907 instead of the accurate $36,761. This misreporting suggested a 35.3% increase in net price from 2019–20 to 2021–22. The corrected figure reflects a slight decrease of -0.4%, excluding our institution from the top 5% in the 2022 report. In January 2025, we submitted corrected net price data for 2020–21 through 2022–23 to the IPEDS Cost II and SFA Surveys, with printed PDFs from the IPEDS site verifying the revised data.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Corrections pertaining to the components of the cost of attendance in the newly implemented IPEDS Cost II Survey for the period spanning from 2021-22 to 2023-2024 were submitted on January 27, 2025.”]},”c”:[]},{“n”:”Donnelly Faculty”,”s”:”KS”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Donnelly College continues to be one of the most affordable private colleges in the country. Our programs are subsidized heavily by private donations and grants.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Dorsey Faculty-Woodhaven”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The tuition costs that are reported for this institution is based on the program that has the highest enrollment. In 2020-21, the program was Medical Assisting, but in 2022-23, the highest populated program was Practical Nursing. That program is more expensive based on the curriculum and outcomes. This is why it appears that the institution had a sharp uptick in tuition year over year, but it is not a clear representation of actual tuition increases because it was comparing two separate programs and not a year-over-year increase of the same program.”],”Replace Since Prior Checklist”:[“The tuition costs that are reported for this institution is based on the program that has the highest enrollment. In 2020-21, the program was Medical Assisting, but in 2022-23, the highest populated program was Practical Nursing. That program is more expensive based on the curriculum and outcomes. This is why it appears that the institution had a sharp uptick in tuition year over year, but it is not a clear representation of actual tuition increases because it was comparing two separate programs and not a year-over-year increase of the same program.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The tuition costs that are reported for this institution is based on the program that has the highest enrollment. In 2020-21, the program was Medical Assisting, but in 2022-23, the highest populated program was Practical Nursing. That program is more expensive based on the curriculum and outcomes. This is why it appears that the institution had a sharp uptick in tuition year over year, but it is not a clear representation of actual tuition increases because it was comparing two separate programs and not a year-over-year increase of the same program.”]},”c”:[]},{“n”:”Dorsey College of Magnificence”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“There is no plan to decrease cost at the institution, because the cost did not increase significantly. The costs appear to be higher year over year, but due to the institution shutting down for several months in 2019-20 and then reopening for a full year in 2020-21, the numbers are not comparing 12-months to 12-months.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The institution reviews all relevant information when determining increases to net prices. The cost-of-living increases, ensuring that wages are competitive, and students are offered the opportunity to have a quality education with up-to-date technology and materials.”]},”c”:[[“Other expenses & deductions”,”In 2019-20, we dealt with COVID, and the entire institution shut down for several months. In 2021-22 we reopened for the full year, but then also spent additional monies on adding in additional instructors to accommodate our online components, providing every student and instructor with an electronic device, additional online trainings (distance education training for staff), and additional build-out and operating costs for our new hybrid learning management software at the institution. Our student enrollment looks like a huge increase, but again, we had to shut down and then also dealt with a very slow re-entry on opening in the State of Michigan that was longer than a lot of other States due to mandates from the Governor. So, from 2019-20 to 2020-21, you are only comparing a partial year with a full year of finances.”]]},{“n”:”Durant Institute of Hair Design”,”s”:”OK”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“as the cost of supplies and rent soar, there is no possible way to decrease cost of attendance at this time”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Dutchess BOCES-Sensible Nursing Program”,”s”:”NY”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Competitively, we are still the lowest costing program in the area. Due to changes in our NYSED teacher requirements for Practical Nursing, we must be more competitive with our hiring process. We now intergrade more technology into our curriculum which has an additional cost and the cost overhead in the entire building has increased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Though the BOCES is a not for profit organization, we look at the cost of living in the area, the cost of overhead in maintaining a building/logistics/ ancillary staff /faculty and other services, we had no choice but to raise tuition.”]},”c”:[]},{“n”:”EDP College of Puerto Rico-Humacao”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“EDP University of PR, Inc. is focused on controlling operational expenses in order to maintain the Cost of Attendance (COA). An Endowment Fund was established, and one of its main priorities is to provide support to students for expenses related to their studies. In addition, Other Federal Grants have been requested and approved to provide scholarships and other types of financial aid to control the COA for students. The expenditures from these grants have been reported under Institutional Support, which is one of the reasons for the increase in that category. We continue to review our operational costs, including policies aimed at reducing student expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”EDP College of Puerto Rico-Manati”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“EDP University of PR, Inc. is focused on controlling operational expenses in order to maintain the Cost of Attendance (COA). An Endowment Fund was established, and one of its main priorities is to provide support to students for expenses related to their studies. In addition, Other Federal Grants have been requested and approved to provide scholarships and other types of financial aid to control the COA for students. The expenditures from these grants have been reported under Institutional Support, which is one of the reasons for the increase in that category. We continue to review our operational costs, including policies aimed at reducing student expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”EDP College of Puerto Rico-Villalba”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“EDP University of PR, Inc. is focused on controlling operational expenses in order to maintain the Cost of Attendance (COA). An Endowment Fund was established, and one of its main priorities is to provide support to students for expenses related to their studies. In addition, Other Federal Grants have been requested and approved to provide scholarships and other types of financial aid to control the COA for students. The expenditures from these grants have been reported under Institutional Support, which is one of the reasons for the increase in that category. We continue to review our operational costs, including policies aimed at reducing student expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Ea La Mar’s Cosmetology & Barber Faculty”,”s”:”MO”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our school is committed to maintaining the quality of education, student services, and campus facilities, which requires significant financial resources. While we understand concerns about the cost of attendance, reducing it would compromise our ability to deliver high-quality programs, retain qualified faculty, and invest in essential infrastructure and support services. Additionally, many of our costs—such as salaries, utilities, technology, and compliance with accreditation and regulatory standards—are fixed or rising. We will focus on expanding financial assistance, scholarships, and flexible payment plans to make education as accessible as possible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“1. Quality Assurance and Accreditation Standards Maintaining academic quality is essential for meeting accreditation requirements. Cutting costs could jeopardize program integrity, student outcomes, and the institution’s reputation. 2. Fixed and Rising Operational Costs Many institutional expenses are fixed or increasing, such as: Faculty and staff salaries (to remain competitive and retain talent) Facility maintenance and security Technology upgrades and digital infrastructure Utilities and insurance 3. Student Support Services The cost of attendance includes access to: Career services, advising, Libraries, labs, Reducing the budget could result in the loss of these vital resources.”]},”c”:[]},{“n”:”Eagle Gate Faculty-Boise Campus”,”s”:”ID”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While no formal reductions have been implemented yet, the institution is actively working toward plans aimed at reducing the overall cost of attendance. We are currently evaluating strategies to increase institutional aid, streamline program delivery, and explore partnerships that may reduce student expenses—particularly in housing, transportation, and course materials. Our goal is to maintain academic quality and student support while identifying sustainable ways to ease the financial burden on students. These plans are under development and will be prioritized in upcoming budget and strategic planning cycles.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fee increases are linked to an annual, comprehensive review of market conditions and the cost of serving the students. Based on those factors, we determine the tuition and fee increase applicable.”]},”c”:[[“Institutional support”,”2019-20 Other Expenses & Deductions were moved up into Institutional support in 2021-22. Overall costs have decreased.”]]},{“n”:”Eagle Gate Faculty-Layton”,”s”:”UT”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While no formal reductions have been implemented yet, the institution is actively working toward plans aimed at reducing the overall cost of attendance. We are currently evaluating strategies to increase institutional aid, streamline program delivery, and explore partnerships that may reduce student expenses—particularly in housing, transportation, and course materials. Our goal is to maintain academic quality and student support while identifying sustainable ways to ease the financial burden on students. These plans are under development and will be prioritized in upcoming budget and strategic planning cycles.”],”Replace Since Prior Checklist”:[“The College is committed to making education more affordable and accessible for all students. To decrease the cost of attendance, the institution has taken several steps and continues to evaluate additional strategies. These include: Expanding access to institutional scholarships and grants to reduce out-of-pocket expenses for qualifying students. Increasing the availability of digital textbooks and open educational resources (OERs) to help lower course material costs. Implementing streamlined program structures to allow students to complete their education in less time, thereby reducing total tuition and related expenses. Partnering with employers and workforce development boards to offer tuition assistance, reimbursement opportunities, and subsidized training pathways. Exploring fixed tuition models to help students better plan for the total cost of their education without unexpected increases.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fee increases are linked to an annual, comprehensive review of market conditions and the cost of serving the students. Based on those factors, we determine the tuition and fee increase applicable.”]},”c”:[[“Institutional support”,”2019-20 Other Expenses & Deductions were moved up into Institutional support in 2021-22. Overall costs have decreased.”]]},{“n”:”Eagle Gate Faculty-Murray”,”s”:”UT”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While no formal reductions have been implemented yet, the institution is actively working toward plans aimed at reducing the overall cost of attendance. We are currently evaluating strategies to increase institutional aid, streamline program delivery, and explore partnerships that may reduce student expenses—particularly in housing, transportation, and course materials. Our goal is to maintain academic quality and student support while identifying sustainable ways to ease the financial burden on students. These plans are under development and will be prioritized in upcoming budget and strategic planning cycles.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fee increases are linked to an annual, comprehensive review of market conditions and the cost of serving the students. Based on those factors, we determine the tuition and fee increase applicable.”]},”c”:[[“Institutional support”,”2019-20 Other Expenses & Deductions were moved up into Institutional support in 2021-22. Overall costs have decreased.”]]},{“n”:”Jap Florida State Faculty”,”s”:”FL”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Since 2022 EFSC has worked on a course materials affordability initiative called Titan First Day Ready to reduce the cost of overall materials, saving students 35 – 50% of the cost of course material. EFSC continues to maintain the same tuition and standard fee rates to provide an affordable education to the community.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“EFSC Board of Trustees and the Florida State Board of Education in accordance with Florida Statue 1009.23 and 1007.33.”],”Establishment Management Over Costs”:[“As a member of the Florida College System any increase in tuition or fees must be consistent with the Florida State Statutes, be approved by the institutions Board of Trustees, and be approved by the Florida State Board of Education.”],”Different Components In Pricing”:[“EFSC has previously maintained a low net price for students. The 2019-2020 to 2021-2022 increase in net price was due to having both an increase in cost-of-living allowance provided for the student calculated budget; as well as a decrease in the overall average financial aid awarded to first time full time resident students over the same time period. The weighted average in room and board was affected by the new offering of on-campus housing, and a notable decrease for the category of students living with family (-45%). An increase in both on campus housing and students living independently budget for room-and board amounts following survey results conducted by the Financial Aid department that reflected the prices students incurred. The second factor was a decrease in the average financial aid awarded to the first-time full-time resident student cohort. Overall institution enrollment had decreased from 2019-2020 to 2021-2022, and the first-time full-time resident students had decreased as well. In 2019-2020, IPEDS SFA collected all aid including funds awarded to students for HERRF grants, those grants were not included in 2021-2022 SFA financial aid award data collected. This reduced the overall average award amount for each student.”]},”c”:[[“Academic support”,”In the fall of 2020 EFSC offered student housing to EFSC students enrolled. Overall enrollment had begun to decline from 2019 to 2021, and EFSC increased staff support to increase recruitment and enrollment.”]]},{“n”:”Jap Michigan College”,”s”:”MI”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“It was a reporting error of the tuition and fees which was discovered and corrected in IPEDS. The increase from 20-21 to 21-22 was 3.3% and 3.9% from 21-22 to 22-23 (an average of 3.6%).”],”Replace Since Prior Checklist”:[“We did not experience a dramatic increase in tuition and fees; it was due to a reporting error which has been corrected in IPEDS. We instituted stricter auditing protocols to prevent errors in the future. We should not be on the list anymore since we fixed the IPEDS reports.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Auxiliary enterprises”,”The majority of the increase in expenses is associated with payment to our external partners that provide housing and dining services along with the increase in travel after the travel bans in 2020. We entered into the housing agreement in 2023.”],[“Institutional support”,”Large pay downs of pension plans and general overall operational increases post Covid.”],[“Other expenses & deductions”,”Increase in scholarships awarded, operational maintenance and capital depreciation combined with decreased swap investments and Covid relief.”]]},{“n”:”Jap Oklahoma County Expertise Heart”,”s”:”OK”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our cost of tuition is comparable with other career and technology centers with an 100 mile radius.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We look at the prices that other career and technology centers charge. Our largest program, Fire/EMT Academy saw an increase in costs due an increase in costs of equipment, materials, and supplies.”]},”c”:[]},{“n”:”Jap Suffolk BOCES”,”s”:”NY”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Eastern Suffolk BOCES continues to explore ways to enhance the educational services provided, while striving to reduce or maintain pricing levels.”],”Replace Since Prior Checklist”:[“For the 2024/25 academic year, the school absorbed the cost of the online electronic educational resources (ATI complete package), while having students maintain direct access.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”To accommodate the increase in student enrollment, additional instructional staff were hired.”],[“Student services”,”To accommodate the increased number of students, additional student services were implemented.”]]},{“n”:”Jap Virginia Profession Faculty”,”s”:”VA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have decreased the cost of attendance of a few programs example, Medical Assistant, Occupational Therapy and we are looking to so the same for other programs as well.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Edge Academy of Magnificence”,”s”:”KY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“This is the appropriate amount of tuition required to operate our facility and maintain the staff needed.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”We added additional an additional 2000 square feet expansion to our facility.”]]},{“n”:”Elite Cosmetology, Barber & Spa Academy”,”s”:”WA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“2019-20 costs were lower because of covid and started back toward normal as we were able to resume classes in-person.”,”2021 covid was high enrollment with less staff due to courses being taken online.”],”Replace Since Prior Checklist”:[“2021 costs were low due to covid. Costs have returned to normal as they were before covid.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“2019-20 costs were lower because of covid and started back toward normal as we were able to resume classes in-person.”,”The first year 2021 was covid and in 2020 we increased tuition charges as there hadn’t been any increases in 6 years.”]},”c”:[]},{“n”:”Escuela de Artes Plasticas y Diseno de Puerto Rico”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Some restricted funds are absorbing the increase in the cost of software and equipment, contracted services, faculty professional development, curriculum review, and creation of associate degrees to increase enrollment, retention and student services until 2025-26. The institution has implemented different structure changes to control the costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The institution charged $90 per credit hour from 2009-10 through 2019-20. After a decade, the Board of Directors has approved a phased increase in the cost per credit from $110 in 2020-21 to $150 in 2023-24. A percentage of tuition is assigned to contract instructional staff services that vary according to credentials, academic load and programs because only 11 regular full-time faculty members are funded by state appropriations.”]},”c”:[[“Institutional support”,”The institution renewed its license of Puerto Rico Board of Postsecondary Institutions in 2021, and prepared the self-studies for the visit of accrediting agencies MSCHE in 2022 and NASAD in 2023. The cost of licensing and accrediting processes has increased. The Title V 2020-25 increased the expenses in areas related to curriculum development, contracted services, and supplies and equipment. It created a unique associated degree in textiles in Puerto Rico that will begin in 2024-25. The expenses for recruiting and retention combined institutional and Title V funds, respectively. CARES Act and other funds increased the expenses for supplies and equipment, contracted services, faculty professional development, tech infrastructure, and operation and maintenance. The institution built the capacity to offer online services for students and courses through Canvas LMS. PVC Higher Education Services certified 53% of faculty members in virtual education as required during the COVID-19 pandemic. Title V certified 18% of faculty for Brain-Based Learning Strategies and offers training for students in entrepreneurship, personal finances, new technologies, etc. The cost of contracted services was higher for instructional staff and consultants for strategic planning, legal areas, etc. Puerto Rico has an agreement with LUMA Energy and the cost of electricity significantly increased the operation expenses. The cost of operation and maintenance of two historical buildings was higher.”]]},{“n”:”Vogue Institute of Expertise”,”s”:”NY”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As our rise in average net price was due to the implementation of a new methodology to create the Estimated Cost of Attendance which utilized federal BLS data to better take into account the high cost of living of the New York City region with regard to food, housing and transportation, our institution does not have have plans to adjust the cost of attendance at this time.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Limits for tuition increase for public colleges in the State of New York are set through the State budget process, as adopted by the Governor and State Legislature. Those statutory limitations are enforced by the Trustees of the State University of New York and implemented by the FIT Board of Trustees. Annual tuition and fees, compliant with State Education Law and annual State Budget limits, are approved by the FIT Board of Trustees.”],”Establishment Management Over Costs”:[“Please see the explanation provided above in #5A”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Between January 2021 and May 2021, the College was awarded a total of $30,709,775 from the Higher Education Emergency Relief Fund (HEERF) for student and institutional aid. As of June 30, 2022, a portion of these funds have been drawn down by the College as a reimbursement for costs incurred in response to COVID-19. As of June 30, 2022, the College has drawn down $9,819,900 for student aid.”]]},{“n”:”Flagler Faculty”,”s”:”FL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Flagler College tuition and fees are at the average of all private institutions in Florida and are in the lower third of cost when compared to like institutions in Florida and Nationally Private Colleges. The increased tuition and fees have been necessary to ensure the long-term financial health and sustainability of the College to meet the increased cost of educating students and cost of goods and services.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Florida Worldwide Coaching Institute”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institutional plan to reduce the cost of attendance focuses on making education more affordable without compromising quality. Key strategies include auditing and streamlining tuition and fees, expanding the use of free and low-cost educational resources, offering more flexible and accelerated program options, and reducing costs for textbooks and supplies.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Fort Hays Tech North Central”,”s”:”KS”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are looking at ways to decrease student fees and have looked at every item needed to successfully train in each program. Tuition increases are directly related to the costs to do business which have continued to increase in our country. We are looking into grants and other items that would help decrease operational costs.”],”Replace Since Prior Checklist”:[“We are working to get salaries closer to state averages. This has caused some increases but we are working on less turnover and better training for our students. Costs continue to increase. We look for ways to cut costs, including pricing from multiple vendors, but overall costs in our country continue to rise. We look for efficiencies in each program to keep the overall costs down as much as possible.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”In additional to all the new programs added, we added an Associate Dean of Instruction position and an Assistant IT Director position to help with increased enrollment.”],[“Auxiliary enterprises”,”Food costs have increased dramatically. Increased enrollment and cafeteria numbers increased quite a bit when a new Cafeteria Director was hired. The economy has caused large increases to the prices of supplies and inventory.”],[“Instruction”,”New ADN Nursing Program on Beloit Campus. New Telecommunications Program on Hays Campus. New CDL Program on Hays Campus.”]]},{“n”:”Fort Myers Technical Faculty”,”s”:”FL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The only costs passed on to students are related to increased costs of supplies, equipment, and curriculum. We have explored vendor options to get the best price on required materials to keep costs down to the best of our ability.”],”Replace Since Prior Checklist”:[“The only costs passed on to students are related to increased costs of supplies, equipment, and curriculum. We have explored vendor options to get the best price on required materials to keep costs down to the best of our ability.”],”Outdoors Management Over Costs”:[“The Florida Department of Education publishes a range of allowable hourly tuition costs for district career centers/technical colleges. Our institution adopts an hourly rate within the published range. Additional fees beyond tution are at the discretion of the institution.”],”Establishment Management Over Costs”:[“If the state raises the hourly rate range, the institution can adjust their hourly rates.”],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”In 21-22 we were spending HEERF grant money to purchase updated equipment and supplies after the COVID-19 pandemic. This is mostly why our expenses increased from 19-20 to 21-22.”]]},{“n”:”Fort Peck Group Faculty”,”s”:”MT”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of living is continuing to go up and this out of the institutions control.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition has stayed the same for the last 10 years.”]},”c”:[]},{“n”:”Fortis Institute-Birmingham”,”s”:”AL”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“During this timeframe, our institution implemented a new welding program. The operational cost of starting up the program, adding staff, purchasing equipment, and making the appropriate renovations contributed to cost increases in certain categories. We do not expect any major cost increase in the future. It is expected the cost will remain flat or only slightly increase in the future.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We make an effort to reduce expenses where we can so we can keep the costs low for our students.”]},”c”:[]},{“n”:”Frank Phillips Faculty”,”s”:”TX”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have not increased the cost since the increase during these years.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Operation costs and increase in staff”]},”c”:[]},{“n”:”Franklin College”,”s”:”OH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Franklin reduced undergraduate tuition during the 2019-2020 Academic Year and has not raised the tuition cost since. Both graduate and doctoral tuition remain competitively priced.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”GA Magnificence & Barber College”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have maintained our tuition the same so we don’t add to the cost of attendance”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Galen Faculty of Nursing-Louisville”,”s”:”KY”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Change in Reporting Methodology”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The College studies the overall cost of attendance very closely. Specific steps the College takes to keep costs down include a multi-step approval process for new positions, use of automation where possible to keep headcount increases at a minimum while still providing quality service, and modest increases in salaries and wages.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increases in tuition year over year have been modest, typically in the 2-4% range, which keeps in line with changes in the cost of living and inflation. The reporting methodology for tuition and fees changed for the College during this reporting period, and that is the reason why this has been identified as an increase. Previously, the College was reporting only tuition and enrollment for the fall semester, which wasn’t inclusive of our practice of enrolling year round. When we changed to report year round enrollment and cost, it made reports that compared prior years appear as if the cost had significantly increased, when in fact, it was only measuring a longer period of tuition charges than in prior years.”]},”c”:[[“Academic support”,”The College is accredited as a main campus in Louisville, KY with 21 current branch locations. The main campus, in addition to having its own programs, also houses the support staff for the entire College structure. Over the reporting period, the College added several locations and increased enrollment and programs offered, thus contributing to the increase when compared to previous years.”],[“Student services”,”The College is accredited as a main campus in Louisville, KY with 21 current branch locations. The main campus, in addition to having its own programs, also houses the support staff for the entire College structure. Over the reporting period, the College added several locations and increased enrollment and programs offered, thus contributing to the increase when compared to previous years. Student services staff salaries are primarily included at the main campus in Louisville and allocated out to each campus location. With dedicated staff hired for each newly opened location during this time period, that contributed to the large reported increase over a three year period, but the increase in headcount and salaries was directly proportionate to the growth in new locations and programs.”]]},{“n”:”Galen Well being Institutes-Miami Campus”,”s”:”FL”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The College closely monitors the overall cost of attendance very closely. Specific steps the College takes to keep costs down include a multi-step approval process for new positions, use of automation where possible to keep headcount increases at a minimum while still providing quality service, and modest increases in salaries and wages.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increases in tuition have been modest, typically in the 2-4% range, which is in line with changes in the cost of living and inflation. The reporting methodology for tuition and fees changed for the College during this reporting period, and that is the reason why this has been identified as an increase. Previously, the College was reporting only tuition and enrollment for the fall semester, which wasn’t inclusive of our practice of enrolling year round. When we changed to report year round enrollment and cost, it made reports that compared prior years appear as if the cost had significantly increased, when in fact, it was only measuring a longer period of tuition charges than in prior years.”]},”c”:[[“Academic support”,”The Miami campus of Galen College of Nursing first opened in the fall of 2020 with one cohort, and this became the baseline year for how this report is comparing year over year costs. The College enrolls year round, and subsequent years reflect a growing population, as noted by the increase in FTE over the time period. While the three year comparison reflects cost increases, it is directly attributable to its status as a new institution that was growing and maturing in enrollment.”]]},{“n”:”Galveston Faculty”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Galveston College is moving from 1 x16 week to 2 x 8 week standard semesters for Fall 25 Spring 2026 and actively encouraging students to take more hours per semester. The T&F cost per section goes down as you add more sections, and reducing the time to a degree/certificate significantly reduces the non-tuition and fee costs associated with attending Galveston College.”],”Replace Since Prior Checklist”:[“Galveston College has held student housing costs reasonably constant for several years, moving from 1 x16 week to 2 x 8 week semesters for Fall 25 Spring 2026 and actively encouraging students to take more hours per semester. The T&F cost per section goes down as you add more sections, and reducing the time to a degree/certificate significantly reduces the non-tuition and fee costs associated with attending Galveston College.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The reduction is primarily due to the using up of COVID relief funds for scholarships in FY22″]]},{“n”:”Georgetown College”,”s”:”DC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As mentioned in the responses to Section 3, certain costs in academic year 2020-21 were lower than expected due to COVID-19. The increase observed by the Department of Education is, therefore, not representative of the University’s historical trends. The University is continuing its historical practice of taking reasonable steps to moderate annual tuition increases by absorbing certain increasing costs (including increases due to inflation); mitigating costs through careful review of budgets and spending plans and detailed analysis of staffing costs; and related mitigation measures.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“For the 2020-21 academic year, the University discounted tuition (10% for undergraduates and 5% for graduates) to reflect changes in course delivery and challenges students and families faced during the COVID-19 pandemic.”]},”c”:[[“Student services”,”2020-21 academic year costs were lower than expected due to COVID-19 related changes in course delivery and reduced demand for student services along with cost mitigation strategies. The amount reported for Student Services costs from the 2019-20 academic year totaled $131,523,000, significantly higher than the $100,168,000 incurred in 2020-21. The increase over the four years from 2019-20 to 2022-23 was 24%. Cost mitigation strategies included a pause in salary increases and a hiring freeze during the 2020-21 academic year in response to COVID-19. This led to a net reduction in staff and faculty in 2020-21 of 309. Between 2021-22 and 2022-23, the University experienced a net increase in staff and faculty of 401. In addition, travel was significantly curtailed during 2020-21 because academic operations were primarily delivered virtually, a pause in athletic events, and pauses in other student services in 2020-21.”],[“Instruction”,”2020-21 academic year costs were lower than expected due to COVID-19 related changes in course delivery and reduced demand for student services along with cost mitigation strategies. The amount reported for Instruction costs from the 2019-20 academic year totaled $540,912,000, significantly higher than the $484,637,000 incurred in 2020-21. The increase over the four years from 2019-20 to 2022-23 was 11%. Cost mitigation strategies included a pause in salary increases and a hiring freeze during the 2020-21 academic year in response to COVID-19. This led to a net reduction in staff and faculty in 2020-21 of 309. Between 2021-22 and 2022-23, the University experienced a net increase in staff and faculty of 401.”],[“Academic support”,”2020-21 academic year costs were lower than expected due to COVID-19 related changes in course delivery and reduced demand for student services along with cost mitigation strategies. The amount reported for Academic Support costs from the 2019-20 academic year totaled $190,311,000, significantly higher than the $174,446,000 incurred in 2020-21. The increase over the four years from 2019-20 to 2022-23 was 9%. Cost mitigation strategies included a pause in salary increases and a hiring freeze during the 2020-21 academic year in response to COVID-19. This led to a net reduction in staff and faculty in 2020-21 of 309. Between 2021-22 and 2022-23, the University experienced a net increase in staff and faculty of 401. In addition, certain Academic Support programs that rely on on-campus participation were paused during 2020-21.”]]},{“n”:”Germanna Group Faculty”,”s”:”VA”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are actively encourage the use of OER materials in courses in lieu of expensive textbooks, where possible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Virginia Community College System State Board”],”Establishment Management Over Costs”:[“The VCCS System Office gathers data from all 23 community colleges in recommending a tuition rate.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Glenville State College”,”s”:”WV”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Change in Reporting Methodology”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Glenville State University has already been recognized as being one of the most affordable Higher Education institutions among our peers in the State of West Virginia. In addition to our other exciting offerings, in-state, out-of-state, and international students come to Glenville State University due to keeping our rates at a very affordable level.”],”Replace Since Prior Checklist”:[“Glenville State University’s focus on identifying and securing new and increased sources of funding has resulted in a significant number of grants, both operational and student-centered, being awarded to the institution. The grants received have helped to offset our rising costs. Moreover, the University’s Foundation endowment is growing at a very significant pace year-over-year.”],”Outdoors Management Over Costs”:[“Any Tuition or Fee increases at Glenville State University must be approved by our Board Of Governors, which is the independent governing body appointed by the Governor. Additionally all tuition and fee rates are subject to the oversight and policies of the West Virginia Higher Education Policy Commission.”],”Establishment Management Over Costs”:[“The determination of tuition and fee rates is an integral aspect of the Administration of Glenville State University. It is a critical attribute of our operational planning and budgeting process and a key driver to the success of our strategic initiatives. Tuition and Fee rates are evaluated broadly each year during the budgeting process and any changes deemed necessary are evaluated at the Administrative Cabinet level, and ultimately finalized by the CFO and Provost and then approved by the President. Upon the President’s approval, proposed rate changes are then presented to the Board Of Governors for their approval.”],”Different Components In Pricing”:[“The establishment of our new College of Health Sciences and additional Masters programs carry costs of specialized equipment, software, and construction or renovation of existing facilities. There are also costs associated with securing accreditation in these new areas.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Glenville State University experienced an increase in Scholarship/Fellowship expenditures due to an increase in Federal and State grants. Additionally, Glenville State University Foundation has experienced a record amount of donations for scholarships, thus funding new, as well as supplementing existing, scholarship programs to directly benefit our students.”],[“Institutional support”,”Glenville State University experienced an increase in institutional support expenditures due to an increase in grant revenue; specifically, the creation of the College of Health Sciences. Because of this addition, as well as the addition of Master’s-level courses, the University had to purchase addition supplies and equipment, provide training and infrastructure upgrades, and hire additional employees for the various implementations.”]]