How often have we heard, “People with talent and ideas are America’s greatest resource”? And yet, while colleges and universities have as their primary goal the delivery of top quality academic programs, few take full advantage of the talents that are available to help meet this goal from the retired professionals in their communities.
In most university and college communities there is a growing pool of talented retired or transitioning individuals who would like nothing more than to make a difference by using their knowledge and experience to improve their communities and institutions while continuing the process of their own personal development.
Added to this resource is the emerging wave of boomers who will be not retiring in the traditional way. They will be reinventing themselves as they enter new careers and develop new active roles of service. These will be professionals from a wide variety of fields (education, health, government, the arts, business and nonprofit executives, scientists, engineers, and retired military etc.) who have the energy, interest and ability to continue as active contributing members of society for a longer period of time than any preceding generation. With each year thousands of highly trained individuals are added to this growing but under-utilized pool of talent.
Unfortunately, few colleges and universities have made any formal attempt to develop a successful working relationship between the institution and this exciting and capable source of talent. Relationships have been more a matter of chance than conscious planning.
Most of these focus on the use of retired faculty living in the area or local professionals to serve as part-time faculty to meet a very specific and unmet instructional need. For many retired individuals, this form of relationship is inappropriate, of little interest, or impractical since they may be available for periods of time that do not mesh with the academic calendar. The question then becomes how to best take advantage of more diverse individuals to improve the quality of our institution?
There are a wide range of possible options for involving transitioning or full-time retired persons in the day to day operation of every institution. The alternatives have the potential not only of being extremely beneficial to a college or university and to the community, but at the same time can significantly improve the personal well-being of those who are offering their services. The institution, the community, and the volunteer can all gain from this relationship.
Using the Talent
In addition to teaching a course for credit, other services that these individuals can provide are:
Professional Expertise: Building on their backgrounds, they can serve as guest lecturers, members of panels or as special advisers to students working on team projects In addition, they can be tutors for students who enter courses with special needs or mentors to those students who would like assistance as they address advanced topics in greater depth. The challenge here for faculty is finding the right person or persons with the right set of competencies who will be able to mesh into the instructional sequence that is planned.
Life Experiences: One area of possible service that is often overlooked is the ability for these individuals to bring to the classroom a perspective that may have little or nothing to do with their professional fields of expertise. For example, in every community there are individuals who have lived through the depression of the early 1930’s, served in the military in WWII or the wars that followed, individuals who have lived through the Holocaust or other major genocides, people who have had to face religious or racial intolerance, were active in the Civil Rights Movement, have lived through the challenges of moving to the United States from another country, or have spent parts of their careers working overseas. In each instance, their participation can add a unique dimension to any class studying these periods or subjects. Bringing experts in music, art, or theater into a discussion of a particular period of time or social movement or inviting natives of other countries to discuss the culture and attitudes of different societies can add a texture to a discussion that is otherwise impossible. The key, once again, is the creative use of these various talents within the context of courses and programs.
In nontraditional settings: As more institutions view the out-of-classroom environment as a vital element of the academic and learning experience, these individuals can be used as guest resident counselors, club advisers, program consultants, discussion leaders, etc. Not only can they add a vital element of reality that is so often missing in such activities but, in many cases, they may be available to students at times and in places when most faculty are not.
Adding another dimension: There is one additional use of these citizens that, while rarely taken advantage of, can be of significant benefit to the entire institution. Recent research on how people think has shown that as people mature they become what has been called “transformative” or “critical” thinkers, willing and able to question assumptions, beliefs and traditions. With their extensive backgrounds, these individuals have the potential of adding a unique element to a classroom and the campus. These mature and experienced people can help both students and institutional leaders make plans for the future and address new and often unique challenges.
There are a number of existing programs that can provide details on various approaches. As institutions and communities are different, so are the options. Every program reflects the unique culture of the sponsoring institution; they are not cut from any cookie cutter.
The Elderhostel Institute Network is a central office providing information and resources for Institutes for Learning in Retirement (ILR) in the United States, Canada and Bermuda. Elderhostel and Olli programs (the Osher Lifelong Learning Institutes) provide a core of talented retired individuals. In many other countries these programs are known as Universities of the Third Age (U3A). See this Web site for a complete listing:
In the U.S. there are four interesting programs that reflect this diversity:
The Plato Society, at the University of California at Los Angeles, is a good example of an active program in a complex multipurpose university, with excellent outreach in the community.
