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American Council on Education - 1 hour 57 min ago
ACE and Strada Education Network today announced a groundbreaking collaboration to examine higher education instruction and assess the connections between quality teaching and student success.

ACE and ACUE Announce Landmark Collaboration to Advance Student Success Through Effective College Instruction

American Council on Education - 1 hour 57 min ago
The shared goal of the collaboration is to dramatically expand the use of effective teaching practices to benefit students, faculty and institutions.

Trustees and new presidents lead push for tuition resets despite debate over the practice's effectiveness

Inside Higher Ed - 4 hours 59 min ago

Presidents and trustees at private colleges are increasingly interested in assuaging student concerns about affordability by slashing sticker prices, with a surprisingly high number of colleges and universities in recent weeks announcing steep cuts to next year’s published tuition.

Between Sept. 5 and Sept. 15, at least eight colleges and universities announced such price cuts for next fall. While that’s a tiny percentage of the roughly 1,900 private nonprofit institutions  operating across the country, it’s also a significant number in comparison to recent years. Fewer than 30 colleges and universities put such price cuts in place in the dozen years between 2002 and 2014, according to the count of one consulting firm.

On the surface, the increasing popularity of price cuts -- called tuition resets in the world of college enrollment -- would seem to be a clear win for students and their families who have been squeezed for years by published tuition marching steadily higher. It would also seem a blow against colleges and universities, an acknowledgment of diminished pricing power and an admission they will have to charge students less.

Dig deeper and the reality is vastly more complex. Most institutions are actually banking on tuition resets as a way to attract more students in order to raise the overall amount of tuition money they collect. Yet the only guarantee when a college resets tuition is that its wealthiest students will end up paying less.

That’s because resets typically aren’t being used as a mechanism to cut the net price a private college or university charges -- the net price being what students and their families actually pay after colleges lower the sticker price by offering grants and scholarships. Resets' impact on students' actual tuition bills is blunted by colleges and universities dropping their financial aid offers in step with the sticker-price cuts. So resets are being deployed as a signal to the market that an institution is affordable -- a way to grab students’ attention and tell them they really can find a way to pay for a private college.

From colleges’ point of view, resets are a risky proposition. They’re jeopardizing revenue from a small but important percentage of their student bodies -- the handful of students who pay the full price of tuition without receiving any financial aid. Still, colleges and universities struggling for position in a competitive market are pursuing the strategy in hopes of luring more students who had previously been scared off by published tuition prices few students actually pay.

Any individual tuition reset's success or failure is likely to depend as much on whether a college is targeting the right group of students with the right message, programs and services as it is on whether the college is priced correctly. The price cut is the hook grabbing students' attention. A college's other attributes and strategies are what reel them in.

“If you think marketing rather than pricing, you’re on the beat,” said Bill Hall, founder and president of Applied Policy Research Inc., an enrollment and pricing advising firm. “How do you turn the affordability, the price of higher education, into something to talk about to attract attention?”

The eight institutions recently announcing resets for next year tackle this question from a variety of angles -- some of them unexpectedly unique. Whether they will be successful, and whether the reset strategy can work generally, remains a hotly debated issue.

Who is cutting prices?

Avila University, Kansas City, Mo.

Cutting tuition plus books and campus fees for full-time, traditional resident undergraduates by 33 percent, to $19,900, in 2018-19.

Fall 2016 undergraduate enrollment: 1,333

Notes: The university is promising students their tuition will not increase by more than 3 percent per year. Avila is guaranteeing an internship or research experience for students. It is also offering monetary travel awards.

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Birmingham-Southern College, Birmingham, Ala.

Cutting tuition and mandatory fees by 51 percent, to $17,650, for 2018-19.

Fall 2016 undergraduate enrollment: 1,293

Notes: Returning students will have their tuition reset, but financial aid will be adjusted concurrently so their net price should be similar to what they pay this year.

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Cleveland Institute of Music, Cleveland

Cutting tuition for new undergraduates and graduate students by 15 percent, to $40,000, in 2018-19.

Fall 2016 total enrollment: 431

Notes: Tuition resets for graduate students are unusual. Returning students have their sticker price frozen at $47,200. The institute plans to shrink in size while growing fund-raising.

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Cornerstone University, Grand Rapids, Mich.

Dropping tuition by 11 percent for traditional undergraduate students, to $24,500, for 2018-19.

Fall 2016 undergraduate enrollment: 1,856

Notes: Returning students will have a one-year net tuition freeze. The tuition reset is being combined with a pricing restructure, charging students a block price for 12-18 credit hours instead of 12-17 credit hours.

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Drew University, Madison, N.J.

Cutting undergraduate tuition by 20 percent, to $38,668, in 2017-18.

Fall 2016 undergraduate enrollment: 1,521

Notes: Returning students will be covered by the tuition reset but, as is common, will have their financial aid adjusted downward along with the tuition reduction.

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Mills College, Oakland, Calif.

Cutting base undergraduate tuition by 36 percent, to $28,765, in 2018-19

Fall 2016 undergraduate enrollment: 821

Notes: The college has previously said it is planning a new signature experience for undergraduates. It has promised returning undergraduates will not pay more in 2018-19 than they did in 2017-18, although their financial aid will be decreased along with the sticker price.

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Sweet Briar College, Sweet Briar, Va.

Cutting tuition, room, board and fees by 32 percent, to $34,000, in 2018-19.

Fall 2016 undergraduate enrollment: 365

Notes: The price cut will apply to both new and returning students. It is being paired with a curricular and organizational overhaul developed around the theme of women’s leadership and three centers of excellence.

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University of the Sciences, Philadelphia

Cutting undergraduate tuition and general fees by 37 percent, to $25,000, for undergraduates enrolling in fall 2018 and freezing rates for cohorts. Students accepted into accelerated six-year doctoral programs will pay a total cost of $190,000, down from higher sticker prices.

Fall 2016 enrollment: 1,344 undergraduates, 1,197 graduate students

Notes: A combined reset and tuition freeze is unusual. Tuition for current students is not being reset but is being frozen.

Colleges and universities have also been cutting their sticker prices in differing amounts. Among eight colleges recorded as announcing tuition resets this month, Cornerstone University in Grand Rapids, Mich. plans the smallest cut for next year, an 11 percent reduction, to $24,500. Birmingham-Southern College in Alabama plans the largest, 51 percent, to $17,650.

Generally, colleges and universities announcing resets over the years have been small, enrolling under 5,000 students. They have also often struggled with finances or to attract students.