},{“n”:”World Tech Faculty”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Increased enrolment Increased academic support to the students Increased student support for the students Better placement support for the students Improved academic content with interactive study material”,”1. GTC reviews tuition and operating costs annually and adjusts accordingly 2. GTC has not increased tuition since 2019 3. Increased staff for student and academic support”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”Additional student support staff Increase in staff, resulting in increase in wages”],[“Instruction”,”Increase in Student Numbers Investment in customizing LMS to enhance”]]},{“n”:”Goodwin College”,”s”:”CT”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Benefits”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have not increased tuition, but have had several operational increases, including adding a campus location. We have increased foundational support and thereby increasing institutional aid for students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Gordon Cooper Expertise Heart”,”s”:”OK”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are still one of the lowest cost of attendance institutions in the state.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”During the period identified, there were state-mandated salary increased of multiple thousands of dollars per instructor. Additionally, the district purchased a large number of large pieces of equipment for instructional areas.”]]},{“n”:”Graham Hospital College of Nursing”,”s”:”IL”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Net Price”],”r”:[“Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have cut costs on textbooks needed for students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and Fee rates are decided by our school board.”]},”c”:[]},{“n”:”Grays Harbor Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As reported in the previous section, the cost of total attendance did not increase as dramatically as the calculated net price, which only accounts for certain types of financial aid. As reported on the 2023-24 IPEDS (reporting on FY2023), the total cost of attendance went DOWN in 2022-23 from $15, 576 in 2020-21 to $14,927 in 2021-22 and $14,189 in 2022-23 (Section 1, part F, Line 06). There is also an increase in Line 07 for this section, average aid, from $3,947 in 2020-21 to $4,495 in 2021-22, further increasing to $7,714 in 2022-23 as HEERF/CARES fund expired. This results in a net price drop from $11,629 in 2020-21 to $6,475 in 2022-23. Since the dramatic increase in calculated net price is due to the calculation criteria, and not an actual increase in cost, and since further IPEDS show that cost decreasing, no action was taken to reduce cost to students. Additionally, GHC is part of a state organization, and the College’s tuition levels are controlled by the state. GHC does not have total control over the per-credit cost.”],”Replace Since Prior Checklist”:[“As described in the prior sections of this report, the dramatic increase in cost to students is not due to an increase in tuition and fees being passed onto students, but is due to a quirk in the calculation formula which excludes certain types of aid. The IPEDS report for the 2022-23 fiscal year shows a reduction in the average cost to students.”],”Outdoors Management Over Costs”:[“Washington State Board for Community and Technical Colleges”],”Establishment Management Over Costs”:[“The Washington State Board for Community and Technical Colleges (WA SBCTC) sets tuition for all of the community and technical colleges in Washington State (https://www.sbctc.edu/paying-for-college/understand-college-costs). Fees are set by the individual college. GHC’s fee schedule can be found at https://www.ghc.edu/tuition. The GHC Board of Trustees reviews and finalizes both tuition and fees on an annual basis.”],”Different Components In Pricing”:[]},”c”:[[“Student services”,”This data comes from Section 1, Part F of the IPEDS financial Aid report. In 2019-20 Line 06, the total cost of attendance, was $13,521, and Line 07, Avg. Amt of selected financial aid types, was $6,567, resulting in a net price of $6,954 (Line 08). In 2021-22, Line 06 was $14,927 (a 10.4% increase over 2019-20) and Line 07 was $4,495. This drop in the average financial aid amount resulted in a reported net price of $10,432 for 2021-22, a 50% increase over 2019-20. The reason for the drop in avg. financial aid (line 07) is that during this period, Grays Harbor College (GHC) and other colleges received an additional allocation of funds from the federal government in the form of HEERF/CARES funds. GHC passed a good chunk of this money on to students in the form of financial aid to help them pay tuition and fees. However, HEERF/CARES funds are explicitly excluded from reporting for Group 3 on the financial aid report. That had the effect of lowering the average amount of aid reported on Line 07, and subsequently increasing the net price on line 08. Additionally, Group 3 for GHC shrunk from 166 students in 2019-20 to 103 students in 2022-21, due to lower enrollment and fewer students completing all necessary financial aid paperwork. As a small college, GHC is keenly aware that even a small shift in cohort size or number of students being counting as a success can cause wide swings in averages and percentages.”]]},{“n”:”Grayson Faculty”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“HEERF was a big reason we saw a huge increase in expenditures. Grants have significantly decreased since 2022.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Nice Northern College”,”s”:”WA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Great Northern University (GNU) was founded in 2018, and GNU was not Title IV eligible until 2020-2021. Thus, the need to report is because of reporting error because IPEDS data was not documented until 2021-2022.”],”Replace Since Prior Checklist”:[“Great Northern University (GNU) was founded in 2018, and GNU was not Title IV eligible until 2020-2021. Thus, the need to report is because of reporting error because IPEDS data was not documented until 2021-2022.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“See previous notes about Great Northern University’s founding and Title IV eligibility.”]},”c”:[]},{“n”:”Gupton Jones Faculty of Funeral Service”,”s”:”GA”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“No, we do not plan to reduce the cost of attendance at this time, as the rising costs of supplies, books, technology, and overall operations make it financially unfeasible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Hair Academy”,”s”:”OH”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We feel we are operating at the lowest cost possible to our students, our tuition is $22950.00 per student for the entire program, including books, kits and lab fees. This allows us to cover all associated costs of maintaining staff, training, supplies and products, as well as building maintenance and rent.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We have not increased tuition or cost rates since September 2022, when we started the Title IV program.”]},”c”:[]},{“n”:”Halifax Group Faculty”,”s”:”NC”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Yes. Our institution is actively committed to reducing the cost of attendance for students through a variety of initiatives. A key component of this effort is the robust scholarship support provided by our Foundation, which awards more than 100 scholarships annually to deserving students. These scholarships are made possible through the generosity of individuals, businesses, civic organizations, and professional associations. The scholarships vary in amount and eligibility criteria, reflecting a broad commitment to access and equity. Some are program-specific, targeting students in particular academic or technical areas. Others are based on demonstrated financial need, helping to alleviate the burden of college expenses for economically disadvantaged students. Additionally, several scholarships are merit-based, recognizing academic excellence, leadership potential, and outstanding character. Through these efforts, our institution continues to support student success while making college more affordable and accessible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While our institution strives to keep costs as low as possible, several external factors have contributed to increases in net prices charged to students in recent years. Rising operational costs—including inflationary pressures on utilities, instructional materials, and technology infrastructure—have necessitated modest adjustments in tuition and fees. Additionally, reductions or fluctuations in state and federal funding have impacted the institution’s ability to fully absorb these rising expenses. Despite these challenges, our institution remains committed to affordability. We continue to expand institutional aid, offer flexible payment options, and invest in open educational resources (OER) and digital textbooks to reduce out-of-pocket costs. Furthermore, strategic partnerships with local employers and workforce agencies help subsidize tuition for eligible students pursuing high-demand credentials and workforce training programs. Our goal remains to provide a high-quality, affordable education while minimizing financial barriers to student access and success.”]},”c”:[]},{“n”:”Concord Well being Care Institute”,”s”:”NH”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost increases associated with the school operation is completely out of the control of the school’s management and administration. Why” The reason is precisely because of the requirement for increased salary and wages, increased cost of teaching and learning equipment, increased cost of physical facility (rent, repairs and maintenance, janitorial services, heating and cooling, electricity, etc.). Unfortunately, the school management and administration have no ability to control these cost increases and still be able to meet the school obligation to the students and staff.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost increases associated with the school operation is completely out of the control of the school’s management and administration. Why” The reason is precisely because of the requirement for increased salary and wages, increased cost of teaching and learning equipment, increased cost of physical facility (rent, repairs and maintenance, janitorial services, heating and cooling, electricity, etc.). Unfortunately, the school management and administration have no ability to control these cost increases and still be able to meet the school obligation to the students and staff.”]},”c”:[[“Student services”,”Purchased classroom, nursing skills lab equipment, and student computers to accommodate increased student enrollment.”],[“Instruction”,”There were significant increases to the school’s operational cost due to salary and wage increases, purchase of teaching and learning equipment to accommodate increases in student enrollment.”]]},{“n”:”Haskell Indian Nations College”,”s”:”KS”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We do not charge student tuition and the fee’s associated with attendance are minimal. At this point we are looking at increasing fees as they have not been changed in over 12 years and the cost of inflation and rising food cost are a concern.”],”Replace Since Prior Checklist”:[“We do not charge student tuition and the fee’s associated with attendance are minimal. At this point we are looking at increasing fees as they have not been changed in over 12 years and the cost of inflation and rising food cost are a concern.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We do not charge student tuition and the fee’s associated with attendance are minimal. At this point we are looking at increasing fees as they have not been changed in over 12 years and the cost of inflation and rising food and housing cost are a concern. HINU is looking at a minimal rise in fees to cover these cost within the next year.”]},”c”:[]},{“n”:”Well being and Expertise Coaching Institute”,”s”:”PA”,”t”:”Non-public nonprofit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of attendance for our program has been carefully moderated to accommodate our target students, who typically pay tuition out of pocket. However, due to accreditation requirements and economic considerations, HTTI has had to strengthen its targeted staffing efforts, adjust tuition costs accordingly, and strategically prepare for the next phase of the program’s growth.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“”The cost of attendance for our program has been carefully moderated to accommodate our target students, who typically pay tuition out of pocket. However, due to accreditation requirements and economic considerations, HTTI has had to strengthen its targeted staffing efforts, adjust tuition costs accordingly, and strategically prepare for the next phase of the program’s growth.””]},”c”:[[“Student services”,”The Institute Student Services data increase can be attributed to factors of Reporting Methods and identification of cost that were previously labeled under “Institutional Supports”. Please note a corresponding decrease with ” Intuitional Supports” segment.”]]},{“n”:”Hellenic Faculty-Holy Cross Greek Orthodox College of Theology”,”s”:”MA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“There are currently no plans to decrease the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Whats up Attractive Barbers Stillwater’s College of Barbering”,”s”:”OK”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As we continue to expand our resources for technology and instruction, we do not have any plans for decreasing cost”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Heritage Valley Well being System College of Nursing”,”s”:”PA”,”t”:”Non-public nonprofit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“With the rising costs of books, supplies and technology we are unable to decrease our COA at this time.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our institution and partner affiliate college sets the price of tuition and fee rates.”]},”c”:[]},{“n”:”Hilbert Faculty”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The College does not anticipate the cost of delivering high quality online instruction to decrease.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”The College implemented online programs which required enhancements in staffing, marketing and recruitment initiatives.”]]},{“n”:”Hillsborough Group Faculty”,”s”:”FL”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The college is making no plans to decrease the cost of attendance because the increase in net price of attendance was driven by (1) increases in room, board and other expenses and (2) decreases in Pell, driven by overall decreases in post-pandemic enrollment. The calculation of room, board and other expenses is derived from publicly available data sources including from the U.S. Department of Housing and Urban Development and the Bureau of Labor Statistics. The amount of Pell received is determined by the number of Pell-eligible students who enroll at the college and complete the FAFSA. Thus, the factors that led to the increase in net price were due to factors outside the college’s control, rather than an increase in costs. The college has held tuition and fees for credit courses steady for all students in credit courses since 2011.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Factors outside the institution’s control such as the cost of living, food and transportation are factored into the Net Price calculation. These factors should be reflected on the College Affordability and Transparency Explanation Form to allow for more robust data collection regarding changes in net price.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Overall, the sum of all of the cost areas listed was 222,253,785 in 2019-20 and increased by a nominal 0.4% to 223,200,950. The college did have an enrollment decline due to COVID-19 which led to a reduction in First-Time Full-Time students and a reduction in the amount of Pell grant dollars awarded to students.”],[“Institutional support”,”The enrollment decline due to COVID-19 led to a reduction in First-Time Full-Time students and a reduction in the amount of Pell grant dollars awarded to students.”]]},{“n”:”Humacao Group Faculty”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution maintains a low cost per credit compared to other educational institutions in the region. However, the increase in operational costs in Puerto Rico has directly impacted on the acquisition and maintenance of equipment across our programs. For example, in 2022, Puerto Rico experienced significant inflation of 6.1% — the highest in more than 15 years. This includes the rising cost of living and the growing demands of accrediting agency. To keep operating expenses as low as possible, the institution implemented several cost-reduction strategies, maintaining educational quality. These included reducing the number of operational buildings to lower utility and maintenance expenses, implementing in addition an energy saving plan and staffing reductions in non-essential service areas.”],”Replace Since Prior Checklist”:[“Through these efforts, the institution has successfully reduced electricity consumption and achieved savings in areas such as professional services, payroll, and material purchases.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”During this period, the Institution had to invest to acquire an unusual amount of equipment, particularly technological equipment, and to take measures to address COVID-19 and ensure both health and distance education. To this end, technological equipment was acquired for the use of our students, such as tablets, laptops, and internet service. These included the purchase of lecture capture systems, licenses, and software programs, as well as the hiring of additional personnel to design and adapt courses for online delivery. A free meal service was implemented for students to support them during this COVID-19 period. During these years, the institution had to invest in cleaning and disinfection services and materials due to COVID-19. In addition, the Institution purchased high quality filter equipment approved by EPA. In addition, the high operational costs due to electricity and water expenses have an impact on HCC’s expenditures.”]]},{“n”:”Humphreys College-Stockton and Modesto Campuses”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution did not increase undergraduate tuition in the 2020-2021 or 2021-2022 academic years. The cost of attendance calculation for those years includes values for room and board for those students living off campus not with family which have increased according to CSAC (California Student Aid Commission). The institution has no control over those costs. Other cost areas under the institution’s control have decreased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The institution did not increase undergraduate tuition for 2020-2021 and 2021-2022 years. The net price includes cost-of-living allowances outside of the institution’s control. The institution does not have on-campus housing; therefore, the cost of attendance weighted average includes off-campus allowances. These values are set by CSAC (California Student Aid Commission) and are not within the institution’s control.”]},”c”:[[“Other expenses & deductions”,”There was no cost increase in the category listed. The percentage increase reported here is solely related to a change in reporting methodology. Overall costs have decreased for the years compared.”]]},{“n”:”Huston-Tillotson College”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Increase costs of living, rise in inflation, impact to investments”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increase costs of living, rise in inflation, impact to investments, increase administrative and operational costs.”]},”c”:[[“Net grant aid to students”,”Increase in instructional technology costs (software/hardware, laptops, professional development, student support, etc), and operational costs during COVID-19, academic support, scholarships, federal, state and other grants to support student needs during COVID-19.”],[“Institutional support”,”Facility upgrade to HVAC systems during COVID-19 pandemic. Campus preparation for staff and student return to campus”],[“Auxiliary enterprises”,”HVAC upgrade to residence halls”]]},{“n”:”IVAEM Faculty”,”s”:”PR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is actively working to reduce the overall cost of attendance for students. Efforts include expanding financial aid opportunities, reviewing tuition and fee structures, and identifying cost-saving measures in academic and support services. We remain committed to ensuring that students receive a high-quality education at an affordable price.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Immokalee Technical Faculty”,”s”:”FL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution does not determine tuition since this is set by Florida legislation. iTECH College has not had a tuition increase in the thirteen years. The institution continues to seek vendors to assist with the cost of student fees to attend programs. This task is done yearly before the start of the new fall semester each year.”],”Replace Since Prior Checklist”:[“iTECH continues to help students fund their education by networking with funding agencies who support education through scholarships and grants rather than using student loans. iTECH continues to connect with local non-profit foundations that help to subsidize costs for students.”],”Outdoors Management Over Costs”:[“iTECH does not determine tuition since it is set by State Legislation. The institution continues to seek and work with vendors to help with the cost of student fees. This task is done annually, prior to the start of the new school year in the fall.”],”Establishment Management Over Costs”:[“iTECH does not determine tuition since it is set by State Legislation. The institution continues to seek and work with vendors to help with the cost of student fees. This task is done annually, prior to the start of the new school year in the fall.”],”Different Components In Pricing”:[“Inflation has increased due to the cost of textbooks, student supplies, and materials needed for our programs, there has been an increase in student fees.”]},”c”:[[“Institutional support”,”Due to increased inflation, the day to day operations of the institution continues to increase. Salary and wage increases were provided by the various bargaining units in the school district. The increased cost of living has significantly added to increased wages in order to retain our staff.”]]},{“n”:”Institute of American Indian and Alaska Native Tradition and Arts Improvement”,”s”:”NM”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“IAIA has an approved tuition increase schedule of 3% per academic year. Our net fees have decreased in AY24-25.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“IAIA has an approved tuition increase schedule of 3% per academic year. Our net fees have decreased in AY24-25. Our increases are less than our annual operating expenses.”]},”c”:[[“Other expenses & deductions”,”Increase in Federal PELL grants and State of New Mexico Lottery and Opportunity Scholarships.”]]},{“n”:”Institute of Medical Careers”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The school is researching and purchasing student kit supplies and laptop computers wherever most economical so there are no inflation-based kit-associated price increases. IMBC is constantly working with vendors to reduce costs in other areas. The school is reducing cost pared with operational improvements such as the transition to shared departmental responsibilities and optimization of academic offerings paring resources with greatest student need.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The school is mandated by state boards and specialized accrediting bodies to provide smaller student teacher ratios in specialized programs. State mandated specific licensure minimum clock hour program requirements; resulting in increased cost for those programs.”]},”c”:[[“Academic support”,”Specialized accrediting bodies and state board regulations for the nursing, CDL and veterinary technician programs require a lower teacher to student ratio for learning causing increased expense.”],[“Instruction”,”Instructional staff has been increased for new programs which require lower student to teacher ratios per the specialized accrediting bodies. In addition, more technical staffing at the Animal hospital and nursing programs require the need for higher credentialed staff.”],[“Institutional support”,”Institutional costs were increased to provide an animal hospital for the veterinary technician program to bridge the classroom learning experience. Additional costs included hiring of veterinarians, additional faculty / staff, expensive state of the art hospital equipment and construction of new facilities. Further, the school added a CDL training program requiring the purchase of trucks and trailers. The dental assisting program purchased all new dental equipment to stay competitive in the market place. Student kits and laptop computers have had an increased expense to the school year after year.”]]},{“n”:”Instituto Tecnologico de Puerto Rico-Recinto de Guayama”,”s”:”PR”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost will decrease since COVID19 EMERGENCY has decrease.”],”Replace Since Prior Checklist”:[“Their has been no further expenses in the adquisition of supplies and equipment to respond to COVID 19 emergency.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Due to COVID19 emergency operational cost increase as well as the adquisition of supplies and equipment to respond to the emergency and keep all members safe.”]]},{“n”:”Worldwide Academy of Fashion”,”s”:”NV”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The tuition for the school has not been raised in 15 years the cost of living has gone up for the students and that is not in out control as we are not a live on campus school. Enrollment has been down for the past 4 years since covid. The cost for instructors and supplies continues to go up and we have not raised the cost of tuition.”],”Replace Since Prior Checklist”:[“There is nothing the school can do about the rising costs of the cost of living off campus. We are not a campus that provides dorms or food plans. The cost for tuition has not been raised for 15 years. Enrollment has been low for the past 4 years since covid. The cost of instructors and supplies has gone up and we have not raised the cost of tuition.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost for the actual education, the tuition, has not been raised in 15 years. The increase in the cost of attendance is the living expenses and the school has no control over this as we are not a live in or food based campus.”]},”c”:[]},{“n”:”Iowa College of Magnificence-Des Moines”,”s”:”IA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The reported business expenses in IPEDS do not directly transfer to a cost of attendance increase to our students. Cost of Attendance numbers are not effected by an increase to our business expenses”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition costs increased 12% during this period and we are still maintaining the same tuition price in 2025 as we had in 2022 even though business expenses are up considerably.”]},”c”:[[“Academic support”,”We closed two campuses during this period of time, so several administrator salaries that were divided up amongst 4 schools in prior years, were divided into 2 schools during this time period.”],[“Other expenses & deductions”,”In prior years, we had expenses that were easily classified into one of the pre-populated categories, where during this reporting year, we allocated difficult to classify expenses to the “other expenses & deductions” category.”]]},{“n”:”Iowa College of Magnificence-Sioux Metropolis”,”s”:”IA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The reported business expenses in IPEDS do not directly transfer to a cost of attendance increase to our students. Cost of Attendance numbers are not effected by an increase to our business expenses”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition costs increased 12% during this period and we are still maintaining the same tuition price in 2025 as we had in 2022 even though business expenses are upconsiderably”]},”c”:[[“Academic support”,”We closed two campuses during this period of time, so several administrator salaries that were divided up amongst 4 schools in prior years, were divided into 2 schools duringthis time period.”],[“Other expenses & deductions”,”In prior years, we had expenses that were easily classified into one of the pre-populated categories, where during this reporting year, we allocated difficult to classifyexpenses to the “other expenses & deductions” category.”]]},{“n”:”JB’s Hair Design and Barber Faculty”,”s”:”OK”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“cost of supplies, maintenance, rent, payroll , marketing and cost of bring in industry professionals.”,”cost of rent, marketing, payroll, accreditation fees increase.”],”Replace Since Prior Checklist”:[“we are looking for way to decrease rent by moving locations also add instructor program so we dont have to hire as many staff.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”KC Magnificence Academy”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In January 2025, we closed our additional classroom space and are only utilizing our main campus.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Kehilath Yakov Rabbinical Seminary”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to the high cost of living and the increase of minimum wage salaries can’t be reduced”],”Replace Since Prior Checklist”:[“Due to the high cost of operation its very hard to reduce”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Kenyon Faculty”,”s”:”OH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Enrollment in 2022-23 returned to pre-pandemic levels; in addition inflation is running above normal, making operating costs more than average. Kenyon’s financial aid budget over this time period has increased 43.4% in an attempt to make a Kenyon education more accessible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Enrollment in 2022-23 returned to pre-pandemic levels; in addition inflation is running above normal, making operating costs more than average. Kenyon’s financial aid budget over this time period has increased 43.4% in an attempt to make a Kenyon education more accessible.”]},”c”:[[“Academic support”,”Enrollment in 2022-23 returned to pre-pandemic levels.”]]},{“n”:”Kirtland Group Faculty”,”s”:”MI”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Kirtland is located in rural northern Michigan. Our four-county service area is declining in population and has fewer high school graduates enrolling. Kirtland has three primary revenue sources. Property tax revenue has been stagnant and state appropriations have seen marginal increases. This has forced the college to increase tuition and fees in order to maintain the quality of our academic programs. In order to lessen the impact of the tuition and fees increases, additional employees have been added to the student financial aid department. The additional help in this department will assist students so that they receive every dollar of funding they are eligible for. Additional grants and scholarships, post pandemic, that have become available to students include Futures for Frontliners, Michigan Reconnect, Michigan Tuition Incentive Program, and funding for students to receive training in growing, in-demand career fields through MI Works.”],”Replace Since Prior Checklist”:[“Kirtland is governed by a seven-member Board of Trustees elected from the six local K-12 school districts. Annually in March, the Board sets the tuition and fees for the coming academic year. The Board reviews several variables along with the five year Strategic Plan goals for Kirtland prior to setting the tuition rate. These include enrollment projections, projected increases in state appropriations, property tax revenue estimates and anticipated operating and personnel expenses. This review helps to ensure that tuition and fees remain affordable for all students while still maintaining fiscal responsibility to the tax payers of the district. The Board strives to keep Kirtland’s tuition and fees competitive when compared to the other 27 community colleges in Michigan. For the past three years, the State of Michigan has capped tuition and fee increases at 4.5% for all public community colleges in the State.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The State of Michigan limits tuition and fee increases to 4.5% annually on all public community college in the State. Kirtland has limited its tuition and fee increases to stay under this cap. The State of Michigan has also provided additional scholarships in recent years for students that qualify – these include Michigan Tuition Guarantee, Michigan ReConnect, and Michigan Tuition Incentive Program and MiWorks! funding.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”This was due to an increase in scholarships refunds to students totaling $363,636.”],[“Student services”,”This was due to additional staff being added in the records & registration office and in the marketing & public relations office. An additional $141,929 in funds were spent on program level marketing and the avatar marketing project. There was an increase in scholarship aid to students, in part due to the CARES Act funding and other student financial aid opportunities available in this time period.”]]},{“n”:”Lac Courte Oreilles Ojibwe College”,”s”:”WI”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our Cost of Attendance at LCOOU has been carefully developed based on comprehensive surveys of the surrounding communities, tribal colleges and universities. The results indicate that our Cost of Attendance aligns with the needs, expectations, and financial realities of the students we serve.”],”Replace Since Prior Checklist”:[“Over the past year, our institution has continued to make meaningful progress on the cost-reduction strategies outlined in our previous submission. The following steps highlight the advancements we’ve made: Increased Access to Financial Aid: We expanded our outreach and support for financial aid applications, resulting in a higher percentage of students receiving grants and scholarships. This has effectively lowered out-of-pocket expenses for many of our students. Operational Efficiencies: We streamlined several administrative processes and implemented cost-saving measures in facility operations and procurement. These efficiencies have helped us manage institutional expenses without compromising student services. Enhanced Support Services: By improving student retention through targeted academic and advising support. Community and Tribal Partnerships: We strengthened collaborations with local tribal organizations and educational partners, enabling us to offer more shared services and enrollment opportunities at reduced costs. These initiatives reflect our ongoing commitment to affordability and access, and we continue to evaluate and implement strategies that promote financial sustainability for our students.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“At LCOOU, we remain committed to expanding academic opportunities by continuously adding new degree programs that meet the evolving needs of our community. To support the delivery of high-quality instruction across these new programs, we are actively hiring additional qualified faculty. As part of this growth, there has been a modest increase in tuition to help offset the associated instructional and operational costs. This investment ensures that we can maintain the standard of excellence our students deserve while continuing to serve as a leading educational institution in the region.”,”When evaluating adjustments to net prices charged to students, LCOOU carefully considers several key factors to ensure affordability while maintaining academic quality and institutional sustainability. These factors include: Program Expansion and Faculty Hiring: As we introduce new academic programs to meet community and workforce demands, we must invest in qualified faculty and resources necessary to support these offerings. Operational Costs and Inflation: Rising costs in utilities, technology, instructional materials, and other operational areas require periodic adjustments to tuition and fees to maintain essential services and infrastructure. Student Support Services: We are committed to enhancing student success through expanded advising, tutoring, mental health support, and career services—all of which require sustained funding. Financial Aid Availability: Any increase in net price is weighed against available institutional, federal, and state financial aid. We work to ensure that students with financial need are supported through grants and scholarships to minimize the impact. Benchmarking and Equity: Tuition adjustments are made in alignment with peer institutions, particularly other tribal colleges and universities, and are carefully reviewed to remain equitable and competitive. Community and Stakeholder Input: We value feedback from students, families, tribal leaders, and local partners, and incorporate that input into our decision-making process regarding pricing and affordability. Through careful planning and community engagement, LCOOU strives to balance financial sustainability with access and affordability for all students.”]},”c”:[]},{“n”:”Lafayette Faculty”,”s”:”PA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Despite an increasing cost of attendance, Lafayette’s average net price in 2021-22 actually represented a decrease from 2020-21, and it decreased again in 2022-23. Although net price rose in 2023-24, it was still lower than in 2020-21. Furthermore, our commitment to meeting all demonstrated student need via generous grant aid reflects a priority to affordable education beyond the “sticker-price” cost of attendance. For instance, we have recently introduced a “no loan” financial aid policy for families earning under $200k per year.”],”Replace Since Prior Checklist”:[“In both of the years that Lafayette has appeared on the list – due largely to adjustments made in response to the COVID-19 pandemic – we have decreased net price in each of the years subsequent to the “increased net price” years in question: 2020-21 to 2021-22 and 2021-22 to 2022-23.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Lafayette College remains committed to providing an affordable education to its current and future students. Despite an increasing cost of attendance, Lafayette continues to increase our proportion of students receiving Pell grants as well as our financial aid discount rate. We will continue to monitor our net price to ensure that we are providing an accessible and affordable superior educational experience.”]},”c”:[[“Auxiliary enterprises”,”Beginning in mid-March 2020, Lafayette College sent students home and went fully remote due to the COVID-19 pandemic. As a result, there was far less spending on Auxiliary enterprises in 2019-20 (including a partial refund for food and housing) than there normally would have been. Indeed, there was less spending on Auxiliary enterprises in 2019-20 than there was in the previous year. That is, the “increase” in spending from 2019-20 to 2021-2022 is due to abnormally low spending in 2019-20 rather than high spending in 2021-22.”],[“Student services”,”Beginning in mid-March 2020, Lafayette College sent students home and went fully remote due to the COVID-19 pandemic. As a result, there was far less spending on Student services in 2019-20 than there normally would have been. Indeed, there was less spending on Student services in 2019-20 than there was in the previous year. That is, the “increase” in spending from 2019-20 to 2021-2022 is due to abnormally low spending in 2019-20 rather than high spending in 2021-22.”]]},{“n”:”Lake Superior Faculty”,”s”:”MN”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have corrected reporting error in the IPEDS. There was a calculation and data entry error.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Per Minnesota State Procedure 5.11.1 Tuition and Fees states All tuition and fee rate structures are authorized by the Minnesota State College and Universities board of trustees”],”Establishment Management Over Costs”:[“Per Minnesota state procedure above: Discretion is given to presidents of each college to establish certain tuition and fee rate in accordance with the board policy and system procedure.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Lancaster County Profession and Expertise Heart”,”s”:”PA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The net price was inaccurately calculated. The costs at the Lancaster County CTC did not increase at the rate that it appears based on the numbers reported incorrectly.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The perceived higher than expected net price increase was due only to a reporting error of COVID funds a expenses.