Just in case you missed it... the administration's war on international students continues within the agreement that Columbia University signed last week. According to a story in the Chronicle, Columbia has agreed to the following:

1. Ask questions about why international students want to study here.

2. Ensure that these students are "committed to the longstanding traditions of American universities.

3. Create training materials so these students understand "norms and values."

4. Comply with student visa rules and respond "promptly" to government requests for info on such students. ...and the kicker...

5. Examine its current business model with an eye on its reliance on tuition from international students.

Only NYU (27,247) and Northeastern (21,023) enroll more international students than Columbia (20,321), according to the most recent Open Doors report. Arizona State (18,430) and USC (17,469) round out the top 5 - cumulatively enrolling more than 100k such students. Interestingly, Harvard - that other institution in the cross hairs - doesn't rank in the top 20 institutions in terms of international enrollment (according to Open Doors data). While "who's next?" is much discussed (and rightfully so), "what to do now?" may be the more important issue for the broad swathe of institutions for whom international enrollment comprises a significant share of enrollment. Here are three things that must absolutely be in place when seeking to make up lost international enrollment among a domestic audience:

• Ensure programs - and the language used to promote them - are adequately preparing students with the skills and competencies they will need to get a job. Ensure that internships, networking opportunities, and skills-based credentials are incorporated into ALL programs identified as those from which increased enrollment will be focused.

• Ensure that marketing is targeting at least two different student "personas" for each program identified to drive enrollment growth. By doing so, institutions will ensure that precious marketing resources are not being spent on messaging and channels that do no resonate with students interested in each program.

• Before all the rest, be sure that your recruitment team is prepared for the responsiveness required and expected by today's students. This means minutes (and possibly hours) rather than hours or days for each interaction with prospective students. This means personalized communications and - increasingly - personalized communications flows powered by AI that provide a customized experience for each student. Conclusion: Working on the assumption that you will be able to grow enrollment by doing nothing different, with no investment in core strengths, and no changes to core programs, it unlikely to result in successful growth.