A sampling of the colleges recently announcing price cuts proves that point. Birmingham-Southern, Drew and Mills have all been saddled with financial troubles in recent years. So has Sweet Briar College, which is cutting its sticker price by 32 percent next year to an advertised $34,000, a figure that includes tuition, room, board and fees. The University of the Sciences in Philadelphia, which is cutting undergraduate tuition and fees by 37 percent to $25,000, laid off faculty and staff members this spring and cut programs to close a budget shortfall.

This effectively means that financially challenged institutions are putting on the line their biggest source of revenue -- tuition dollars.

"Reduced price is essentially a reduction of the potential to draw money into what is the primary revenue stream for most of these institutions," Hall said.

Why Reset?

Still, small colleges under pressure are increasingly finding reasons to consider a tuition reset. They usually weren't doing particularly well in today's dominant pricing paradigm, in which private colleges raise tuition every year to eke out incremental revenue gains from wealthier segments of their student bodies while jacking up their discount rates so everyone else can afford to enroll.

The higher education world has been wringing its hands about the growth of discounting for years. In 2016, discounting at private colleges and universities reached an all-time high, according to an annual report from the National Association of College and University Business Officers -- the institutional discount rate for first-time, full-time students hit 49.1 percent, and the rate for all undergraduates reached 44.2 percent.

In many cases, resets are being driven by new presidents or ideas from boards of trustees. Birmingham-Southern is a good example.

The president of the 1,300-student college, Linda Flaherty-Goldsmith, took over in June 2016, although she’d worked with the college earlier as a consultant to its trustees and as chief of staff under one of its former presidents. A tuition reset was on her list of initial strategies to pursue, she said.

The college started work on the idea at the beginning of August 2016, studying it for about a year before announcing its reset Sept. 12. It found that 80 percent of students in Alabama wouldn’t consider a college with tuition, fees, room and board adding up to more than $50,000. It also found that the South was different from other parts of the country in that more than three-quarters of students preferred public universities to private colleges if the two options cost the same amount.

“They’re so steeped in the public climate, they wouldn’t even check a private if it was significantly higher,” Flaherty-Goldsmith said.

But Birmingham-Southern’s tuition discount rate was 60 percent. In other words, the average student isn't paying $35,840 in tuition -- they pay just north of $14,000. Students were passing over Birmingham-Southern because they were looking at the sticker price and never even considering the net price they would pay after financial aid.

“When we started looking at the data, it became clear to us we were missing the opportunity to market to a number of students who could really benefit,” Flaherty-Goldsmith said.

The reset won’t equalize Birmingham-Southern’s tuition with tuition at state colleges. The University of Alabama at Birmingham, for example, charges full-time in-state undergraduates $10,410 to $12,270 annually this year, depending on their program and before any financial aid. But the idea is that Birmingham-Southern will scare away fewer students with its lower sticker price, enabling it to sell itself on its lower student-to-faculty ratio, internships and new programs in order to grow to a larger size of 1,600 to 1,800 students.

Many of those students will hopefully come as transfers from two-year colleges. Birmingham-Southern has been creating articulation agreements with two-year colleges, and it’s hoping the tuition reset helps it with those and other students.

“We think that we’ll get a lot more transfer students, and they’ll be from a lot of different backgrounds,” Flaherty-Goldsmith said. “We think that we’re going to open it up to schools that are in the inner city who have always assumed Birmingham-Southern is out of the realm of possibility.”

The college is not, however, doing away with discounting. Its tuition and fee discount rate for freshmen entering this year is around 65 percent, Flaherty-Goldsmith said. Next year the rate is expected to drop to between 30 percent and 35 percent. Current students who are returning next fall will be included in the tuition reset, but their financial aid will be reduced by approximately the same amount as tuition. The college anticipates them paying a net cost next year that’s similar to what they’re paying today.

“The numbers work out for us because we did give so much financial aid,” Flaherty-Goldsmith said. “More than 90 percent of our students received scholarships, so it’s not as though we had very many full-pay students. I think you’d find that to be true with many small colleges.”

A Risky Road

Although most small private colleges enroll a relatively low number of full-pay students, those students' importance to the budget shouldn’t be overlooked.

Take, for example, Drew University, which announced its own tuition reset Sept. 11, about a year after admissions leaders and some trustees started discussing the idea. Drew is cutting tuition by 20 percent next year, from $48,336 to $38,668. Returning students will be included.

About 5 percent of Drew students receive no financial aid, according to Robert Massa, senior vice president for enrollment and institutional planning. He has no doubt that in next year’s applicant pool, there will be students who will not receive any financial support from Drew because they come from families too wealthy to be judged as having financial need and they do not quality for non-need-based aid.

“For them, it is a real $10,000 savings,” Massa said. “It is also a reduction in revenue for the institution, so we need to make up that loss.”

Making up for that loss could take many forms. An institution could theoretically use a tuition reset as a way to simultaneously drop its sticker price while nudging up its average net price for all students. Depending on how financial aid dollars are disbursed, that could mean a college or university cuts net prices for its wealthiest students but raises them for other groups of students. Unsurprisingly, colleges are usually saying they’ll make up the lost revenue by boosting enrollment instead.

Drew, for example, will be sending returning students comparisons of their sticker price, financial aid packages and the balance they must pay in three different scenarios: this year, next year with a theoretical standard 3 percent tuition increase, and next year with the tuition reset that will actually be taking place. They’ll see that they’re paying about the same amount of tuition this year and next year under the reset, although the cost of room and board will increase, Massa said.

To make up for lost revenue, Drew will have to bring in 80 new students. This year it enrolled 452 freshmen with a 59 percent discount rate. Next year, it is aiming for 530 new students at a discount of 49 percent on the lower tuition rate.

“Our market research study indicated that we could expect a 20-25 percent bump in applications as a result of this price reset,” Massa said. “We have a lot of work to do to make that happen, and we’re prepared to do that. It may seem like a lot, 80 new students between first year and transfers, but I think we’re poised to achieve that.”

Drew expects enrollment growth especially from "middle-class families who may not have qualified for need-based aid," according to an online Q&A about the tuition reset.

A wealthier applicant pool can also help colleges and universities offset the cost of lost revenue from full-pay students. Tuition resets have in the past attracted the attention of well-off families. Concordia University in St. Paul, for example, reset tuition in 2013. It found that the number of freshmen it enrolled judged to have no financial need doubled between 2012 and 2016, to 24 out of 239 freshmen.

