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Florida Could Bar Undocumented Students From Public Universities Starting in 2027


  • Florida is moving to block undocumented students from its public universities, colleges, and adult-ed programs starting in 2027.
  • Florida is advancing a series of rules that would block undocumented students from enrolling in the state’s public higher education system — first at its selective universities, and potentially at its community colleges and adult education programs too.

    This comes from a set of proposals that would take effect in the 2027-28 academic year if approved.

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    Driving The News

    The State University System of Florida’s Board of Governors voted Thursday to advance a proposed admissions rule (Regulation 6.001) that would bar students “present in the United States unlawfully” from any university that did not admit all academically qualified applicants in the two most recent years.

    Because all 12 of the system’s campuses use selective admissions, the change would function as a near-total ban.

    The proposal now enters a 14-day public comment period before returning to the full board for a final vote. If approved, it takes effect for the 2027–28 academic year. Students currently enrolled would not be affected.

    The Bigger Picture

    A separate set of rules from the Florida Department of Education (FLDOE) would extend the restrictions further down. Proposed rule 6A-10.0240 would prevent undocumented students from attending the 28 colleges in the Florida College System, and proposed rule 6A-6.014 would block them from adult general education programs, where enrollment starts at age 16.

    By The Numbers

    The Florida Policy Institute (FPI) estimates the college-system rule alone could cost Florida’s public colleges roughly $15 million a year in lost tuition and fees. The biggest projected losses fall on:

    • Miami Dade College — about $1.8 million
    • Broward College — about $1.18 million
    • Palm Beach State College — about $1.06 million
    • Florida SouthWestern State College — about $825,000

    FPI built its estimate using the number of students who received the state’s “tuition fairness” waiver (repealed last year) as a proxy for undocumented enrollment, then multiplied by each college’s in-state tuition rate.

    Florida has one of the largest populations of undocumented college students in the country, with one report estimating roughly 40,000 attended the state’s colleges in 2021.

    How This Connects

    Florida’s push follows a broader rollback of benefits for undocumented students. Last July, the state repealed a policy that let certain undocumented students pay in-state tuition rates.

    As The College Investor has covered in its work on state residency requirements and Florida college costs, where a student is considered a resident can swing the cost of a degree by tens of thousands of dollars, and these rule changes would remove the public-college option for affected students entirely.

    Watch for the Board of Governors’ final vote, expected after the comment period, and for the FLDOE rules to move through their own approval process. If adopted, both sets of rules would reshape who can access Florida’s public colleges starting in 2027.

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    Home listings drop 1.7% to lowest level since February


    Differences across metro areas

    The national figures also mask sharp differences across major metro areas. Among the 50 most populous U.S. metros, San Francisco posted the largest year-over-year increase in median sale price (11.5%), followed by Detroit (9.7%), West Palm Beach, Florida (9%), Pittsburgh (8.7%), and St. Louis (8.5%).

    Median sale prices declined in eight metros. The largest drops were in San Jose, California (-6.2%), Seattle (-4.8%), Portland, Oregon (-2.8%), Dallas (-1.8%), and Orlando, Florida (-1.5%).

    Pending sales rose the most in West Palm Beach, Florida (21.5%), San Francisco (17.9%), Austin, Texas (15%), Milwaukee (14.8%), and Boston (11.1%). They declined in five metros, led by Houston (-12.7%) and Seattle (-12%).

    New listings increased the most in Philadelphia (16.3%), St. Louis (11.2%), Boston (10.8%), Pittsburgh (10.5%), and Montgomery County, Pennsylvania (9.6%). Meanwhile, the largest declines were in Dallas (-12.7%), Riverside, California (-6.8%), Fort Worth, Texas (-6.7%), Jacksonville, Florida (-6.3%), and Atlanta (-5.4%).

    Markets feel relief as US and Iran agree to a ceasefire on their increasingly violent ‘ceasefire’



    Stock futures rallied on Sunday evening after the U.S. and Iran appeared to step back from a weekend of escalating violence in the Persian Gulf.