The North Carolina Center for Creative Retirement is part of an extensive research program in adult learning issues. The outreach and variety of programs it offers has become a major force in drawing early retirees to this region of the country.
The Academy of Senior Professionals at Eckerd College is one of the earliest and most comprehensive programs in the U.S. In a single day, members are advising students, participating in formal on-campus class activities, or attending peer led sessions for members on drama, studio arts computer technology, science and society, the classics, magic, music, current events, and offering a public forum on “The Politics of Identity in a Global Context." Members with scientific backgrounds have, at the request of government officials, conducted a major study of water resources in the region while others played a key role in designing a leadership training program for implementing change for school districts that was funded by a major community foundation in the area. In the course of a year, 28 forums and lecture series in archeology and musicology were given by members for the general public. Members served on many nonprofit boards and government agencies and played an active role in Elderhostel programs offered at the institution. An annual publication includes creative research and writings by members. Working with Eckerd College, the academy also serves as the sponsor and source of coaches for the college’s student award winning participation in the annual national Ethics Bowl. Members have been requested to serve in about 100 class rooms as either “faculty colleagues” or “resource” persons. In addition, one member, a retired diplomat, funded an endowed scholarship in International Affairs and the members contributed about $750,000 to renovate the building in which they meet, which was once the college president’s home.
Civic Ventures provides a portal through which active seniors can make a difference in society. While not necessarily related to a college or university, many of the Civic Ventures approaches can easily be applied to other programs.
The first challenge that institutions face is establishing a process to locate the individuals with the needed talents and willingness to participate; educate faculty and administrators about the potential use of this group; and make the match between needs and opportunities.
Most significantly, this relationship between the college or university and the community cannot be left to chance. It needs to be planned, communicated and perceived as an integral element in the mission of the institution. Fortunately, the costs involved are modest and the benefits will far outweigh the time, energy and the dollars required. Some key suggestions:
The initial first step is establishing an office to facilitate the program. While, in time, it has the potential of bringing financial resources to the institution, the program should be located in the office of academic affairs and not under development. Avoid any hint of second class academic status in the initial design. It is vital that priorities be placed in three distinct areas: 1) the immediate and long term needs of the institution; 2) the intellectual needs of the volunteers; and 3) the future needs of the community.
Provide some appropriate title (Fellows) with academic privileges such as access to library, research facilities and parking. While most volunteers would not expect to be paid for their services, some formal program of recognition and appreciation should be established.
Draw up an initial list of potential recruits from distinguished prospective professionals in fields that are related to your institution’s curriculum, strengths and needs and to other fields that are of importance to the well-being of the community. It is important that this group be as diversified as possible and not dominated by any one profession or group.
Get faculty, administrative and community involvement from the beginning. Establish a high quality advisory board with representatives from all three categories.
Provide adequate space for meetings and for growth. The space can serve multiple purposes, but transitioning professionals require a “place” as a surrogate office where they can work, meet and network with colleagues, etc. Since parking will be essential, a location near but not necessarily on-campus is most important.
Provide funding and staff for the initial year or two. If the group is successfully meeting the needs of its members it will become self-sufficient in a relatively short period of time.
Create some simple, but formal, organizational structure through Bylaws that will give the group an identity, and related through the office of Academic Affairs. Normally the group itself will be involved in this process during the first year of organization.
This program, if developed with care, has the potential of generating far more benefits to the institution, the individual volunteers and to the community than is immediately apparent. For example, in addition to their instructionally related functions, such a group might serve as:
Ambassadors of the school in the community (volunteers are more credible than paid employees).
A core think-tank, with sub-groups, on a wide variety of issues, and commissioned by community groups for special studies and tasks.
A source of potential research colleagues and collaborators for faculty.
The resource bank for speakers, consultants, etc.
The energy source and place from which professionals develop their own talents, form new professional relationships and spin off new enterprises.
A special “advisory” group for senior institutional officers and sounding board for testing new ideas, evaluation and planning.