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”This amount was reported incorrectly. The amounts were not actual expenses, but were actually pass through payment made to student using COVID funds.”]]},{“n”:”Latin American Bible Institute”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution has historically had one of the lowest tuition rates from comparable colleges. Living cost in our Los Angeles Metropolitan area in California is high. We have implemented a strategic tuition increase that will help off set living and operational expenses.”,”Our institution has had historic low tuition compared to similar colleges. We also have high cost of living and operational expenses due to our location in the Los Angeles Metropolitan area in California.”],”Replace Since Prior Checklist”:[“We have reviewed our strategic tuition increase plan to reduce further increases as much as possible.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Other expenses were related to grant support categories and support services.”]]},{“n”:”Laurel Technical Institute”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The impact of the change per fulltime equivalent (FTE) is due to the decrease in population (25%). Anticipating a rebound in enrollment after the pandemic, we added new programs, and increased the number of employees. We did not want to lose valuable employees or cut back on the important areas of academic support, student services, and institutional support. We rather focused on increasing enrollment by significantly increasing our marketing. Of the 494 2-year for profit institutions listed, Laurel Technical Institute is lower than 95% of those institutions. Additionally, the average cost of tuition also increased due to adding additional degree programs to the school’s offering. Since the net price is an average of tuition, the addition of new degree programs, which are higher than diploma programs bumped up the average tuition rate. Our typical tuition increase ranges from 3 to 5%. In 2019, the overall tuition increased by 3%, in 2020 3%, in 2021 we did not increase tuition, and in 2022 tuition increased by 5%.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Net price increases include marketing expenses, new program expenses, student support services added, technology changes and upgrades to accommodate online learning, and staff salaries and training as staff are added to accommodate new programs.”]},”c”:[[“Student services”,”Due to the Covid Pandemic, our enrollment numbers and retention numbers drops causing us to increase our marketing efforts to try to bring our enrollment numbers up. We also had to upgrade/add new technology in order to accommodate the move to online courses during to the pandemic.”]]},{“n”:”Lawrenceburg Technical Faculty”,”s”:”TN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“With our new budget, we feel we have reached a fixed expense amount to not have to increase tuition for at least another two years, at minimum. Our costs for our programs are in line with the other institutions in our area. When taking over the school in 2021, the costs of the programs were not adjusted for many years. As of now, we have enrolled over 155 students in the 2024 year which is significantly larger than the 10 students we had beginning in 2021. While there has been much success and celebration in the growth and the need for more student support/assistance, we understand that it could not continue to operate and stay in compliance without needed changes which came with needed expenses. The grand total of an increase in expenses from 2023 to 2024 was over $676,332.00.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”In order to accommodate our new programs, highly specialized equipment was purchased that is mandated by the State Board of Tennessee for our students. We hired credentialed staff, who hold Master of Science in Medicine and Associate Degree of Science, Health Management. With highly qualified staff, the students are able to transition into their field of study with ease. We work with medical offices, spas, salons, hospitals to place our students and our job placement meets all markers. With this comes, added expenses not only for salaries, but supplies, kits, books, additional certifications that the school pays for. We also hold high standards for our admissions and placement staff, as well as highly qualified staff for all the programs.”],[“Instruction”,”Since the new ownership change in 2021, Lawrenceburg Technical College has been fortunate to have had exponential growth. The school added three new programs, Aesthetics and Massage Therapy and Medical Assistant. With the growth of the college came the need for a larger building space, more student support including office administration and instructors, along with various other added expenses which resulted in tuition and equipment increases. Along with the increase in expenses with facilities and student support, Lawrenceburg Technical College added various companies to be a part of our student training process that allows additional classes and certifications that they receive within their curriculum, without additional cost for the students. Certifications include but are not limited to spray tanning, eyelash extensions, advanced color techniques, microneedling, special effects makeup, and e-file drilling. allow our students to be set apart from others once licensed in the field. These certifications are not requirements of the State Board Law; however, it is the additional certifications that allow our students to be set apart from others once licensed in the field. These certifications can cost anywhere to $100-$300 per class. Lawrenceburg Technical College enrolled over 155 students, which is significantly larger than the 10 students we had beginning in 2021. We feel we have reached a fixed expense amount to not have to increase tuition for 2 years, minimum.”]]},{“n”:”Leech Lake Tribal Faculty”,”s”:”MN”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“LLTC has been offering a tuition reimbursement program for students. If they are still passing all of their classes, we reimburse students 50% of their tuition. With CARES ACT funding, we used to do 100% tuition reimbursement. Tuition is currently $162.00 per credit, not including fees.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”The institution received additional CARES Act funding to support students, faculty, and staff during the closure of the COVID-19 pandemic. Everyone needed supplies to work from home. Student Services administered additional aid and supplies to students.”],[“Institutional support”,”The institution received additional CARES Act funding to support students, faculty, and staff during the closure of the COVID-19 pandemic. Faculty needed additional training in distance education. We also needed to purchase equipment for distance education.”]]},{“n”:”Legends Barber Faculty”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our increase is because we are new to Title IV participation. We do not plan to decrease cost of attendance because we are now able to afford staff to help our students train as well as we have purchased things like laptops for students to study milady online. A decrease would take these things away.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Lehigh Carbon Group Faculty”,”s”:”PA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Benefits”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Institutional costs are increasingly funded by student tuition and fees in light of static local and state contributions and increased costs. However, the largest part of the increase in cost of attendance is outside of institutional control, as housing, transportation, and food have all increased in our area of enrollment, and our cost of attendance has changed to reflect this reality.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“As explained in section 4, our funding appropriations at the state and local levels have not increased with inflation, and therefore tuition and fees are increased to cover inflationary costs. LCCC remains a low-cost educational provider, with the third-lowest cost of tuition and fees per credit hour in Pennsylvania.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”A large part of the HEERF grant to institutions was distributed to students directly, either by providing direct financial aid or by applying funds to past due student balances.”],[“Student services”,”As part of pandemic recovery, LCCC hired success coaches, learning specialists, and academic coaches to retain students and help them adapt to the new learning environment and persevere through the global pandemic. Additional technology expenses were incurred to expand our online learning system, WiFi infrastructure, and online delivery of services.”],[“Instruction”,”Costs were incurred in order to train instructional staff to use the online components of the Learning Management System, online meeting technology such as Zoom, and enhance classroom technology to deliver hybrid and online instruction.”]]},{“n”:”Leon Studio One College of Magnificence Data”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“inflation makes it impossible to decrease our cost”],”Replace Since Prior Checklist”:[“Inflation has made it impossible”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Lex La-Ray Technical Heart”,”s”:”MO”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our tuition has stabilized and has not increased for several years. We have relocated our nursing program to our main campus to eliminate the costs of an additional location and worked with our textbook company to lock in costs at the lowest possible.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Lincoln Faculty of Expertise-Columbia”,”s”:”MD”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 75.6%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lincoln Faculty of Expertise-Denver”,”s”:”CO”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and fee increase between 2019-20 and 2021-22 was 3%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available.”]]},{“n”:”Lincoln Faculty of Expertise-Marietta”,”s”:”GA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”,”The institution does not have plans for modification of the program at this time.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 63.4%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”],[“Student services”,”The institution modified its largest program from 1080 to 1200 hours. The addition of 120 hours resulted in additional books, equipment and tuition cost.”]]},{“n”:”Lincoln Faculty of Expertise-Melrose Park”,”s”:”IL”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 78.7%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lincoln Technical Institute-Allentown”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and fee increase between 2019-20 and 2021-22 was 3%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available.”]]},{“n”:”Lincoln Technical Institute-East Windsor”,”s”:”CT”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and fee increase between 2019-20 and 2021-22 was 3%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available.”]]},{“n”:”Lincoln Technical Institute-Lincoln”,”s”:”RI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 66.9%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lincoln Technical Institute-New Britain”,”s”:”CT”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and fee increase between 2019-20 and 2021-22 was 3%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available.”]]},{“n”:”Lincoln Technical Institute-Paramus”,”s”:”NJ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 58%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lincoln Technical Institute-Philadelphia”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 87.2%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lincoln Technical Institute-Shelton”,”s”:”CT”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Tuition and fee increase between 2019-20 and 2021-22 was 3%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available.”]]},{“n”:”Lincoln Technical Institute-Union”,”s”:”NJ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has moved the source for estimating living expenses from BLS regional data to Economic Policy Institute which provides local living expense data estimates for student.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of the program has not increased by the percentages indicated, the variance is caused due to change in methodology for living expenses calculation.”]},”c”:[[“Student services”,”Tuition and Fee increase was not the contributor to the Net Price increase between 2019-20 and 2021-22 of 62.9%. The institution’s Financial Aid department changed its source for Room & Board and other expenses to the Bureau of Labor Statistics, and its methodology from a national estimate to a regional estimate based on the school location. These room and board charges are estimated living expenses provided to the student, and the institution does not charge these amounts as there is no on-campus housing available. The methodology for estimating living expense costs for previous years was not updated to match the current year methodology, which resulted in it appearing that living expenses had more than doubled in three years.”]]},{“n”:”Lionel College”,”s”:”CA”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institutional cost is already below industry average. We strive to provide our student with the best experience, this includes the platforms and resources available to our students, our costs reflect those resource offerings.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Logan College”,”s”:”MO”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition & fees increases is determined each year based on the anticipated total and new student enrollment count. Enrollment is declining, so in order to balance the operating budget, we will not be able to decrease tuition at this point.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fees are determined based on a balanced budget each year, then approved by the Board of Trustees. With new student enrollment in a downward trend with the cost of supplies, services, and other necessary expenses in an upward trend, tuition and fees will not be reduced.”]},”c”:[[“Other expenses & deductions”,”Extraordinary items fell into this category, including a failed SIS implementation and a one-time Logan Park expense for city usage lease.”],[“Institutional support”,”During the base year, 2020-2021, employees were working from home due to the COVID pandemic. In the subsequent year years, office and safety supplies increased as everyone returned to work. Salaries increased each year with additional staff to coordinate the US Paralympics, hosted in July 2022.”],[“Instruction”,”Salaries were increased to maintain competencies, along with travel for additional training and CE’s. Additional programs were beginning development or were mid-development, to be offered in future years.”]]},{“n”:”Lorenzo Walker Technical Faculty”,”s”:”FL”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is deeply committed to making education accessible and affordable for all students. While we continuously evaluate opportunities to reduce the overall cost of attendance, there are several factors that present challenges to making substantial changes in the short term. The cost of providing a high-quality education includes maintaining experienced faculty, modern facilities, and essential student services — all of which are critical to supporting student success. Additionally, rising operational costs, regulatory requirements, and the need to invest in evolving technology and infrastructure make it difficult to significantly lower tuition or fees without impacting the quality of the educational experience we offer. That said, we are actively exploring alternative strategies to support students financially, such as expanding scholarship opportunities, increasing fundraising for need-based aid, and enhancing financial literacy programs. We remain committed to transparency and open dialogue with students and families as we work toward long-term solutions to affordability.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Florida Department of Education”],”Establishment Management Over Costs”:[“The Florida Department of Education determines the max. hourly rate we are allowed to charge.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Los Angeles Faculty of Aesthetics”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“There is no need to decrease the cost of attendance, it hasnt increased, in fact the state lowered requried hours for our programs and we have eliminated some costs too”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“only increases pricing if more content or hours are taught or typlical cost of living increases”]},”c”:[]},{“n”:”Luna Group Faculty”,”s”:”NM”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Luna Community College during the fiscal year 2019/20, Day Care program was shut down due to Cov-19. This represented a significant portion of staff and supplies not able to service nor expense with its closure.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Early Childhood Day Care program”],”Establishment Management Over Costs”:[“The tuition and Fees increase were due to Covid-19 closure of operation.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Luther Rice Faculty & Seminary”,”s”:”GA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We continue to drive efficiencies in many areas of our institution. Several projects include moving our Learning Management System to an open source (Free) Moodle platform, not hiring several positions when staff/faculty retire, and bringing in-house several projects traditionally completed by third-party vendors.”],”Replace Since Prior Checklist”:[“We are making great progress. While we have had to increase tuition and fees over the past several years to ensure we do not run a deficit, we also reduced our spending approximately 17% year-over -year in the spending areas identified in this document from IPEDS. We have invested in the area of marketing and recruiting to increase enrollment – an effort to drive revenue and keep us from raising tuition and fees in the future.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Luther Rice continues to one of the most affordable options in the Christian Higher Education/Seminary area. We are a private, non-profit institution with no denominational affiliation to provide any financial subsidies. Even with the denominational subsidies at other colleges/seminaries, Luther Rice is below or very comparable concerning tuition and fees.”]},”c”:[[“Other expenses & deductions”,”Overall, we reduced our expenses year-over-year in the areas of instruction, academic support, student services, and institutional support. We are very cognizant of our spending and make sure to prioritize our ability to maintain appropriate spending levels and not pass them on to our students. As our FTE dropped year-over-year, we reduced spending as much as we could – and then increased our tuition and fees to ensure we operated with a positive net income for the year and not a loss.”]]},{“n”:”Lynnes Welding Coaching”,”s”:”ND”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“COA has remained relatively the same the last few years which is after the reported years for this survey.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”M J Murphy Magnificence Faculty of Mount Nice”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Because the cost of supplies, insurance , wages has gone up”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Due to Covid in year 2020 enrollment was down considerably , but increased in 2021″]]},{“n”:”Machzikei Hadath Rabbinical Faculty”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Increase in student aid was temporary due to the pandemic.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Net grant aid to students”,”The increase in student aid is due to the disbursement of HEERF grants.”]]},{“n”:”Maine Faculty of Well being Professions”,”s”:”ME”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As a clinically based healthcare intuition and the rising costs in healthcare resources, we are prohibited from any decreases.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Manatee Technical Faculty”,”s”:”FL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are attempting to streamline some of our processes so that staff can be assigned/re-assigned to help out in other areas thereby attempting to lower our overall operational costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Mandalyn Academy”,”s”:”UT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“It had been over 5 years since we had increased the cost of Tuition. When we increased the cost of tuition, we were able to internally restructure the business and hire additional staff to support the existing staff, which greatly helped to decrease our staff turnover rate. We have now been able to retain multiple instructors and other staff members for multiple years which was not happening prior to the business restructure. Our approval rating among students has increased significantly. While we are constantly working to decrease our costs, we do not feel that it is in the best interest of the school or even the students to decrease the current cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”During 2022, we reorganized the internal structure of our business. We set up new positions and brought in new staff to strengthen the business and to support the increase in the number of students. We purchased equipment and supplies for the needs of the new staff, which contributed to the overall cost increase for Institutional Support.”],[“Academic support”,”During 2022, we reorganized the internal structure of our business. We set up new positions and brought in new staff to strengthen the business and to support the increase in the number of students. We purchased equipment and supplies for the needs of the new staff, which contributed to the overall cost increase for Academic Support.”],[“Instruction”,”During 2020, our school spent about 10 weeks as an online school due to COVID19. Because all students and most staff were at home, and we were unable to take clients in our spa that is used for training students, we needed to purchase very few supplies. Therefore, the total costs for the year reflect this variance. During 2022-2023, we had an increase in enrollment, which in turn created the need to purchase additional supplies and equipment.”]]},{“n”:”Manhattan Space Technical Faculty”,”s”:”KS”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We do not anticipate hiring any additional personnel unless they are expected to produce additional revenue.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The College uses many sources of data when determining increases in net prices to students. The College gathers state wide entry level and average salary data as well as the local area entry level wages and average salary data from the Kansas Department of Labor to evaluate the return on investment for students. The College works with the financial aid office to gather data on annual loan limits, Pell awards, and default rates of the College. The College weighs all revenues and expenses annually and will put together multiple tuition and fee scenarios to recommend the increase, decrease, or a ‘no change’ to the net prices.”]},”c”:[[“Other expenses & deductions”,”The increase in other expenses &deductions was primarily due to the new Promise Act Scholarship. We began awarding this scholarship to students in FY 22, so this caused a much higher amount of funds being disbursed to students in FY23.”]]},{“n”:”Manna College”,”s”:”NC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to increasing costs in operations, technology, cost of living, and fair and equitable payroll expenses tuition had to be raised to remain fiscally responsible.”],”Replace Since Prior Checklist”:[“We are continuing to increase enrollment and seek out donors and grants to mitigate tuition expenses for our students.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Due to COVID-19, the school saw an increase in the enrollment of students which led to the necessity to add faculty and increased operational and technology expenses.”]]},{“n”:”Marion Technical Faculty”,”s”:”OH”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have provided an increase in scholarships and obtained additional grant funding. We are also implementing OER in additional courses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Ohio Department of Higher Education sets limits on our tuition increases.”],”Establishment Management Over Costs”:[“Our college sets pass-through course fees for supplies related to a course. Our college has implemented OER in an increasing number of courses to keep textbook costs as low as possible.”],”Different Components In Pricing”:[“We have improved reporting in the past few years; we have also added a substantial number of grants that provide funding for academic support programs.”]},”c”:[[“Academic support”,”We have added several grant funding sources to provide additional academic support.”]]},{“n”:”Mercer County Technical Training Heart”,”s”:”WV”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Student costs are more detailed, allowing students to purchase items necessary for the programs on their own. Institutional costs have been revised and published that reduce the amount for attendance.”],”Replace Since Prior Checklist”:[“The financial department has realigned all duties since the change in leadership, and the individual that now assists with the reporting of finances remains constant.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Institutional costs have not increased, which include tuition and fees. The rise in inflation has caused an increase in textbooks and supplies. However, the increase in publications of items students can obtain on their own will reduce the overall cost per student.”]},”c”:[[“Other expenses & deductions”,”The county school board that governs the Mercer County Technical Education Center had a change in our financial department. There was a change in reporting methodology and the amount reflected in Other Expenses/Deductions contained information that had previously been reported in a different line item.”]]},{“n”:”Meridian Expertise Heart”,”s”:”OK”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Enrollment decreased during the time period in this selection due to COVID. So with increased revenue due to HEERF funding, the cost of attendance may be overstated and not a true reflection of the real cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”HEERF student disbursements were included in this section.”]]},{“n”:”Mesivta Torah Vodaath Rabbinical Seminary”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are on the moderate side when in comes to coa. With the dramatic increases in costs to the school, we don’t think we will be able to reduce coa at this time.”],”Replace Since Prior Checklist”:[“We are on the moderate side when in comes to coa. With the dramatic increases in costs to the school, we don’t think we will be able to reduce coa at this time.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Messenger Faculty”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“No. Overall costs are increasing due to inflation. The extraordinary expense reported for the 2022-23 academic year brought to light a need for replacement of the electical system as well as the heating and air conditioning systems at the student housing. Additional repairs have been ongoing throughout this project to include renovation of each of the apartments within the student housing complex. This information will continue to be reported as it occurs in each of our IPEDS reports.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Overall size of enrollment, contribution of donors, increases in operating costs, and inflation are all considered when evaluating tuition and fees to be charged to our students.”]},”c”:[[“Auxiliary enterprises”,”Facility and equipment repairs at the student housing were much greater than previous years due to water leaks that were difficult to find and caused a lot of damage. Pipes at the student housing had to be replaced and damaged walls and floors repaired. Once the repairs were made, the affected apartments were completely renovated for student use.”]]},{“n”:”Methodist Faculty”,”s”:”IL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The College has partnered with its parent organization, Carle Health, to structure and offer an Academic Investment Program to enrolled Nursing students. This program will see the tuition and fees costs for eligible students covered by Carle Health provided the student completes a comparable period of employment with Carle Health following the student’s period of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”The beginning of this period coincides with the first full academic year impacted by the COVID-19 pandemic. Methodist College experienced a drop in enrollment (as did many other institutions) but could not balance that drop in enrollment with comparable cost reductions due to the nature of its academic programs (focused on Nursing). Thus, the College’s cost structure remained effectively the same yet distributed among a smaller student body, increasing net price per FTE.”]]},{“n”:”Metro Detroit Barber Faculty”,”s”:”MI”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Metro Detroit Barber College inability to take steps to decrease the cost of attendance is due to increased enrollment.”],”Replace Since Prior Checklist”:[“The cost of supplies and day to day operational expense have increased a lot over the years.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Metro Expertise Facilities”,”s”:”OK”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have increased our enrollment by over 30% in the last 4 years, this would make it challenging to reduce cost.”],”Replace Since Prior Checklist”:[“It is within our board of education’s control on whether to decrease cost or not. The board of education follows enrollment numbers and makes decisions based on these numbers.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our institution is governed by a school board elected by the community. They make the final decision on costs. These are based on needs of the institution related to enrollment numbers.”]},”c”:[[“Other expenses & deductions”,”During this timeframe expenses were recoded. Such as expenses coded as a student services may have been coded as an academic support. Likely due to changes in financial practices and staffing. We have a substantial change in enrollment during the timeframe and in 2019-20 we ran pretty lean due to covid.”]]},{“n”:”Metropolitan State College”,”s”:”MN”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”: Summary Screen https://surveys.ope.ed.gov/catef/#/summary-screen 3 of 4 3/8/2024, 6:36 AM general tuition rate. The Board of Trustees of Minnesota State was legally prohibited from increasing any tuition rates and a plan had to be presented to the Minnesota Legislature to recalibrate the online and base tuition rates demonstrating that students would generally benefit or pay no higher tuition in aggregate with the recalibrated base rate. The plan was approved by the legislature and the Board of Trustees then approved the proposed rates.”],”c”:[[“Instruction”,”We eliminated our differential tuition for online classes The higher rate of tuition presented a financial challenge to students when all courses were converted to online courses during the pandemic years. The university developed a financial analysis that allowed it to eliminate a higher rate for online courses by slightly raising the general tuition rate. The Board of Trustees of Minnesota State was legally prohibited from increasing any tuition rates and a plan had to be presented to the Minnesota Legislature to recalibrate the online and base tuition rates demonstrating that students would generally benefit or pay no higher tuition in aggregate with the recalibrated base rate. The plan was approved by the legislature and the Board of Trustees then approved the proposed rates”]]},{“n”:”Metropolitan State College of Denver”,”s”:”CO”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“MSU Denver is working on evaluating our tuition and fee structure. This effort, along with a change in our student information system is designed to make the pricing more transparent. The Institution continues to evaluate the tuition lock and our institutional promise programs as means to drive reductions in cost of attendance and student success.”],”Replace Since Prior Checklist”:[“MSU Denver is continuing to evaluate the tuition lock policy to determine the financial benefit to students.”],”Outdoors Management Over Costs”:[“As a state university, MSU Denver’s tuition increases are capped by the State. The University evaluates what is needed for revenue generation and the state cap when setting tuition. The Board has final approval.”],”Establishment Management Over Costs”:[“MSU evaluates tuition and fee increases annually. For tuition, MSU evaluates the impact on students, the revenue needed, and the state rate in context. For fees, any increase above 5% has to be voted on by the student body. MSU also has a student representative on its budget development committee to provide the student perspective on items like tuition.”],”Different Components In Pricing”:[]},”c”:[[“Research”,”MSU Denver has made a concerted effort to expand the grants it receives. This, coupled with a low starting point, is responsible for the increases.”],[“Auxiliary enterprises”,”MSU Denver’s graduate programs are part of its auxiliaries. New programs have started to come into their own, and existing programs are seeing increases in enrollment, which is driving operational costs.”],[“Institutional support”,”MSU is going through two large IT projects. One was an ERP upgrade, which is largely completed, and one is a student information system upgrade. These costs are driving the change in institutional support.”]]},{“n”:”Michigan State College”,”s”:”MI”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“MSU eliminated the MSU Resident Scholarship in 2024. Effective fall 2024, no new incoming students are receiving this award at MSU.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Starting fall 2021 MSU offered small institutional grant to almost every instate First-Time Full-Time (FTFT) student called the MSU Resident Scholarship, which drove up the total number of FTFT students without need receiving a scholarship, while simultaneously decreasing the average dollar amount because it was a small award. this caused the increase in net price as many students were only receiving $500 in scholarship. Effective fall 2024, no new incoming students are receiving this award at MSU.”]]},{“n”:”Mid-America Faculty of Funeral Service”,”s”:”IN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Reduction of overall credit hours by implementing a new curriculum plan.”,”Implementation of a new curriculum plan with a reduction of total credit hours.”],”Replace Since Prior Checklist”:[“Implementation of a new curriculum plan with a reduction of total credit hours spread over 8 quarters instead of 6 quarters has reduced student costs per quarter and overall. A change of leadership has initiated a cut of unnecessary spending and more control of expenses.”],”Outdoors Management Over Costs”:[“Pierce Mortuary Colleges (PMC)”],”Establishment Management Over Costs”:[“Annually the PMC executive board along with corporate leadership collaborates with campus presidents to look at previous year’s expenses and then will determine if an increase in tuition and fees is needed. Budgets are then set for the coming year”,”Annually the executive board along with corporate leadership collaborates with campus presidents to look at previous year’s expenses and then will determine if an increase in tuition and fees is needed. Budgets are then set for the coming year.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Mid-South Christian Faculty”,”s”:”TN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in costs of housing, food services, and instruction were basically an attempt to keep up with inflation and the increased cost of operation. While no plans were implemented to “decrease” the cost of attendance, attention has been given to maintaining the cost as low as possible, and not increasing but rather maintaining the level which is considered appropriate at this time.”],”Replace Since Prior Checklist”:[“There have been no increases in tuition or fees for the last two years. The previous increases were made to reach an appropriate level.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“For many years the tuition, fees, room and board were set at an unrealistically low rate to encourage enrollment. However, due to the increases in the cost of operation and general inflation, it was necessary to increase to the current level.”]},”c”:[]},{“n”:”Miller-Motte Faculty-STVT-McAllen”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Improve efficiencies by adding automation where possible to reduce the overall cost of running campus programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Until recently we have not increased our tuition and fees since 2018 despite the increased costs of labor and supplies to successfully deliver the program.”]},”c”:[[“Instruction”,”The overall cost increased due to the number of students. The decrease in instructional cost per student reflects the stepwise nature of our instructional payroll—the key variable component of academic delivery—which increases only when enrollment crosses certain thresholds. This structure allows us to absorb incremental population growth without immediately adding cost. The improvement in student-to-teacher ratio is also a deliberate result of our focus on course consolidation, more efficient scheduling, and a certain degree of course overlap across programs—all of which have improved operating leverage while maintaining a focus on academic quality.”]]},{“n”:”Minnesota State Faculty Southeast”,”s”:”MN”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“we have corrected all the miscalculations of tuition and fees and submitted correct numbers to IPEDS”],”Replace Since Prior Checklist”:[“once we discovered our mistake, we already recalculated the correct tuition and fees amount and updated all in IPEDS, but unfortunately the discovery of mistake was couple years later, that is why we have consecutive years of cost increases”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”during that period time we mis-calculated tuition and fees, certain number were added twice, cause the result to increase dramatically”]]},{“n”:”Mirrer Yeshiva Cent Institute”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We cannot lower the tuition because the rate of inflation has to be offset.”],”Replace Since Prior Checklist”:[“This single digit increase is to partially offset the double digit rate of inflation that we experiencing. We are hoping not to have any increase for next year. We also had an increase in expenses do to Covid.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Missouri Faculty of Cosmetology and Esthetics”,”s”:”MO”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Although operational cost has risen. The school will not increase any tuition or costs to the student. Once again, the Change in Reporting Methodology has led to this increase in instruction cost.”],”Replace Since Prior Checklist”:[“The Change in Reporting Methodology has led to this increase in instruction cost. The tuition and supplies to students have not increased in a year and will not increase for the next year.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Although operational cost has risen. The school will not increase any tuition or costs to the student for the 2025-2026 academic year. Once again, the Change in Reporting Methodology has led to this increase in instruction cost”]},”c”:[]},{“n”:”Missouri Southern State College”,”s”:”MO”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“To facilitate cost savings, the university offered a voluntary retirement program in FY22. This allowed the university to transition from four colleges to three. This strategy combined personnel and some existing resources. Further departmental reorganizations allowed for blending services, and maximizing student support and engagement, while reducing overall payroll costs. As positions become vacant, they are analyzed for potential cost saving opportunities before being refilled. In the calendar year 2023, the university transitioned to a new health carrier and implemented a new rate structure that provided savings. The mandatory GASB 68 and GASB 75 standards continue to affect financial compensation and benefit reporting. The mandatory GASB 87 and GASB 96 standards for leases and subscription-based information technology arrangements will reflect fluctuations in expenditures.