The president of Elizabeth City State University is planning an additional 65 layoffs, up to 30 of which would come from faculty positions, to deal with financial shortfalls, the Associated Press reported. The positions of four deans would also be eliminated. The actions would follow 46 layoffs last fall.
Virginia Intermont College and Webber International University on Friday announced plans to merge. Virginia Intermont, a liberal arts college, has been struggling with enrollment. Webber, located in Florida, has focused on business education and online programs.
Columbia University announced Thursday that its fund-raising campaign -- which started in 2006 and ended at the close of 2013 -- had brought in $6.1 billion. That total is second only to Stanford's $6.2 billion completed campaign. However, Harvard University last year started a $6.5 billion campaign.
Matt Reed’s recent column on experimental sites and competency-based education (CBE) offers just the kind of thoughtful analysis we’ve come to expect of his columns. He raises important questions about the role of faculty, the efficacy of approaches that include less instructional interaction, the viability of pay-for-performance aid models, and more. The answers to those questions today? We don’t know. And that’s why we need to support the Department of Education’s experimental sites proposal, to create safe places in which to explore the kind of thoughtful and constructive questions that Matt poses.
Last year saw the dizzying ascendency of the massive open online course, driven by some combination of their blue chip provenance, their creators’ triumphant claims, and the smitten embrace of popular media outlets (especially TheNew York Times).
To the satisfaction and relief of some, MOOCs have come back to earth. Still in search of a purpose (the job they are “hired to do,” to use a Clay Christensen phrase), a business model, and an ideal user scenario, MOOCs are entering a more useful and realistic phase of their development. A lot of smart, mission-driven people are working on MOOC 3.0 (everyone forgets about MOOC 1.0 that came before Coursera and edX put MOOCs on the map) and we’ll see if MOOCs are 21st-century content, a platform innovation, or a powerful new disruptive presence in the educational landscape.
Competency-based education is the hot new innovation, at least in its latest incarnation, largely untethered to the structure of courses and credits, the basic building blocks of curriculums and thus learning. In truth, CBE has been around for decades and pioneered by accredited nonprofits like Excelsior, Charter Oaks, and Western Governors University. They have been joined by a growing number of new providers including the University of Wisconsin System, Northern Arizona University, Brandman University, Capella University, Lipscomb University, the Kentucky Community and Technical College System, and my own Southern New Hampshire University. Another 30 or more institutions are working on their own CBE offerings.
The Department of Education is exercising its authority to create experimental sites and has invited proposals for administering federal financial aid funds in new ways that support CBE models, and the White House is calling for more innovation and putting its weight behind CBE. The leading higher education associations – including EDUCAUSE, CAEL, AAC&U, and ACE – are joining in and announcing new initiatives, webinars, and meetings.
Accreditors are releasing new guidelines for CBE programs and the administration continues to pressure them by raising the possibility of new validation systems better suited to support innovative new delivery models. Think tanks and foundations have added their intellectual and financial backing to the effort. The hope, one I share, is that CBE can deliver on the holy triad of quality, cost (access), and completion.
This is a very different set of circumstances than those that have characterized the MOOC movement. CBE has an actual track record of success in its earlier iterations, is being embraced by powerful stakeholders, is being developed by institutions with deep understanding of the students they seek to serve, and is being tied into the established financial system of funding.
More importantly, CBE offers a fundamental change at the core of our higher education “system”: making learning non-negotiable and the claims for learning clear while making time variable. This is a profound change and stands to reverse the long slow erosion of quality in higher education. It is so fundamental a change that we hardly yet know all its implications for our world. For example:
If the claims we make for student learning really are non-negotiable, we will likely see a drop in completion rates, at least for some length of time;
We will have a lot of work to do around assessment, still difficult terrain in higher education;
The Department of Education, entrusted to protect billions of taxpayer dollars, will need reassurance that we have in place measures that guard against fraud;
If competencies are a new “currency” replacing credit hours, we will need to work out the “exchange rates” if we are to have a system that does not replicate the waste and inefficiencies of the current credit hour and transfer system.
Faculty roles are likely to be redefined, at least in some models, and a profession long in transition, and some would say under siege, will be further impacted;
Student information and learning management systems are not designed for these new models, yet form the administrative backbone that supports everything from registration to transcripts to billing to financial aid to... well, almost everything we do.
Accreditation standards, even new ones, will be tested and will have to evolve to reflect the lessons we learn over time.