A talent bank from which the community can draw pro bono professional services to benefit the non profit infrastructure and municipal government.
A Final Word of Caution
Working with talented and dedicated people is always challenging and rewarding for everyone involved. Therefore it is crucial in programs of this type that both the faculty members and resource persons keep their focus on the objectives of improving the quality of the academic experience for students, the wellbeing of the community and health of the institution. If this primary goal is not clearly articulated from the beginning, some some faculty and administrators may perceive this relationship as an attempt by experienced “outsiders” to take over the classroom or program. The potential for significant impact and a delightful personal experience for faculty, students, administrators and the resource persons is there. They key is to keep focusing on the mission of working together toward a common goal.
Robert M. Diamond and Merle F. Allshouse
Merle F. Allshouse was director of the Academy of Senior Professionals at Eckerd College from 1994-2002. He has been president of Bloomfield College, vice president of the University of Colorado Foundation, and a professor of philosophy and religion and associate academic dean at Dickinson College. He is a Fellow of the Florida Studies Program at the University of South Florida. Robert M. Diamond is president of the National Academy for Academic Leadership and professor emeritus at Syracuse University. His publications include Designing and Assessing Courses and Curricula. He has held joint administrative and faculty positions at Syracuse University, SUNY Fredonia, the University of Miami and San Jose State University.
Without intending it, I offended my friends by speaking a foreign language.
When I left a research center for the humanities and started work in a philanthropic foundation over five years ago, I wanted to know if a foundation could make a difference to the extent and depth of student learning in the liberal arts. To answer that question, I had to learn as much as I could about how students learn and how we know about their learning. Before long, I was studying reports such as the one produced by the Association of American Colleges and Universities’ Liberal Education and America’s Promise initiative (LEAP) that argued that liberal education ought to be understood not as exposing students to certain fields of knowledge, but as helping them to develop long-lasting cognitive and personal capacities. When I started using that phrase, I was on a slippery slope.
The next thing I knew, I was asking whether colleges and universities were translating that understanding of liberal education into clear learning outcomes. The phrase did not come tripping off the tongue, but the question was such an important one that I went right ahead and asked whether their practices were truly and effectively aligned with these outcomes. Were scaffoldings in place to help students move from one cognitive level to a higher one?
Despite its efforts to strengthen teaching, almost no one at the humanities center had spoken this lingo -- or asked such questions. When I started to do so, I found myself making the strange hiss sounds of “assessment,” a sound so savagely obnoxious that my friends began to hint that I was opening the gates to the barbarians.
I tried to conciliate them by substituting the term “evidence” for “assessment,” but they were too smart for that. And when I found I needed to investigate the various instruments that had been developed to help measure student learning, it was clear to many friends that I had gone over to the dark side. Terms such as NSSE, CLA, HERI, and CIRP were shibboleths that marked me as one of them.
It did no good to explain these were just convenient acronyms for titles in plain English. The titles themselves gave the show away: the National Survey of Student Engagement, for example, was clearly code for an alien view of education. The surveys were quantitative, a classicist friend noted with horror, warning me that “You can’t measure the human soul with numbers.”
Even worse, when I learned that the NSSE surveys had produced an empirical base for identifying a few high-impact practices, ones that demonstrably improved student engagement, learning, retention and graduation rates, the terms were so off-putting that in some quarters the ideas behind it could, as they say, gain no traction.
One friend -- who has somehow remained so despite my wayward behavior -- told me I needed to find some way to “translate” phrases such as high-impact practices into language more acceptable in the more ethereal reaches of the academy.
But I had done enough translating in my days as a classicist; now I was more interested in changing practice, and that, I realized, meant changing discourse. My theoretically minded friends had taught me one thing, after all. Discourse shapes practice.
Or, freely translated, “You have to talk the talk before you can walk the walk."
So I went on to other ophidian sounds, asking how higher education could successfully make systemic and systematic changes. Teagle Foundation grants for this purpose were going well, but the sibilants still sounded pernicious in many ears. Nor did it help to “translate” systematic into the phrase continuous quality improvement. That had few sibilants, but an unmistakable whiff about it of a Toyota factory or some other banausic enterprise.