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Missouri Southern State University Board of Governors has final determination for setting charges.”],”Establishment Management Over Costs”:[“Missouri Southern has established a Tuition Workgroup, which plays a crucial role in recommendations for tuition and fee rates. This workgroup is responsible for examining various factors that influence tuition and fee rates, including the competitive landscape, institutional needs, and the potential impact on students. The Tuition Workgroup conducts thorough analyses and discussions to ensure that any proposed changes are well-informed and balanced. Their recommendations are then presented to the President’s Cabinet for approval. Once approved, the recommendations are then presented to the Board of Governors through the Chief Financial Officer for final approval.”],”Different Components In Pricing”:[]},”c”:[[“Auxiliary enterprises”,”New $20 million residence life facility opened in fall 2021. Increase in costs including depreciation, interest expense and operating expenses including utilities, property insurance, contractual services, food service, repairs and maintenance. Implementation of new GASB 87 and GASB 96 standards increased amortization.”],[“Academic support”,”Increase in costs including depreciation, interest expense and operating expenses including utilities, property insurance, contractual services, travel, repairs and maintenance. Added new masters programs. Implementation of new GASB 87 and GASB 96 standards increased amortization.”],[“Student services”,”Increase in costs including depreciation, interest expense and operating expenses including utilities, property insurance, contractual services, travel, repairs and maintenance. Investment in digital learning platforms and technology. Received new grants. Implementation of new GASB 87 and GASB 96 standards increased amortization.”]]},{“n”:”Mannequin Faculty of Hair Design”,”s”:”MN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Currently with product rates and operating cost there would be no logical way to decrease of COA. We access multiple times a year to save funding.”,”We assess every year to help with funding. During covid time and after our operational cost changed drastically.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Moody Bible Institute”,”s”:”IL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Moody has evaluated the need for faculty and support staff and have made appropriate reductions that will not materially impact the student experience or learning. In relation to operating expenses and capital projects, we have set to reduce costs that are non-essential to educating the students and have focused capital projects those which generate future savings in operating costs or will prevent future deterioration of assets.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Ms Roberts Academy of Magnificence Tradition”,”s”:”IL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In the following year I decrease my staff, We had less high school students”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“cost of doing business”]},”c”:[]},{“n”:”My Le’s Magnificence Faculty”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We can not decrease the cost of attendance due to the cost of living increase. The overhead expenses of the institution is increase.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Nathan Layne Institute of Cosmetology”,”s”:”ID”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to extraordinary inflation over the last few years, we are no longer able to obtain and retain staff without much higher wages. We have also seen a massive growth/increase in enrollments.”],”Replace Since Prior Checklist”:[“Prior to our purchase of this school in January 2021, the school was in disrepair and understaffed. We have invested in resources and faculty to improve the educational experience for our students, which is reflected in our increase in student enrollments.”],”Outdoors Management Over Costs”:[“We have curriculum and kit costs that are beyond our control.”],”Establishment Management Over Costs”:[“We have no control over the costs of our books and kit supplies, we have to pay market value. As far as tuition, we have stayed under the recent inflation rates.”],”Different Components In Pricing”:[“The Federal Reserve printed way too much money, devaluing the US dollar.”]},”c”:[]},{“n”:”Nationwide College”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The calculated cost of attendance is based on first-time full-time freshmen and utilizes a weighted average for housing selections. With a typical N at the University for Group 3 of less than 10. The increase occurred because all reported students in 20-21 were off-campus living with family, and all students in 21-22 were off-campus not with family. The difference between the two room and board groups is approximately 18,000.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“National University is committed to being an affordable college option to students and responsibly controlling the direct cost we charge students. Between the two years evaluated in the College Affordability and Transparency report, National University held tuition flat and increased fees by less than $50.”]},”c”:[[“Other expenses & deductions”,”Other expenses incurred in FY22 represent investment in operation-related projects and donations to NU-affiliated nonprofit universities (Northcentral University, City University of Seattle, and John F. Kennedy University)”]]},{“n”:”Pure Photographs Magnificence Faculty”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“At this time the cost of running each program has increased because of inflation.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“More items the students need in their kits and books has caused most of the increase, along with providing the correct number of instructors to ensure learning environment can accomidate the students needs.”]},”c”:[[“Other expenses & deductions”,”1.Prices have been going up on supplies Increased Operational Costs 2. Added Staff and added salaries 3. rent. Added Staff for new program Increased Operational Costs Purchased Supplies/Equipment Increased Cost of Living Added supplies for new program Added program has added program development inflation has caused staff raises Curriculum development added furniture for new program”]]},{“n”:”Nebraska Indian Group Faculty”,”s”:”NE”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“NICC has grown enrollment and programs that have increased the costs of activities and services operations. NICC continues to grow and does not plan to reduce direct student supports.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“NICC has not raised tuition charges to students since 2010. All NICC fees have been removed except for the graduation fee.”]},”c”:[]},{“n”:”Neo-Esthetique European Institute”,”s”:”PR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While there are currently no immediate plans to reduce tuition or fees, our institution is focused on mitigating the cost burden through increased financial aid, flexible payment plans, and enhanced student support services. We are also investing in initiatives that improve student retention and graduation rates, helping students reduce overall expenses by completing their programs on time.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Nevada Profession Institute”,”s”:”NV”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“inflation is growing.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Salaries, equipment, renovations, repairs, inflation as well as many other factors.”]]},{“n”:”New Age Coaching”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution is not planning to reduce the reported Cost of Attendance, as it is directly tied to fixed operational expenses necessary to accommodate and support all enrolled students. These fixed costs include rent, faculty salaries, and support staff, which are essential to maintaining the quality of education and services we provide. Reducing costs would require significant changes such as relocating, reducing staff, lowering tuition, or replacing third-party vendors, which could impact student outcomes and the overall learning environment. However, we are committed to managing our resources effectively and maintaining affordability without compromising program quality. To support this, we plan to keep enrollment below 500 students per year and continuously evaluate vendor relationships and operational efficiencies to ensure costs remain aligned with our mission and scale. These strategies allow us to deliver consistent, high-quality training while maintaining long-term financial sustainability.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The tuition increase for the Medical Assistant program from $14,580 to $15,780 was implemented to align with rising operational costs and significant improvements made to enhance the overall student experience. This increase reflects the expansion of our facility, which now includes an additional floor. The added square footage allows us to offer more spacious classrooms, a fully equipped kitchen, upgraded labs, and improved common areas. Renovations were also completed on one of the existing floors to ensure a more modern and comfortable learning environment. These upgrades directly support student learning and engagement. The tuition adjustment also accounts for the hiring of more experienced instructors and additional support staff, ensuring students receive high-quality instruction and individualized attention throughout their training. The decision was made after a comprehensive review by the school’s leadership team, in collaboration with our finance and education departments. It was also reviewed and approved by the school’s Board of Directors to ensure it was in the best interest of our students and the institution’s long-term sustainability. Although increases in rent and other operational expenses contributed to the adjustment, the primary driver was our commitment to providing students with enhanced resources, improved facilities, and a high-caliber educational experience. This change ensures our tuition remains competitive while meeting accreditation standards and maintaining the value and integrity of the program.”]},”c”:[[“Academic support”,”Academic Support costs increased to expand access to instructional materials, learning technologies, academic advising services, and to support the onboarding of new instructional staff.”],[“Institutional support”,”Institutional Support costs increased to maintain effective administrative operations, including compliance, technology infrastructure, and personnel to ensure smooth day-to-day functioning.”],[“Student services”,”Student Services expenses rose due to the need for additional staffing and resources in admissions, counseling, and career services to meet the increased demand from students.”]]},{“n”:”New Starting Faculty of Cosmetology”,”s”:”AL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“due to rising cost in living, supplies, and day to day operations we are unable to lower cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”New Jersey Metropolis College”,”s”:”NJ”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The student medical insurance madatory fee has been removed as of 2 years now. This is expected to stabilize the costs in our reporting.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fee increases are presented to the Board annually for approval of every fiscal year as part of the annual budget process. The Board reviews the different pricing increase scenarios and votes for the rate that will be utilized in the upcoming academic/ fiscal year.”]},”c”:[[“Independent operations”,”A few years ago, mandatory medical insurance for students was included in the fees costs in IPEDS reporting. This inclusion made the cost of attendance appear to have gone up, however tuition cost did not really inflate much. The inclusion of medical insurance fees has since been removed, but is still being reflected in the 3 year change percentage by CATEF.”]]},{“n”:”New Mexico Navy Institute”,”s”:”NM”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“New Mexico Military Institute has mostly covered the increased expenses with other sources. There have been only slight increases in cost of attendance from FY2021 to FY2023. Compared to the other three Military Junior Colleges in the United States from FY2020 through FY2023 our Institution has averaged $12,555 less per year in comparative tuition and fees, with none having less.”],”Replace Since Prior Checklist”:[“New Mexico Military Institute continues to maintain cost of attendance with a tight budget and looking to other sources to help cover inflationary costs instead of passing all on to our cadets. Our Institution has a long history of our Cadet Tuition and Fees being less than the other Military Junior Colleges in the United States.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“New Mexico Military Institute has control of student charges as approved by a Board of Regents, who are appointed by the Governor of New Mexico.”]},”c”:[[“Student services”,”The $450,549 increase in Student Services was due to three major areas: Increased Operational Costs of $142,337 to develop out our International Global Admissions; increase in Recruiting and Retention of $273,053 with developing an International Cadet Study Program, advertising and outside recruiting agents; and increase in Admissions Travel of $73,060 since COVID-19 restrictions were lifted.”],[“Institutional support”,”The $683,847 increase in Institutional Support was due to three major areas: Increase of $491,242 in over all Operational Costs, some due to inflation, which included liability insurance up $108,634, outside services up $90,923, and maintenance up $77,318; Purchased Supplies/Equipment up $118,770; and Travel increased $58,585 with COVID-19 restrictions lifted.”]]},{“n”:”No Grease Barber College”,”s”:”NC”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In in effort to decrease the cost of attendance at our institution, we are currently looking at ways to measure the quality of student learning and the productiveness of the college staff. In addition, we intend on making use of technology and reducing administrative costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”North American College”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“North American University (NAU) continues to prioritize affordability and access by expanding both merit-based and need-based financial assistance. In 2024–2025, NAU launched a Free Tuition Program for eligible first-time college students, covering 100% of tuition for students from families earning less than $65,000 annually. This program is designed to eliminate financial barriers for students with the greatest need and aligns with NAU’s mission to provide equitable access to higher education. Additionally, NAU significantly enhanced its scholarship portfolio by offering a range of competitive institutional scholarships, including the Presidential Scholarship, Achievement Scholarship, and Multicultural Excellence Award. These scholarships are awarded based on academic merit, leadership, and community involvement, and they directly reduce students’ tuition obligations. Alongside these initiatives, the university continues to pursue operational efficiency improvements and external funding sources—including grants and community partnerships—to minimize institutional cost burdens while maintaining educational quality. Collectively, these steps reflect NAU’s sustained commitment to reducing the overall cost of attendance for its diverse student body.”],”Replace Since Prior Checklist”:[“Since the 2024 submission, North American University has made tangible progress on the strategies previously outlined to reduce the cost of attendance. At that time, NAU committed to revising its scholarship offerings, improving operational efficiency, and exploring external funding partnerships. As of 2025, those efforts have materialized through the implementation of the Free Tuition Program, a transformative initiative that eliminates tuition for qualified students from lower-income families. In parallel, NAU expanded its scholarship offerings, both in value and in reach, resulting in greater tuition discounts for a broader range of students. Internally, the university continues to improve cost controls by streamlining administrative functions, investing in digital infrastructure, and reducing non-essential operational expenditures—all while sustaining high-quality instruction and support services. These measures reflect a proactive approach to long-term cost reduction and demonstrate NAU’s continued commitment to affordability and transparency.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“North American University (NAU) recognizes that rising operational and educational costs can impact net prices charged to students. Several key factors have contributed to cost increases in recent years. First, NAU has invested significantly in strengthening student support services, academic resources, and institutional infrastructure to meet the demands of a growing student body. From 2019–20 to 2021–22, enrollment steadily increased, requiring the recruitment of additional highly qualified faculty and staff to preserve low student-to-faculty ratios and maintain a personalized learning environment. These investments in human capital, technology, and campus services were necessary to sustain the quality of education and the overall student experience. Second, the broader economic environment—including inflation, rising benefit costs, and increased supply and equipment expenses—has contributed to higher operational expenditures. NAU has made strategic investments in areas such as student career services, technological infrastructure, and instructional support to enhance institutional effectiveness and student outcomes. Despite these necessary increases, NAU has simultaneously launched aggressive affordability initiatives, such as the Free Tuition Program and expanded scholarship offerings, to offset costs for students. These efforts aim to ensure that increased expenditures do not disproportionately burden students, particularly those from low- and moderate-income backgrounds. NAU remains committed to balancing the need for educational excellence with affordability and transparency, and continues to seek innovative solutions to minimize net price impacts for its students.”,”North American University has experienced increases in operational costs due to the need for additional faculty, enhanced student support services, and investments in campus infrastructure and technology. These efforts are essential to sustaining educational quality and supporting student success. At the same time, NAU has taken deliberate steps to reduce the financial burden on students, including launching a Free Tuition Program for eligible students and expanding institutional scholarships. These initiatives are part of a broader commitment to access, affordability, and continuous improvement in student outcomes.”]},”c”:[]},{“n”:”North Central Michigan Faculty”,”s”:”MI”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We modified the methodology to calculate cost of living so that it would more accurately reflect the cost of living in our service area. The cost of living in our service area is unlikely to change. Other external factors such as inflation and the rising cost of supplies and materials has had an impact. In addition, we have been committed to providing comprehensive supports services for our students in the last three years, such as adding athletics, mental health counselors, career coaches, and student success coaches.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We are not part of a state educational system that mandates tuition and fee rates. We base our tuition and fee rates on the cost of running the college, and these rates are restrained/capped by the State for in-district tuition.”]},”c”:[]},{“n”:”North Florida Faculty”,”s”:”FL”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“North Florida College (NFC) remains committed to providing affordable and accessible higher education for our students. The overall cost per credit hour has not changed during the reporting period of 2019 – 2022. The Higher Education Emergency Relief Funds were reported on the Finance Survey but not included in the net price calculator section of the Student Financial Aid Survey. In addition, the net price calculator is impacted by the total amount of financial aid distributed to a student, including PELL. During the reporting period, 2020 – 2022, the College maintained similar eligibility criteria and students were offered the same programming options. During the reporting period, variances in the number of PELL eligible students and the total amount of aid disbursed may have affected the reported average net price.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Section 1009.23(4) of Florida statutes indicates the institution can increase tuition by no more than 15% per year.”],”Establishment Management Over Costs”:[“There were no tuition increases during the reporting period between 2019 and 2022.”],”Different Components In Pricing”:[“North Florida College (NFC) remains committed to providing affordable and accessible higher education for our students. The overall cost per credit hour has not changed during the reporting period of 2019 – 2022. The Higher Education Emergency Relief Funds were reported on the Finance Survey but not included in the net price calculator section of the Student Financial Aid Survey. In addition, the net price calculator is impacted by the total amount of financial aid distributed to a student, including PELL. During the reporting period, 2020 – 2022, the College maintained similar eligibility criteria and students were offered the same programming options. During the reporting period, variances in the number of PELL eligible students and the total amount of aid disbursed may have affected the reported average net price.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The increase in scholarship and fellowship expenses represents emergency financial aid relief grants distributed to students from the Higher Education Emergency Relief Fund (HEERF).”]]},{“n”:”North Seattle Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Benefits”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of living expenses, particularly housing, has continued to increase from year-to-year. Seattle is a high cost area, Seattle has increased in cost from 3 to 10 percent annually. This directly factors into our Cost of Attendance for financial aid purposes. Cost of attendance will need to increase to reflect the new housing prices. The college has been dramatically impacted by inflation for basic utilities, wages, and any supplies associated with the college, this is a significant driving factor into growth and tuition expenses. Absent of more support from the state and federal government, these costs will be passed to the students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“State Board of Community and Technical Colleges (SBCTC)”],”Establishment Management Over Costs”:[“North Seattle College works in consultation of the state board.”],”Different Components In Pricing”:[“Inflation has outpaced the assistance received from both Federal and State government.”]},”c”:[]},{“n”:”Northeast Mississippi Group Faculty”,”s”:”MS”,”t”:”Public, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“A 5% rate increase in tuition was approved by our Board of Trustees effective beginning Fall 2018. It was put on hold effective Fall 2021.”,”A 5% rate increase in tuition was approved by our Board of Trustees effective Fall 2018. However, it was put on hold effective Fall 2021.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“With the exception of meal expenses for dorm students which are beyond the control of the institution.”]},”c”:[]},{“n”:”Northeast Expertise Heart”,”s”:”OK”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We increased the cost of our tuition to match other schools in our area. We chose to increase over a period of time instead of all at once. Previous increases were several years ago, and we fell behind due to the cost of inflation and school operations. We are now a closer match to other Career Tech schools in Oklahoma.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increased operational cost of the school and increased inflation.”]},”c”:[]},{“n”:”Northeastern Technical Faculty”,”s”:”SC”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution does not anticipate reducing the cost of attendance, as additional instructors and rising costs of software and course materials are necessary to support academic quality.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“NETC has the authority to establish the college’s tuition and fees, taking into consideration the costs associated with hiring qualified instructors, as well as the rising expenses of course materials, software, and instructional resources necessary to maintain high-quality education.”]},”c”:[]},{“n”:”Nuvo Faculty of Cosmetology”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We used the standard methodology for our school . The enrollments have increased since we purchased the school.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Since we purchased Nuvo we have have added costs for updating the classrooms and the program. We have added staff as well. Our program is growing.”]]},{“n”:”Oakland Metropolis College”,”s”:”IN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As part of a broader strategic realignment, Oakland City University has started to discontinue its nontraditional undergraduate enrollment programs and dual credit course offerings. Additionally, all off-campus instructional centers are being closed, with the exception of one remaining site that continues to serve a specialized academic function. These decisions were made after carefully evaluating enrollment trends, program sustainability, and resource allocation. Declining participation in nontraditional and dual credit programs and rising administrative and operational costs prompted the university to concentrate efforts on strengthening core academic offerings at the main campus and online. By consolidating instructional delivery, OCU aims to ensure academic quality, enhance student support services, and streamline institutional operations. These changes align with the university’s mission to provide an affordable, focused, and outcomes-driven educational experience while stewarding resources responsibly.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“In evaluating any increase in the net price charged to students, Oakland City University remains deeply committed to transparency, financial responsibility, and equitable access to education. Oakland City University actively monitors the impact of pricing decisions and remains focused on balancing cost sustainability with value to students.”]},”c”:[]},{“n”:”Oconee Fall Line Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“OFTC did not increase tuition during this time. Only minimal adjustments were made to the student fee structure. All changes to cost of attendance are related to the cost of living estimates that were provided.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Technical College System of Georgia”],”Establishment Management Over Costs”:[“There was no increase in tuition and fees during this time.”],”Different Components In Pricing”:[“OFTC did not increase tuition during this time. Only minimal adjustments were made to the student fee structure. All changes to cost of attendance are related to the cost of living estimates that were provided.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”OFTC had CARES federal funding to distribute to students. OFTC also had PBI grant CARES supplemental funds during this time.”]]},{“n”:”Ogeechee Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“According to the US Department of Education College Scorecard, the overall cost of attendance ($6,143) at Ogeechee Technical College is significantly lower than the midpoint for certificate schools ($16,473). In order to maintain a low cost of attendance, Ogeechee Technical College continues to utilize Openstax, Redshelf, and Cengage Unlimited to offer low-cost or free digital textbooks and access codes. The College also partners with local Boards of Education to encourage Dual Enrollment for eligible high school students. Eligible students are able to earn up to thirty (30) credit hours tuition-free. In addition, the HOPE Career Grant offers free tuition and is available to students interested in entering select fields. Scholarships are available through the College’s Foundation to decrease the cost of attendance for our students.”],”Replace Since Prior Checklist”:[“In order to maintain a low cost of attendance, Ogeechee Technical College continues to utilize Openstax, Redshelf, and Cengage Unlimited to offer low-cost or free digital textbooks and access codes. The College expanded the available offerings on Redshelf. The College continues to partner with local Boards of Education to encourage Dual Enrollment for eligible high school students. Eligible students are able to earn up to thirty (30) credit hours tuition-free. In addition, the HOPE Career Grant offers free tuition and is available to students interested in entering select fields. The College also utilized HEERF funds to decrease the financial burden to students. Scholarships are available through the College’s Foundation to decrease the cost of attendance for our students.”],”Outdoors Management Over Costs”:[“Ogeechee Technical College is a part of the Technical College System of Georgia. The State Board of the Technical College System of Georgia is responsible for determining tuition increases.”],”Establishment Management Over Costs”:[“The State Board shall annually review and establish tuition charged by all Technical Colleges. The Technical College System of Georgia Commissioner has the authority to approve college fees as deemed by the State Board. Therefore, Ogeechee Technical College reviews and recommends annually to the Commissioner for approval of all fees.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The 2021-22 period (ending June 30, 2022) experienced a significant increase in student aid disbursed through the CARES Student Aid account, totaling $2,837,523.57, compared to $420,430.00 in the 2020-21 period (ending June 30, 2021). This is the primary reason for the 61% increase, along with the PELL and SEOG programs.”]]},{“n”:”Oglala Lakota Faculty”,”s”:”SD”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The actual cost for students did NOT increase; there were no changes in tuition or fees. The net price only appearst to have increased because “Cares Act” funding is not to be included in the net price calculation per 2022-23 SFA instructions: “Emergency grants funded under the CARES, CRRSA, and ARP Acts should NOT be included for Group 3 in Part D under ‘Report the total amount of grant or scholarship aid from the federal governemnt, state/local government, or the institution awarded to Group 3 students,’ as inclusion of these grants would skew net price calculations.” Oglala Lakota College started to make significant direct payments to students in April 2020. Eligible students received up to $5,500 per semester in Fall 2021 and Spring 2022 in direct payments alone. Additionally, Oglala Lakota College used Cares Act Funding to pay off students’ tuition, fees, and books, and to provide hotspots and laptops at no cost to the students.”],”Replace Since Prior Checklist”:[“The net price only appears to have increased because “Cares Act” funding is not to be included in the net price calculation. Oglala Lakota College (OLC) made significant direct payments to students between 2020 and 2024, which resulted in the appearance of a net price increase in the 2021-22 SFA calculation. It is expected that OLC will remain on the Net Price list until the most recent data is compared to a year when students received Cares Act funding.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The actual cost for students did NOT increase; there were no changes in tuition or fees. The net price only appearst to have increased because “Cares Act” funding is not to be included in the net price calculation per 2022-23 SFA instructions: “Emergency grants funded under the CARES, CRRSA, and ARP Acts should NOT be included for Group 3 in Part D under ‘Report the total amount of grant or scholarship aid from the federal governemnt, state/local government, or the institution awarded to Group 3 students,’ as inclusion of these grants would skew net price calculations.” Oglala Lakota College started to make significant direct payments to students in April 2020. Eligible students received up to $5,500 per semester in Fall 2021 and Spring 2022 in direct payments alone. Additionally, Oglala Lakota College used Cares Act Funding to pay off students’ tuition, fees, and books, and to provide hotspots and laptops at no cost to the students.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The actual cost for students did NOT increase; there were no changes in tuition or fees. The net price only appearst to have increased because “Cares Act” funding is not to be included in the net price calculation per 2022-23 SFA instructions: “Emergency grants funded under the CARES, CRRSA, and ARP Acts should NOT be included for Group 3 in Part D under ‘Report the total amount of grant or scholarship aid from the federal governemnt, state/local government, or the institution awarded to Group 3 students,’ as inclusion of these grants would skew net price calculations.” Oglala Lakota College started to make significant direct payments to students in April 2020. Eligible students received up to $5,500 per semester in Fall 2021 and Spring 2022 in direct payments alone. Additionally, Oglala Lakota College used Cares Act Funding to pay off students’ tuition, fees, and books, and to provide hotspots and laptops at no cost to the students.”]]},{“n”:”Oklahoma State College Institute of Expertise”,”s”:”OK”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The CARES Act funding reimbursed OSUIT for revenue lost in the prior year, artificially inflating the FY2122 revenue.”],”Replace Since Prior Checklist”:[“This was an anomaly due to funds received through the CARES Act and is not anticipated for the future.”],”Outdoors Management Over Costs”:[“OSUIT Administration proposes changes in tuition, fees, and room and board and submits the proposals to the Oklahoma State University System Board of Regents. If approved, the proposed changes are sent to the Oklahoma State Regents for Higher Education. The Oklahoma State Regents for Higher Education must approve any changes in tuition, fees, and room and board.”],”Establishment Management Over Costs”:[“OSUIT Administration proposes changes in tuition, fees, and room andboard based on the monetary needs of the university caused by inflation and other increases in expenses.”],”Different Components In Pricing”:[“The increase in net cost for OSUIT did include a slight increase in tuition/fees ($224 annually) and a slight decrease in average grants/scholarships (-$64). However, the most significant factors in the increase in net price were Room/Board for off-campus students (not with family) which increased by $2,717, and Other Expenses which increased by $3,212. These are both factors that the institution has little control over. In addition, the institution changed sources for collecting this data from the Bureau of Labor Statistics to College Board between 2019-20 and 2021-22. With no increase in on-campus housing, these two (2) factors resulted in an increase in the weighted average for room/board + other of $4,002 – which accounts for approximately 93% of the overall change in net cost.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”CARES Act (COVID) programs were added during the fiscal year 2122 that provided funds that were awarded to students with COVID need in the form of scholarships.”]]},{“n”:”Oklahoma State College-Oklahoma Metropolis”,”s”:”OK”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition and fees remained the same from 2019-2020 to 2021-2022. The only thing that changed was a slight dip in awarded financial aid and a higher proportion of students living independently (students living independently have a substantially higher cost of attendance than students living with their parents under Department of Education methodology). OSU-OKC has increased efforts to make students aware of financial aid opportunities and encourages students to apply for all available institutional, state, and federal aid available.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Oklahoma A&M Board of Regents Oklahoma State Legislature”],”Establishment Management Over Costs”:[“The institution can propose tuition and fee increases but these must be accepted by both the board of regents and the state legislature”],”Different Components In Pricing”:[“Tuition and fees charged to students did not change at all from 2019-2020 to 2021-2022. Because our tuition and fees are quite low, student living expenses compose a much higher proportion of the “cost of attendance” under Department of Education methodology than they would at a school that charges higher tuition. Between 2019-2020 and 2021-2022, our cohort of first time, full time students receiving financial aid saw a dramatic shift from living with their parents to living independently, which caused an increase in the weighted cost of attendance under Department of Education methodology.”]},”c”:[]},{“n”:”Olympic Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are currently working on a number of ways to increase student success while keeping student cost low that include: Increasing financial aid literacy – To ensure our students are fully utilizing grants, scholarships, and loans and other sources of financial aid. Utilizing Open Educational Resources (OER): Utilizing these free or low-cost learning materials which can be accessed online save our students the cost of expensive traditional textbooks. Increasing online course offerings: These courses do not require the cost of a traditional classroom space and offers greater flexibility to the student while also saving them the cost of commuting to campus.”],”Replace Since Prior Checklist”:[“Olympic College has been streamlining administrative processes to reduce overhead cost. Increased online courses to offer flexible scheduling, increase student success and allow students to also address family and employment needs, etc. Finally, the College offers flexible payment plans and continues to identify and remove barriers to ensure students can graduate on time.”],”Outdoors Management Over Costs”:[“Olympic College tuition is determined by the Washington State Board for Community and Technical Colleges.”],”Establishment Management Over Costs”:[“Olympic College can set student administrative and student course fees. Administrative fees cover costs of certain discreet student services like parking, technology, graduation, etc. Student course fees are intended to help cover the costs of consumable supplies needed for certain courses related directly to student participation in the classroom.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Due to the implementation of Peoplesoft in 2019-20 there was a restructuring of reporting fields and conversion-related reporting anomalies that resulted in some financial data being misstated. Those have since been identified and corrected. Student Services – Reported $10,005,186 actual $8,630,709″]]},{“n”:”Opelousas College of Cosmetology”,”s”:”LA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We do not plan to have to spend as much now that some updates have been done to equipment & our building. Our tuition amount has not increased drastically the amount that we have had to spend has increased but tuition has not changed drastically which makes me concerned that I am reading this section incorrectly and could have a error on our IPEDS submission possibly””””],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition has increased very slightly in the past few years.”]},”c”:[[“Other expenses & deductions”,”Our current CPA has a different reporting method along with increased operational costs including local utilities increasing, our clinic floor products increasing in costs, our supplies for student kits that are a better quality of course cost more, and also some older equipment that had to be replaced recently. Our auditors for accreditation have increased significantly as well.”]]},{“n”:”Orange County Group Faculty”,”s”:”NY”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to the increase of enrollment and higher cost of operations.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The determination is based on the county and the Board.”],”Establishment Management Over Costs”:[“institution participates in determining the tuition and fee increases from the Board and County”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Osceola Technical Faculty”,”s”:”FL”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As an institution, we are always looking to keep student’s cost down. We consider new vendors for lower cost of Lab fees, books, and Industry certifications for our students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Tuition hourly rate is provided by FLDOE and the General Workforce Appropriations Act. We seek out competitive pricing with outside vendors to keep students’ fees at a low cost.”],”Establishment Management Over Costs”:[“We seek out competitive pricing with outside vendors to keep students’ fees at a low cost.”],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”OTECH opened a new Welding program. An additional building was constructed for the program along with new supplies/equipment and Instructor was hired.”]]