In other words, if CBE is finally a movement, it is like many new movements still in search of the basics. It lacks a taxonomy, an agreed-upon nomenclature, the aforementioned exchange rate, a widely accepted form of documentation (what is the right form of CBE transcript?), the supporting systems, and experience with a wide variety of students.
This is why the Department of Education’s proposed experimental sites are so important. The key word here is experiment. Institutions need safe spaces in which to try new things, new rules by which to operate, the ability to rethink fundamental assumptions about how we deliver learning and support students, trying new models for costing and paying, and tolerance for mistakes. If we are not making mistakes, it isn’t really innovation that’s going on.
We need a range of approaches to see what works best for what students in what settings. In return, institutions engaged in the work have to do their part. That includes collecting and providing data with a level of transparency that our industry has historically resisted (higher education is a culture that innately resists accountability outside of student grades), putting aside underlying competitive impulses to share what we learn, and finding ways to support students and quickly address the mistakes we must inevitably make (remembering that we never “play” with student welfare).
Experimental sites are important for what they allow, but also for what they (should) fend off. We should beware a premature setting of standards or guidelines. We should beware a premature overturn of the credit hour, flawed as it is, before we have worked out its substitute (or more likely, complementary system). We should beware an opening of the gates like the one that attended online learning, when unscrupulous players entered the market and abused the system for enormous gains at enormous costs for students and the federal government.
In other words, we need just the kind of good questions that Matt Reed poses in his recent column. We need leading thinkers like CAEL and AAC&U to help us think through the big questions before us. We need EDUCAUSE to help us spec out new systems and technologies. And we need to try various models, collect data, and work through the significant questions still in front of us so we can better inform policy-making and the reauthorization discussion now getting under way.
Traditional higher education is not going away any time soon, but CBE has the potential to both provide new affordable, high-quality pathways to students and to challenge our incumbent delivery models to better identify the claims they make for learning and how they know. Those demands, whatever CBE turns out to be, are not going away either and CBE can function like the industry’s R&D lab. The proposed experimental sites align with that very useful role and deserve our collective support.
Paul LeBlanc is president of Southern New Hampshire University.
Making an unpopular decision and accepting the ensuing criticism is part of the job of a university leader. Whether the topic is research priorities, academic freedom, athletics, or, as it turns out, snow days, there is always a range of opinion on a college campus. And there should be, provided the campus nurtures an environment where everyone feels safe entering into the debate.
When those opinions move from civil and respectful discourse into vitriolic attacks on an individual it can be discouraging and damaging – personally and institutionally. On Monday, about a dozen students, upset that classes were not canceled because of cold weather, took to social media to criticize the decision and to attack me – in comments that were vulgar, crude and in some instances racist and sexist.
People have asked me whether the attacks disturbed me.
Not necessarily on a personal level, because many of the comments could be dismissed as juvenile, notwithstanding the offensive language.
Not because the comments truly reflect my university. The outpouring of support from our students, my colleagues and others – including heartfelt apologies from several of those who posted comments – has shown our true nature.
What was most disturbing was witnessing social media drive a discussion quickly into the abyss of hateful comments and even threats of violence. I shudder to think what might happen if that type of vitriol were directed at a vulnerable member of our student body or university community.
The negative comments, as offensive as they were, are protected speech. But what is protected expression and what is the level of discourse we as educators expect from our students can be very different things. And the size of that gap – so evident this week – is what has been most disappointing. Racist, intimidating or culturally derogatory epithets have no place in any debate in any circumstance. Of all places, a university should be home to diverse ideas and differing perspectives, where robust – and even intense – debate and disagreement are welcomed.
How do we foster such an atmosphere? Only through an unwavering and unrelenting commitment to building truly diverse communities of students and scholars. One dinner with someone who doesn’t look like you and doesn’t sound like you can open new worlds of ideas. You can sit in a classroom and discuss situations in Egypt or in Syria based on academic readings. But, to hear these issues explained by a classmate from that country, from her or his personal experience, in his or her voice – this is when an academic exercise can become a moment of personal transformation. That is why we say diversity is the route to excellence.
And, in fact, we are a diverse campus at Illinois, with students, faculty and staff from every state and more than 100 nations. They are a key part of what makes our university special, a community of cultures and ideas that generate original thought, outstanding research and the excitement that comes with working with the top people in their fields. But this incident shows that we still have work to do.
On Monday, Jan. 27, we held classes, as usual, at the University of Illinois. And, I hope, we all learned something.