Critics Abound

Many attack resets as a strategy prone to overpromising and underdelivering. Among the critiques: they’re gimmicks. They’re marketing ploys that won’t work if more than a handful of colleges and universities try them. They work for a year or two, but then colleges and universities see applications and enrollments tail off. Colleges are putting them in place as temporary measures before they go back to jacking up tuition and discount rates at unsustainable rates.

“They’re not changing their model,” said P. Jesse Rine, assistant provost at Grove City College in Pennsylvania, who wrote a white paper last year comparing the practice of tuition discounting to a shell game.

“If you’re using the same model but just doing it on a smaller scale, the fundamental or inherent flaws in the model remain,” he said. “Right now, the model’s susceptibility to unsustainable escalation is still a feature of an institution’s pricing and financial aid model if all they’re doing is resetting tuition.”

Rine believes a more straightforward approach for colleges and universities would be to identify the cost of providing an education, use it to calculate a published tuition price, then use endowment resources to lower the cost for some students through financial aid. He thinks the current high-price, high-aid model is unsustainable over the long term and that it has seriously damaged private colleges’ credibility with students and families who are dissatisfied with opaque tuition practices.

Tuition resets have often been pitched to the public as being responsive to the market and being transparent pricing, Rine noted. Colleges and universities seem to be trying to address a sense of lost trust.

Others urge caution to any institution considering a tuition reset.

“We don’t recommend a tuition reset,” said Kathy Dawley, principal at Hardwick Day, the financial aid consulting division of EAB. Instead, she advocates for making every attempt to lower discount rates carefully, with an eye toward how net revenue is affected.

“There are occasions where lowering discount without any check, actually, itself, brings down revenue,” Dawley said. “So it has to be managed pretty carefully.”

Still, Hardwick Day counted 27 institutions that had put tuition resets in place between 2002 and 2014. They cut tuition on average by $6,000, reducing the average sticker price by 17 percent.

Results among those institutions are mixed, according to Dawley. Some showed improved retention rates initially, only to have tuition revenue and enrollment decline over time.

Remember also the question of whether tuition resets actually translate to students. After the University of Charleston in West Virginia cut its advertised tuition in 2012 from $25,000 to $19,500, its average net price for students from families making less than $30,000 rose 39 percent, The Hechinger Report said in an article published last year.

Any increase in net price for low-income students was unintentional, said Ed Welch, Charleston's president. The university cut tuition across the board and decreased financial aid by a corresponding amount because it was not attempting to collect more or less money from students, he said in an interview.

“If anything, we thought the first reset would appeal to more middle-class people, because we thought they might be price conscious,” he said. “We just thought that the time was right for people to be more responsive to a lower advertised tuition, rather than having to do tuition plus financial aid. Then we found out that didn’t work for our audience, sadly.”

A study of eight colleges that reset tuition between 1996 and 2014 found seven increased freshman enrollment the year they put their price change into effect. The 2015 study, by the economist and former Mercy College President Lucie Lapovsky, noted that administrators at the institution that did not increase freshman enrollment said they did not provide enough attention to the reset and executed it poorly. That college experienced a 42 percent drop in freshman enrollment in its reset year.

Lapovsky was able to analyze net tuition revenue per first-year student at the seven colleges that increased enrollment in the year of their resets. Three increased net tuition revenue per student the year they reset tuition, by 0.5 percent, 4.2 percent and 4.3 percent. Four saw net tuition revenue per student decrease, by 2.6 percent, 11.3 percent, 13.9 percent and 16.4 percent. But because of enrollment gains, five of the seven colleges increased net total tuition revenue. Net total tuition increases ranged from 8 percent to 57 percent, while losses were 1 percent and 9 percent.

Four institutions had reset tuition long enough in the past that Lapovsky was able to analyze enrollment over several years since their resets. All four institutions were still reporting higher freshman enrollment than they were the year before they reset tuition. Three of those colleges had grown enrollment since the reset was put into effect.

Lapovsky is in the process of updating the study, she said in an interview. In the meantime, she is a strong advocate of resets in the right circumstances.

Institutions that are candidates for resets are those giving aid to almost all of their students and any with a discount rate above 50 percent, she said. They also include institutions with excess capacity.

“I think that there’s a feeling that the spread between the published price and the average price has just grown far too wide,” she said.

Lapovsky pushes back against the idea that a tuition reset is a failure if an institution goes back to raising tuition rates in subsequent years. Unless colleges are able to expand enrollment every year, it is a given that they will have to increase the sticker price to keep up with cost growth, she said.

“I never had an assumption that when you do a tuition reset you do a tuition freeze,” she said. “It just means you are starting from a much lower base.”

Colleges and universities also often continue to raise charges for room and board during and after tuition resets.

Although she backs resets in some cases, Lapovsky isn’t blind to their potential drawbacks. Colleges could turn off students if they price themselves incorrectly for how they are positioned. They could communicate the reset poorly. They could miss with their financial modeling.

“You have to redo your leveraging matrix without any data, because you don’t have a history to base it on,” Lapovsky said. “That’s a challenging thing for schools, so schools are scared. There is risk involved.”

The risk spans multiple years. Backers of tuition resets say institutions that have done the best job of implementing them used them as long-term strategies instead of just short-term shots in the arm.

Their strategy includes how future tuition increases will be put in place.

“They’ve mapped out what those smaller increases on a smaller starting base would look like over time, and they prepared for it,” said Carole Arwidson, vice president and director of market research for the Lawlor Group. “The reset, in their minds, was never a one-year strategy. It’s a five, 10-year model.”

The Lawlor Group is, along with Lapovsky, generally seen as one of the leading advocates for tuition resets in the consulting world. It has argued resets can succeed if institutions are operating from a position of strength, those with a valuable educational experience to offer to students, and those that are willing to respond to the higher education marketplace.

Resets in other circumstances can be more problematic, according to John Lawlor, the firm’s founder and principal.

“We’ve had clients that explored doing this, and our recommendation was ‘your brand equity isn’t strong enough,’ ” he said. “If we did this, it would be a case of cheap just got cheaper.”

In that light, it is worth reiterating that many of the institutions announcing tuition resets for next year have faced financial struggles recently. Some skeptics believe a wealthy institution like a Williams College or Amherst College would have to implement a tuition reset before the practice is taken seriously. That would signal prices had grown out of alignment with demand throughout the market, they said. Because of their prestige, it would also be harder for rival institutions to try to poach their applicants by dangling eye-popping financial aid packages to offset high sticker prices.