},{“n”:”Ozarka Faculty”,”s”:”AR”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In reviewing the reported tuition data, it is important to clarify that previous reports were based on a student taking 12 credit hours per semester (24 credit hours annually). More recent reports, however, reflect tuition based on a 15 credit hour per semester course load (30 credit hours annually). This shift in reporting—adding 6 credit hours to the annual calculation—has unintentionally inflated the perceived cost of attendance, even though the per-credit-hour tuition rate remained unchanged at the time of the reporting change. For example, during the 2021–22 academic year, tuition was reported as $2,232 based on 24 credit hours, equating to $93 per credit hour. In 2022–23, tuition was reported as $2,790 based on 30 credit hours—again, $93 per credit hour. While this adjustment brings reporting practices in line with standard full-time academic progression, it may misleadingly suggest a significant cost increase. The perception of rising costs is primarily due to this change in reporting methodology, rather than a lack of institutional effort to manage or reduce student expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Student charges (tuition and fee rates) are within the exclusive control of the institution. The governor-appointed Board of Trustees, working in collaboration with the college president and administration, has the authority to set tuition and fee rates.”]},”c”:[[“Student services”,”Yes. Between the 2020–21 and 2022–23 academic years, Ozarka College increased spending on Student Services in response to declining enrollment trends and the need to enhance student recruitment and retention efforts. A key factor was the increase in salaries and wages for admissions and student services staff to support expanded outreach and engagement activities. To attract new students and remain competitive in a changing higher education landscape, the college also increased investment in marketing and advertising campaigns targeting traditional and non-traditional students across the region. These efforts included digital marketing, print materials, outreach events, and partnerships with local high schools and employers. The goal was to raise awareness of Ozarka’s programs while also improving support services that help guide students from application through enrollment and retention. These strategic investments were essential to stabilizing enrollment and ensuring that prospective and current students received the support needed for a successful college experience.”],[“Instruction”,”Yes. Between the 2020–21 and 2022–23 academic years, Ozarka College saw increased enrollment in high-demand technical programs, particularly in Aviation and Welding. To support this growth, instructional spending increased across several key areas. In Aviation, the rise in flight lab hours led to higher costs for aviation fuel and maintenance of training aircraft. Additionally, FAA regulations require the use of certified flight instructors (CFIs), whose compensation reflects their specialized qualifications and the competitive aviation job market. The need to hire and retain CFIs contributed to the overall increase in salaries and wages. Welding program expansion also required additional instructors and significant investment in consumable supplies, such as metal materials, shielding gases, and personal protective equipment. Both programs demand continuous investment in industry-standard equipment and safe, up-to-date training environments. Overall, these factors—including faculty expansion, fuel and supply costs, and increased operational needs—drove the rise in instructional spending during this period as Ozarka responded to regional workforce demand and ensured high-quality, career-focused education.”]]},{“n”:”PITC Institute”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“PNAST program has been reduced to 1500 Clock hours”],”Replace Since Prior Checklist”:[“Increased enrollment has resulted in lower fixed costs per student.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”PJ’s Faculty of Cosmetology-Bowling Inexperienced”,”s”:”KY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are not able to decrease the fixed costs because increases in costs are consistent across all services. Accreditation fees, audit fees, equipment and supplies have all increased their costs”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We have not increased any costs direct to the student. Only the costs to operate have increased. The students did not get any increase in fees or tuition.”]},”c”:[[“Other expenses & deductions”,”The increase in costs was due to the higher inflation in the areas and having to get products from overseas. Most of our basic costs increased during these past few years while student numbers decreased.”]]},{“n”:”Pacific Bible Faculty”,”s”:”OR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We will not be increasing tuition costs for the 2025-26 year, the first year without an increase for some time. We have successfully moved into our new campus and achieved a manageable budget.”],”Replace Since Prior Checklist”:[“We have reduced staff, increased tuition, and moved to a new campus January 1 2024. Cost reductions also achieved in fundraising, general expenses, and marketing/fundraising. The sum of these changes has created a positive budget and cash flow position with some margin.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Admissions application is our only fee and it has been reduced from $70 to $40. Tuition is staying the same at a very low $297/credit for the 2025-26 year.”]},”c”:[]},{“n”:”Palau Group Faculty”,”s”:”PW”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Yes, the College has implemented plans to decrease the cost of attendance. One of the key initiatives includes reducing the cost of instructional materials by gradually transitioning selected textbooks from physical resources to Open Educational Resources (OER) over the next four years.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The increase in Scholarship and fellowship expenses was due to a substantial rise in scholarships and financial aid disbursed directly to students. In response to the financial hardships faced by students due to the COVID-19 pandemic, the College expanded its aid, through funding from HEERF, to support student retention and access to education. These funds were disbursed directly to students, and so were reported as expenses.”],[“Institutional support”,”The College faced rising operational expenditures due to inflation, higher utility costs, and expanded administrative functions required to support ongoing institutional activities during and after the COVID-19 pandemic. Institutional support costs also rose due to increased spending on repairs and maintenance of campus facilities. This included deferred maintenance projects, emergency repairs, and upgrades to meet health and safety requirements, such as improved ventilation systems and building modifications to support social distancing.”]]},{“n”:”Parisian Spa Institute”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are not currently working to decrease cost of atteandance”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Paul Mitchell the College-East Bay”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While our institution recognizes the financial challenges that many students face, we are currently unable to take direct steps to reduce the overall cost of attendance. This is due to several interconnected factors: Fixed Operational Costs: A significant portion of our budget is allocated to essential services such as faculty and staff salaries, facilities maintenance, and academic resources. These costs tend to rise annually due to inflation and contractual obligations, making it difficult to lower tuition or fees without compromising educational quality. State and Federal Funding Limitations: Our ability to subsidize student costs through external funding is limited. Reductions or stagnation in public funding have required us to rely more heavily on tuition revenue to sustain academic programs and student services. Institutional Priorities: Our current financial planning is focused on maintaining academic excellence, supporting faculty, and enhancing student services such as mental health resources and career development. While cost reduction is important, ensuring the value and quality of the educational experience remains a top priority. Although we are not currently positioned to reduce the cost of attendance, we are always looking for ways to improve affordability.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Paul Mitchell the College-Houston”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have implemented some distance learning options and also have shorter programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”2020/2021 was a Covid year where we had to close our campus for weeks, which decreased our instruction expenses compared to other years.”]]},{“n”:”Paul Mitchell the College-Murfreesboro”,”s”:”TN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We continually manage our operational costs and our staffing levels consistent with state required ratios for student enrollment to manage cost reductions.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We consistently review our tuition and fees rates in accordance with our market competitors.”]},”c”:[]},{“n”:”Paul Mitchell the College-Phoenix”,”s”:”AZ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution has implemented measures to decrease the cost of attendance. The leadership team conducts a thorough review every six months to evaluate tuition rates in relation to the actual cost of conducting each program. Based on this internal cost analysis, we implemented a slight tuition reduction in 2025. This review process is ongoing, with the next evaluation scheduled for July 2025 to determine whether further adjustments are appropriate. In addition, we continually evaluate the costs of required products, kits, and books in an effort to alleviate the financial burden on students. We actively seek the most cost-effective options without compromising the quality of education and training.”],”Replace Since Prior Checklist”:[“Our institution has made measurable progress on the steps outlined last year to reduce student costs. In 2025, we successfully implemented a slight tuition reduction as part of our commitment to affordability. This action was a direct result of our semiannual internal review process, which evaluates tuition in relation to the actual cost of delivering each program. Additionally, we have continued our efforts to lower the cost of attendance by closely analyzing and adjusting the pricing of student kits, books, and required materials. We have sought more cost-effective vendors and negotiated better pricing wherever possible, ensuring that students receive high-quality resources at a reduced cost.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our institution independently sets tuition and fee rates based on a variety of factors including program costs, inflation, local market conditions, and resource needs to support student success. While we remain sensitive to the financial impact on our students, we regularly evaluate our pricing to ensure alignment with the quality of education and services provided. We also strive to minimize increases and provide financial aid counseling to help students plan accordingly.”]},”c”:[]},{“n”:”Paul Mitchell the College-Fast Metropolis”,”s”:”SD”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are lowering the cost of tuition. However the kit cost keep going up because of manufacture costs and upgrading kit contents.”],”Replace Since Prior Checklist”:[“We are lowering the cost of tuition. However the kit cost keep going up because of manufacture costs and upgrading kit contents.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“When comparing our tuition cost to other schools in our area we are at or lower than other schools as well as lower than the national average. We had many years that we didn’t increase our tuition at all. It had to be done to cover rising expenses”]},”c”:[[“Other expenses & deductions”,”Costs to become a Paul Mitchell franchise has increased our expenses quite a bit with their fees and well as having to hire so many more staff members to full fill more positions.”]]},{“n”:”Paul Mitchell the College-San Antonio”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have continued our efforts to lower the cost of attendance by closely analyzing and adjusting the pricing of student kits, books, and required materials. We have sought more cost-effective vendors and negotiated better pricing wherever possible, ensuring that students receive high-quality resources at a reduced cost.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”We have updated our reporting methodology, which has impacted the presentation of expenses for 2020–21. Previously, individual expense details were miscategorized, and the total of line item expenses was understated. With the corrected methodology, the 2020–21 expenses would have shown approximately a 10% increase across various component expenses. This adjustment provides a more accurate comparison and better reflects the true financial activity for that year.”]]},{“n”:”Paul Mitchell the College-Spokane”,”s”:”WA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have implemented some distance learning options and also have shorter programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”2020/2021 was a Covid year where we had to close our campus for weeks, which decreased our instruction expenses compared to other years.”]]},{“n”:”Paul Quinn Faculty”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Paul Quinn College continues to maintain our model of tuition increases following the increase in the Pell rate. Paul Quinn College is a member of the Work College Consortium and continues to implement this model to a greater degree to help reduce the cost of attendance for students.”],”Replace Since Prior Checklist”:[“The cost of off-campus housing, food services, compliance, and qualified employees continues to increase, and the college continues to strive toward controlling/lowering the costs to students by securing donors to subsidize student housing. Paul Quinn has recently received a very large donation to help supplement the rising costs of doing business.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Pearlands Progressive College of Magnificence”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The wage increase with employees as well as the operating cost increase such as the rent,products,internet, and electricity and phone. As well as additional equipment”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The price of the rent has increased as well as the price of product. Obtaining more up to date equipment as well student resources”]},”c”:[]},{“n”:”Pennsylvania Gunsmith College”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“PGS has been working diligently to modify project requirements in order to keep costs for the students down. This is done while ensuring skill acquisition is in no way affected. Our staff conducts extensive, continuous research to obtain the best prices possible for tools and supplies.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Private Contact Magnificence and Barber Faculty”,”s”:”SC”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution didn’t have any title IV capabilities until 2022. Now that we have title IV, we can operate like similar schools near us, but our cost of attendance is still less. We can also pay employees and the institution bills.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We were Title IV approved, now students don’t have to pay out of pocket, and we could increase the prices.”]},”c”:[[“Institutional support”,”To ensure proper financial obligations to pay employees and bills.”]]},{“n”:”Piedmont Group Faculty”,”s”:”NC”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to offer additional institutional scholarships. We will encourage students to complete the FAFSA as early as possible to maximize their eligibility for additional state grant aid, helping to further reduce their cost of attendance at our institution.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“North Carolina Community College System”],”Establishment Management Over Costs”:[“Tuition and fees increases are regulated by the North Carolina Community College System.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Pike-Lincoln Technical Heart”,”s”:”MO”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our increase will level off. We will be in a more balanced position as opposed to a growth model so our costs will level off without the need to additional teachers and equipment.”],”Replace Since Prior Checklist”:[“we have corrected the reporting error from prior year that created the increase in cost.”],”Outdoors Management Over Costs”:[“We are part of the public school district which has a superintendent and board that suggest and approves the increases in tuitions.”],”Establishment Management Over Costs”:[“The institution has input in the process but the ultimate final decision is with the the school district.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Pima Medical Institute-Chula Vista”,”s”:”CA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“At the end of 2022, management did a robust study of staffing needs, the outcome of which identified some overstaffing that was corrected.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The 2022-23 IPEDS Fall Collection Reporting period includes the Institutional Characteristics Survey for Chula Vista, during which a typographical error was discovered in the historical four-year period section. The years in question are 2019-20, 2020-21, 2021-22, and 2022-23. Specifically, the tuition amount listed for the 2020-21 academic year was inadvertently recorded as $1,584, when it should have been $15,384. It’s important to clarify that the correct figure of $15,384 was submitted during the 2020-21 IPEDS Fall Collection period in the Institutional Characteristics survey. The confusion arose during the completion of the 2022-23 IPEDS Fall Collection – IC survey, where a four-digit number was mistakenly entered instead of the required five-digit amount. Consequently, the erroneous entry of $1,584 was made, while the tuition for 2022-23 was accurately reported at $17,080. As a result, the actual increase in tuition over the three-year period was from $15,384 to $17,080, rather than from $1,584 to $17,080.”]},”c”:[[“Academic support”,”COVID had the effect of reducing our workforce in 2020 at this location. Higher cost of retaining staff in 2022 compared to 2020.”]]},{“n”:”Pinellas Technical Faculty-St. Petersburg”,”s”:”FL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition is determined by the state of Florida, so we are not able to change that. Due to inflation, our lab fees are not able to be decreased since required supplies are still more expensive. The increase this report shows is mainly due to a reporting error.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Florida Department of Education”],”Establishment Management Over Costs”:[“We determine which books and supplies are necessary to successfully teach our students the required skills. This affects lab fee costs.”],”Different Components In Pricing”:[“Academic Support for 21-22 should have been reported as $15,765. Data that should have been included in Public Service was inadvertently added to Academic Support by mistake. The academic support for the 21-22 year was less than prior years due to COVID changing the landscape of academic support and many students attending school from home instead of using our facilities. Looking at current data it went back up the following year and are now in line with years prior to COVID. In addition, Public Service for that year was listed as zero as there was a misunderstanding of what that exact definition was so that amount was not included in prior reporting. That error has been corrected starting in 22-23 and is now included on all reports. For the 21-22 school year Public Service should have been $56,203.”]},”c”:[]},{“n”:”Pitt Group Faculty”,”s”:”NC”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution was marked as having a significant increase in net price. This was due to the increase of off campus housing component within our student cost of attendance. This was reviewed against College Board’s low budget option for schools to create a cost of attendance. The increase was necessary due to cost of living increases and years of no increases in our cost of attendance. The calculations were derived directly from College Board.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“North Carolina General Assembly North Carolina State Board of Community Colleges Pitt Community College”],”Establishment Management Over Costs”:[“The institution is permitted to determine fees up to a cap that is set by the NC General Assembly. The institution has no authority over the tuition set by the NC General Assembly.”],”Different Components In Pricing”:[“The net price increases reflect estimated costs of living and does not accurately represent direct costs (tuition and fees) billed by the institution. Tuition and fees remained unchanged over the three-year reporting period.”]},”c”:[]},{“n”:”Pitzer Faculty”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“In 2020-21, due to the pandemic, Pitzer did not raise tuition and fees. However, when students returned to campus, tuition was increased 3.5% in 2021-22. We do not anticipate a large percentage increase in the future.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Pitzer conducts a thorough analysis of annual cost growth using Consumer Price Index (CPI) and Higher Education Price Index (HEPI) indices to determine cost of attendance as well as cost reductions to operating expenses in an effort to keep cost of attendance low.”]},”c”:[[“Student services”,”Due to the LA County Public Health requirement in the COVID Pandemic, our operations in fiscal year 2021 had to shift remote instruction. As such, the college held the cost of tuition flat to fiscal year 2020 and costs related to student support, and other operational experiences were adjusted accordingly. Additionally, Pitzer did not charge students for food or housing since they were not on campus. The college resumed on campus instruction in fiscal year 2022, and in order to accomplish this, there were increased costs related to Personal Protective Equipment and social distancing per LA County Public Health Requirements. Additionally, there was a significant increase in enrollment due to returning and students who had deferred during the year of remote instruction.”],[“Institutional support”,”Due to the LA County Public Health requirement in the COVID Pandemic, our operations in fiscal year 2021 had to shift remote instruction. As such, the college held the cost of tuition flat to fiscal year 2020 and costs related to student support, and other operational experiences were adjusted accordingly. Additionally, Pitzer did not charge students for food or housing since they were not on campus. The college resumed on campus instruction in fiscal year 2022, and in order to accomplish this, there were increased costs related to Personal Protective Equipment and social distancing per LA County Public Health Requirements. Also, there was a significant increase in enrollment due to returning and students who had deferred during the year of remote instruction.”]]},{“n”:”Pontotoc Expertise Heart”,”s”:”OK”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We will increase enrollment each year.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The cost of books and supplies go up each year”]},”c”:[]},{“n”:”Premier Barber College”,”s”:”TX”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Current tuition is $13,985. However, the way the tuition question on the IPEDS is written asked about a single student for a single year. However, the input data would only accept the total amount of Pell tuition that was received for the entire time period reported.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The only significant change in tuition was when the school went from cash to FAS approved to help cover additional associated cost.”]},”c”:[]},{“n”:”Premiere Aesthetics Institute”,”s”:”OR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Lower operation expenses. Control the expenses we can by improving our inventory.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Yes we control them”]},”c”:[]},{“n”:”Premiere Worldwide Faculty”,”s”:”FL”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Given the persistent inflationary pressures on operational costs, the need for competitive compensation for faculty and staff, and ongoing investments in student support and programmatic enhancements, a reduction in the nominal cost of attendance has not been feasible. However, it is crucial to clarify that our institution is deeply committed to addressing rising costs and enhancing overall affordability for our students. Our focus is on mitigating future increases in the cost of attendance and improving the net price for our students through the comprehensive strategies detailed below. These strategies aim to ensure that the value and accessibility of an education from Premiere International College remain paramount, even as we navigate a challenging economic landscape.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Student charges (tuition and fee rates) are within the exclusive control of our institution. These changes are strictly made based upon instructional feedback and student needs, ensuring that any adjustments directly support the quality of education and the resources available to our students.”]},”c”:[]},{“n”:”Princeton College”,”s”:”NJ”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Expansion of institutional financial aid program has resulted in 70% of students receiving grants/scholarship support. Over time, the net cost of attendance has decreased due to increased investment in student financial aid.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Expansion of undergraduate student population, including new residential colleges and dining facilities.”],[“Net grant aid to students”,”Expansion of undergraduate student population and expansion of institutional financial aid program.”],[“Auxiliary enterprises”,”2020-21 lower than normal due to Covid pandemic.”]]},{“n”:”Professional Magnificence Academy”,”s”:”NJ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of attendance is based on demographic with the rent and cost of living around the area we cannot control over that our tuition have not increase much.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“the tuition increase is based on inflation on the product and employment.”]},”c”:[]},{“n”:”Provo Faculty”,”s”:”UT”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of tuition is only slightly above the national average. The largest contributing factor to the net price increase was cost of living. Our cost of living expenses are derived from The College Board, and reflect increases in the consumer price index, calculated by the U.S. Labor Statistics.”],”Replace Since Prior Checklist”:[“The College is committed to making education more affordable and accessible for all students. To decrease the cost of attendance, the institution has taken several steps and continues to evaluate additional strategies. These include: Expanding access to institutional scholarships and grants to reduce out-of-pocket expenses for qualifying students. Increasing the availability of digital textbooks and open educational resources (OERs) to help lower course material costs. Implementing streamlined program structures to allow students to complete their education in less time, thereby reducing total tuition and related expenses. Partnering with employers and workforce development boards to offer tuition assistance, reimbursement opportunities, and subsidized training pathways. Exploring fixed tuition models to help students better plan for the total cost of their education without unexpected increases.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and fee increases are linked to an annual, comprehensive review of market conditions and the cost of serving the students. Based on those factors, we determine the tuition and fee increase applicable.”]},”c”:[[“Institutional support”,”2019-20 Other Expenses & Deductions were moved up into Institutional support in 2021-22. Overall costs have decreased.”]]},{“n”:”Puerto Rico Conservatory of Music”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution is evaluating the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”Furthermore, for the 2019-2020 school year, the pandemic was declared, impacting institutional activities in terms of both enrollment and related expenses. In the 2021-2022 school year, we were in the process of resuming academic and operational activities.”]]},{“n”:”Putnam Profession and Technical Heart”,”s”:”WV”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost has not increased. This was a reporting error.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“There has been no increase in cost. This was a reporting error. We have charged and still do charge $3 per clock hour. The employee who reported the amount accidentally included some of the class fees with the tuition amount.”]},”c”:[[“Other expenses & deductions”,”There was no increase in the tuition amount. This was a reporting error. Some of the class fees were accidentally included in the tuition cost section. We charge $3 per clock hour, this has not been increased.”]]},{“n”:”Rabbinical Faculty Bobover Yeshiva Bnei Zion”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our cost of attendece is a minimal amount compared to other schools, we do not anticipate to increase but also not to decrease. Our cost of attendence is $10,000 a School year which is no way near to the cost of other schools in ther USA.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Rabbinical Faculty of Ohr Shimon Yisroel”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“board meets regular to discuss ways of reducing expenses”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Ranger Faculty”,”s”:”TX”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have been able to remove six of our fees that were being charged. We have had to add staff related to new programs and grants, however, we closed our auxiliary childcare program that was operating in the negative.”],”Replace Since Prior Checklist”:[“We removed six of our fees that were being charged in FY 2021. We also have been able to decrease our institutional expenses with a change in President and reallocating some positions. We have also reduced our auxiliary expenses after closing the childcare center.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition and Fee rates are approved by Ranger College Board of Regents annually in March. Increases in net prices have mostly been related to improved technology costs for instructional platforms and student information systems.”]},”c”:[[“Student services”,”In FY 2023, Ranger College was awarded a Developing Hispanic Serving Institute grant of $600,000 per year for the next five years. In FY 2023, Ranger College added a Dean of Students and another position in the Registrar’s office.”],[“Other expenses & deductions”,”In FY 2022, Ranger College implemented Governmental Accounting Standards Board Statement No. 87, Leases. In FY 2023, Ranger College implemented Governmental Accounting Standards Board Statement No. 96, Subscription-Based Information Technology Arrangements. The implementation of these two standards added $297,276 of amortization expense in FY 2023 that is included in the Other expenses category. Also, in FY 2022 and 2023, Ranger College added $738,942 of vehicles and equipment, which increased the depreciation expense for vehicles and equipment by $77,694.”]]},{“n”:”Raphael’s College of Magnificence Tradition Inc-Alliance”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We plan to renegotiate third party vendor contracts to decrease cost.”,”We plan to purchase supplies in bulk in order to reduce costs moving forward.”],”Replace Since Prior Checklist”:[“We have finished several renovation projects that caused higher expenses in the previous years.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Raphael’s College of Magnificence Tradition Inc-Boardman”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are planning to purchase supplies in bulk to reduce costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Raphael’s College of Magnificence Tradition Inc-Brunswick”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Benefits”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We plan to purchase supplies in bulk to reduce costs moving forward.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Raphael’s College of Magnificence Tradition Inc-Niles”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We plan to renegotiate third party vendor contracts to decrease costs.”,”We plan to purchase supplies in bulk to decrease cost moving forward.”],”Replace Since Prior Checklist”:[“We have finished several renovation projects that led to prior year higher costs.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Remington Faculty-Dallas Campus”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[“We have already made changes to staffing and facilities to reduce over all cost in efforts to reduce the cost of tuition.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Remington Faculty-Fort Value Campus”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Reallocating funds based on re-categorization.”]]},{“n”:”Remington Faculty-Lafayette Campus”,”s”:”LA”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Benefits”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Cost of new programs and providing benefits for students.”]]},{“n”:”Remington Faculty-Memphis Campus”,”s”:”TN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Benefits”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[“We have already made changes to staffing and facilities to reduce over-all cost in efforts to reduce the cost of tuition.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Reallocating funds based on re-categorization and providing benefits for students.”]]},{“n”:”Remington Faculty-Cell Campus”,”s”:”AL”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Reallocating funds based on re-categorization.”]]},{“n”:”Remington Faculty-Nashville Campus”,”s”:”TN”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Reallocating funds based on re-categorization and providing benefits for students.”]]},{“n”:”Remington Faculty-Shreveport Campus”,”s”:”LA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution plans to make changes to facilities, staff and courses to give students the best and cost-effective education we are able to.”],”Replace Since Prior Checklist”:[“We have already made changes to staffing and facilities to reduce over all cost in efforts to reduce the cost of tuition.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Reallocating funds based on re-categorization and providing benefits for students.”]]},{“n”:”Renaissance Academie”,”s”:”UT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Upon review of the data, it was determined that a cost category update was needed. The cost category of “Other Expenses & Deductions” were moved to the cost categories of ” Academic Support and Institutional Support” in the following years. This classification update helped bring alignment with the IPEDS reporting system. So this cost area change cause undesirable %year growth for certain cost groups the total expenditures were $360,933 for the 2019–2020 period with 105 students, and $387,933 for the 2021–2022 period with 174 students. Despite the increase in enrollment, overall expenditures decreased during the evaluation period on a per-student basis. User ID: CAT1312 458104 Renaissance Academie”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”Upon review of the data, it was determined that a cost category update was needed. The cost category of “Other Expenses & Deductions” were moved to the cost categories of ” Academic Support and Institutional Support” in the following years. This classification update helped bring alignment with the IPEDS reporting system. So this cost area change cause undesirable %year growth for certain cost groups the total expenditures were $360,933 for the 2019–2020 period with 105 students, and $387,933 for the 2021–2022 period with 174 students. Despite the increase in enrollment, overall expenditures decreased during the evaluation period on a per-student basis. User ID: CAT1312 458104 Renaissance Academie”]]},{“n”:”Riverside Faculty of Well being Careers”,”s”:”VA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“RCHS is a not-for-profit, hospital sponsored IHE. For years in question, tuition, fees, books, supplies, and institutional costs to the student did not change despite increases in the institution’s cost of operation. RCHS and the supporting hospital chose not to pass along increases to students. Due to nursing shortages and avg lower socio-economic status of LPN students, RCHS decreased program tuition from $17,500 in 2022 to $14,625 in 2023. In 2023, RCHS entered into an Educational Provider agreement to provide college courses at RCHS which has the potential to increase the number of FTFT students in degree programs. This change may improve average calculations within IPEDs reporting for RCHS.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“RCHS is a not-for-profit, hospital sponsored IHE. For years in question, tuition, fees, books, supplies, and institutional costs to the student did not change despite increases in the institution’s cost of operation. RCHS and the supporting hospital chose not to pass along increases to students. Degree programs require pre-application college courses and, therefore, most students are not FTFT. The certificate LPN program is the only group to report any FTFT student data. For 2019-2020, 5 students were FTFT with 1 awarded “loans to students”. This 1 student lived off-campus with family with an avg room/board expenses $3,584 and avg grant aid award $7,815 – providing an avg net price of $14,585. For 2021-2022, 3 students were FTFT with 3 awarded “loans to students”. All 3 lived off-campus NOT with family higher avg room/board expenses $11,023 and lower avg grant aid award $2,064 – providing an avg net price of $27,679. Increased Net Price Change was not imposed by RCHS to cover increased costs. Skewed avgs due to low #FTFT students in calculation, higher living expenses, and lower granted aid contributed to the difference in the avg net price. Due to nursing shortages and avg lower socio-economic status of LPN students, RCHS decreased program tuition from $17,500 in 2022 to $14,625 in 2023.”]},”c”:[[“Net grant aid to students”,”RCHS is a not-for-profit, hospital sponsored IHE. For years in question, tuition, fees, books, supplies, and institutional costs to the student did not change despite increases in the institution’s cost of operation. RCHS and the supporting hospital chose not to pass along increases to students. Degree programs require pre-application college courses and, therefore, most students are not FTFT. The certificate LPN program is the only group to report any FTFT student data. For 2019-2020, 5 students were FTFT with 1 awarded “loans to students”. This 1 student lived off-campus with family with an avg room/board expenses $3,584 and avg grant aid award $7,815 – providing an avg net price of $14,585. For 2021-2022, 3 students were FTFT with 3 awarded “loans to students”. All 3 lived off-campus NOT with family higher avg room/board expenses $11,023 and lower avg grant aid award $2,064 – providing an avg net price of $27,679. Increased Net Price Change was not imposed by RCHS to cover increased costs. Skewed avgs due to low #FTFT students in calculation, higher living expenses, and lower granted aid contributed to the difference in the avg net price. Due to nursing shortages and avg lower socio-economic status of LPN students, RCHS decreased program tuition from $17,500 in 2022 to $14,625 in 2023.”]]},{“n”:”Rob Roy Academy-Taunton”,”s”:”MA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We had not had an increase in tuition in at least four years and frankly waited longer than we should trying to absorb the costs ourselves. When we could no longer do so after Covid, the increases had to be shared with the students that benefit from the education that we provide.