The new mode of speech had a disconcerting inflection as well as an annoying vocabulary. For example, the stress in the “teaching and learning” moved disconcertingly from the first syllable of the dactyl, “teach’ing and … ” to the penult in the spondee, “learn’ing.” That reflects the emphasis in the new discourse on student learning. It expects students to take responsibility for their education rather than leaving the burden on “great teachers” and “good pedagogy.” Goodbye, Mr Chips. Hello daily development of cumulative cognitive and personal capacities.
Although it continues to give offense, the new discourse has in the last year or two passed a tipping point. It has now become the dominant mode of arguing, thinking and doing something about higher education.
There are two reasons, I believe, for this. First the accrediting organizations now insist on clear learning goals and rigorous assessment of progress toward them. And they are “drilling down” to the department and even course level to see what is being achieved.
More important, however, is a second reason: Faculty members who approach teaching in this way report that it is energizing, empowering, refreshing. It’s a welcome change from endless debates about the literary canon, or the curriculum. They say the terminology is no more opaque than the vocabulary of the economists, or the language we philologists use in establishing the stemmatics of ancient texts, or the useful technical terminologies developed in reader-response theory, deconstruction, and subaltern studies.
Every craft has its discourse, and every discourse shapes practice. It’s the results that count. It’s worth learning some new vocabulary when new friends whose speech I have come to understand are saying that they like having students who are more intensely engaged in learning, and taking greater responsibility for their education. They even talk about greater “satisfaction.”
How’s that for a change in discourse?
Robert Connor is president of the Teagle Foundation.
Early on, as the financial markets spiraled down and unemployment surged, some commentators argued that the national environment would provide the impetus to effect serious change in higher education. After all, they reasoned, campus stakeholders understood the seriousness of the events around them as massive layoffs were occurring, 403(b) funds were being reduced to 203(b)s and it was universally understood that no job on campus was safe, potentially even faculty jobs.
As a variety of troubling conditions became almost simultaneously woven together, it appeared as though a sea change for institutions was inevitable -- a perfect storm for change was developing over higher education. The economic downturn and associated collateral damage created urgency for all stakeholders to come together in a more politically civilized environment to invoke major shifts in how the academy operates as an organization and as a learning community.
However, generally absent from cost containment and revenue sustainability decisions are cost reallocation decisions regarding the relevance and viability of the academic portfolio. The extent to which institutions explore the financial performance, market demand and mission impact of academic programs (e.g., programs, concentrations, courses, sections) across the program portfolio is largely unknown. It is unclear if institutions have a structured process, access to the data and reporting mechanisms to inform review of programs and, subsequently, if they have the capacity to make decisions to retire/eliminate programs.
Given the significant resources allocated to academic programs, the time many programs have been in existence, and the changing market place and challenging economic conditions, a rigorous, objective review is a reasonable and necessary part of an institution’s due diligence. However, these decisions may be the most challenging of all.
Even in the face of unprecedented financial challenge, are the traditions, political forces, mission arguments and ideological posturing within the academy trumping the ability to restructure the academic portfolio, and the decision making and resource allocation structures that currently exist? Or, alternatively, is the eye of the storm of such magnitude that this level of macro change will be deferred until stimulus funding evaporates and there is a public moratorium on tuition and fee increases?
Perhaps for some regions, major restructuring will occur only when the reality of large declines in the high school pipeline make their way into annual operating budgets, and community colleges begin cannibalizing enrollments from neighboring four-year institutions.
A Case Illustration
Consider a view of the national academic program portfolio. In 2007, higher education produced 2,189,315 degrees in total across 1,079 fields of study. The distribution of degree conferrals across fields of study varies greatly, ranging from 0 to 218,212. Despite the volume of degrees conferred annually, focused on an extensive variety of fields of study, it is a reasonable assumption that not all of these programs possess either the recent historic evidence or market opportunity to support their continuation.
For illustration purposes, review the set of program viability metrics below. These are real data points of an academic program currently offered by an accredited institution. Enrollments have not grown over the past 5 years, degrees conferred have declined by 20.5 percent, projected employment of graduates in this field within the State is relatively static through 2014 and the regional competitive landscape is saturated with similar programs, as seen in the table below:
Has enrollment for this specific program grown at the institution?
Enrollment for the program has witnessed 0 growth from 2004-2007 with 17 degrees conferred during each of those years.