    Futures tied to the Dow Jones industrial average rose 101 points, or 0.19%. S&P 500 futures were up 0.45%, and Nasdaq futures jumped 0.64%.

    But energy markets were still spooked as any fighting around the Strait of Hormuz threatens the nascent recovery in ship traffic through the vital chokepoint.

    U.S. oil futures climbed 1.5% to $70.29 a barrel, and Brent crude rallied 1.1% to $72.80.

    Sources told Axios that both sides agreed to halt attacks on each other and meet in Qatar on Tuesday to resolve differences over the Strait of Hormuz.

    Earlier on Sunday, Iran launched new attacks on Kuwait and Bahrain, while threatening a “complete halt” to peace talks. It continuined a tit-for-tat cycle of retaliation after U.S. airstrikes punished the regime for targeting commercial ships with drones.

    The renewed skirmishes came as Iran seeks to shut down an alternate route through the strait that’s protected by the U.S. and bypasses a Tehran-backed channel meant to normalize its control over the narrow waterway.

    President Donald Trump accused Iran of violating the two-week-old ceasefire deal and lobbed more of his signature apocalyptic threats, though he has also signaled reluctance to restart all-out war.

    “There may come a point when we are no longer able to be reasonable, and will be forced to militarily complete the job that we very successfully started,” he wrote on Truth Social. “If that happens, the Islamic Republic of Iran will no longer exist!”

    For now, the U.S. Navy appears to be making of a point of showing that the alternate route is still safe, as Gulf traffic data Sunday revealed a convoy of tankers heading through the strait under escort with their transponders turned on.

    But Iran observers noted the regime was forcing the U.S. into an escalation trap over the Strait of Hormuz that could lead to more war.

    “For the US, the fact that the Oman route might be blocked presents it with a big ultimatum: either the US escalates or gives IRGC control of the Strait of Hormuz. Logic says there’s no way that would happen, so escalation will continue,” HFI Research posted on X.

    For its part, Tehran isn’t budging from its position that control over the strait rests with Iran. Earlier this month, it created the Persian Gulf Strait Authority and suggested ships would have to pay fees to cross Hormuz.

    Foreign Minister Abbas Araghchi claimed on Sunday that the memorandum of understanding the U.S. and Iran signed gives the regime the exclusive right to manage traffic.

    “The management and full restoration of maritime traffic in the Strait of Hormuz is Iran’s responsibility,” he said, according to state media. “No other country or entity has any responsibility or authority in this matter.”

    Meanwhile, investors are looking for rebound in a holiday-shortened week after tech stocks led a deep selloff last week.

    With the U.S. observing Independence Day on Friday July 3, the Labor Department’s monthly jobs report will come on Thursday, a day earlier than usual.

    Wall Street expects June payrolls to increase by 118,000, down from May’s gain of 172,000, and for the unemployment rate to remain steady at 4.3%.

    How Leaders Engineer Margin Resilience



    By Gregory Daco and Josh Putnam

    Volatility used to be episodic. Today it is structural. Inflation shocks, geopolitics, capital market repricing, and shifting supply chains no longer arrive as surprises—they define the operating environment.

    Yet while many companies see margins erode amid uncertainty, a small group consistently pulls ahead. Their advantage is not timing, luck, or scale. It is design.

    New research analyzing more than 1,000 U.S. companies over multiple economic cycles reveals a sobering truth: Only about 10% consistently deliver top‑quartile margins. Even more striking, these companies sustain margin leadership across downturns, rate resets, and geopolitical shocks. While most companies treat margin pressure as temporary, these leaders treat margin resilience as a core feature of their business strategy.

    The implication for executives is clear: Margin performance is no longer a financial outcome—it is a strategic choice.

    The Strategic Architecture of Margin Leaders

    Only the top 10% of public companies have consistently delivered EBITDA margins that outperform their industry peers, EY‑Parthenon analysis shows. Top performers sustain structurally higher margins year after year, even during periods of macroeconomic and geopolitical stress. By contrast, lower performers experience sharp margin compression during shocks and fail to recover fully.