Of course, a wealthy institution implementing another controversial pricing strategy, tuition freezes, didn't validate that practice for many in the broader market. Princeton University froze tuition in 2007, but the freeze didn't last. Even as some try tuition freezes and other similar plans, like fixed net price tuition plans keeping student cohorts' tuition level for all of the years they enroll, many view them with suspicion.

Otherwise, many likened tuition resets to a strategy tried by the retailer J.C. Penney. Several years ago the chain, which traditionally tagged items with high sticker prices and drove traffic to stores with coupons and flashy sales, attempted to change to a model of fair and square prices without the markups and deep discounts. Sales plummeted, the store's stock price crashed and CEO Ron Johnson was fired less than two years after he was hired and implemented the strategy.

Some, including Johnson, have argued that J.C. Penney should have stuck with the strategy longer. Others said he put it in place before its time. But others feel he simply misread the chain's market position, trying to make J.C. Penney something it could never be.

Many would point out that college is not clothing. Paying for a pair of Dockers is very different from deciding where to try to earn a diploma.

Resets can be part of returning a college to solid financial footing, said, Elizabeth Hillman, president of Mills, which had to make cuts as it faced an operating deficit of $57 million heading into this year but is still cutting its sticker price for undergraduate tuition by 36 percent next year, to $28,765.

“I think moving from a tenuous financial position to a really thriving and robust space requires a lot of steps,” Hillman said. “This is an important step that really clarifies what costs are going to be and hopefully energizes some of the people who come to our campus, say it looks great, but then they look at the sticker price and they say, ‘It’s not for me.’ We want to make clear this can be for them.”

Per-student net tuition is likely to stay the same at Mills as its discount rate drops along with sticker price -- from more than 60 percent for incoming students this fall to below 50 percent next year. But the college can increase revenue by growing enrollment, Hillman said.

That growth can come from both high school students who are writing off Mills based on price and from transfer students.

“No private college in California fails to compete with our public university system,” Hillman said. “So we do hope that we can actually work to make a more seamless transition from the community colleges to Mills because of this.”

Unusual Resets Unfold

Several institutions announcing resets this year stand out as particularly unusual, either because of their recent history or because of the details embedded in their plans.

In Virginia, Sweet Briar’s tuition reset will come just three years after it went through another high-profile reset of a different sort. The women’s college’s former board attempted to close it because of concerns about its long-term sustainability as a going concern, only to have alumnae wrest away control of the college and run it under new leadership.

The new president of Sweet Briar, Meredith Woo, who started at the college this year, brought up the idea of a reset, according to Teresa Tomlinson, who chairs the college’s board. She also put several other structural changes on the table. In addition to the reset, Sweet Briar is adopting a new core curriculum focused on women’s leadership, reorganizing its academic departments and revamping its academic calendar.

The timing of Sweet Briar’s tuition reset announcement might seem strange to the outside observer, given that it has gone through so many other major changes of late. But the college needed to stabilize its core operations before it could plot its way forward, according to Tomlinson.

“When you’re restructuring a college like this, you have the national reputation and a brand and the potential to be exactly what you want to be -- which is a formidable women’s liberal arts college -- you’re going to have to spend some time remaking things and getting your house in order,” Tomlinson said.

The Cleveland Institute of Music has its own unique take on the tuition reset. It is cutting tuition with an eye toward shrinking, not growing, its student body.

“We have set a new threshold of tuition from which we are going to work down,” said Paul W. Hogle, the institute’s president and CEO. “Most people do this to increase applications in order to increase matriculation. We’re increasing applications so we can be more selective.”

The institute is cutting tuition by 15 percent, to $40,000, for 2018-19, a year after holding tuition flat for the first time in more than 50 years. Its freshman tuition discount rate is expected to drop accordingly, from north of 60 percent to the middle or high 50 percent range.

Currently, the institute has 400 students. Next year it will have 350 to 375, and in the next 10 years Hogle wants enrollment to drop to the low 300s.

One way to make the math work is through fund-raising. For the last 20 years, the institute has raised about $1.4 million annually in nonrestricted gifts, Hogle said. Over the last several years, that has climbed to $2 million. He thinks it will be $2.25 million this year and grow to $3 million in the future, raising money for scholarships.

The Cleveland Institute of Music is using a tuition reset toward a different end because it plays in an entirely different space than the four-year undergraduate institutions that usually deploy the mechanism. As a conservatory, it competes against top names like the Juilliard School and the Colburn School. The most sought-after students don’t pay to attend conservatories.

“The gold standard in my category is 100 percent,” Hogle said of the tuition discount rate his institution is competing against. “In an orchestra world, you would love to think it is the Tchaikovsky who sold the program. It is often the other things.”

Also standing out is the University of the Sciences in Philadelphia, which is pairing a tuition reset and tuition freeze. The university is cutting undergraduate tuition from $39,994 per year to $25,000 next year. The university is also guaranteeing that undergraduates will not pay more than $25,000 per year in tuition and fees until they complete their degrees. It is also guaranteeing students accepted into its six-year doctoral programs will pay a total cost of no more than $190,000. That's down from a sticker price typically over $300,000, according to administrators.

Current students will not see a tuition reset, but their tuition will be frozen for the rest of their time on campus.

Currently, the university's first-year undergraduate class numbers 358. It aims to grow to 387 next year and 400 the following year, said Patricia Vanston, vice president for business development and enrollment management.

“Our target student is who we are going after now -- students in the tristate area, the Mid-Atlantic part of the country,” she said. “We’re going aggressively after smart science kids who want to go to a science school.”

The sticker price cut comes on the heels of layoffs and program cuts as the university sought to close a $4.5 million hole in its $90 million budget earlier this year. Its enrollment had also been slipping even as its discount rate increased.

“What’s happening now is unsustainable,” Vanston said. “I looked at our trajectory. What are we going to have, an 80 percent discount? I felt like I’d rather be on the front end of this [reset movement] because I feel like it’s going to be much bigger.”

The other institutions announcing a tuition reset in September are Cornerstone University, a Christian institution in Michigan, and Avila University, a Catholic university in Kansas City, Mo. Cornerstone is cutting its sticker price next fall from $27,520 to $24,500. The cut is being paired with a one-year tuition freeze for returning students and an expansion of the college’s block tuition. Instead of paying one price for taking 12 to 17 academic credit hours, students will be able to take between 12 and 18 credits for the same price. That change starts in January.

Cornerstone expects to decrease its discount rate and keep its net price per student similar to what it is today, according to Bob Sack, vice president for advancement. It anticipates enrollment growth as more students see the lower sticker price and believe the university is affordable.