Nationally, have conferrals in this or similar degrees grown?
From 2002 to 2007, bachelor’s degrees conferred nationally in this field declined from 468 to 372 degrees, or a 20.5% decrease.
Regionally, are relevant occupations for graduates of this degree expected to increase?
Employment of graduates in this State is low and growth is expected to remain static. Specifically, employment is expected to increase minimally from 99 in 2004 to 122 occupations in 2014.
Nationally, are relevant occupations for graduates of this degree expected to increase?
Employment prospects for this field will remain relatively static at a 3.7% growth rate from 2006-2016 (or 1,000 jobs dispersed nationally) with no (0) expected annual average job openings due to growth and net replacements.
Is there a strong market opportunity for this degree program?
There are 12 regional competitors offering a similar bachelor’s degree.
Institutional leaders can use this type of analysis to make difficult, but evidence-based, decisions. There are, of course, other variables that should be considered in this context. For example, is the program directly aligned with the institution’s mission and strategic plan, and/or does it support the goals of a liberal arts education? However, a decision to maintain the program will be made based on a review of a more comprehensive set of program metrics, including projected market demand.
Adopting a Portfolio Review Process
An academic portfolio review process differs from the traditional internal review process. The internal review often focuses on such academic program elements as student achievement and learning outcomes, course scheduling, strengths of faculty, course/adviser workload and resource utilization. The review of the academic portfolio is focused on sustainability, market relevance, and viability of programs moving forward.
The results of a regular and systematic academic program viability review can help institutions creatively address a number of key challenges. As institutions identify emerging program growth areas, many have a severely restricted capacity to add new programs -- new programs that make sense in the context of emerging/evolving fields, occupations and sectors such as sustainability, energy and the health sciences. However, absent grant awards and major gifts from donors, these and other necessary new programs will not have access to the significant capital to both launch and sustain them over time.
Beyond new program development, there are also competing needs for resources to improve student retention and success; advising and mentoring, faculty enrichment, assessment, and focused student support resources. The academic resource pool should be dynamic and fluid. Programs that might be missed but are no longer necessary or relevant (based on market demand, financial performance, competitive landscape, quality, etc.) should have their resources repurposed for emerging needs or opportunities. The tradition of adding programs without changing the base is simply no longer feasible.
So, to what extent are institutions engaged in a systematic and regular evaluation of its academic program portfolio? Consider the following set of questions as an entry point to such a process:
1. If a program has neither the demand (marginal or declining enrollments) nor the market for its graduates, what other factors or rationale is used to support the program’s continuance?
2. To what extent are academic offerings directly aligned with the vision, mission and strategic objectives of your institution’s priorities? If a program is not financially viable but is clearly aligned with the mission of the institution, can the institution afford to have that program subsidized by other financially viable programs?
4. What impact does the competitive landscape for a program have on the institution’s capacity to successfully recruit students, retain faculty and sustain resources to make the program viable in the long term?
5. Do the characteristics of the program lend itself to an alternative delivery mode such as online learning?
6. If analysis suggests that a program is not financially viable, is without a market and is not mission critical, consider how those instructional, program and physical space resources could be re-tasked to address emerging needs or other mission-specific needs of the institution.
There is no question that this is a challenging area to address. There can be strong arguments to maintain programs even if those programs are not directly reflected in present or future market demand or are financially neutral. It may be that they are “untouchable” due to the core values and commitment to a broad based education. But it seems implausible to think this can be the case for all academic programs.
Creating a program viability assessment culture that objectively organizes the metrics for market demand, financial performance, mission impact and program quality appears a necessary part of institutional due diligence, especially during these economic times.
It’s difficult to believe now, but not so long ago, I looked forward to making up syllabuses.
Once the grand meal of the course had been structured and I’d chosen an exciting title, the syllabus design was my dessert. I took the word “design” quite literally, having fun with frames and borders, trying out different fonts, fiddling with margins.
Then, after printing out the final document, I’d sit at my kitchen table and add images saved for the purpose from old magazines, vintage catalogs, pulp advertising, obscure books, and other ephemera. Fat cherubs blowing their trumpets would announce Thanksgiving break; a skull and crossbones marked the spot of the final exam. My masterpiece was a course on the work of Edgar Allan Poe, whose syllabus was a gothic folly with a graveyard on the front page and cadaver worms crawling up the margins.