Phyllis M. Wise is chancellor of the University of Illinois at Urbana-Champaign.
Larry James, a former Army psychologist and associate vice president for military affairs at Wright State University, won't be invited to campus to interview for a position at Northern Arizona University, a spokesman said late Tuesday. The announcement came after a week of protest from students and faculty over the fact that James was in the running to become the new dean of the College Social and behavioral sciences. Protesters raised concerns about his role as a process evaluator for interrogations at Abu Ghraib prison during the Iraq War and at the military detention center at Guantanamo Bay. Many of their concerns came from James's own book, Fixing Hell: An Army Psychologist Confronts AbuGhraib. In that book, and in various interviews, including one last year with Inside Higher Ed, James says he witnessed abusive behaviors by both prisoners and U.S. military personnel, but that he worked to make the situation better. James was assigned to the prison only after the initial revelations about the abuses at Abu Ghraib and his job was to assess and recommend procedures to prevent future abuses. But some critics said his association with the prison is enough to make his appointment to an academic post inappropriate, and others challenged his explanation and the findings of several independent investigations that James was not party to the abuses at Abu Ghraib. They point to a 2010 complaint filed with the Ohio State Board of Psychology by the International Human Rights Clinic at Harvard Law School alleging that human rights violations continued after James arrived.
Protesters called for university to block James from coming to campus to interview. In an open letter to students and faculty posted on the university website this week, Laura Huenneke, provost, and Dan Kain, vice provost for academic personnel at Northern Arizona said: "Sadly, some individuals (including students) are seeking to prevent his interview and visit. Intimidating flyers are being posted anonymously, and messages have been flying around campus urging people to 'check out' the person via Google or other quick web searches. This behavior is inconsistent with the university’s commitment to civil discourse and fair evaluation of individuals. Indeed, our search process has consistently instructed committee members NOT to search the Internet to learn about candidates, both because of the inaccuracies promulgated on the web and because of the potential for discrimination. Our process is built around our deep respect for giving everyone a fair chance in the hiring process."
In response, Romand Coles, professor of community, culture and environment, posted his own letter, saying: "The concern for evidence-based investigation, accurate representation of what we know, and our best efforts at reasoned deliberation are values I too hold to be absolutely vital to the scholarly enterprise and democratic discourse. Yet based on these standards I come to a very different conclusion about the character of the conversation and work that has been conducted around this search thus far."
On Tuesday, a spokesman said via email: "Dr. James’ leadership skills and record of accomplishments in higher education made him a strong candidate for this position. In searching for a dean, NAU's goals include finding the right match between a candidate’s skills and the college’s needs. After extensive discussions on campus, Dr. James’ candidacy will not be pursued and he will not be visiting campus."
James also sparked student protests and raised faculty concerns last year during his candidacy for division executive director in the College of Education at the University of Missouri at Columbia. He did not get the job, but neither did the other finalist. The post went unfilled.
James did not immediately respond to a request for comment. Coles did not offer additional comment.
Tom Snyder, president of Ivy Tech Community College in Indiana, was among several business leaders and policy experts to testify before the House of Representatives Ways and Means Committee Tuesday on the effects of the Affordable Care Act's so-called employer mandate. The law requires large employers to provide health insurance to employees working 30 or more hours per week, or face fines. Snyder said that the college already had reduced some adjuncts' hours and had to compensate by hiring others in anticipation of the law taking effect in January. Many other colleges and universities have done the same during the past 18 months, capping adjuncts' maximum course loads to ensure that aren't full-time, benefits-eligible employees under the law.
"Because of the unique role of the adjunct in the community college, the end result may be less access for the students and the inability of faculty to stay with one college,” Snyder said, noting that adjuncts' hours include not only contact time with students but also preparation time outside of class. The president said Ivy Tech supported the idea of expanding access to health care, but that it would cost the college system up to $12 million annually to provide all its employees working 30 hours or more weekly with health insurance.
Maria Maisto, president of the New Faculty Majority, a national adjunct advocacy group, testified in November to the House Education and the Workforce Committee about how institutions' responses to the law were hurting adjuncts. She was not invited to Tuesday's hearing.
Via email, she said: "The problem with colleges like Ivy Tech doing it is that they are not putting the mission of education first. The mission of higher education is not to figure out ways to cut costs by cutting faculty-associated costs; the mission of higher ed is to invest in the people who make education happen -- the teachers and the students."