Avila, meanwhile, plans a 33 percent cut in its listed price, to $19,900, starting next year. The price includes books and campus fees. Avila is promising tuition protection, keeping tuition from increasing by more than 3 percent per year in the future.

The university is also taking steps to ensure students graduate in four years, guaranteeing students an internship or research experience, and making students eligible to apply for a $1,000 travel award. Current students have already received information about the new pricing. The university says incoming freshmen in 2018 will see the "full benefit" of the new model but that all students will receive a reduction in tuition pricing.

AdmissionsEditorial Tags: College costs/pricesImage Caption: Birmingham-Southern College has cast its aggressive tuition reset as the result of it listening to students.Is this diversity newsletter?: Newsletter Order: 0Is this Career Advice newsletter?: 

Experts question validity of survey on students and the First Amendment

Inside Higher Ed - 4 hours 59 min ago

Survey results released by the Brookings Institution last week attracted considerable attention with their suggestions that many college students don't understand the First Amendment and that a significant minority of students (19 percent of all students and 30 percent of male students) said it would be acceptable for a student group to use violence to prevent a controversial speaker from speaking.

The findings, particularly on tolerance for violence, were widely discussed, including in a brief article in Inside Higher Ed. A column in The Washington Post called the survey results "chilling." On social media, many people expressed sadness, with one tweet suggesting that "James Madison weeps." Conservative websites ran articles with headlines like “Illiberal Liberals on Campus -- It’s Worse Than You Thought” and “Antifa and Its Left-Wing Allies Are Winning the Battle for Free Speech on College Campuses.”

But are the findings valid?

The Guardian on Saturday drew attention to a fact that was not noted in the Brookings write-up of the survey. The study was an "opt-in" survey and was not in fact a representative sample of college students. The study itself, available here, says that the survey was online and doesn't say that it was opt-in. And language in the survey write-up suggests that it was based on a representative sample. The Brookings article says, "To the extent that the demographics of the survey respondents (after weighting for gender) are probabilistically representative of the broader U.S. college undergraduate population, it is possible to estimate the margin of error in the tables above. For a confidence level of 95 percent, the margin of error is between approximately 2 percent and 6 percent -- the margin of error is smaller for the categories with larger numbers of respondents." Those not paying close attention to the "to the extent …" part of the sentence might think that a real margin of error was claimed.

In the Guardian article, experts on polling were quoted about the combination of not revealing that the survey was opt-in with the language on margin of error. Their conclusions were quite negative, with phrases such as "junk science" and "really not appropriate" and charging the author with "trying to overstate the quality of his survey."

Then there is the question of timing. The Brookings write-up does clearly note that the study was conducted between Aug. 17 and Aug. 31. But no mention is made that this means the survey opened just a few days after white nationalists rallied at the University of Virginia, with many shouting a Nazi chant; a counterprotester was killed -- apparently by one of the white nationalists who drove his car into a group -- the next day. The events in Charlottesville, Va., stunned and angered students (and others) nationwide.

The scholar who produced the survey and the Brookings article is John Villasenor, a nonresident senior fellow at Brookings and a professor of electrical engineering, public policy, and management, and a visiting professor of law, at the University of California, Los Angeles.

In an interview with Inside Higher Ed, he acknowledged that the survey was opt-in and that there could be no assurance that the sample was representative. He said that the makeup of survey participants in various ways (party identification, gender, attendance at various kinds of colleges) pointed to what he said was the likely reliability of his data. But he said that nothing in his article was untrue, even if he didn't include that the survey was opt-in. "I was very careful with language," he said.

He also acknowledged that many experts in the field and journalists tend to pay little attention to opt-in surveys.

Asked if he regretted not including that detail, he said he always engages in "Monday morning quarterbacking" after he publishes articles, but said he wasn't willing to say he had made a mistake.

Villasenor said he plans to submit a more scholarly version of his article to a law review, and that he did plan to note the opt-in nature of the results in that piece.

The Brookings study is not the first to find that many college students today favor limits on free speech, especially when it comes to what students view as "hate speech" that demeans groups of people. Gallup and the Knight Foundation released such a study last year, although that study did not have questions about student tolerance of violence as a response to controversial speakers. The Gallup/Knight project includes a methodology that explains how students were interviewed and why those in that study make up a representative sample.

As to whether Charlottesville might also raise questions about the findings, Villasenor said that could be possible. But he said that it would be "speculative" to conclude that Charlottesville influenced the results, so he opted not to note the timing issue.

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Ball State debates how to frame diversity question on teaching evaluations

Inside Higher Ed - 4 hours 59 min ago

Ball State University promotes diversity and does not tolerate discrimination. Everyone says they can agree on that.

But the best way to gauge how professors live up to that standard isn’t quite settled, as the Ball State Faculty Council discovered in its most recent meeting.

Last year, Charlene Alexander, who was then the university’s associate provost for diversity and director of the Office of Institutional Diversity, introduced an open-ended question for the Faculty Council to potentially use on the teaching evaluations that are offered to students at the end of a course. Alexander has since moved on to Oregon State University, but the council took up the question in this month's meeting.

“The university does not tolerate discrimination and is committed to work with diversity in a wholly positive way,” the text reads. “Please indicate below anything in relation to this course that supports or runs counter to this objective.”

The council was hesitant to adopt the proposal, however, and instead sent it back to a committee to come up with alternatives, while at the same time announcing it would take solicitations from departments on different language for the text as well.

"People did not like the wording of it. It just didn't fit the tone, or how it sounded with the rest of the questions [in the evaluation]," said Melinda Messineo, interim associate provost for diversity and interim director of the Office of Institutional Diversity.

Additionally, Messineo said, the question was, in a sense, outdated. It was developed at the same time the university was developing a bias-incident reporting system. That system is now live, so there's a way to collect data that the evaluation question would have collected -- perhaps more, given the array of questions that the person reporting the incident can address, and the fact that offenders aren't just limited to professors. At the same time, Messineo said, one of the concerns raised was that, even with the question included, the university wouldn't necessarily be able to act on any of the answers.

"This question will want to accomplish something different now that we have the bias-incident [reporting mechanism]," said Messineo, who attended the Faculty Council meeting. "What we're hoping to do with the evaluation question is talk about an inclusive teaching environment, which is a different angle."

Da'Prielle Fuller, president of the Black Students Association at Ball State, said that she wouldn't lobby for the question as it currently stands -- but still wants a question on teaching evaluations.