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The increase in the costs associated with doing business are outside of our control. After Covid people’s mindsets about what they need to be paid shifted substantially higher and this negatively affected our institution. Increases were necessary to continue to conduct operations, while delivering the standard of education we demand from ourselves for our students.”]},”c”:[[“Academic support”,”With Covid, everything about business and life in general changed in varying degrees, which led to increased costs across the board. Due to Covid, the upgrades that we needed to make to our curriculum (a digital platform) effected staffing, technology and IT which is very costly to an institution.”]]},{“n”:”Rowan College”,”s”:”NJ”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in costs between FY20-21 and FY22-23 reflects the normalization of tuition following a temporary discount Rowan University provided to students during the COVID-19 pandemic, while the university had limited in-person operations. Rowan University will continue to monitor costs and their potential impact on students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”The increase in costs between FY20-21 and FY22-23 are due to re-negotiated employee contracts, increased fringe rates with the State of New Jersey, and additional grants.”]]},{“n”:”Rowan-Cabarrus Group Faculty”,”s”:”NC”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition and fees have not changed, the increase in cost of attendance is the result of updated cost of living estimates in response to inflation, particularly in housing and living expenses, factored into the COA.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“North Carolina Community College System”],”Establishment Management Over Costs”:[“Rowan-Cabarrus participates in customary periods of comments and deliberation when announced changes are made from our statewide office.”],”Different Components In Pricing”:[“Tuition and fees have not changed, the increase in cost of attendance is the result of updated cost of living estimates in response to inflation, particularly in housing and living expenses, factored into the COA.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Rowan-Cabarrus received funding via CARES and HEERF in response to the Covid-19 pandemic that was distributed to students via scholarships.”]]},{“n”:”Saint Cloud State College”,”s”:”MN”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of attendance must keep with operational expenses.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Minnesota State is in charge of determining tuition and fee increases.”],”Establishment Management Over Costs”:[“Consult with our student government association as well as provide estimated financial impact of proposed tuition rates.”],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”Operational expenses returned closer to normal in 2023. 2021 was just coming out of covid and much of operations was nearly at a standstill.”]]},{“n”:”Saint Joseph Seminary Faculty”,”s”:”LA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“With the cost of living and inflation increasing every year, it is necessary to raise our costs to keep ahead of the curve. We have a very conservative budget and run a tight financial system. We plan to analyze our expenses every year, in order to have the smallest increase possible. In fact, in the current market most colleges are proposing 6% increases for next year. We are planning an overall tuition, room and board increase of 4% which is very fair and reasonable.”],”Replace Since Prior Checklist”:[“For the 2022-2023 fiscal year, we were on year four of a five-year plan to align our tuition and costs with other seminaries. After we have come in line with the other seminaries then we expect our tuition to increase at a lower percentage rate.”],”Outdoors Management Over Costs”:[“The Board of Trustees approves tuition and fee increases at the recommendation of the Finance Committee.”],”Establishment Management Over Costs”:[“The institution provides the detailed financial information and proposed budget along with a matrix of options for the Finance Committee to choose from when making their recommendation to the Board of Trustees.”],”Different Components In Pricing”:[“If you look at our prices compared to other seminary colleges for the time frame before 2018-2020, we were charging 2/3 of the regular price. We went with a five year plan to increase our tuition so that we could be in the right range for our tuition.”]},”c”:[]},{“n”:”Saint Michael Faculty of Allied Well being”,”s”:”DC”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Textbook Affordability Programs: We have adopted open educational resources (OER) and partnered with publishers to offer low-cost or no-cost digital textbooks and course materials. Tuition Freeze and Caps: We have instituted a tuition freeze for certain academic years and introduced predictable tuition models, capping annual increases to minimize unexpected cost escalations.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While tuition and fee rates are within the exclusive control of the institution, we strive to balance affordability with the need to maintain high academic standards and support services. Any increases in student charges are carefully evaluated through internal reviews and in consultation with governing bodies to ensure they are aligned with institutional priorities, inflationary pressures, and enhancements in academic programs and campus infrastructure. Additionally, our institution conducts annual assessments of students’ financial needs and adjusts institutional aid allocations accordingly to minimize the impact of any net price increases. We remain committed to transparency and affordability in all pricing decisions.”]},”c”:[[“Other expenses & deductions”,”Increased operational cost”]]},{“n”:”San Diego World Data College”,”s”:”CA”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in expenses are due to a positive change. Additional staff needed and more resources for the students and staff.”],”Replace Since Prior Checklist”:[“Not applicable. Additional growth results in more staff and resources.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“There were no significant changes in tuition.”]},”c”:[[“Instruction”,”Instruction costs increased with additional faculty, substitute teachers, and other resources due to increased enrollments resulting from our accreditation process with DEAC. Academic support costs increased because we built a student services support team designed to provide students with additional help academically, this includes new academic tutors, counselors/advisors, and career coaches. In addition, accreditation fees and dues also significantly contributed to the cost increase. Institutional support costs increased with additional software tools supporting admissions, enrollment, and administrative areas with tools such as TurnitIn, Parchment, and FA360. Curricular content and materials including textbooks were also updated reflecting in additional costs.”]]},{“n”:”San Francisco Institute of Esthetics & Cosmetology Inc”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have implemented some distance learning options and also have shorter programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”2020/2021 was a Covid year where we had to close our campus for weeks, whichdecreased our instruction expenses compared to other years.”]]},{“n”:”San Juan Bautista College of Drugs”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in the cost of attendance was not due to an increase in tuition, but rather to an increase in other living expenses, to address student needs due to the high cost of living.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Sandusky Profession Heart”,”s”:”OH”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We feel that our cost of attendance is comparable to other institutions in our area. We have not increased tuition from FY22 to remain comparable.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Santa Ana Magnificence Faculty”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Not a matter of increased costs but rather recategorizing expenses”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Prices were not increased by much if any”]},”c”:[[“Other expenses & deductions”,”Audit done by a different person and items are recategorized mostly”]]},{“n”:”Seattle Central Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of living expenses, particularly housing, has continued to increase from year-to-year. Seattle is a high cost area, Seattle has increased in cost from 3 to 10 percent annually. This directly factors into our Cost of Attendance for financial aid purposes. Cost of attendance will need to increase to reflect the new housing prices. The college has been dramatically impacted by inflation for basic utilities, wages, and any supplies associated with the college, this is a significant driving factor into growth and tuition expenses. Absent of more support from the state and federal government, these costs will be passed to the students. We are working to increase our use of Open Education Resources to lower textbook/supply costs for students. We also continue to monitor fees to ensure they are as low as possible for students.”,”Cost of living expenses, particularly housing, has continued to increase from year-to-year. Seattle is a high cost area, Seattle has increased in cost from 3 to 10 percent annually. This directly factors into our Cost of Attendance for financial aid purposes. Cost of attendance will need to increase to reflect the new housing prices. The college has been dramatically impacted by inflation for basic utilities, wages, and any supplies associated with the college, this is a significant driving factor into growth and tuition expenses. Absent of more support from the state and federal government, these costs will be passed to the students. We are working to increase our use of Open Education Resources to lower textbook/supply costs for students. We also continually evaluate fees to ensure that they are as low as possible.”],”Replace Since Prior Checklist”:[“Both labor and non-labor costs continue to rise due to inflation. While we continually monitor and adjust fees as possible, it is increasingly difficult to lower cost of attendance for students. We have been working on improving the budget process to better take into account enrollment changes, while taking into account lack of local control over tuition, state mandated COLAS’s and inflation. We are working to increase our use of Open Education Resources to lower textbook/supply costs for students. We also continue to monitor fees to ensure they are as low as possible for students.”,”Both labor and non-labor costs continue to rise due to inflation. While we continually monitor and adjust fees as possible, it is increasingly difficult to lower cost of attendance for students. We have been working on improving the budget process to better take into account enrollment changes, while taking into account lack of local control over tuition, state mandated COLAS’s and inflation. We are continuing to work on our budget processes to match local and federal funding realities. We are working to increase our use of Open Education Resources to lower textbook/supply costs for students”],”Outdoors Management Over Costs”:[“The Washington State Legislature determines the tuition rate for all community colleges across the state (https://www.sbctc.edu/ colleges-staff/programs-services/tuition-fees/). We have local control over the fees we charge to students and often use fees to supplement the artificially low tuition rate for our urban area.”],”Establishment Management Over Costs”:[“We work closely with the State Board for Technical and Community Colleges to make recommendations for tuition rates, while taking into account the needs of students and colleges across the state. We locally control fees. Annually, we review and revise student fees.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”We have shifted our IPEDS reporting methodology over the last several years to better meet the requirements of IPEDS. Additionally, we have faced substantial increased costs in terms of labor (staffing, benefits, salaries), and operational costs (utilities, supplies) due to inflation, state-mandated cost of living adjustments, and contract negotiations. Inflation has outpaced the assistance received from both Federal and State government. In addition, not all of the mandated COLA’s were fully funded by the state necessitating local money being used to pay for increased costs. Increased utilities costs are also due to the implementation of carbon emission prices which have contributed to substantial and compounding costs – including 5% increases in electricity and natural gas, and 29% increases in steam. We have asked for additional funds from the Legislature in our utility allocation and been repeatedly denied since 2019.”],[“Institutional support”,”We have shifted our IPEDS reporting to better align with requirements of IPEDS reporting.”],[“Instruction”,”We are still facing loss of enrollment since pre-pandemic (pre 2019) levels. This loss of enrollment is exacerbated by longer-term declines in international enrollment. At the same time, we are facing substantial increases in both labor (salaries and benefits) costs and non-labor/operational costs (utilities, supplies). Increases in costs have not been off-set with increases in state and federal funding. Utilities costs have also increased due to the implementation of carbon emission pricing. We have seen substantial and compounding rate increasing – including higher than 5% for electricity and natural gas, and 29% increase in steam. We have asked for additional funds from the Legislature in our utility allocation and been repeatedly denied since 2019.”]]},{“n”:”Shasta Bible Faculty and Graduate College”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our current tuition is far below that of other Christian institutions of higher education in North State California.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Shawnee Group Faculty”,”s”:”IL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We believe our cost of attendance is comparable to our peer institutions.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”We didn’t think the way we were reporting salaries for Deans of Instruction was correct so we referred back to the ICCB manual and modified how we are reporting those salaries. Each Dean now has their own department within the budget.”]]},{“n”:”Shear Finesse Magnificence Academy”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of tools and books have decreased in our Restricted Barber program which has lowered the overall cost of the program.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Providing students will quality training requires experienced instructors. The cost associated with instructional staff and cost of living remains the key factor of increased prices.”]},”c”:[]},{“n”:”Sheridan Technical Faculty”,”s”:”FL”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase was based on Grants that were both Direct Payments and Deferrals for classes. No financial Burden to students.”],”Replace Since Prior Checklist”:[“The increase was based on Grants that were both Direct Payments and Deferrals for classes. No financial Burden to students.”],”Outdoors Management Over Costs”:[“Broward County Schools”],”Establishment Management Over Costs”:[“Tuition and Fees have not increased and are Board approved when there is a change.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”HEERF Direct Payments and Deferrals were $2.6 million accounting for the dramatic increase. The Grant was not available in 19/20. There was no financial burden for the students.”]]},{“n”:”Simmons Faculty of Kentucky”,”s”:”KY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Change in Reporting Methodology”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost reflects providing a variety of necessary services to ensure student success for underserved popoulations.”,”Expanding scholarship opportunities and sponsorship opportunities for new programs.”],”Replace Since Prior Checklist”:[“Simmons right sized its tuition in order to more accurately reflect the cost of operations.”,”Technological and security improvements continue. Simmons College of Kentucky still represents an exceptional educational value, despite the percentage increases.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Simmons College of Kentucky is still an outstanding educational value, and serves under-represented groups.”,”Simmons offers its students a significant array of wraparound services designed to improve retention and completion of degrees.”]},”c”:[[“Other expenses & deductions”,”Expanded wraparound services for underserved students.”]]},{“n”:”Sinte Gleska College”,”s”:”SD”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We try to provide students with all scholarship information we can”,”We inform our students of all available scholarships. We have a new development director to assist in donations to help meet student needs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“We try to keep our costs comparable to or less than other universities in our state.”,”We try to keep our rates comparable or less than other universities in our state”]},”c”:[[“Public service”,”During this period, we had received COVID and ARPA funds which we used to help increase enrollment, renovations, etc.”],[“Auxiliary enterprises”,”I believe there was a reporting error in the prior year and just the library was reported, however in subsequent years the library, bookstore and food services was included.”],[“Student services”,”During this period, we had received COVID and ARPA funds, so we used those funds to aid students with tuition/fees, internet, assisted students with prior debt, etc.”]]},{“n”:”Sisseton Wahpeton Faculty”,”s”:”SD”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“According to the cost analysis of surrounding colleges our study showed that we have the lowest cost in our area.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”Commercial Drivers License (CDL) class was added spring of 2024 and the following semester it went from a 3 credit class to a 5 credit class. There was a 10% increase in enrollment over all.”]]},{“n”:”Sitting Bull Faculty”,”s”:”ND”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Sitting Bull College is reviewing program enrollment and moving faculty from low enrollment programs from full-time to part-time. The college also, decreased the number of face-to-face offerings at off campus sites, to more online.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Overall, the cost of inflation has increased operating costs. The College has maintained a stable workforce, with annual salary increases. This is causing higher costs to the College in addition, to fringe benefits increasing due to health insurance costs.”]},”c”:[]},{“n”:”Skagit Valley Faculty”,”s”:”WA”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“SVC is actively reducing cost of attendance by expanding financial aid outreach and emergency support; offering flexible scheduling and pathways; and leveraging foundation resources to offset program-related fees and provide last-dollar scholarships.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The WA State Legislature establishes tuition and fee caps and the State Board of Community and Technical Colleges (SBCTC) sets tuition and fees within the legislature’s authorized limits.”],”Establishment Management Over Costs”:[“The SVC Board of Trustees reviews and implements tuition fee changes within the parameters set by SBCTC and the Legislature.”],”Different Components In Pricing”:[“As part of our efforts to improve the accuracy and transparency of our financial reporting, Skagit Valley College revised the classification of several operational areas in our federal financial reports. Specifically, expenses such as theater operations, the bookstore, and food services were reclassified from the “Other Expenses/Deductions” category to the “Auxiliary Enterprises” category. This change aligns with standard of accounting practices and better reflects the nature of these self-supporting activities, ensuring consistency with NACUBO guidelines and improving the comparability of our financial statements across reporting periods.”]},”c”:[]},{“n”:”South Coast Faculty”,”s”:”CA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition increase rate is changed to 1.5% instead of 5% as of 7/1/24. Also, no tuition increase for students enrolled prior to July 2023.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Tuition increase rate is 1.5% instead of 5% for each academic year as of 7/1/24. The lab fee of $145.00 is one-time charge for each student.”]},”c”:[]},{“n”:”South Florida Institute of Expertise”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution continued to increase staff to accommodate increase in enrollment. As enrollment stabilizes, the cost will stabilize as well. We strive t provide students with the best possible outcomes with affordability.”],”Replace Since Prior Checklist”:[“The institution has stabilized the faculty/staff to student ratio.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”South Georgia Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“South Georgia Technical College’s tuition is determined by the Technical College System of Georgia. SGTC works to support students through local and federal support programs, such as Carl D. Perkins and WIOA funding.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Technical College System of Georgia is responsible for determining tuition and fee increases.”],”Establishment Management Over Costs”:[“Other fees are determined at the College level; however, these must be approved by the State Board of the Technical College System of Georgia.”],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”COVID hit, and SGTC closed from March to May of 2020. Also we received institutional CARES funds and used the funds to puchase eligible items. Prices increased during this time for supply chain issues after March of 2020.”]]},{“n”:”Southeastern Baptist Faculty”,”s”:”MS”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Administration is comparing the cost of room and board compared to other schools our size as well as tuition. However, we are a 501 3 C school surviving.”],”Replace Since Prior Checklist”:[“We are continuously working on balancing the costs to keep students here.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”With increased enrollment comes increased maintenance to buildings and such.”]]},{“n”:”Southern California College of Well being Sciences”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are always looking for ways to add value for our students but good education requires a capable and dedicated staff and faculty.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our FTE growth is larger than it appears as we are now only reporting students seated in courses as of October 15 of each year. Previously, we reported the entire fall term enrollment.”]},”c”:[[“Instruction”,”We are adding new programs which requires an upfront investment in personnel to plan and create curricula and secure initial accreditation. The number of students we reported each fall fell after the IPEDS help desk told us to only count those “seated” before the census day.”]]},{“n”:”Southern New Hampshire College”,”s”:”NH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While the University has not implemented new plans to decrease the cost of attendance, it transitioned to a flat-rate tuition model beginning in the 2021–22 academic year. This rate has remained largely stable since implementation and continues to be significantly lower than national averages, providing our students with a predictable and comparatively affordable tuition structure.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The University conducts annual reviews of its cost of attendance calculations to ensure they accurately reflect student needs and economic conditions. These updates support the University’s ongoing commitment to providing access to high-quality education at an affordable rate.”]},”c”:[[“Academic support”,”Between FY21 and FY23, the University’s expenditures on Academic Support increased at a rate consistent with the overall growth in total expenses during that period. The primary factors contributing to this increase, as reflected in the selected categories above, are: (1) higher salaries and wages due to pay increases in alignment with the University’s collective bargaining agreement, and (2) capital expenses related to product development.”]]},{“n”:”Southern Oregon College”,”s”:”OR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Operational, salary, and other costs continue to increase along with inflation and our state funding has not kept up with those increasing costs. However, since the years in question, SOU has actively implemented significant cost savings measures. Foremost among these efforts was our SOU Forward campaign that focused on four key areas: cost management, redesign of grants and contracts, increased emphasis on philanthropy, and revenue diversification. The first plank, cost management resulted in significant analysis and subsequent reductions in costs across the university. Notably, we realized a 13% reduction in our workforce spread equally across all classes of employees. In addition, we’ve also implemented significant changes to our general education curriculum including reducing the required credits for that curriculum from 64 to 44 quarter credit hours. The rationale in streamlining these requirements is to increase retention and graduation rates but also an attempt to reduce the total number of credits that students take beyond the minimum 180 quarter credit hours. In the Fall of 2024 SOU implemented a single fee structure that attempts to streamline and vastly simplify the fees that students pay. We are in the process of evaluating the impact of the single fee structure.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Oregon Higher Education Coordinating Commission or Oregon Legislature approves tuition & fee increases above 5%.”],”Establishment Management Over Costs”:[“Oregon universities are generally responsible for setting annual tuition and fees. When the universities propose an annual increase of more than 5 percent for undergraduate tuition and mandatory fees, there must be approval from either the HECC or the Oregon Legislature.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”COVID and related student aid funding increased during this period.”],[“Institutional support”,”While it can be hard to pinpoint the reasons for enrollment decreases, COVID did have a significant impact on our enrollment for years 2020-2021 and beyond. We had added infrastructure costs due to the complete conversion to online learning and, though we did implement furlough for academic years 2020-2021 and 2021- 2022, those cuts did not completely cover the loss of tuition revenue.”]]},{“n”:”Southwestern Christian Faculty”,”s”:”TX”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Southwestern Christian College is a private institution and receives no state funding. As enrollment, the cost of living and inflation increases, the College will not be able to reduce the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The College has implemented fundraising efforts to support continued renovations and to increase technology resources.”]},”c”:[[“Institutional support”,”Southwestern Christian College’s cost of institutional support has increased due to several key factors. The addition of new staff members has led to higher salary expenses, as the college invests in qualified professionals to enhance academic and administrative services. Additionally, purchasing new equipment for classrooms, labs, and campus facilities has contributed to rising costs, ensuring students have access to up-to-date resources. Salaries for existing faculty and staff have also been adjusted due to cost of living increase, to remain competitive and support retention. These combined expenses reflect the SwCC’s commitment to improving its educational environment and operational efficiency.”],[“Instruction”,”Southwestern Christian College’s cost of instruction has increased due to hiring credentialed faculty due to adding new academic programs and courses. These expenses reflect the SwCC’s commitment to maintaining its educational mission and enhancing the academic experience.”]]},{“n”:”Southwestern Faculty”,”s”:”CA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While the institution cannot control the food and housing costs to live in our region, it has established programs to assist students with food insecurity and is in the process of exploring possible student housing options to determine their viability.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Board of Governors of the California Community Colleges establishes tuition and fee rates for all California public community colleges.”],”Establishment Management Over Costs”:[“The institution may provide input into the process used by the Board of Governor’s of the California Community Colleges to establish tuition and fee rates, but does not otherwise participate in the decision making.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”The increase in average net price for students to attend the institution from 2019-20 to 2021-22 was primarily due to the increase in food and housing costs in our region (Southern California), and not on increased institutional expenses.”]]},{“n”:”Southwestern Indian Polytechnic Institute”,”s”:”NM”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are placing a strategic goal (and related objectives) related to physical facilities in the 2025-2030 strategic plan. Our goal is to streamline processes and increase operational efficiency.”],”Replace Since Prior Checklist”:[“The college is looking at expanding fee waivers to make the college more affordable to students. There are multiple initiatives that will allow students to waive college fees (e.g., participation in a summer bridge program, participation in a direct admissions program, etc.).”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“As previously noted, we are looking at expanding resources to cover fees for financially disadvantaged students. A new initiative to help provide emergency financial assistance to low-income students is being developed by the Division of Academic Programs and the Division of Student Affairs as of this week. This is in addition to other initiatives that will potentially waive fees for incoming students (e.g, summer bridge program, direct admissions program, etc.).”]},”c”:[]},{“n”:”Spartanburg Methodist Faculty”,”s”:”SC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Benefits”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The direct costs (tuition, fees, and housing) have had minimal increases. The increases seen have been due to costs associated with off-campus room and board and inflationary pressures.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The direct costs (tuition, fees, and housing) have had minimal increases. The increases seen have been due to costs associated with off-campus room and board and inflationary pressures.”]},”c”:[]},{“n”:”St. Andrews College”,”s”:”NC”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”,”Reporting Error”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are working on ways to increase enrollment and retention while improving donor relations to receive more funding to help offset the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”State Profession Faculty”,”s”:”IL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to the pandemic, we would like to keep our tuition as is.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”No increase reported during the mentioned years due to the pandemic.”]]},{“n”:”State Technical Faculty of Missouri”,”s”:”MO”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“State Technical College of Missouri is a premier technical college in Missouri, dedicated to providing hands-on, industry-driven education that prepares students for high-demand careers. Technical education infrastructure cost significantly more than what’s needed for classroom based programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“State Technical College of Missouri remains committed to delivering high-quality, industry-relevant technical education that prepares students for employment in high-demand fields. Technical education requires significant investment in specialized equipment, software, labs, and facilities that must be regularly updated to meet industry standards. The institution is responsible for following the guidelines set by Missouri Department of Higher Education and Workforce Development and Missouri A+ Program related to increases in tuition and fee rates.”]},”c”:[]},{“n”:”Stellar Profession Faculty”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“0% Increase”,”Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The college has introduced an initiative to encourage students to apply for various scholarships by providing necessary resources to the students. College staff provides monthly feeds to students to apply for these scholarships.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition and fees are most competitive among all accredited private institutions in the state of Illinois.”,”Our tuition and fees are competitive as compare to all accredited private institutions in the State.”]},”c”:[]},{“n”:”Stellar Profession Faculty”,”s”:”IL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The college has introduced an initiative to encourage students to apply for various scholarships by providing necessary resources to the students. College staff provides monthly feeds to students to apply for these scholarships.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our tuition and fees are competitive as compare to all accredited private institutions in the State.”]},”c”:[]},{“n”:”Studio 75 Hair Academy”,”s”:”TN”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Institution cost of attendance is at least 10% lower than the other schools in the area, and if the Institution lower the cost, it will be difficult to run the Institution, and submit payment to the third party vendors.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The Institution has not increased the charges since 2021″]},”c”:[]},{“n”:”Studio Incamminati”,”s”:”PA”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are a small institution operating on a zero based budget with monthly detailed review of expenditures and tight control over our costs.”],”Replace Since Prior Checklist”:[“Our tuition is well below the average tuition and fees charged by other institutions offering similar programs.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Institutional support”,”Institutional support Includes new GAAP reporting requirement for right of use leases that use to be expensed as incurred but are now reported at the present value and amortized over the duration of the leases.”]]},{“n”:”Stylemaster Faculty of Hair Design”,”s”:”WA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our Tuition price is competitive with other tuitions in our region, and with the cost of supplies and equipment increasing across the board we would not be able to meet the financial responsibilities required to maintain our Title IV eligibility if we cut tuition prices.”,”The cost of attendance is a moderate amount for our region. Decreasing our cost of attendance would mean no longer being able to provide the essential service to our community that we feel we provide. The cost of supplies, books, and wages for capable staff have all increased in the past few years, requiring the cost of attendance to also increase.”],”Replace Since Prior Checklist”:[“The continuing rise of inflation and cost of the goods required for teaching has not allowed us the ability to reduce costs, we have only been able to maintain our current rate for tuition and fees. Our goal is to provide quality education at the lowest tuition allowable and feel that is what we are doing currently.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Summit Christian Faculty”,”s”:”NE”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“SCC is committed to keeping costs low for students. While expenses have changed, the actual cost to students has remained very low.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Summit Salon Academy Kansas Metropolis”,”s”:”MO”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The changes in tuition prices are commensurate with the need to pay employees more, and adjust for inflation.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Summit Salon Academy-Perrysburg”,”s”:”OH”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution has faced annual increases in operational costs due to inflation, which has limited our ability to reduce the overall cost of attendance.”,”Overall, we did an attempt to decrease COA for students by reducing the cost of their supplies. We were able to do this by removing unnecessary items from the kit and supplying it to the student. However, we have increased tuition to account for increased academic support, instructional products and product cost.”],”Replace Since Prior Checklist”:[“Our institution has not taken steps to reduce our overall cost of attendance due to inflation across the industry post COVID-19 and general operational cost increases.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Due to overall inflation across the beauty industry and ongoing economic recovery following the impacts of the COVID-19 pandemic, institutional costs have risen. These factors have contributed to increases in the net prices charged to students”,”Increased costs of products within the industry, wages for all employees increasing due to cost-of-living increases post COVID-19.”]},”c”:[[“Student services”,”Natural Disaster: Institution incurred expenses to implement safety protocols as mandated by the National Covid-19 Pandemic for students, guests and employees to practice safe distancing requirements. The Institution invested in employees to provide counseling and support to students in response to the National Pandemic. Reporting Methodology changes is due to moving expenses from academic support to student services and instruction in order to provide needed support to students. Operation and Maintenance: Institution underwent remolding to provide an improved learning environment for students’ clinical skills.”],[“Student services”,”During the examination period, the organization underwent structural changes, including the creation of new roles such as the Dean of Students, and the establishment of admissions as a standalone position”]]},{“n”:”Talmudic Faculty of Florida”,”s”:”FL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Cost of living for staff too high”,”Cost of living has escalated”],”Replace Since Prior Checklist”:[“We have tried to reduce food costs and other areas”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Talmudical Seminary of Bobov”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our costs had been unrealistically low for many years. we are gradually accommodating the reality of costs.”],”Replace Since Prior Checklist”:[“We don’t believe that we stated last year that we would be reducing costs. we are trying to be more realistic about what the costs are.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Temple Faculty”,”s”:”TX”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Benefits”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Temple College is committed to offer the best career opportunities for our students and look forward to finding opportunities to offer an affordable high quality education.”],”Replace Since Prior Checklist”:[“At Temple College we are committed to reducing student costs through affordability initiatives, optimizing administrative expenses, and expanding financial aid outreach.”],”Outdoors Management Over Costs”:[“The State legislations at times puts restriction on tuition and fees as well as minimum tuition charges.”],”Establishment Management Over Costs”:[“Our Board of Trustees has the authority to set tuition and fees.”],”Different Components In Pricing”:[“At Temple College we recognize that increases in net price can pose challenges for students and families, and we are committed to addressing affordability with transparency and care. The rise in net price over the past year is largely attributable to inflationary pressures, including increased costs for utilities, faculty and staff compensation, and investments in technology and student support services critical to academic success. To help offset these rising costs, we have expanded need-based aid and implemented new scholarship programs targeting first-generation and underserved students. Additionally, we continue to invest in textbook affordability initiatives and work-study opportunities to reduce out-of-pocket costs. We remain committed to providing high-quality education while actively seeking new strategies to control costs and enhance the value of the student experience.”]