A college blueprint for success: Not just value, but values

As a university president, I see the headline critiques of higher education that have become all too familiar: college is too expensive, not worth the cost of tuition, politically biased, and increasingly unnecessary in the world of artificial intelligence. Yet at Molloy University in Rockville Centre, we have the highest enrollment in our history, retention and graduation rates are strong, and our graduates are sought-after in good-paying careers. Time magazine recently ranked Molloy No. 85 in its "America's Best Colleges of 2026-2027," outpacing some "brand name" institutions.

Notably, Time's rankings shifted emphasis to student outcomes, weighing 75% of their metrics on items that include graduation rates, graduates' earnings and return on education. That contrasts with rankings that favor metrics reflecting the wealth of an institution, such as endowment per student.

What is the disconnect between the "doom and gloom" national headlines and our thriving campus reality?

The national conversation has been skewed toward the most expensive and elite colleges, painting all of higher ed with a broad brush. Yes, highly selective private institutions, which educate a very small percentage of all college attendees, have seen tuition costs rise to levels far beyond the budgets of average households. These same elite institutions have been the target of culture wars in the current political climate, influencing the public's viewpoint of what takes place on a college campus that does not accurately reflect the typical student experience.

Ironically, while elite schools see more demand than ever, less expensive regional institutions that are responsible for educating over 95% of college attendees are experiencing collateral damage from all the negative headlines, and we are more at risk for enrollment instability because of unfavorable population shifts.

Against such headwinds, Molloy, a private Catholic university founded in 1955 by the Sisters of St. Dominic of Amityville, has over 5,100 students. Our first-year class increased 36% from 2024 to 2025 and remained at a similar high point for 2026. This kind of jump is almost unheard of nowadays, but it was the result of a methodical plan that brought innovative approaches to recruitment and enrollment methods at Molloy.

That growth also takes a campus culture in tune with a student's personal and academic aspirations. Our campus' different feel starts with the mission. On our hallway walls you'll find displays stating the Four Pillars of Dominican Life: Community, Spirituality, Study and Service. These pillars form the values at Molloy that permeate the culture, no matter the ethnic or faith background of those in our community. Molloy is increasingly diverse, with a fast-growing Hispanic student base mirroring the population shift on Long Island. A recent survey showed that while 70% of our students identified as Christian, 30% range from other religions to nonpracticing. Molloy outpaces peers for those who feel a sense of belonging, the survey showed.

A college degree brings expanded job opportunities and higher salaries, and our strengths in nursing and health professions, business and education offer practical opportunities in high-demand fields. Yet equally important is the importance of the liberal arts and humanities in educating the whole person, which is core to our mission. We graduate Broadway stars, artists and writers, too.

Indeed, the broader conversation's hyper focus on producing graduates into jobs often overlooks the fact that employers and society are in great need of people who possess not only job skills, but who can think critically with empathy and care for humanity. With the pressures of rising costs and enrollment challenges, colleges that can stand out for their value — and their values — will have the best chance to succeed and thrive.

This guest essay reflects the views of James Lentini, the president of Molloy University.