"The question asks about the university, not the professor. If we are going to have the question on a teaching evaluation, it should directly ask about that professor," she said in an email, noting that her opinion doesn't necessarily reflect that of the BSA.

Fuller said that while the bias incident reporting system is available, not all students might know about it. Reaching students through the evaluation would be more direct.

"It is hard to learn in a space where you do not feel comfortable. If my learning is affected by something [a professor] said or did in the classroom, it needs to be addressed and handled so it doesn't happen to another student," said Fuller, a senior studying criminal justice.

A lot can be at stake when it comes to teaching evaluations, although, at the same time, what’s at stake isn’t necessarily consistent, said Faculty Council Chairman Tarek Mahfouz, an associate professor of construction management. Depending on the department, teaching evaluations could affect tenure, raises and promotions to a varying degree. That’s part of the reason professors hesitated to adopt the text as it was delivered.

“The language itself, some faculty had some concerns about it,” he said. “It’s kind of pushing the question in a negative way. These were concerns were brought up.”

Additionally, the varying responses that anonymous teaching evaluations get are a concern for some council members, Mahfouz said. Depending on the rate of participation among students filling out the evaluations, a given response’s weight might vary.

“The main concern was the means of collection,” he said. “We were all in agreement that this is an essential issue, and data need to be collected. But the question was, is it written in the right way or not?”

The Teaching Evaluation Committee is now looking at both the language of the question and the way responses are allowed. Currently, the response is open-ended. Mahfouz said one of the considerations was making the response a ranked choice along how well the professor did or didn't uphold the university's antidiscrimination values.

Despite the pushback, Mahfouz said that the faculty was committed to measuring diversity and inclusion through teaching evaluations.

“That’s why it was sent back to the Teaching Evaluation Committee,” he said. “It wasn’t rejected in its entirety. If it was rejected completely, that would mean the faculty believed it should not be included … but it was returned for adjustment.”

What an ideal form of the question will look like is still up in the air, Mahfouz said, although it could come as soon as October, during the council’s next meeting.

“The consensus of the faculty is that this needs to be included, it’s just this disagreement is on the language or the form of it being included,” he said. “We’re trying to find the best way to include it in the evaluations, or the best way of including the data.”

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Howard University students shout throughout James Comey speech

Inside Higher Ed - 4 hours 59 min ago

WASHINGTON -- James Comey (at right) was met with protests when he spoke at Howard University’s convocation Friday, a sign, perhaps, of the former Federal Bureau of Investigation director’s long road ahead at the historically black university.

Comey, who was appointed to the King Endowed Chair in Public Policy at Howard last month, was met with protests and chants of “No justice, no peace” and “I love being black,” as well as “We shall not be moved,” when he took the stage. After waiting about 15 minutes, he decided to speak over the chants -- which did not subside throughout his speech -- from a group of students attending the ceremony.

Interviews with students on campus the next day painted a picture of a student population where many are skeptical of or neutral about Comey at best. Amid a larger debate over campus speakers, many students at historically black colleges have objected to inviting speakers they view as not having been supportive of black people or black institutions. Education Secretary Betsy DeVos faced protesting students throughout a commencement address in May at Bethune Cookman University, another historically black university.

In interviews on Howard's campus, students offered a range of views on what happened.

“I honestly give [Comey] props for that,” Alexis Barge, a marketing major who was seated near the protesters, said of Comey trying to wait for the protests to subside. “He was very calm; he wasn’t looking angry or anything like that.”

Though she took some issues with the way the protest was carried out, she said she agreed with the protesters’ cause. The 50 or so students who protested, who organized on social media under the name HUResist, gathered in opposition to Comey because of his tenure at the FBI.

“Convocation is an event designed to officially welcome freshmen and transfer students into the historically black university,” the group said in a statement posted to social media. “Comey, ironically, boasted many affronts to black communities and communities of color during his tenure with the FBI, including the dismissal of racist state-sanctioned violence, and efforts to dismantle the growing Black Lives Matter movement, similar to the FBI’s efforts to dismantling of [sic] the civil rights and Black Power movements just a few decades prior.”

One specific charge that the group brought up in its statement was the “Ferguson effect.” In 2015, following the protests in Ferguson, Mo., after a white police officer shot and killed Michael Brown, an unarmed black teenager, Comey said that the scrutiny officers were receiving in the following months was hampering their ability to do their jobs effectively.

“Where we are stepping back a little bit is at the margins, where we might otherwise have gotten out of our cars and talked to a group,” Comey said police officers had told him. “We’re not doing that so much anymore because we don’t feel like being that guy in the video.”

Comey’s comments were controversial at the time and earned rebuke from the Obama White House.

“[The protesters] started off right, but then it got really rowdy. They were cursing, and there were children there. I’m not a fan of James Comey myself, for certain reasons,” Barge said. “I do believe they should have let him speak, a little bit.”

“If I would have known about the protest, I honestly would have been a part of it.”

Samara Archibald, who studies nursing, also said she has a skeptical outlook of Comey. And her criticism of the protest, as was Barge’s, was about the way it was organized rather than its message.

“There were rowdier people who started getting in the front, and they were a lot more angry. The way they were saying it wasn’t as well-spoken as the people who were starting at the beginning,” said Archibald, who watched the convocation ceremony via a video feed.

“It started getting a lot more disorganized,” she said, adding she would have preferred letting Comey speak. “I do stand with the protesters, I do stand with their message.”

Noelle Shaw, a criminology major who attended the convocation ceremony a few rows down from the protesters, said she hoped Comey would be open to learning during his time at Howard.

“I agree with the [protesters’] message,” she said. “But you can’t have change if you’re not willing to listen. He doesn’t know what you want to change, and you have to let him respond to the changes that you want.”

Additionally, for Barge, parts of Comey's speech came off as tone-deaf.

“Parts that I heard [above the noise of the protest], some parts I was hearing, saying, ‘This is our struggle,’ -- I didn’t completely agree with. White people have privilege,” she said. “When he says ‘our struggle together,’ it’s like … I guess he’s trying to be relatable.”

The protest came as universities and their choices for speakers and lecturers have come under scrutiny, raising questions about who is deserving of those spots. In addition to protests of DeVos, Harvard University recently rescinded an offer made to Chelsea Manning for a one-week fellowship after the university was blasted by the Central Intelligence Agency and others for inviting her. Manning was convicted for leaking classified information about the U.S. military, and while some consider her a hero for the action, others consider her a traitor. But at the same time, Harvard kept its offers to Sean Spicer, the former White House press secretary under Donald Trump, and Corey Lewandowski, a former Trump campaign manager who was once charged with simple battery over the way he handled a reporter at a rally.

