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robertogreco : greenmountaincollege   2

White paper: Debt, tuition dependence doom small colleges
"Scholar looks at history of U.S. higher ed and finds that vulnerable colleges, most of them private, tend to close or merge when crisis pushes them "over the cliff.""



"The 2008 recession has heightened the significance of closures, since fewer new nonprofit institutions are arising than at nearly any time in history. That makes each closure matter more, since the total number of seats shrinks.

In the past, colleges have evolved slowly, often from tiny operations into regional and sometimes nationally recognized institutions. She noted, for instance, that the Anna Blake School, which opened in 1891 to offer training in economics and industrial arts, became the Santa Barbara State Normal School after the state of California took it over in 1909. Twelve years later it became Santa Barbara State College, then Santa Barbara College of the University of California. It's now known as UC Santa Barbara.

Likewise for the Pacific Sanitarium and School of Osteopathic Medicine, which opened in 1896. Long story short: it's now the UC Irvine School of Medicine.

Sapiro urges those who would predict hundreds of closures to consider that most colleges have spent “significant parts of their institutional existence teetering on the brink of ruin, deeply vulnerable to having to close.” A high proportion of colleges and universities have survived through troubled financial periods -- even back to Harvard University. Actually, institutions that we think of as elite have often been the beneficiaries of outside aid, either from donors, subscribers or even government largess. She noted that Harvard enjoyed “substantial public support” when it was founded in 1636. The Massachusetts Bay Colony donated the land for its campus and handed over revenues from a nearby toll bridge. “They had a whole bunch of public funds that served as the basis for their success later.”

She also noted that most of the U.S. colleges and universities with roots prior to the 20th century began as academies -- sometimes they began as primary schools, seminaries or even orphanages. That suggests the next great wave of colleges could evolve from very different-looking institutions.

While many observers these days would say that poorly run colleges deserve to close, Sapiro cautioned that a college is not like your typical business. For one thing, managers can't simply make its core product cheaper.

“We’re very confined,” she said. “We’re businesses, but we don’t run our institutions in the way of a for-profit business that buys and sells stuff.”

Colleges and universities that are under threat of closure “have a full range of bad choices to make,” she noted: they can lower standards, defer maintenance, create new programs to generate new students or cut unpopular programs that aren't attracting enough students. All of these, she suggested, are terrible ways to save money or bring in new revenue. A former dean, Sapiro said abolishing even an entire department “doesn’t save money the way you think it does.”

Colleges like Hampshire or Green Mountain, which have sought to provide a niche by focusing on sustainability and ecology, for instance, often find that this simply isn’t enough to differentiate themselves from others. “What Green Mountain found is that not every student who wants to be green and ecological is going to go there,” she said. “Some [students] are going to go to UCSD.”

In a few rare cases, colleges such as Boston University have intentionally planned for smaller entering freshman classes to be more selective -- in the process, she said, BU also increased acceptance of transfers with good records elsewhere (including at community colleges). That helped it become more desirable, while at the same time increasing access across different demographic groups, including first-generation students. “If you become an institution that is more prestigious, that can beat other institutions more at admissions, you win,” she said.

Sapiro also suggests critics pay closer attention to what she calls higher ed's “ecology” -- literally its cycle of birth, death and rebirth. When colleges die, they don’t simply disappear. Their physical assets, as well as their faculty, staff and students, often enrich another, sometimes related, college. “In some way or another, they feed the birth of another institution,” she said.

She noted that Wheelock College didn’t simply disappear in 2017 -- it merged into Boston University, bringing together two institutions with campuses separated by about a mile. The former college now houses the Boston University Wheelock College of Education & Human Development.

Struggling denominational colleges serve another interesting function, Sapiro said: when the religious institution that oversees one finally decides that it's unsustainable, it typically transfers funding to another educational undertaking that is sustainable, much as a holding company might do.

“It’s very sad when your alma mater or your institution goes down -- and it’s bad for the community because of all those business that depend on it," she said. "But very often it feeds the sustainability of another institution.”"
2019  colleges  universities  highered  highereducation  hampshirecollege  ucsb  greenmountaincollege  newburycollege  atlanticunioncollege  ucirvine  bostonuniversity  wheelockcollege  2017  niche  virginiasapiro  gregtoppo 
april 2019 by robertogreco
So Long For Now :: IDEA
"de-motivation derived from constant feeling I have that continuing to receive formal education is neither relevant to nor financially viable for me. Not given chance to get over burnout from my last stretch of k-12 schooling, I am beginning to feel that this isn't worth it if I am always confused, stressed & tired. Yet at the same time I LOVE learning & a college (or library) has ready-made learning opportunities that aren't taken by force…I feel caught in a daze…student body is not academically oriented…there is mostly an attitude of apathy. Many people will be transferring & a few have already dropped out…There is this air of cynicism & self destruction that worsens my burnout to point of sorrow.

One saving grace…Green Mountain's “Progressive Program”…less required classes…program is a work intensive self designed program. I would be a traditional art major in the program, but I will be linking many cross disciplinary classes into it. I can shape my own curriculum"
greenmountaincollege  apathy  education  colleges  universities  heath  despair  sorrow  libraries  progressive  learning  alternative  crossdisciplinary  self-directedlearning  cynicism  self-destruction  burnout  informaleducation  schooling  schooliness  motivation 
november 2010 by robertogreco

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