},”c”:[]},{“n”:”Temple College”,”s”:”PA”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We appreciate your interest in how our institution is managing the cost of attendance. First, it’s important to clarify that while there may be a perception that our tuition has increased substantially, our actual tuition rates have not changed significantly. The appearance of a sharp increase is the result of a reporting methodology change, not an actual rise in cost. Previously, we reported our base tuition rate, but we have now transitioned to reporting a blended rate that reflects tuition differentials across academic units. This change was made to align IPEDS with other external reporting efforts, and we clearly noted the change in methodology at the time of implementation in IPEDS. That said, we are actively pursuing ways to reduce the overall cost of attendance—not just tuition. We recognize that affordability is influenced by a range of factors including fees, housing, course materials, and time to degree. Our efforts include: • Expanding need- and merit-based financial aid to ease the net cost for students. • Improving academic advising and support to help students graduate on time. • Offering more on-campus support programs to help students manage expenses. • Streamlining academic pathways to minimize excess credits and reduce time to completion – the core focus of our Fly in Four program. Our commitment is to ensure that a high-quality education remains accessible and affordable, and we remain transparent in our communication and strategies to achieve that goal.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“While it may seem that Temple’s tuition has risen substantially between the years in question, in reality, our tuition rates have not significantly changed. The perception of a substantial increase is due to a change in the methodology used to report average tuition, not an actual rise in cost. Previously, we reported our base tuition rate. However, under a revised methodology, we now report a blended tuition rate that accounts for tuition differentials across academic units. This updated approach provides a more comprehensive view of the average tuition paid by students and was adopted to ensure alignment between IPEDS reporting requirements, and other institutional reporting commitments. It is also important to note that the year we implemented this change in IPEDS reporting, we clearly stated that the change in the reported rates were the result of a methodology change, not a substantive increase in tuition. We remain committed to transparency and affordability, and we encourage anyone with questions to reach out for further clarification.”]},”c”:[[“Institutional support”,”Bad debt increased significantly over the three-year period, primarily due to the recognition of additional research allowances. In Fiscal 2021, the University benefited from a non-recurring reduction in claims-based liabilities and a non-recurring recovery of consulting fees from a prior period. The COVID-19 pandemic declared in March 2020, led to in-person and travel restrictions, resulting in significant reduction in expenses during Fiscal Year 2021. Over the subsequent two years, the lifting of restrictions and the return of more staff to the office led to increased expenses.”],[“Public service”,”Public service expenses increased significantly over the three-year period, primarily due to expenses covered by grant funding. A substantial portion of this increase is attributable to COVID-19 related costs, with the University receiving funding from the Pennsylvania Department of Education and the Pennsylvania Emergency Management Agency to cover these expenses.”],[“Auxiliary enterprises”,”Due to the COVID-19 pandemic declared in March 2020, campus and surrounding areas saw a significant reduction in student presence in Fiscal Year 2021. The University experienced a notable increase in food services utilization over the subsequent two years as students returned to campus. Fiscal Year 2021 saw the cancellation or postponement of most sports, excluding football and basketball, leading to reduced operating and travel expenses. Gameday expenses for football also decreased that year due to fewer home games and limited fan involvement. Athletics programming activities resumed in the subsequent two years resulting in increased related expenses.”]]},{“n”:”Tennessee Faculty of Utilized Expertise Nashville”,”s”:”TN”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“TN Board of Regents (TBR) is governing TCAT Nashville. TBR plans the cost of attendance at our institution.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“TN Board of Regents governs TCAT Nashville.”],”Establishment Management Over Costs”:[“Presidents of the Tennessee Colleges of Applied Technology atte d board meetings with TN Board of Regents twice yearly.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Texas A & M Worldwide College”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Change in Reporting Methodology”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institutions tuition cost has not changed since 2021 for in-state students. IPEDS considers other factors that have increased in the aggregate cost of attendance. The “university service fees”, or “USF”, denoted in our tuition cost page is the only explicit fee that has increased. The large increase is due to the the estimated items of cost of attendance. These are costs that students disclose to the university, not costs that are set by the university.”],”Replace Since Prior Checklist”:[“TAMIU continues efforts to keep tuition cost the same, an initiative that started in 2021. We continue to look for more favorable terms from book suppliers to pass savings on to our students. TAMIU continues to monitor and seek opportunities that keep tuition and fees the same or decreasing. The portions of COA that are estimated from student surveys are beyond the institution’s control.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The university is solely responsible for requesting tuition and fees increases, but the Texas A&M University System Board of Regents sets a limit on increases, usually tied to HEPI, and ultimately approves the University’s request(s). The Board has not permitted any increases since the 2021-2022 school year.”]},”c”:[]},{“n”:”Texas A&M College-Central Texas”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“A&M-Central Texas did not increase tuition & fees during the 3 year period reported. We also provide tuition guarantee programs that lock in rates for 3 years to build stability in cost. We are currently working on a strategic financial aid packaging plan to better fill the need gap and leverage federal, state, and institutional aid more effectively.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“As a public institution of higher education, state tuition rates are established in statute. Designated tuition and fee rates are approved by The Texas A&M University System Board of Regents.”],”Establishment Management Over Costs”:[“University administration prepares budgets and recommendations for tuition and fee increases in accordance with the law. Proposals are submitted to the Board of Regents for approval. University administration is also responsible for holding student referendums for adjustments based on applicable law.”],”Different Components In Pricing”:[]},”c”:[[“Student services”,”Significant portion related to direct distribution of HEERF funding during pandemic.”]]},{“n”:”Texas State Technical Faculty”,”s”:”TX”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Overall operating expenses are increasing as part of strategic growth through the state of Texas, and are being funded by increases in both state appropriations and tuition revenue. The budget and planning approach used closely monitors expenses throughout the year and also looks forward as part of a multi-year growth initiative to refine and expand education offerings related to industries with high demand for new workers.”],”Replace Since Prior Checklist”:[“Tuition is assessed on a tier system driven by student and industry demand to price programs accordingly. An emphasis on outcomes is improving the quality and usefulness of the education being received. Focus on student services, such as career guidance and retention, and auxiliary offerings, like campus housing and food service, is improving the overall educational experience. Finally, ongoing efforts towards increasing partnerships with industry and local municipalities, Foundation fundraising, and new grant opportunities have all provided funding aimed at offsetting the cost of attendance for students.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”Texas State Technical College (TSTC) operates as a state funded college offering associates degrees and certifications in various technical fields of study. TSTC transitioned to a unique funding formula based on student wages and outcomes which reflects the college’s objective to place Texans in higher paying jobs. This transition involved continuous review and refining of programs offered. To improve the quality of education required the addition and retention of highly qualified instructors and staff. Additionally, the college expanded with a new campus location and improved/added instructional space at historical locations to further accommodate increases in enrollment.”]]},{“n”:”The Academy of Hair Design Six”,”s”:”MS”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We did not have a major increase in our cost of attendance. We spent an extra $1200 on new hair dryers for the clinic floor.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”We had to purchase new hair dryers for the clinic floor.”]]},{“n”:”The Magnificence Institute”,”s”:”FL”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“our vendors have increased our supplies and cost of living increased as well”,”Inflation keeps rising as well as our supplies keep increasing in price as well.”],”Replace Since Prior Checklist”:[“hired more staff and our prices have increased”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The Hair Academy”,”s”:”ND”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Will conduct a more through survey to students regarding living expense and cross check with average living expenses in the state of North Dakota.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Change of ownership happened in 2021, therefore increase in tuition and fees took place to accommodate new staff and increase price of student kit. Additional tools and resources have been added to student kits to justify the increase of price. Tuition and fees have not increased since the change of ownership.”]},”c”:[]},{“n”:”The Grasp’s College and Seminary”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have added solar panels to several campus buildings, thereby reducing utility costs. We continue to automate services in non-academic areas, resulting in reduced costs.”],”Replace Since Prior Checklist”:[“We have been moving away from a low-cost tuition model with limited scholarships to a model of higher tuition with enhanced scholarship support. Our new tuition policy more accurately reflects the actual cost of educating each student.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Overall cost of living has increased. Faculty/Staff salaries have been increased. We have added Engineering as a major and it costs us more per credit hour. We expect student charge increases to level off.”]},”c”:[]},{“n”:”The Rapha College”,”s”:”PA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Increase in tuition is not applicable to our institution as we were not Title IV eligible in the starting reporting period therefore no reduction in costs are needed.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“reported increases are artificial as no previous data was reported.”]},”c”:[[“Instruction”,”Our school was not a Title IV institution prior to 2020 and therefore no data was reported.”]]},{“n”:”The Recording Conservatory of Austin”,”s”:”TX”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We raised our tuition for the first time in many years to levels near but not exceeding our competition.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The Salon Skilled Academy-Battle Creek”,”s”:”MI”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of attendance does allow for the cost of payroll to decrease. Instructional staff already feel they are not paid enough. Decreasing cost of attendance would deeply hurt students, because they would not be able to afford the cost of learning a trade that will propel them in a way that will increase their worth to themselves as well as their family.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The cost of living, products, supplies, and the tools the students use to learn with as they per pursue a career. The venders who supply the institution, inflation, and the market drives the cost up. There is not one area that does not affect the cost of education.”],”Establishment Management Over Costs”:[“The institution has to make decision based on the cost of supplies and demand. Payroll for instructional staff should support the cost of living by that I mean inflation is going up every year due to cost of make and suppling institutions across the world.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The Salon Skilled Academy-Onalaska”,”s”:”WI”,”t”:”Non-public for-profit, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our overall cost of operations, the need to increase wages and salaries .”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The Salon Skilled Academy-San Jose”,”s”:”CA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have high expenses and we are in CA so we pay our staff adequate wages. Not to mention we offer much more advanced training than any other school.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The Temple-A Paul Mitchell Associate College”,”s”:”MD”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have implemented some distance learning options and also have shorter programs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”The College of Texas Permian Basin”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increased cost represented in this analysis reflect several large one-time costs or costs associated with COVID-related requirements.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The University of Texas System, The Texas Higher Education Coordinating Board, and Texas Legislature.”],”Establishment Management Over Costs”:[“UTPB recommends to the UT System tuition and fee increases after receiving approval from the UTPB Executive Team. The recommendations must conform to the UT System guidelines prior to submittal. The UT System reviews and determines whether the changes can be supported.”],”Different Components In Pricing”:[“The university is committed to remaining an affordable option in Texas. Our tuition and fees remain among the lowest across the State of Texas. The represented years were not typical due to atypical COVID resources, yet some expenses dropped, and others went up. They are not necessarily representative of typical business.”]},”c”:[]},{“n”:”Thomas Extra Faculty of Liberal Arts”,”s”:”NH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As stated in our previous CATEF report, the College operates within a very tight budget structure. The College monitors its direct charges for tuition, food and housing in comparison with similar institutions. The College ranks in the bottom quarter among similar institutions in direct cost to students. The College plans on maintaining this position for the foreseeable future. The total indirect costs have remained the same for over five years.”],”Replace Since Prior Checklist”:[“As stated in our previous CATEF report, the College operates within a very tight budget structure. The College monitors its direct charges for tuition, food and housing in comparison with similar institutions. The College ranks in the bottom quarter among similar institutions in direct cost to students. The College plans on maintaining this position for the foreseeable future. The total indirect costs have remained the same for over five years.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”2020-2021 Covid and 2022-2023 back to normal”]]},{“n”:”Tigi Hairdressing Academy-Colorado Springs”,”s”:”CO”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The TIGI Hairdressing Academy in Colorado Springs, CO. continues to see an increase of cost in many areas of the Institution. We see an increase in the cost of goods for student kits and program supplies for all programs offered. Employee compensation continues to rise year after year. Increased cost in equipment and facilities maintenance. Lastly the Academy has increased staff support and training in areas of student services and career services.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Tom P. Haney Technical Faculty”,”s”:”FL”,”t”:”Public, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We research areas and venders to find ways to cut the cost of materials used in the program.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“State and Federal Entities determine the rate of tuition and percentage of fees.”],”Establishment Management Over Costs”:[“The Institution is not given the opportunity to participate in this decision.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Prime Nails & Hair Magnificence College”,”s”:”UT”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“All costs have an upward trend at this time. Therefore, we only foresee an increase trend and will not be able to have plan for decrease unless something change in the future.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Traxlers College of Hair”,”s”:”MS”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are still one of the lowest cost schools in our market. We try very hard to keep the cost of tuition down but with the cost of everything increasing around us we only see a future where increased cost will result to maintain the standard of education offered and to make necessary improvements to campus and curriculum.”],”Replace Since Prior Checklist”:[“We had an increase in enrollments due to newly offered student loan options for students. This caused an increase in areas reported. We are still the one of the lowest priced institutions in our market.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The institution operated at years below average prices of other institutions in our area. It was necessary to increase prices to offer the level of service the students needed. Over the past few years, the cost of all our expenses have increased as well as investments into our staff and program developments”]},”c”:[]},{“n”:”Tri County Regional Vocational Technical Excessive College”,”s”:”MA”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As stated in the previous explanation. It was a reporting error in the manner in which the Administrative Staff had been reporting in the Support Staff Category. Said category had a -88% change. Additionally the full instructional salary cost was reported under the Post Secondary Budget, and not covered under the overall District budget.”],”Replace Since Prior Checklist”:[“Our overall increase is only 1.3% for similiar schools in our area, with the highest increas at 37.9 %, and 35.1%. These changes were due to the manner in which they were reported. We also had an interim Director of Post Secondary Education which created the errors in the manner which costs were categorized.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”The reason for the drastic changes was in the way support staff had been reported in the past. The administraive staff was reported in the support staff category and not in the respective column. That is why the support category is at -88%. Also a large portion of the instruction salaries were covered under the School Districts overall budget and not in the actual program budget. This was change to reflect more accurate reporting. With that being said in accordance with your schedule CATEF Report out school only has an overall increase of 1.3 percent where the overall increase for schools of out type in Massachusetts average increase is 8 %, with the two highest being 37.9% and 35.1%.”]]},{“n”:”UPMC St. Margaret College of Nursing”,”s”:”PA”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The cost of tuition has not increased in over 8 years. The cost of technological support is what caused this increase from 2019-20 to 2021-22. The technology fee directly translated to the student is what increased.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Union Bible Faculty”,”s”:”IN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Benefits”,”Change in Reporting Methodology”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our cost of attendance for students has not greatly increased. It is within a very reasonable range.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”We changed categorizations of various expenses. This greatly increased our “Other” category.”]]},{“n”:”United Tribes Technical Faculty”,”s”:”ND”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have instituted a flat rate tuition so that all students pay one full-time tuition from 12 to 18 credits as well as a tuition waiver for students who qualify.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The increase in net price was due to increase in room and board to accommodate increased costs for food and utilities. The increase was the first in 7 years, with the last increase happening in 2015-16. Still, UTTC net prices continue to be lower than all other colleges within North Dakota except for Turtle Mountain Community College and Sitting Bull College.”]},”c”:[[“Other expenses & deductions”,”We received Covid funding that allowed UTTC to provide intensive student support as well as upgrading facilities to be safer for students, increasing technology infrastructure to allow for multiple modes of learning, and expanding our online offerings. Facility upgrades included modifications for social distancing, air flow systems, and student living areas to be safer during the pandemic.”],[“Public service”,”UTTC received a Department of Education Accessing Choices in Education grant that utilized a large portion of contracted services to provide supports for high school students in the region.”]]},{“n”:”Universidad Ana G. Mendez-Carolina Campus”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution yearly establishes a budget for the upcoming year. As part of this process, revenues and costs scenarios, including cost of attendance, are evaluated. However, the increasing operating costs (salaries, benefits, operation and maintenance, etc.) will have a significant impact in the resulting attendance for future periods.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Public service”,”During 2020-21, due to the COVID-19 pandemic, the institution was under a reduced workweek, which resulted in lower salaries and benefits costs. The institution also established remote work, which resulted in lower overall operating costs (utilities, maintenance, cleaning, supplies, materials, etc.). During 2022-23, the reduced workweek was terminated and the regular workweek was reinstalled.”]]},{“n”:”Universidad Ana G. Mendez-Cupey Campus”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution yearly establishes a budget for the upcoming year. As part of this process, revenues and costs scenarios, including cost of attendance, are evaluated. However, the increasing operating costs (salaries, benefits, operation and maintenance, etc.) will have a significant impact in the resulting attendance for future periods.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Student services”,”A new doctoral level program was added to the campus academic offering effective August 2024 for which development costs were incurred during 2022-23. In addition, during 2020-21, due to the COVID-19 pandemic, the institution was under a reduced workweek, which resulted in lower salaries and benefits costs. The institution also established remote work, which resulted in lower overall operating costs (utilities, maintenance, cleaning, supplies, materials, etc.). During 2022-23, the reduced workweek was terminated and the regular workweek was reinstalled.”]]},{“n”:”Universidad Ana G. Mendez-Gurabo Campus”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution yearly establishes a budget for the upcoming year. As part of this process, revenues and costs scenarios, including cost of attendance, are evaluated. However, the increasing operating costs (salaries, benefits, operation and maintenance, etc.) will have a significant impact in the resulting attendance for future periods.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Research”,”Two new doctoral level programs were added to the campus academic offering effective August 2024 for which development costs were incurred during 2022-23. In addition, during 2020-21, due to the COVID-19 pandemic, the institution was under a reduced workweek, which resulted in lower salaries and benefits costs. The institution also established remote work, which resulted in lower overall operating costs (utilities, maintenance, cleaning, supplies, materials, etc.). During 2022-23, the reduced workweek was terminated and the regular workweek was reinstalled.”]]},{“n”:”Universidad Teologica del Caribe”,”s”:”PR”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are being very conservative with our budget developing but do not anticipate cost reduction at this time.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Advancing Expertise”,”s”:”AZ”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Change in Reporting Methodology”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The methodology used to allocate expenses was updated to more accurately reflect NACUBO guidance. The net price cost of attendance is artificially inflated for the timeframe analyzed, due to the calculation method used, which has since been updated. In 2019-2020, three semesters of grants/scholarships were included versus the traditional two semesters worth of data as reported in other years. The Institution has requested an opportunity to correct the 2019-2020 data on the Student Financial Aid Survey.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The methodology used to allocate expenses was updated to more accurately reflect NACUBO guidance. The net price cost of attendance is artificially inflated for the timeframe analyzed, due to the calculation method used, which has since been updated. In 2019-2020, three semesters of grants/scholarships were included versus the traditional two semesters worth of data as reported in other years. The Institution has requested an opportunity to correct the 2019-2020 data on the Student Financial Aid Survey.”]},”c”:[]},{“n”:”College of Aesthetics & Cosmetology”,”s”:”AR”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We had extraordinary one-time capital expenses.”],”Replace Since Prior Checklist”:[“The costs are not annual, rather they are one-time (hopefully).”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Inflation & tariff costs have increased our general expenses. Salaries have increased to keep up with the standard of living. We have added employee benefits of health, dental, & optical insurance, 401 employer matching plan, CEU reimbursement, & other expenses designed to attract & retain employees. Additionally, we have increased our staff to support a new educational program.”]},”c”:[[“Institutional support”,”We improved our facilities; specifically, we put a new roof on 2 buildings, made repairs to the roofs on 3 other buildings, added 5 skylights, painted the exterior of over 15,000 sqf, installed new plumbing for a new laundry station, added a new aesthetics room, repaired hvac, etc.”]]},{“n”:”College of Alaska Anchorage”,”s”:”AK”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Focused efforts to reduce costs for students have included several key initiatives, implemented in alignment with accreditation requirements and a heightened emphasis on managing overall operational expenses. The university’s Open Educational Resources (OER) initiative has significantly reduced the estimated cost of books and supplies, resulting in a 45% decrease from 2022 to 2024, as reported to IPEDS. Additionally, average student fees have declined by 15% over the same period, according to data reported to the Office of Management and Budget (OMB). University leadership has convened a cross-functional working team to enhance coordination among offices involved in estimating and managing student costs. These initiatives are part of a broader institutional strategy to promote affordability, ensure fiscal responsibility, and maintain compliance with accreditation standards.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The University of Alaska Board of Regents”],”Establishment Management Over Costs”:[“As stated in University of Alaska Board Policy Chapter 05.10, “The board (of regents) will set tuition and fees.” Additionally, Policy P05.10.030 clarifies that “Regular tuition rates shall be established or changed only by action of the board or as provided in this chapter.” The policy further states that “Tuition rates may vary to reflect (a) the different missions of the major university units (b) central urban campuses, community colleges, extended community campuses, and other sites, (c) differing costs of instruction by student level (e.g., lower division, upper division, and graduate courses), (d) distinctions between Alaska residents and nonresidents, (e) costs of modes of delivery (e.g., online, face-to-face, hybrid), (f) university standing within a regional or national higher education context with peer institutions, and (g) different program or course costs or demands.” The policy requires that “Any such proposed differentiation of tuition rates shall be accompanied by an explicit statement of justification or rationale that considers the objectives laid out in P05.10.010. and includes an analysis of the potential impacts of the differential tuition rates on programs, campuses, colleges, and the university system.” As such, UAA works closely with the Board of Regents to provide information, context, and recommendations on tuition levels that help balance student cost with operational demands.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”While initiatives such as offering incentives for students to live on campus, increasing institutional aid through programs like the Alaska Performance Scholarship, and charging in-state tuition rates for online enrollees did contribute to higher costs, the primary factor driving the increase in UAA’s reported Net Price was the adjustment of estimated costs in the Food and Housing category reported to IPEDS. According to 2022 estimates from the Alaska Economic Development Corporation (AEDC), food costs in Anchorage are approximately 25% higher than the national average, and housing costs are roughly 36% higher. Overall, Anchorage’s cost of living is estimated to be 23.7% above the national average (AEDC, 2023). In response, UAA projected its cost of attendance calculations during the reporting period to more accurately reflect the local cost of living. These adjustments were made to ensure students are supported with realistic budgets for food, housing, and personal expenses.”]]},{“n”:”College of Holy Cross”,”s”:”LA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The University of Holy Cross has increased scholarships for incoming freshmen and transfer students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Maryland-Baltimore County”,”s”:”MD”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“As shared in Section 3, it falsely appears that UMBC’s cost of attendance increased because we had significantly lowered student fees in 2020-21 ($716) because most students were not on campus due to the COVID-19 pandemic. Prior to the pandemic (2019-20), undergraduate student fees were $3,324 and in AY2021-22 they were $3,550, and in 2022-23 they were $3,714. Tuition increases are controlled by our university system.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Tuition is not. The University System of Maryland (USM).”],”Establishment Management Over Costs”:[“The USM provides limits for increases in tuition and fees by which we need to abide.”],”Different Components In Pricing”:[]},”c”:[[“Auxiliary enterprises”,”During COVID (2020-21) the university significantly reduced the amount of student fees being charged because students were (largely) not on campus. Those student fees mainly support auxiliary services. In 2022-2023, the university resumed its existing student fee structure because we had returned to campus. Looking at tuition only, there was a 4% increase during the three-year period.”]]},{“n”:”College of New Mexico-Gallup Campus”,”s”:”NM”,”t”:”Public, 2-year”,”l”:[“Tuition and Fees”],”r”:[“Change in Reporting Methodology”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The tuition and fees charged to the student have not changed over several years and can be found here https://www.gallup.unm.edu/admissions/tuition.html. The cost per student as reflected in the IPEDS Finance survey has increased by 7.7% from FY 21 to FY 23, which is consistent with the legislated increase in salaries for faculty and staff over the last two years. Additionally, at the state-level, there has been significant scholarship support for all New Mexican residents who would like to attend an institution of higher education, which significantly decreases their out-of-pocket cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“UNM Gallup can recommend tuition and fee changes but the final approval must come from the University of New Mexico Board of Regents.”],”Establishment Management Over Costs”:[“UNM Gallup local advisory board determines changes to the tuition and fees and makes the recommendation to the Board of Regents.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”Bookstore sales were lower in FY 2021 based on COVID19 Pandemic. Bookstore demand and sales have since increased significantly since then. Additionally, a new bookstore director started in FY23, clearing out old inventory and bringing in new inventory as needed. During this transition to a new bookstore director, the inventory valuation changed as older inventory items were valued at current market prices. This change can account for some of the increases noted in the IPEDS cost of goods sold for the bookstore.”]]},{“n”:”College of Puerto Rico at Cayey”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico at Ponce”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Aguadilla”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Any reduction in the tuition and fees or any other kind of cost of attendance must be approved first by the Federal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost of attendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and Management Board (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, that includes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023 and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution will not have increase in tuition costs as determined by the current Apointed Authority in conversation with the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Arecibo”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Bayamon”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Carolina”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Humacao”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Mayaguez”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Rio Piedras”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Puerto Rico-Utuado”,”s”:”PR”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution is under the PROMESA federal Law and should follow the Institution Fiscal Plan. Anyreduction in the tuition and fees or any other kind of cost of attendance must be approved first by theFederal Oversight and Management Board for Puerto Rico.”],”Replace Since Prior Checklist”:[“Despite of the mentioned before, it is a fact that our institution is ranking as one the lowest cost ofattendance higher education institutions among Puerto Rico.”],”Outdoors Management Over Costs”:[“Our institution is under the PROMESA federal Law and is the Federal Oversight and ManagementBoard (FOMB) of Puerto Rico the responsable for the approving of the Institution Fiscal Plan, thatincludes any increase or reduction in tuition and fees or other related cost of attendance.”],”Establishment Management Over Costs”:[“The Fiscal Plan approved by the FOMB includes tuition and fees established for FYs 2021, 2022, 2023and 2024 that we had to comply. Beginning FY2024 and for the foreseeable future the institution willnot have increase in tuition costs as determined by the current Apointed Authority in conversationwith the FOMB.”],”Different Components In Pricing”:[]},”c”:[]},{“n”:”College of Southern Indiana”,”s”:”IN”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Reporting Error”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“See explanation in Section 3. As noted, the University has an OPEB asset. The increase in OPEB expense from -$27.9 million to $353,000 is due to a decrease in the asset value. However, the OPEB balance is an asset and not a liability, i.e. plan assets exceed future costs. Plan assets are held in a Voluntary Employees’ Benefit Association (VEBA) Trust and restricted for OPEB expenses. OPEB expenses may continue to increase as the OPEB asset is consumed, but cost of attendance is not impacted by these expenses that are paid from the VEBA Trust.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The Indiana Commission for Higher Education provides non-binding tuition recommendations for public universities in Indiana.”],”Establishment Management Over Costs”:[“The USI Board of Trustees has the final decision on tuition and fees based on recommendations from management and consideration of the Indiana Commission for Higher Education recommendations.”],”Different Components In Pricing”:[“USI recognizes that cost may be a barrier to access and is committed to providing affordable quality education. We have a history of maintaining an affordable fee structure as one of the most affordable baccalaureate degree granting institutions in Indiana. In 2021-2022 and 2022-2023, the total tuition increase for undergraduate resident rates was 2% each year.”]},”c”:[[“Other expenses & deductions”,”Other postemployment benefit (OPEB) expense accounts for the majority of Other Expenses & Deductions reported. In fiscal year ended 6/30/2021, we had OPEB expense of -$27,949,009. However, in fiscal year ended 6/30/2023, we had OPEB expense of $353.189. OPEB expense along with deferred inflows and outflows represent the change in the OPEB asset/liability. The OPEB asset value is determined annually by actuarial valuation. The asset value is impacted significantly by changes in market value of OPEB plan investments, as well as changes in employee benefit eligibility and plan changes. The amounts reported in IPEDS are derived from the annual audited financial statements of the University.”]]},{“n”:”College of the West”,”s”:”CA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“University of the West has had a number of increased costs between 2019 and 2022, including utilities, property and liability insurance, health insurance, labor, technology support, and instructional software licenses. Costs for each category have increased from between 5 to 25%. These increases in costs were coupled with declines in enrollment and individual donations. As a result, we have had to increase tuition and housing costs annually by 3% to support the university’s continuous operation. Even with recent increases in cost of attendance, our tuition, fees, and housing charges are lower compared to the national and local averages.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The change in net price from 2019-20 to 2021-22 is greatly affected by the makeup of the first-time full-time student cohort, which was less than 10 students in both years. None of our 2021-22 cohort received funding through state grants, while several students in the 2019-20 cohort did. The percentage changes in tuition, fees, and housing rates were much lower than the percentage change in net price.”]},”c”:[[“Net grant aid to students”,”University of the West did not offer institutional grants and scholarships that exceeded total tuition, fees, and housing charges.”],[“Public service”,”University of the West did not have any public service costs in 2019-20 or in 2021-22.”]]},{“n”:”Urshan College”,”s”:”MO”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Due to rising costs associated with accreditation and maintenance, we must continue to maintain our current prices in order to remain financially viable. The current pricing structure currently directly supports the quality of education and services that our institution provides.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Our institution considers cost of learning software, SSI, LMS, tuition at comparable higher education institutions, operations, maintenance, and student housing.”]