For the protesters, Comey’s history seems to be a nonstarter for even beginning a conversation, much less taking a job at Howard (he has pledged to donate his $100,000 salary to a scholarship fund for students from foster homes). Neither Howard nor HUResist responded to requests for comment over the weekend. In Howard's efforts to allow the speech to continue, a minister unsuccessfully attempted to quiet the crowd, and Comey's microphone was turned up.

“I thought it was well organized,” Sage Chase, a musical theater major, said of the protest. She said she declined to join in because she didn’t feel like she had done enough research on the matter, but she said she had friends who protested.

“It was surprising to me” when it was announced that Comey was appointed to his position at Howard, Chase said. Even though she didn’t think much of it, she knew there was opposition to him on campus.

“I just accepted it, but I didn’t go to the convocation or anything,” she said. “I just don’t understand why he was appointed or why he is coming here.”

Latrell McClain, a psychology major, said he doesn’t consider himself very political, but he wasn’t surprised at Comey’s reception Friday, given the campus’s history of activism.

“The fact that there was a protest so early [on campus], I’m not surprised about it at all,” he said. “When it comes to Howard, stuff like that is done all the time.”

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Research universities partner to increase low-income student graduation

Inside Higher Ed - 4 hours 59 min ago

Three years ago a group of public research universities set out to prove that by working together they could significantly increase the completion rates of low-income students without reducing quality or diminishing their research productivity.

And last week they released new evidence that they are not only achieving their goals, but on track to surpass them.

The 11 universities make up the University Innovation Alliance, which released new data Thursday showing that they have increased the number of low-income graduates at their institutions by 24.7 percent in the past three years. The increase also puts the alliance on pace to surpass its total graduation goals.

"These 11 presidents and chancellors united around a sense of urgency and a shared problem, and they've held each other accountable with data-sharing agreements and transparency," said Bridget Burns, executive director of the UIA. "The alliance is about helping those campuses share what is working, adopt new interventions and scale up what's working faster."

Members of the UIA

Arizona State University
Georgia State University
Iowa State University
Michigan State University Ohio State University Oregon State University
Purdue University
University of California, Riverside
University of Central Florida
University of Kansas
University of Texas at Austin

When the alliance began three years ago, the goal was to graduate an additional 68,000 undergraduates by 2025 and have at least half of those students come from low-income families. The total number of undergraduate degrees awarded by the members has increased by 9.2 percent since 2014 -- from 79,170 to 86,436. The alliance is expected to exceed public attainment goals, with an additional 94,000 graduates by 2025.

The universities haven't given up their research missions, but the focus is now on social mobility, said Kim Wilcox, chancellor of UC Riverside.

"We focused on simple things," Wilcox said. "We focused on the number of credits students take."

Completion became the overall improvement goal, so the administration and faculty members encouraged students to take a minimum 15 credits per term, he said.

Riverside is also socioeconomically diverse, with about 60 percent of students on campus receiving Pell Grants.

"If you raise the overall graduation rate, you raise the rate of Pell students," Wilcox said.

Wilcox placed an emphasis on building not only a relationship with the other presidents and chancellors but asking that his senior aides do the same with their counterparts at the other campuses. The point was to share data, and even if Riverside didn't replicate the exact model Georgia State used, they would at least understand the common principles behind achieving success, he said.

Despite some criticism surrounding the completion agenda and encouraging students to graduate on time, Wilcox said, it's important for students to realize that staying in college longer is more expensive for them.

"We have to help them understand it's another year in the job market they're squandering," he said.

Burns said the university presidents understood that the degree-attainment challenge isn't just about increasing the number of graduates but increasing degree production across the socioeconomic spectrum.

At Ohio State, the university focused on data analytics and advising and examined the work UIA did with helping guide students to the right career path, said Michael Drake, the university's president. Ohio State, like many of the others in the alliance, also focused on emergency aid. Last month the group started a new initiative to provide completion grants to students facing financial pressures in their last semester of study.

"There are people who believe affordability, access and excellence are separate things," Drake said. "I believe they all modify each other positively -- if we're doing our best work as a public research university, we're maximizing affordability, access and excellence at the same time. We're a Research I and that's critically important to us, but that's not incompatible with social mobility."

But there are still challenges facing the institutions despite the improvement in graduation numbers. Drake said they're still encountering a diverse group of students who come to the university with an uneven level of preparation from high school.

In a comparative study, the 11 alliance members learned that 31 percent of their undergraduate students receive Pell Grants compared to 15 percent of undergraduates at Ivy League institutions and at 50 other selective liberal arts colleges.

"Despite all of the attention around elite institutions talking about social mobility and economics, the entire Ivy League doesn't serve 10,000 low-income students," Burns said. "Where we focus our attention matters, and these presidents are doing something that is bucking a trend. They're resisting pressure from other sources … it isn't incentivized or encouraged, and you won't see rankings for this effort."

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NCAA hands light punishment to Rutgers football program

Inside Higher Ed - 4 hours 59 min ago

Rutgers University escaped the most serious punishments by the National Collegiate Athletic Association after its football players failed drug tests and were still allowed to compete and the team’s former head coach tried to persuade a professor to raise an athlete’s grade.

The NCAA levied few consequences outside those the university already imposed. Rutgers will face probation from now until 2019, and both the former head football coach and an assistant coach have been slapped with a yearlong “show cause order,” limiting their job prospects in college athletics.

But neither is employed by the university anymore, and the head coach, Kyle Flood, now works for the Atlanta Falcons of the National Football League. He was fired in 2015.

Rutgers already chose to pay a $5,000 fine and reduce off-campus recruitment days, as well as the number of times prospective athletes can visit the university this academic year.

The NCAA did not force the university to vacate any of its wins or cut back on scholarships, which would have more severely hurt the football program.

Flood, whom the university suspended for three games during the 2015 season after the allegations came to light, also contacted the professor of an athlete with a failing grade. He tried to arrange extra course work for the player to boost his grade and ensure he could play. Ultimately the professor, who was an adjunct, refused, and the athlete was deemed ineligible.

An administrator in the university’s Academic Support Office had already warned Flood against making the request, which Flood chose to ignore. Flood also contacted the professor multiple times using his personal email account -- at one point, he admitted it was to avoid the email coming to light via a public records request.

Flood asked the player to draft a letter to the professor "explaining his behavior last semester." The coach then forwarded it to the faculty member -- "I am sending it from my personal email to your personal email to ensure there will be no public vetting of the correspondence."