    EBITDA margin evolution for assessed cohort of U.S. public companies (2010–2024)


    This divergence isn’t explained by industry mix alone. Margin leaders are found across sectors, whether industrials, consumer products, technology, or financial services. What distinguishes margin leaders is a shared strategic DNA built around five common reinforcing principles:

    1. Low capital intensity and high asset productivity. Margin leaders generate more profit per dollar of capital deployed. By minimizing fixed‑asset drag and optimizing working capital, they preserve flexibility when markets reprice risk.

    2. Recurring revenue and customer lock‑in. These firms prioritize business models that smooth revenue volatility—subscriptions, long‑term contracts, and embedded services—reducing sensitivity to short‑term demand swings.

    3. Pricing power through differentiation. Rather than competing on volume, leaders invest in defensible differentiation that allows them to pass through cost increases without destroying demand.

    4. Operational discipline that protects growth margins. Scale efficiency matters, but only when paired with rigorous cost governance. Margin leaders avoid “growth at any price” traps that dilute profitability.

    5. Active portfolio management. Margin leaders continuously reallocate capital, divesting subscale or margin‑dilutive assets while doubling down on advantaged businesses.

    Importantly, these levers are mutually reinforcing. Pricing power is unsustainable without differentiation. Recurring revenue loses value without operational discipline. Margin leadership is systemic, not siloed.

    How Markets Reward Strategic Clarity

    Equity markets price uncertainty in real time. Nowhere is that clearer than during macroeconomic and geopolitical inflection points.

    A recent EY-Parthenon analysis of daily S&P 500 returns from 1981 through 2025 reveals how markets reward transparency and penalize ambiguity. The excess return of equities over safer assets plunges in times of geopolitical stress and rises when there’s greater clarity following macroeconomic and U.S. Federal Reserve policy announcements.

    Equity markets penalize ambiguity, reward transparency


    Source: EY‑Parthenon analysis of nearly 45 years of S&P 500 data, Sep 1981–Oct 2025, measuring the equity premium as the excess return over the three-month Treasury bill.

    Market reactions to macroeconomic announcements, Federal Reserve decisions, and geopolitical shocks show a consistent pattern: Companies with clear, resilient margin profiles experience less valuation volatility, while structurally weaker firms face sharper repricing.

    For executives, this principle reframes margin resilience as a capital markets issue, not just an operating one. Transparency around how enterprises protect, sustain, and grow margins has become central to valuation credibility, transaction readiness, and investor confidence.

    Margins Are a Leadership Test

    The findings of this analysis challenge a deeply held assumption in many boardrooms: that margins will normalize when conditions stabilize. The data suggests the opposite. In structurally volatile markets, margin leaders pull further ahead while laggards fall into persistent underperformance cycles.

    This creates a stark choice for leadership teams. Either margins are treated as just another financial metric, managed reactively through cost cuts and one‑off initiatives, or they are designed deliberately through strategic architecture.

    The latter requires uncomfortable trade‑offs: walking away from capital‑heavy growth, sunsetting legacy offerings, and resisting price‑led competition. But the payoff is not just higher margins—it is resilience, valuation stability, and strategic freedom.

    Four Actions to Take Now

    To move from margin defense to margin leadership, leaders should focus on four priorities:

    1. Audit margin drivers structurally, not tactically. Go beyond cost reviews. Identify which parts of the business structurally earn returns above the cost of capital—and which never will.

    2. Embed pricing power into strategy, not negotiations. Invest in differentiation, data, and value communication that allow proactive pricing decisions.

    3. Redesign portfolios for resilience, not scale. Actively rotate capital toward businesses with recurring revenue, lower capital intensity, and defensible economics—even if it slows top‑line growth.

    4. Align leadership incentives with margin quality, not just growth. Reward sustained profitability, not volume expansion that erodes long‑term returns.

    Gregory Daco is the EY-Parthenon Chief Economist.

    Josh Putnam is the EY-Parthenon Global and Americas Corporate Finance Leader.


    Click here to access the full EY-Parthenon analysis on margin resilience.

    The views reflected in this article are the views of the authors and do not necessarily reflect the views of Ernst & Young LLP or other members of the global EY organization.

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