},”c”:[[“Academic support”,”In June 2020, Urshan College and Urshan Graduate School of Theology received initial accreditation from the Higher Learning Commission. With this accreditation, the institution’s expenses increased due to maintaining accredited status, necessitating an increase in tution.”],[“Student services”,”In 2019, the institution moved to a new campus, the renovation of this campus, including student housing, continued for several years.”]]},{“n”:”VH Barber & Styling Academy”,”s”:”LA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Inflation is causing operating expenses to increase; therefore, we had to increase the total cost of the program.”],”Replace Since Prior Checklist”:[“We have tried to locate supplies for the students at a reduced cost; however, we have been unsuccessful. We have purchased equipment that has allowed us to not have products (haircolor)expire, resulting in waste. Additionally, operating cost are constantly rising.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The school utilizes the amount from our distributors and operating expenses to decide what is reasonable.”]},”c”:[]},{“n”:”Valencia Faculty”,”s”:”FL”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Though the State regulates the College’s ability to change tuition and fee rates, the College has increased the number of courses supported with Open Educational Resources (OERs) to decrease average textbook costs for students.”],”Replace Since Prior Checklist”:[“Over the last twelve years, the College has not raised tuition or fee rates despite increased inflation and costs. This has reduced the cost of attendance measured in real, inflation-adjusted terms.”],”Outdoors Management Over Costs”:[“The Florida Legislature sets tuition and fee maximums. Tuition and fees have not been raised as gubernatorial appointees to local boards have been directed to not raise tuition and fees. This has contributed to increased student affordability.”],”Establishment Management Over Costs”:[“Tuition and fees have not been raised as gubernatorial appointees to local boards have been directed to not raise tuition and fees.”],”Different Components In Pricing”:[]},”c”:[[“Other expenses & deductions”,”The primary difference for the variance is due to the non-recurring HEERF scholarships funding received during the COVID-19 pandemic.”]]},{“n”:”Valor Christian Faculty”,”s”:”OH”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Despite steps taken to curtail discretionary expenditures like Office Expenses, other rising costs driven by inflation are cost prohibitive to efforts to reduce overall cost of attendance. Efforts are being made to limit increases in cost of attendance to inflation rate averages.”,”Despite steps taken to realize reductions in the cost of attendance, other rising costs driven by inflation are cost prohibitive to efforts to reduce cost of attendance. Efforts are being made to limit increases in cost of attendance relative to inflation.”],”Replace Since Prior Checklist”:[“We are looking to not increase tuition for a period of time as enrollment increases to help with the cost of attendance.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Veritas Baptist Faculty”,”s”:”IN”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We are very affordable and have benchmarked with other similar institutions.”],”Replace Since Prior Checklist”:[“We are very affordable and have benchmarked with other similar institutions.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Vernon Faculty”,”s”:”TX”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Vernon College has not increased tuition or fees in the past 4 years. The largest expense increase for Vernon College was related to CARES funds, and this expense will not occur again.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The Governor of Texas has mandated that no colleges will increase tuition rates at this time.”]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”The increased scholarships expenses were directly proportional to the CARES funds received by the institution during the pandemic. All monies were disbursed to students.”]]},{“n”:”Warner College”,”s”:”FL”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution remains committed to making education accessible and affordable; however, several factors have influenced our ability to reduce the cost of attendance at this time: Rising Operational Costs: Inflation and increased costs in areas such as faculty and staff compensation, facility maintenance, technology infrastructure, and student support services have contributed to the overall budgetary pressure. Limited State and Federal Funding: Reductions or stagnation in public funding have shifted more of the financial burden onto institutions and, by extension, students and families. Commitment to Quality: We prioritize maintaining high academic standards, student support services, and campus resources. Reducing tuition without compromising the quality of education and student experience presents a significant challenge. Financial Aid Investment: While direct tuition reductions are not currently feasible, the institution has increased investment in need-based and merit-based financial aid to help offset costs for students. Long-Term Financial Sustainability: In order to ensure financial stability and avoid cuts to programs and services, tuition rates must sometimes reflect the actual cost of providing a high-quality education.”],”Replace Since Prior Checklist”:[“While our institution has not yet implemented formal strategies to reduce the overall cost of attendance, we have taken initial steps to better understand the challenges and identify areas where progress can be made. Though we have not yet implemented direct measures to reduce tuition or fees, we recognize the importance of addressing student affordability and remain committed to developing actionable strategies moving forward.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Increase tuition stems from the cost of living increases, increasing discount rates to be more desirable to students and to allow our fundraising goals to be manageable as a private institution.”]},”c”:[[“Other expenses & deductions”,”We increased our meal plan and housing charges to students to better align with operational rising costs, including higher wages and benefits, utility and maintenance expenses, inflation-related price increases and to support continued service quality. At the same time, we were able to increase institutional scholarships to help offset these higher costs and maintain affordability for our students.”]]},{“n”:”Weatherford Faculty”,”s”:”TX”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Change in Reporting Methodology”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Weatherford College has not increased the cost of residential housing and dining in several years in an attempt to control the cost of attendance. Weatherford College did not increase tuition and fees for the 2025-26 academic year and does not plan on increasing tuition and fees for the 2026-27 academic year.”],”Replace Since Prior Checklist”:[“We reported last year that we had implemented Day One Access to assist with reducing the cost of course materials. At that time over 50% of general education courses had adopted Day One Access resulting in a 30% reduction in cost of course materials. For Fall 2024, approximately 60% of general education courses had adopted Day One Access.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“In November 2024, Governor Greg Abbott announced a freeze on any tuition and fee increase for the 2025-26 and 2026-27 academic school years for all Texas colleges and universities to help ease the financial burden on Texas college students and their families. Weatherford College is committed to helping students in Texas achieve an affordable education in order for them to experience a higher quality of life.”]},”c”:[[“Student services”,”Increase in Student Services expenses is related to an increase in restricted other expenses of $700,267 and the increase in interest expense of $294,002. Depreciation expense also increased $438,558 as a result of amortizing the right-to-use assets as required by GASB 96 implemented in FY’23.”],[“Instruction”,”The increase in instruction expenses is related to the following factors: (1) the addition of 3 new bachelor degree programs–Nursing, Organizational Leadership, and Medical & Health Services Management; (2) an increase in unrestricted salaries and wages of $1,531,704; (3) an increase in interest expense of $1,204,048; and (4) an increase in depreciation expense in the amount of $1,780,791 as a result of amortizing the right-to-use assets as required by GASB 96 implemented in FY’23.”]]},{“n”:”Webb’s Barber College of Arts”,”s”:”GA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”,”Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Renovations have started and the class instruction has increased”,”Renovations have started and class instruction has increased.”],”Replace Since Prior Checklist”:[“The renovations are almost complete to accommodate more students and more staff”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”Increased purchasing of books and other supplies. Renovations are progressing to become completed.”],[“Other expenses & deductions”,”the purchasing of books and supplies increased”],[“Other expenses & deductions”,”We had an increase in purchasing supplies and enrollment has also increased.”]]},{“n”:”Welder Coaching and Testing Institute”,”s”:”PA”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Benefits”,”Increased Operational Costs”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We have not increased our program’s tuition since 2022. With consideration of the COVID pandemic, the job market variability, and the economic situations of our student body, we have made efforts to control the cost of attendance since that 2022 tuition increase. However, due to inflation and the rising cost of materials and operating fees that have been experienced over the past 2-3 years, it is becoming more difficult to absorb those increased costs of operation without it being reflected in the cost of attendance.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Westchester College of Magnificence Tradition”,”s”:”NY”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Increased Operational Costs”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“We did lower the tuition.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Instruction”,”Due to the COVID shutdown, in-person training costs were down, and with the resumption of in-person training, the costs increased for the school.”]]},{“n”:”Westcliff College”,”s”:”CA”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Westcliff University ranks among the most affordable private universities in its region, placing second in affordability among private, for-profit, WSCUC-accredited institutions in California. Tuition increases have been modest, driven by the need to balance affordability with rising operational costs. Despite these adjustments, Westcliff’s tuition remains below that of most peer institutions. Over the past three years, the university has experienced significant programmatic growth, requiring the hiring of more doctoral-level faculty to meet accreditation standards and instructional demands. Competitive labor market conditions have also necessitated increased compensation and benefits to retain qualified staff and faculty. Rapid enrollment growth has prompted investments in campus expansion, technology infrastructure, and student services. Additional staff have been added across admissions, career services, financial aid, student affairs, and international programs to support new degree offerings and a growing student body.”],”Replace Since Prior Checklist”:[“Not applicable. Please see Cost Increase Explanation.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Westcliff University is committed to providing innovative, high-quality education through its certificate and degree programs. The university continues to invest in current and future students by developing new programs and hiring faculty who are experienced industry professionals. As the student population grows, Westcliff remains focused on expanding and enhancing resources and services to support its diverse community and promote student success.”]},”c”:[[“Academic support”,”The university has increased enrollment through existing programs and the addition of new programs. To support student success, we have added more academic support staff, especially at the graduate and doctoral level to give more attention to improving research skills.”],[“Research”,”In order to gain more insights to better serve current and prospective students, the university invested in additional institutional research staff, increased wages, and contracts for new research software.”],[“Institutional support”,”Increased enrollment has driven up operational costs in order to ensure that students are effectively supported. The areas of increased support include added staff, added programs and campuses. Additionally, the University invested in technology and infrastructure to provide students with high-quality services.”]]},{“n”:”Western Nevada Faculty”,”s”:”NV”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Western Nevada College follows the Nevada System of Higher Education cost structure as approved by the Board of Regents. Registration and Tuition prices increase as outlined by the Board. The region also continues to see high cost of living increases due to lack of affordable housing, continued population growth and inflation. The college continues to take efforts to reduce costs for students in areas such as Book/Supplies. The college continues to implement and explore Open Educational Resources (OERs) where appropriate. The college continues to analyze and adjust awarding methodology for institutional awards to assist students with paying for college. Additionally, the WNC Foundation strives to increase scholarship opportunities for students.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“Nevada System of Higher Education Board of Regents”],”Establishment Management Over Costs”:[“The Nevada System of Higher Education Board of Regents dictates that per credit registration and out of state tuition costs follow the Higher Education Price Index (HEPI). The college must seek board approval for any additional per credit costs and any increases to Lab Fees over $50.”],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Western Nevada College disbursed an increased amount of financial assistance due to increased student eligibility and the availability of HEERF funding during the 2021-2022 Award Year.”]]},{“n”:”Western New Mexico College”,”s”:”NM”,”t”:”Public, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Western New Mexico University is committed to providing the best education for the lowest cost to its students. Cost saving measures are reviewed annually during the budget process to identify those that can be implemented without jeopardizing the quality of services provided.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[[“Scholarships and fellowships expenses, excluding discounts & allowances”,”NM began the Opportunity Scholarship (tuition-free) program for NM residents in 2022.”],[“Academic support”,”There was a decrease in all expenses during 2020-21 due to COVID-19 restrictions. An Advising Center was added, which increased staff and operational expenses in 2022-23.”],[“Public service”,”There was a decrease in Public Service expenses during 2020-21 due to COVID-19 restrictions. There was also an increase in restricted funding for Public Service in 2022-23.”]]},{“n”:”Western Technical Faculty”,”s”:”TX”,”t”:”Non-public for-profit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”,”Purchased Supplies/Equipment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Tuition has not been increased for the last three years. We have developed a Strategic Partnership position at the school so that we can work to foster working relationships with major industry to garner, employment opportunities, equipment donation and scholarships.”],”Replace Since Prior Checklist”:[“We have been more proactive in helping students obtain scholarships, to offset the costs of attendance. We have partnered with Cengage Unlimited in order to lower the costs of materials for each program. The BBA program was reduced in hours and credits, as a result, tuition went from $50,772.00 to $46,439.00.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Western Expertise Heart”,”s”:”OK”,”t”:”Public, less-than-2-year”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”,”Purchased Supplies/Equipment”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The addition of the Heating, Ventilation, Air Conditioning Technician (HVAC) program has met the industry demand for training in Western Technology Center’s District and increased the enrollment by 13%. Therefore, this institution will not make plans to decrease the cost of attendance. This cost of attendance is NOT passed on to the student. It is due to the addition of a new program.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“It is relevant that Western Technology Center has had one tuition increase in over twenty (20) years. In the 2022-2023 school year the tuition went from $2.00 per clock hour to $2.50 per clock hour. No fee rates are assessed to WTC students. Student may purchase curriculum at institutional cost with no fees added, so the cost of curriculum will vary each year depending on the school’s cost. WTC is Western Oklahoma’s first choice in education and industry-specific training and continues to educate people for success in the changing times.”]},”c”:[[“Academic support”,”Due to industry demands, Western Technology Center added Heating, Ventilation, and Air-Conditioning (HVAC) Technician to the institution’s list of relevant certified training programs. This new offering prompted renovation of a new classroom and hands-on work area, purchase of HVAC training equipment and hiring a qualified instructor.”]]},{“n”:”Whitman Faculty”,”s”:”WA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Benefits”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The primary reason for this tuition increase is that we decreased our tuition between 2019-20 and 2020-21. We planned on a 4% tuition increase between 2019-20 and 2020-21, but when Covid led us to move classes online we opted instead for a 6% tuition decrease. Then in 2021-22 we brought tuition back to what it was supposed to be in 2020-21, and had a 4% tuition raise between 2021-22 and 2022-23. So what appears to be a large tuition increase from 2020-21 to 2022-23 is primarily a function of us lowering our tuition for the 2020-21 academic year. We had a lower percentage tuition increase between 2019-20 and 2022-23 compared to 2020-21 and 2022-23. We cut a lot of costs for 2020-21 due to a smaller student body and lower tuition, and then brought things back once we were able to resume more normal operations. Comparing our IPEDS Finance numbers between 2019-20 and 2022-23 shows lower expense increases compared to 2020-21 to 2022-23. In addition, our discount rates have risen over the last 5 years, and our net tuition revenue, per student, is projected to be lower in 2025-26 compared to 2022-23.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“The primary reason for this increase is that we decreased our tuition between 2019-20 and 2020-21. We planned on a ~4% tuition increase, but when Covid led us to move classes online we opted instead for a 6% tuition decrease. Then in 2021-22 we brought tuition back to what it was supposed to be in 2020-21, and had a ~4% tuition raise between 2021-22 and 2022-23. So what appears to be a large tuition increase from 2020-21 to 2022-23 is primarily a function of us lowering our tuition for the 2020-21 academic year. We had a lower percentage tuition increase between 2019-20 and 2022-23 compared to between 2020-21 and 2022-23. We cut a lot of costs for 2020-21 due to a smaller student body and lower tuition, and then brought things back once we were able to resume more normal operations. Comparing our IPEDS Finance numbers between 2019-20 and 2022-23 shows lower expense increases compared to 2020-21 to 2022-23. Our net prices have not increased significantly.”]},”c”:[[“Student services”,”All students were taking online classes in Fall 2020, none were living on campus. In spring 2021 roughly 65% of students were living on campus. Open position were unfilled during the 2020-21 academic year due to online classes and no students on campus. Benefits for all staff and faculty were reduced during the 2020-21 academic year. Everything was reduced for the 2020-21 academic year, then raised back to “normal” amounts in 2021-22.”],[“Auxiliary enterprises”,”All students were taking online class in Fall 2020, none were living on campus. In spring 2021 roughly 65% of students were living on campus with optional in-person or online instruction. Everything was back to normal (no students taking online classes) in Fall 2022. We reduced expenses for operations related to auxiliary enterprises for the 2020-21 year, and then raised back to “normal” amounts in 2021-22.”]]},{“n”:”William & Mary”,”s”:”VA”,”t”:”Public, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“While William & Mary remains deeply committed to maintaining affordability, it has not been feasible at this time to reduce the overall nominal cost of attendance. Although the university consistently achieves cost savings and avoids unnecessary expenditures through improved business processes, these efforts have been largely offset by rising operational costs. Key drivers include inflationary pressures, increased labor and benefits expenses, ongoing investments in academic excellence, and necessary infrastructure maintenance. In addition, the declines in endowment performance and growing pension liabilities have further constrained the university’s financial flexibility. Given these challenges, the institution has prioritized expanding financial aid and scholarship programs to help offset costs for students and families. This approach allows the university to preserve access while continuing to invest in the quality, competitiveness, and long-term value of the William & Mary educational experience.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“The primary authority responsible for setting tuition and fee increases is the institution’s Board of Visitors. While the Board holds the decision-making power, these actions are subject to oversight and review by the State Council of Higher Education for Virginia (SCHEV) and may also be influenced by policies or budgetary directives issued by the Virginia General Assembly. This ensures that tuition decisions align with broader state goals for accessibility, affordability, and financial stewardship.”],”Establishment Management Over Costs”:[“The institution plays a significant role in proposing tuition and fee changes through internal analyses of budgetary needs, enrollment goals, and strategic priorities. Institutional leadership — including finance, enrollment management, and academic administration — develops recommendations, which are presented to the governing board for approval. The institution also prepares detailed justifications and financial impact analyses to support any proposed increases. Final decisions are made in alignment with state guidelines and sometimes require additional approval from state government agencies.”],”Different Components In Pricing”:[“Tuition and fee increases are driven by a variety of factors, including inflationary pressures, compensation increases for faculty and staff, strategic investments in academic programs and student support services, and mandates from the state government. The institution remains committed to balancing affordability for students with maintaining the quality of education and services provided.”]},”c”:[[“Other expenses & deductions”,”The category of “Other Expenses and Deductions” has emerged as the primary driver of reported cost increases during the current fiscal year. However, it is important to contextualize the nature of these increases, as they do not represent direct or realized costs borne by students.A significant portion of the growth in this category stems from unrealized losses in the university’s endowment. Due to adverse market performance, the valuation of endowment assets declined, resulting in accounting adjustments that are recorded under “other expenses” for financial reporting purposes. These losses, while impactful from an accounting and long-term planning standpoint, do not reflect new operational spending or increased student charges. Additionally, rising pension liabilities contributed to the increase in this category. As pension obligations grow—driven by market conditions, actuarial assumptions, and changes in discount rates—they are recorded as higher expenses on the institution’s financial statements. However, similar to endowment losses, these are not out-of-pocket expenditures or immediate cash costs; rather, they are long-term balance sheet impacts that are required for full transparency and fiscal accountability. In sum, while “Other Expenses and Deductions” appears as a key cost driver on financial statements, the underlying factors—unrealized endowment losses and pension liabilities—do not represent direct cost increases imposed on students or campus operations.”],[“Scholarships and fellowships expenses, excluding discounts & allowances”,”Over the past year, there has been a notable increase in the university’s financial support for students, particularly in the form of scholarships and need-based aid. One of the key areas of focus has been enhanced support for Pell Grant-eligible students, reflecting William & Mary’s commitment to expanding access and affordability for lower-income populations. This support aligns with institutional priorities around equity and inclusion. Moreover, broader increases in tuition and fees across the student population have necessitated a parallel increase in institutional financial aid. As the cost of attendance rises, the university has responded by scaling its scholarship programs to mitigate the financial impact on students and families. This approach helps ensure that cost increases do not disproportionately hinder student access and retention, and it reinforces the institution’s long-standing dedication to affordability and student success.”]]},{“n”:”Williams Faculty”,”s”:”MA”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The comprehensive fee (part of the overall cost of attendance) helps fund the many distinctive aspects and opportunities of a Williams education, from the vibrant academic life to the abundance of co-curricular programs and the renewal of campus spaces important to the residential liberal arts experience. Regular increases to the comprehensive fee ensure that Williams can continue to offer students extraordinary opportunities, next year and beyond. We are also committed to providing financial aid for those who qualify. Our All-Grant program ensures that this financial aid is in the form of grants only, meaning that Williams does not expect its students to take on any debt to attend college. Williams was included on a College Affordability and Transparency Center (CATC) list because we reduced our cost of attendance by 15% for all families on a one-time basis for the academic year 2020-21. At the same time, we reduced our parent contribution by that same 15% to make sure families receiving financial aid felt the same relief in net price. We reduced the cost of Williams that year because we recognized that the COVID-19 pandemic required us to cancel many student activities and opportunities during that academic year. A price reduction in such an exceptional year seemed appropriate. Our fee structure returned to normal the following year, resulting in the appearance of a large increase from 2020-21 to 2022-23.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Williams was included on a College Affordability and Transparency Center (CATC) list because we reduced our cost of attendance by 15% for all families on a one-time basis for the academic year 2020-21. At the same time, we reduced our parent contribution by that same 15% to make sure families receiving financial aid felt the same relief in net price. We reduced the cost of Williams that year because we recognized that the COVID-19 pandemic required us to cancel many student activities and opportunities during that academic year. A price reduction in such an exceptional year seemed appropriate. Our fee structure returned to normal the following year, resulting in the appearance of a large increase from 2020-21 to 2022-23.”]},”c”:[[“Instruction”,”The 16% increase in Instruction costs from 2020-21 to 2022-23 is largely due to reduced activities, programs, and operations in 2020-21 due to the COVID-19 pandemic. Off campus expenses also decreased significantly during the pandemic (i.e. travel, meals and entertainment). The increase in FTE student enrollment also contributed to the increase in instruction costs (2,115 in ’21 to 2,324 in ’23). An increase in college expenses did not contribute to the increase in the cost of attendance from 2020-21 to 2022-23. This variance is due to a one time reduction in the comprehensive fee in 2020-21 due to reduced student activities and opportunities in 2020-21 as a result of the COVID-19 pandemic.”]]},{“n”:”Williamson Faculty of the Trades”,”s”:”PA”,”t”:”Non-public nonprofit, 2-year”,”l”:[“Net Price”],”r”:[“Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“After the awarding of any federal and PA state grants, every student receives an institutional scholarship that covers the balance of tuition and room and board. Given the grant and institutional scholarships, the net cost for tuition and room and board for all students remains at $0 per year. The average fees, books, and supplies cost is under $3,000 over a three-year period. The college actively supports students in their pursuit of non-institutional scholarships to offset fees and books/supplies.”],”Replace Since Prior Checklist”:[“In this time frame, Williamson College of the Trades increased transparency by reporting the average first year books/supplies costs rather than the three-year average. This accounts for the net price increase. The books/supplies fee, on average, decreases each year. Moreover, Williamson College of the Trades actively supports students in their pursuit of non-institutional grants/scholarship to cover the books/supplies costs. All supplies (including tools of their trade) are the property of the student.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“All books/supplies are the property of the student. In most cases, these supplies include the tools of their trade. On average, this fee decreases as the student progresses through the program. The college actively supports students in acquiring grants/scholarships to cover these expenses. Please note that all students attend Williamson College of the Trades on a full scholarship, comprised of federal, state, and institutional grants. All students graduate debt-free with no loans.”]},”c”:[]},{“n”:”Wiregrass Georgia Technical Faculty”,”s”:”GA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Added Staff”,”Change in Reporting Methodology”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Wiregrass Georgia Technical College tuition is determined by the Technical College System of Georgia. WGTC works to support students through local and federal support programs, such as Carl D. Perkins and WIOA funding.”],”Replace Since Prior Checklist”:[“Wiregrass Georgia Technical College tuition is determined by the Technical College System of Georgia. WGTC works to support students through local and federal support programs, such as Carl D. Perkins and WIOA funding.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Add a student health fee.”]},”c”:[[“Other expenses & deductions”,”Change in Reporting Methodology as directed by the System Office.”]]},{“n”:”Wytheville Group Faculty”,”s”:”VA”,”t”:”Public, 2-year”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“When the new IPEDS Keyholder came into the role in 2022, an error was discovered in the data entry of the previous cost of attendance which contributed to a fluctuation in year-over-year cost of attendance. Going forward, steps haven been taken to ensure we acquire the correct numbers to input into IPEDS and fluctuations should not be an issue.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[“VCCS State Board of Community Colleges determines the tuition and mandatory fees.”],”Establishment Management Over Costs”:[“The institution recommends increases in mandatory fee rates but those mandatory fees have not been increased since the fall of 2015.”],”Different Components In Pricing”:[]},”c”:[[“Academic support”,”Our expenses were less in 2019-2020 due an agreement with our Workforce Development area where they support the college’s operating budget with funds from workforce revenue. In 2019-2020, they provided this support but in 2021-2022 it was not necessary and without this support it increased our expenses in the area of academic support.”]]},{“n”:”Xtylo Magnificence Faculty”,”s”:”AZ”,”t”:”Non-public for-profit, less-than-2-year”,”l”:[“Net Price”],”r”:[“Added Programs”,”Increased Enrollment”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Xtylo Beauty College is committed to making education more affordable for our students. We have taken several steps to reduce costs, including: Providing more scholarships and financial aid opportunities to eligible students. Reducing or capping tuition increases to help students plan financially. Offering flexible payment plans to ease the burden of upfront tuition costs. Utilizing open educational resources (OERs) and digital materials to reduce textbook and supply expenses. Streamlining administrative processes to control institutional overhead and keep student costs down. We continue to review and adjust our strategies regularly to ensure that students have access to quality education at an affordable price.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”YTI Profession Institute-Altoona”,”s”:”PA”,”t”:”Non-public for-profit, 2-year”,”l”:[“Net Price”],”r”:[“Added Staff”,”Increased Enrollment”,”Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The viability analysis shows the program offered at this location Respiratory Therapy is cost is competitive in market compared to other schools in the for-profit sector. This was a new program with low enrollment initially therefore higher cost per student.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshiva D’monsey Rabbinical Faculty”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Programs”,”Added Staff”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The Increase in costs was due to adding additional programs which was an added value for the Institution.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshiva Gedolah Imrei Yosef D’spinka”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:true,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Establishing long-term contracts with staff will help prevent significant increases in salary.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[“Inflation rates have surged significantly across various economies worldwide, affecting both consumers and businesses. This dramatic increase in inflation has raised concerns about its impact on tuition fees and overall economic stability. There is hope that the president is working to reduce the high inflation.”]},”c”:[]},{“n”:”Yeshiva Shaarei Torah of Rockland”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Enrollment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Increase in costs was due to the increase in student enrollment and program costs.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshiva Toras Chaim”,”s”:”NJ”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”,”Purchased Supplies/Equipment”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution monitors their expenses from year to year. Reporting of these expenses was inconsistent from year to year due increase in costs due to inflation beyond the control of the Institution.”],”Replace Since Prior Checklist”:[“There was no action required since the variance was mainly due to reclassifications.”],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshiva Yesodei Hatorah”,”s”:”NJ”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The institution monitors their expenses from year to year. Reporting of these expenses was inconsistent from year to year due to inflation beyond the control of the Institution.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshiva of Nitra Rabbinical Faculty”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“0% Increase”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“Our institution has faced significant cost pressures due to the effects of inflation on essential operational expenses, including salaries, transportation, and occupancy. These increases have made it challenging to reduce overall costs without impacting core academic functions and student support services. Despite these challenges, we continue to monitor expenditures carefully and seek efficiencies wherever possible. We also note that our cost of attendance remains reasonable and below the national average for comparable institutions, reflecting our commitment to affordability and value.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshivas Novominsk”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Tuition and Fees”],”r”:[“Increased Operational Costs”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“The increase in instruction costs was due to costs related to the high school program. The Institution monitors expenses annually to reduce wasteful cost. Overall, the Institution expenses have increased due to inflation.”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]},{“n”:”Yeshivath Shaar Hatorah”,”s”:”NY”,”t”:”Non-public nonprofit, 4-year or above”,”l”:[“Net Price”],”r”:[“Added Staff”,”Salaries and Wages”],”p”:false,”e”:{“Plan To Decrease Prices, Or Why Not”:[“everything is rapidly increasing in costfor the school and for its staff”],”Replace Since Prior Checklist”:[],”Outdoors Management Over Costs”:[],”Establishment Management Over Costs”:[],”Different Components In Pricing”:[]},”c”:[]}];
var root=doc.getElementById(‘tci-catef’);
var $=operate(s){return root.querySelector(s)};
var SEC={‘Public, 4-year or above’:’Public 4-12 months’,’Public, 2-year’:’Public 2-12 months’,’Public, less-than-2-year’:’Public Beneath 2-12 months’,’Non-public nonprofit, 4-year or above’:’Non-public Nonprofit 4-12 months’,’Non-public nonprofit, 2-year’:’Non-public Nonprofit 2-12 months’,’Non-public nonprofit, less-than-2-year’:’Non-public Nonprofit Beneath 2-12 months’,’Non-public for-profit, 4-year or above’:’For-Revenue 4-12 months’,’Non-public for-profit, 2-year’:’For-Revenue 2-12 months’,’Non-public for-profit, less-than-2-year’:’For-Revenue Beneath 2-12 months’};
var LST={‘Tuition and Charges’:’Tuition’,’Internet Worth’:’Internet Worth’};
operate esc(s){return String(s).exchange(/[&”]/g,operate(c){return{‘&’:’&’,”:’>’,'”‘:’"’}[c]})}
D.forEach(operate(x){var t=[x.n,x.s,SEC[x.t]||x.t,x.r.be a part of(‘ ‘)];for(var okay in x.e)t=t.concat(x.e[k]);x.c.forEach(operate(a){t.push(a[1])});x.blob=t.be a part of(‘ ‘).toLowerCase()});
var secs={},rs={};D.forEach(operate(x){secs[x.t]=1;x.r.forEach(operate(r){rs[r]=1})});
Object.keys(SEC).forEach(operate(okay){if(secs[k]){var o=doc.createElement(‘possibility’);o.worth=okay;o.textContent=SEC[k];$(‘.tc-sector’).appendChild(o)}});
Object.keys(rs).type().forEach(operate(okay){var o=doc.createElement(‘possibility’);o.worth=okay;o.textContent=okay;$(‘.tc-reason’).appendChild(o)});
var proven=20,res=[],PAGE=20;
operate hl(t,q){var e=esc(t);if(!q)return e;var i=e.toLowerCase().indexOf(esc(q).toLowerCase());if(i<0)return e;var L=esc(q).size;return e.slice(0,i)+'‘+e.slice(i,i+L)+’‘+e.slice(i+L)}
operate element(x,q){var h=””;for(var okay in x.e){if(x.e[k].size){h+=’

‘+okay+’

‘;x.e[k].forEach(operate(t){h+=’

‘})}}
if(x.c.size){h+=’

Explanations By Value Space

‘;x.c.forEach(operate(a){h+=’

‘})}
return h||’

No Written Clarification Submitted

‘}
operate render(){var q=$(‘.tc-q’).worth.trim().toLowerCase(),s=$(‘.tc-sector’).worth,l=$(‘.tc-list’).worth,p=$(‘.tc-plan’).worth,r=$(‘.tc-reason’).worth;
res=D.filter(operate(x)x.blob.indexOf(q)>-1)&&(!s);
$(‘.tc-count’).textContent=”Exhibiting “+Math.min(proven,res.size)+’ of ‘+res.size+’ matching colleges (‘+D.size+’ complete)’;
var h=””,qq=$(‘.tc-q’).worth.trim();
res.slice(0,proven).forEach(operate(x,i){var id=D.indexOf(x);
h+=’

‘;
h+=’

‘});
$(‘.tc-body’).innerHTML=h||’

‘;
$(‘.tc-more’).fashion.show=res.size>proven?”:’none’}
root.addEventListener(‘click on’,operate(e){var b=e.goal.closest(‘.tc-toggle’);if(b){var d=root.querySelector(‘[data-d=”‘+b.getAttribute(‘data-i’)+'”]’);var o=d.hasAttribute(‘hidden’);if(o)d.removeAttribute(‘hidden’);else d.setAttribute(‘hidden’,”);b.textContent=o?’Conceal Clarification’:’Learn Clarification’;b.setAttribute(‘aria-expanded’,o)}
if(e.goal.closest(‘.tc-showmore’)){proven+=PAGE;render()}});
var tmr;$(‘.tc-q’).addEventListener(‘enter’,operate(){clearTimeout(tmr);tmr=setTimeout(operate(){proven=PAGE;render()},150)});
[‘.tc-sector’,’.tc-list’,’.tc-plan’,’.tc-reason’].forEach(operate(s){$(s).addEventListener(‘change’,operate(){proven=PAGE;render()})});
render();
})();