The professor said she felt Flood had "badgered" her.

Some of the other infractions stem from a group called the football student ambassadors, an unofficial collective that nonetheless handled many aspects of recruiting players, including hosting them on the campus. It is separate from the Scarlet Ambassadors, the recognized campus group.

Because the ambassadors were unaffiliated, their activities conflicted with the university’s procedures on recruitment and flouted NCAA rules.

“The former head coach took a casual approach to compliance as it relates to the host program,” the NCAA’s Division I Committee on Infractions panel said in a statement. “He exercised little, if any, oversight of the group, permitting recruiting staff to administer the program with no supervision. As the individual who had ultimate oversight of all aspects of the football program, it is implicit that the head coach was also responsible for the actions of football hosts and, ultimately, the violations they committed.”

Rutgers also violated its drug-testing policies; athletic department employees, such as the athletics director, at times weren’t informed when an athlete tested positive for banned substances.

A total of 32 athletes tested positive for such substances from September 2011 through fall 2015, but many continued to play without being disciplined, according to the NCAA. A few times, even the athletes weren’t informed they had tested positive.

In 2014, an assistant football coach met with a sophomore in high school, a potential recruit, face-to-face, which violated the NCAA policy of not taking face-to-face meetings until a student’s junior year. The assistant coach then lied to investigators about speaking with the student, though others had confirmed the visit.

Rutgers President Robert Barchi issued a brief statement on the NCAA’s findings Friday.

“Today, the committee issued its final report concluding the matter, and not only recognized our cooperation but also acknowledged the extensive changes we have taken in personnel, structure, policies and compliance. The committee accepted our self-imposed penalties and extended our self-imposed probation period from one to two years,” the statement reads in part. “We want to express our gratitude to the committee and to the NCAA enforcement staff, and we are moving forward in a new era of Rutgers athletics.”

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Navitas opens Sydney CBD campus

The PIE News - Sun, 09/24/2017 - 09:55

English language and vocational education provider, Navitas, has consolidated several of its Sydney-based locations to open a new A$70m campus in the city’s CBD.

The Hyde Park Sydney campus, which will accommodate over 2,000 learners, will host students of the provider’s Sydney Institute of Business and Technology, the Australian College of Applied Psychology, Navitas Professional and Navitas English, as well as students in the Western Sydney University and La Trobe University partnership colleges.

“I am proud that this new campus brings together learners from colleges and institutions from across all parts of our organisation,” Navitas chief executive Rod Jones said.

“The student experience has always been at the heart of everything we do at Navitas and this new facility will provide the best environment and the best technology for our learners to get the most from their education.”

The move to a central location also appears to be a continuation of comments made by Jones in August that the company had “significantly simplified and streamlined the company’s global operating structures”, after 2016/17 FY figures showed a dip in group revenue.

During the campus’ opening, Jennifer Westacott, chief executive of the Business Council of Australia, praised the new campus and highlighted the importance of education to Australia’s workforce.

“This new facility will provide the best environment and the best technology for our learners”

“Collaboration between business and the education sector is essential in helping Australians transition to new ways of learning and working,” she said.

Navitas chairman Tracey Horton agreed, saying the sector would help to drive Australia’s future prosperity.

“As our economy continues to transition away from resources and other heavy industries toward more knowledge-intensive, service-related sectors linked with the continued development of economies in Asia, there will be an acute need for reskilling and lifelong learning that will prepare Australians for the jobs of the future,” Horton said.

2017 has been a significant year for Navitas, after signing its eighth US university partnership arrangement in January and leading a consortium of Australian edtech developers on a mission to the US mid-year.

The post Navitas opens Sydney CBD campus appeared first on The PIE News.

African Scholarly Publishing

University World News Global Edition - Sat, 09/23/2017 - 05:09
African scholarly publishers based in South Africa, Senegal, Cameroon and Uganda, as well as the global book distributor African Books Collective, met in Johannesburg, South Africa, recently to di ...

UK minister signs umbrella science agreement with US

University World News Global Edition - Fri, 09/22/2017 - 20:35
United Kingdom Universities and Science Minister Jo Johnson has signed a UK-US Science and Technology Agreement with United States Acting Assistant Secretary of State for Oceans and International ...

Universities warn court of harm caused by travel ban

University World News Global Edition - Fri, 09/22/2017 - 20:26
The American Council on Education and 29 other higher education associations submitted an ...

A University Powered by the ‘Good Will’ of Others

The University of the People charges no tuition and now serves more than 10,000 students. Its founder, Shai Reshef, speaks about the volunteers who have made it a beacon for Syrian refugees, earthquake victims in Haiti, and undocumented students in the United States.

Desire for knowledge - Langaa and publishing in Africa

University World News Global Edition - Fri, 09/22/2017 - 08:06
Can enhanced circulation of African worldviews help shape the evolution of humanity? This is our vision at Langaa Research and Publishing Common Initiative Group which, along with other African pu ...

ABC - Taking African scholarly books to the world

University World News Global Edition - Fri, 09/22/2017 - 08:05
African Books Collective, or ABC, is an African owned, worldwide marketing and distribution outlet for more than 3,000 titles from Africa - scholarly, literature and children's books. Founded, own ...

Universities need imaginative, ICT-enhanced presses

University World News Global Edition - Fri, 09/22/2017 - 08:04
Scholarly book publishing is in trouble. Two contrary developments can be observed internationally. On the one hand, there are perceptions in academia of 'robber capitalism' on the part of the lar ...

The costs of losing local research to global publishers

University World News Global Edition - Fri, 09/22/2017 - 08:04
South Africa boasts an impressive pedigree of scholarly publishing, beginning with the establishment of the University of the Witwatersrand Press, now known simply as Wits University Press or WUP, ...

The African university press - A gloomy picture

University World News Global Edition - Fri, 09/22/2017 - 08:04
In the new digital era, with its demand for skills and knowledge, and new technological opportunities, there is now more than ever a need for collaboration among independent African publishers, an ...

Network aims to strengthen African scholarly publishing

University World News Global Edition - Fri, 09/22/2017 - 08:02
A small group of African scholarly publishers has launched a network for collaboration, experience-sharing and advocacy - and they have invited other publishers of scholarly monographs across Afri ...

Experts call for radical changes in higher education

University World News Global Edition - Fri, 09/22/2017 - 07:56
'Suboptimal' is the key word used as a panel of European experts of the Horizon 2020 Policy Support Facility describe the present state of higher education in Poland.

The Peer Review of Pol ...

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