Over time, my syllabuses grew less creative. I still gave my courses what I hoped were enticing titles, and I’d usually add an image to the front page, but nothing more. In part, I was afraid my quirky designs might make the course seem less serious; I also had far less free time than I used to. But mostly, it was the number of disclaimers, caveats and addenda at the end of the syllabus that made my designs seem out of place. All these extra paragraphs made the syllabus seem less personal, and more institutional -- but then, I realized, perhaps it was time I grew up and began to toe the party line.
Those were the good old days. Now, at a different institution, I teach in a low-residency program whose courses are taught, in part, online. The institutional syllabus template is pre-provided: Times New Roman, 12-point font, 1-inch margins -- and don’t forget the “inspirational quote” at the top of the page.
The Course Description is followed by the list of Course Objectives, Learning Outcomes, Curriculum and Reading Assignments, Required Reading, Assessment Criteria and so on, all the way down to the Institute’s Plagiarism Policy and Equal Opportunity Provisions. Colleagues tell me it’s the same almost everywhere now; the syllabus is now composed mainly of long, dry passages of legalese.
I no longer design my own course titles -- or, if I do, they need to be the kind of thing that looks appropriate on a transcript, which means “Comparative Approaches to the Gothic Novel,” not “Monks, Murder and Mayhem!” There’s an extra plague in online teaching, however, in that -- at least, at the institution where I’m currently employed -- all course materials, including weekly presentations, must be submitted months in advance.
This, I’m told, is not only to ensure that books are ordered and copyrights cleared, but also for the various documents to pass along the line of administrative staff whose job includes vetting them in order to be sure no rules have been violated, then uploading them in the appropriate format. Moreover, a syllabus, we are constantly reminded, is a binding legal document; once submitted, it must be followed to the letter. Omissions or inclusions would be legitimate grounds for student complaint.
Gone, then, are the days when I could bring my class an article from that morning’s New York Times. Now, when I stumble on a story, book or film that would fit perfectly with the course I’m currently teaching, I feel depressed, not excited. I can mention it, sure, but I can’t “use” it in the class. Nor can I reorient the course in mid-stream once I get to know the students; I can’t change a core text, for example, if I find they’ve all read it before; I can’t change the materials to meet student interests or help with difficulties, as I once did without a second thought.
This is especially perplexing in online teaching, where it’s so easy to link to a video, film clip, or audio lecture. We have an institution-wide rule that such materials may not be used unless accompanied by a written transcript for the hearing impaired. When I object that there are no hearing impaired students in my small class of six, I am told that no, there are currently no students who have disclosed such an impairment. The transcripts are needed in case any of them should do so -- in which case, they would be immediately entitled to transcripts for all audio-visual material previously used in the course. Sadly, those who pay the price for this assiduous care of phantom students are the six real students in the course.
In brief, what used to be a treat is now an irksome chore.
Instead of designing a syllabus, I’m filling out a template, whose primary reader is not the student, not even the phantom potential-hearing-impaired student, but the administrators and examiners who’ll be scanning it for potential deviations from standard policy.
Sitting at my kitchen table with scissors and glue, I always felt as though the syllabus -- and, by implication, the course -- was something that came from within me, something I had literally produced, at home, with pleasure and joy.
Now, by the time the course is finally “taught” months after the template has been submitted, it feels like a stillbirth from a mechanical mother.
Mikita Brottman is chair of the humanities program at Pacifica Graduate Institute.
Loyola University New Orleans is starting three interdisciplinary majors in the environment: a bachelor of science in environmental science with a concentration in biological sciences; a bachelor of arts in environmental studies with a concentration in the humanities; and a bachelor of arts in environmental studies with a concentration in social sciences.
Today's students have different expectations and skills with regard to technology, and colleges sometimes fail to meet those expectations or understand what those skills mean, according to a new e-book.
The e-book, the first published by Educause, is Educating the Net Generation. It is available free on the organization's Web site.
Diana G. Oblinger, a vice president of Educause and co-editor of the book, answered some questions about its themes in an e-mail interview: